O iginal Resea ch
SAGE Open
Ap il-June 2024: 1–21
ÓThe Au ho (s) 2024
DOI: 10.1177/21582440241253563
jou nals.sagepub.com/home/sgo
A e he Values o Family Membe s
Consis en Wi h he O ganiza ional
Cul u e o Thei Business?
Ma ie Mikus
ˇo a
´
1
,Va
´cla F ied ich
1
, Gab iela Pola
´ko a
´
1
,
and Ond
ˇej Linha
2
Abs ac
In amily businesses, as in o he o ganiza ions, an in o mal o ganiza ional cul u e is o med. The pu pose o he esea ch was
o de e mine i he e is a ela ionship be ween in a- amily ela ionship and he ype o o ganiza ional cul u e. Quan i a i e
esea ch has been conduc ed. The OCAI ques ionnai e was used as well as a se o ques ions om he au ho s who called i
he Family In ol emen Model. Da a we e ob ained om 860 esponden s, amily business owne s. Key indings ha he al-
ues o amily membe s a e no consis en wi h he o ganiza ional cul u e in hei business ha e been s a is ically con i med.
Only he hypo hesis o he consis ency o amily alues and clan o ganiza ional cul u e was con i med. The s udy con ibu es
o he s udy o amily in ol emen in amily business. P ac ical implica ions o amily business owne s can be seen in he
building o posi i e in luence on he c ea ion o he o ganiza ional cul u e in hei business. The s udy add esses he na u e o
o ganiza ional cul u e and he alues o he amily wha is he o iginali y o he esea ch.
Plain Language Summa y
Findings o he esea ch ha e shown ha he beha iou s and a i udes inside he amily do no necessa ily ma ch he
na u e o he o ganiza ional cul u e in hei company. This hypo hesis was con i med only o he clan cul u e. This
esea ch s udy su e s om se e al limi a ions. The s udy has limi a ions in gene alizabili y. The esea ch was ca ied
ou in one coun y, a coun y wi h a ela i ely sho his o y o amily business. Families and hei businesses do no ye
ha e as much knowledge and expe ience as amily businesses wi h a long adi ion. Howe e , he esul s ob ained o e
an oppo uni y o compa a i e esea ch in coun ies whe e amily business has a long adi ion. This s udy assumes a
di ec ela ionship be ween amily alues and o ganiza ional cul u e. The e is he possibili y ha he e a e o he
ela ionships ha could be conside ed as o he media ing a iables no conside ed in his s udy. Fo his eason, mo e
esea ch could ocus on a mo e obus unde s anding o ela ionships wi hin amilies and how hey in luence cul u e in
hei business by including media o s ha inco po a e he in luence o , o example, s a egic decision making o
business model de elopmen . The complexi y o he esponden s’ posi ion may no ha e yielded eliable esul s. The
complexi y o a si ua ion whe e a esponden iden i ies he ela ionships and alues o hei own amily membe s and
hen alues wi hin hei business, o en pe cei ed as a second amily, can jeopa dize he eliabili y o he answe s. A
limi a ion could be seen in he F-PEC model used. Some con empo a y au ho s a gue ha Klein e al.’s F-PEC scale
de ines only a e y speci ic ype o amily business. The e a e o he ypes mo e concep ually and empi ically, as also
a i med by Gup a and Le enbu g. Howe e , he s uc u e o his model has been shown o be a sui able choice o he
amily model con ou ed he e. FIM - o mula ed ques ions o g oup assignmen s may be submi ed o discussion. The
1
Technical Uni e si y o Os a a, Czech Republic
2
Technical Uni e si y o Libe ec, Czech Republic
Co esponding Au ho :
Ma ie Mikus
ˇo a
´, Depa men o Managemen , Economics Facul y, Technical Uni e si y o Os a a, Sokolska
´
ˇ. 33, Os a a 70800, Czech Republic.
Email: ma ie.mikuso a@ sb.cz
C ea i e Commons CC BY: This a icle is dis ibu ed unde he e ms o he C ea i e Commons A ibu ion 4.0 License
(h ps://c ea i ecommons.o g/licenses/by/4.0/) which pe mi s any use, ep oduc ion and dis ibu ion o
he wo k wi hou u he pe mission p o ided he o iginal wo k is a ibu ed as speci ied on he SAGE and Open Access pages
(h ps://us.sagepub.com/en-us/nam/open-access-a -sage).
au ho s do no claim ha he FIM is a inal closed model. I will ce ainly equi e u he elabo a ion o e inemen . The
au ho s welcome any commen s. Resea ch implica ions: By p o iding a clea and p edic able ela ionship be ween he
in ensi y and na u e o amily membe s’ ela ionships wi h each o he and wi h he amily business and he o ma ion o
o ganiza ional cul u e, he s udy con ibu es o amily business heo y, con ibu ing o he s udy o amily in ol emen
in amily business in e ms o c ea ing and main aining he in o mal in angible aspec s o o ganiza ional cul u e. P ac ical
implica ions: o amily business owne s, i could p o ide impe us o es ablishing policies, ules, o oles wi hin he
amily so ha hei in ol emen in he amily business posi i ely in luences he c ea ion and beha iou o he
o ganiza ional cul u e in hei business. Social implica ions a ise om he impo ance o he exis ence o amily i ms
ha a e signi ican in he economy. No only he owne s o amily businesses, bu also policymake s and egula o y
au ho i ies should con ibu e h ough hei ini ia i es o p omo e he in o mal o ganiza ional cul u e ha is a
p e equisi e o he g ow h and sus ainabili y o amily businesses, which a e ypically he la ges employmen
gene a o s in mos economies. O iginali y/ alue/ heo e ical con ibu ion: he s udy add esses he na u e o
o ganiza ional cul u e and he ‘‘cha ac e ’’ o he amily. By he ‘‘cha ac e ’’ o he amily is mean he ela ionships
be ween amily membe s and he ela ionships o amily membe s o he amily business. Rela ionships wi hin he amily
and he ela ionship o amily membe s o he amily business a e undoub edly e lec ed no only in he o mal
s uc u e, bu also in he in o mal cul u e. The s udy e eals how hese wo ‘‘cha ac e s’’ a e no / ela ed.
Keywo ds
amily business, amiliness, FIM, OCAI, o ganiza ional cul u e, alues
In oduc ion
Family, om a sociologis ic poin o iew, is a basic
building block o any socie y (Pe usek, 1996). Bu no
only sociology claims i s u mos impo ance, also eco-
nomical signi icance is undeniable, especially conside ing
amily business. Ransbu g e al. (2016) s a e ha amily
alues, ision, and pu pose in luences cul u e in he
amily-owned business. This o ganiza ional cul u e (OC)
is an impo an subsys em o an o ganiza ion, a de e mi-
nan o o ganiza ional e ec i eness and he quali y o
wo k li e o o ganiza ional membe s (e.g., Came on &
Quinn, 1999; Deal & Kennedy, 1982; Mi anda-Wol ,
2022; Schein, 1992; Schein & Schein, 2016; T ice &
Beye , 1990). O ganiza ional cul u e is de ined as a phe-
nomenon consis ing o indi idual elemen s, such as he
co e alues, belie s, and opinions ha exis in he o gani-
za ion, he pa e ns o beha io , and he symbols ha
exp ess he connec ion be ween he belie s, alues, and
beha io s o he membe s o he o ganiza ion (Denison,
1990; Schein, 1992 and o he s). O ganiza ional cul u e is
he esul o he accumula ion o expe iences passed on
o indi iduals h ough he socializa ion p ocess; i p o-
ides con inui y, educes employee unce ain y, and
a ec s hei job sa is ac ion and emo ional well-being; i
is a sou ce o mo i a ion, and can be a compe i i e
ad an age (Luka
´s
ˇo a
´, 2015).
O ganiza ional cul u e is c ea ed in all ypes o o ga-
niza ions, co po a es, go e nmen al, and nongo e n-
men al o ganiza ions and abo e-men ioned amily
businesses as well. A amily business is di e en om a
con en ional business in many ways. This di e ence may
also in luence he na u e o o ganiza ional cul u e. A
amily business can be cha ac e ized as a combina ion o
wo sys ems o alues, expec a ions, and ules—o he
amily and o he business (Ba on & Lachenaue , 2021).
Di e ences om non- amily businesses appea ing in
o ganiza ional cul u e may lie, o example, in he a ea
o social ies, whe e a g ea e sense o social eeling is
o en ound in amily businesses (Soluk e al., 2021).
The e is a s ong emphasis on quali y, as he epu a ion
o he business and he amily is a s ake (Chan e al.,
2020). The e is much mo e suppo o o he amily
membe s o be in ol ed in he unning o he business
and i s managemen , as one o he main goals o a amily
business is o pass he business on o he nex gene a ion
(D ewniak e al., 2020). O cou se, nega i es a ising om
amily in ol emen in he business. These may include
nepo ism, he ansmission o amily con lic s o he
business and ice e sa, an imbalance be ween he goals
o he amily and he business, and o he s (C aig &
Newbe , 2020; Ve ga a e al., 2020). Family in ol e-
men in luences business pe o mance (Memili e al.,
2015) and s a egy (Minola e al., 2016). Family in ol e-
men in a business can be a compe i i e ad an age, bu
also a cause o ailu e ha can lead no only o p ema-
u e business exi bu also o i s be ween amily mem-
be s (Ga cia e al., 2018).
As can be seen om he p e ious and he ollowing
heo e ical backg ound ex , he e a e a numbe o s ud-
ies dealing wi h he ea u es o en ep eneu ial amilies as
well as amily businesses. Bu do we know o wha ex en
he ‘‘cha ac e ’’ o he amily and he mu ual ela ions o
amily membe s is e lec ed in he ‘‘cha ac e ’’ o cul u e
2SAGE Open
o hei business? Do iendly ela ionships in he amily
also mean a iendly en i onmen in he business? How
compe i ion be ween amily membe s a ec he o ganiza-
ional cul u e o hei business?
He e, he au ho s s a e a esea ch p oblem. A esea ch
ques ion was o mula ed: A e he alues and beha io s
o amily membe s consis en wi h he in o mal en i on-
men o hei business?
In o de o answe he esea ch ques ion, esea ch
sub-ques ions we e o mula ed and wi hin hem hypo h-
eses we e o mula ed as well. To answe hem, he ou -
pu s om used models will ha e o be p ocessed.
The p ocessing p ocedu e is as ollows. Fi s , heo e i-
cal a en ion mus be gi en o he a eas ha a e ea ed
in he p esen ed esea ch. The pu pose o his sec ion is
o highligh he di e ences be ween a amily business and
a non- amily business, and o explain he F-PEC model,
he essence o which will be applied. Then he key ole o
o ganiza ional cul u e, he explaining o he Came on
and Quinn model ha will be applied in he esea ch a e
desc ibed.
In he ollowing sec ion, he me hodology, and me h-
ods used a e desc ibed. The esul s ob ained om he
ques ionnai e su ey in amily businesses a e s a is ically
p ocessed, p esen ed, and discussed. Finally, he key
esul s o he esea ch a e summa ized and he limi a-
ions and bene i s o he esea ch a e men ioned.
Theo e ical Backg ound and Hypo heses
De elopmen
In he ollowing sec ion, wo main aspec s o his a icle
will be desc ibed— amily business and o ganiza ional
cul u e. O ganiza ional cul u e a ises in all ypes o o ga-
niza ions. E en in amily businesses. The link be ween
hese wo opics is well de ined: amily, a nucleus o e e y
amily business, in luences i s cul u e, ha u he in lu-
ences he whole o ganiza ion (Ransbu g e al., 2016).
Family business has a numbe o unique cha ac e is ics
e lec ing i s na u e. How can a amily i m be dis in-
guished om a non- amily i m?
Family Business
A key aspec ha dis inguishes amily i ms om non-
amily i ms ela es o he elemen o amily and amily
cul u e and he in e ela ionship be ween he amily and
he i m wi hin an economic, manage ial, and sociologi-
cal amewo k (Da is, 2001). The de ini ion o a amily
i m a ies om coun y o coun y, bu always e e s o
he dominance o amily owne ship, amily ep esen a-
ion in op managemen , con olling bodies, and, abo e
all, he in en ion o pass he business on o he successo
gene a ion.
The amily is a he cen e o he company. This esul s
in wo s uc u es encoun e ing each o he , namely, he
amily and he business, inc easing he po en ial o con-
lic which a ec s bo h he amily and he business
sphe e. Families a e go e ned by equali y, inclusion, and
ca ing eelings. Businesses, on he o he hand, a e go -
e ned by me i oc acy, selec i i y, and c i ical analysis.
These undamen al di e ences c ea e oppo uni ies o
con lic in decision-making, employmen , compensa ion,
ein es men , e c. Should such decisions a o he wel a e
o he amily o he wel a e o he business?
A consensus mus be ound o he di e en alues
and ela ionships ha wo k in he amily and in he com-
pany. The in oduc ion o ules and oles be ween
amily-business ela ionships is essen ial o main aining
ha mony in he amily and a he same ime o he suc-
cess ul de elopmen o he business (Figu e 1).
In wha ollows, we ocus on he ea u es o amily
businesses ha a e ela ed o he ques ions in he
Came on and Quinn (1999) ques ionnai e.
Family businesses ace complexi ies when i comes o
he in ol emen o amily membe s. Family membe s
may be hea ily a o ed, non- amily membe s may pe -
cei e injus ice in his way. This leads o a weakening o
o ganiza ional cul u e, esul ing in poo economic pe -
o mance. In ano he si ua ion, amily membe s a e
expec ed o pe o m be e han non- amily membe s.
Thus, amily membe s may su e om e e se nepo ism,
which is also nega i ely e lec ed in OC. I is indispu able
ha ai ness in ea men , quali y ca e, and conce n o
employees a e closely ela ed o hei loyal y, which in lu-
ences o ganiza ional cul u e (Schuman & Wa d, 2017).
The willingness o ake isks is ypical o he ounding
gene a ion, whe e i has become i s mo i a o (Llanos-
Con e as e al., 2021). U baniko a e al. (2020) s a e
ha he second gene a ion is conside ed mo e inno a i e
han he i s gene a ion. In e nal and ex e nal knowl-
edge is iden i ied as one key ac o in deep unde s anding
he abili y o he amily o inno a e (Bece a e al., 2020;
Del Vecchio e al., 2019). No only knowledge o manag-
e s, bu also wise leade ship has a signi ican , posi i e
indi ec e ec on s imula ing open inno a ions due o i s
in luence on wo kplace iendships (Abdulmuhsin &
Ta hini, 2022).
The economic and business pe o mance ela ed issues
and hei solu ions a e in e linked wi h e hical alues.
Vazquez (2018) concluded ha amily businesses a e
as ly di e en om non- amily businesses, which, as one
can assume, will also in luence hei a i ude owa d o ga-
niza ion cul u e. O he au ho s see he sou ces o his di -
e ence in he amily’s own in ol emen (Sha ma &
Sha ma, 2011), he pe sonali ies o he ounde and his/
he successo s (McMullen & Wa nick, 2015), he in e -
pe sonal ela ions and communica ion (Campopiano &
Mikus
ˇo a
´e al. 3
De Massis, 2014), o in he social ela ions and emo ions
(Cennamo e al., 2012).
Ano he elemen in luencing he o ganiza ion cul u e
is he company’s ela ionship wi h i s s akeholde s. In
hei s udy, Poech and K iwanek (2011) concluded ha
amily businesses a e mo e espec ul o he igh s o s a-
keholde s han non- amily businesses. A esponsible
app oach o s akeholde s was also iden i ied by o
example, Ba aka e al. (2020) o Chaudha y and Saxena
(2022).
A s eng h o amily businesses is hei socio-
emo ional weal h (SEW). The complex ela ionships
be ween di e en socio-emo ional weal h goals a e a e-
quen ocus o esea ch (e.g., Clea y e al., 2019; Dou
e al., 2020; Weimann e al., 2021). I can be concluded
ha amily con ol and in luence, amily membe s’ iden-
i ica ion wi h he i m, binding social ies, emo ional
a achmen , and he enewal o amily ies o he i m
h ough dynas ic succession a e impo an elemen s ha
can con ibu e o he c ea ion o a s ong o ganiza ional
cul u e.
When he ounde gene a ion becomes in ol ed in he
o m o sibling and cousin eams, i is di icul o escape
he complexi ies ha come wi h di e se pe sonali ies, al-
ues, and pe cep ions o wha ision is bes o he busi-
ness and o he amily (A ono e al., 2011). Fo mal
policies (i.e., sha eholde ag eemen , code o conduc ,
policy on employmen o amily membe s, on ma iage
p enup ial, on e i emen ) and amily ins i u ions ( amily
mee ing, amily assembly, amily council, amily o ice,
e c.) go e ning he ela ionship be ween he amily and
he business a e impo an o any amily business because
hey help a oid p oblems and con lic s be o e hey hap-
pen (C aigh & Moo es, 2017).
The way in which hey in e e e wi h he amily is a
cons an p oblem. How o de e mine he ex en o he
amily’s impac on he business? Se e al models a e
c ea ed.
Ba ney (1991) di ided six dimensions o OC in o h ee
g oups: human esou ces, o ganiza ional esou ces, and
p ocess esou ces. I s di ision inspi ed I a a and Moo es
(2010). Ru he o d e al. (2006) examine deg ees o am-
ily in ol emen h ough he numbe o gene a ions, own-
e ship, and a hos o amily in ol emen a iables. The
model o Pea son e al. (2008) explo es only he in e nal
iew o a company and a amily. Danes e al. (2009)
moni o ed he ela ionship be ween amily and business
on he le el o he a ailabili y o esou ces and he exis-
ence o es ic ions. Ban
˜os-Mon oy e al. (2015) p o-
posed h ee dimensions o amiliness as p ocess, human,
and o ganiza ion esou ces. F ank e al. (2017) de ined a
mul idimensional scale (Family In luence Familiness
Scale [FIFS]) comp ising six dimensions. Cano-Rubio
e al. (2017) p opose a composi ion o amiliness ha
conside s amily capi al, bonding social capi al, and b id-
ging social capi al o he FB.
In conclusion, i can be summa ized ha amily in lu-
ence is used as a unique elemen ha di e en ia es
be ween amily and non- amily i ms and di e s pe -
o ming amily businesses om unde pe o ming ones
(Pea son e al., 2008) and ha i can be a sou ce o
compe i i eness.
Fo he pu pose o he p esen ed esea ch, he F-PEC
model by As achan e al. (2002) is used. They de ined
Figu e 1. Rules o amilies and businesses.
Sou ce. Ca lock and Wa d (2001).
4SAGE Open
amily in ol emen (F) in h ee dimensions: P—powe
( he in luence o he amily on he owne ship, con ol,
and managemen o he i m); E—expe ience ( he in o -
ma ion knowledge, judgmen , and in ui ion ha comes
h ough successi e gene a ions); and C—cul u e ( he
alignmen o he amily’s goals wi h he i m’s goals).
Thei F-PEC scale is widely accep ed in he li e a u e
(Ru he o d e al., 2008).
Powe . The posi i e e ec o owne ship and manage-
men on i m pe o mance is gene ally epo ed especially
in la e gene a ional s ages (Azizi e al., 2021; Blanco-
Mazaga os e al., 2016). The in ol emen o non- amily
membe s in managemen is ela ed o pe sonal alues in
amily i ms, and, consequen ly, on o ganiza ional cul-
u e (Cam ield & F anco, 2019; Schepe s e al., 2021).
O he dimensions a e o mula ed as p o essionaliza ion
and o maliza ion, no only o he o ganiza ional s uc-
u e, and p ocesses, bu also o he amily ela ionship
wi h he company (Pola , 2020; Razzak e al., 2021).
Expe ience. By success ully passing on he amily busi-
ness o he nex gene a ion, he expe ience ela ed o how
o econcile amily li e wi h he business g ows (Hillen &
La a da, 2019). The e o e, planning and execu ing he
succession p ocess seems c ucial (D ewniak e al., 2020).
Each o he ba ie s o a success ul hando e ( amily dis-
ag eemen s, dissa is ac ion o key employees, no p e-
pa a ion o he nex gene a ion, e c.) can be o e come by
using s a egies designed speci ically o he business and
amily hemsel es (Bo ella-Ca ubi & Gonza
´lez-C uz,
2019; Collingswo h-C usse, 2021).
Cul u e. In he con ex o amily business cul u e, he
main heme is socio-emo ional weal h (SEW). SEW is a
key ac o ha di e en ia es amily businesses om
o he ypes o businesses. Family cul u e in luences he
psychological owne ship o amily membe s. C ea es
oppo uni ies o communica ion be ween amily mem-
be s, ein o ces sha ed amily alues, aligns amily and
i m expec a ions, and p omo es iden i ica ion wi h he
i m (Ve ga a e al., 2020). Sha ing alues, belie s, com-
pany mission, e c. p o ides a compe i i e ad an age
(Soluk e al., 2021).
The au ho s did no di ec ly use his model in hei
esea ch. Howe e , i s s uc u e was he inspi a ion o
o mula ing and classi ying ques ions o hei esea ch.
Fu he in o ma ion can be ound in he sec ion
Me hodology.
O ganiza ional Cul u e
In e pe sonal ela ionships, wo kplace en i onmen ,
human ul illmen and human pe sonali y de elopmen ,
employee pe o mance and sa is ac ion, co po a e image,
and b and, all o hese a e co po a e cul u e. Co po a e
cul u e is associa ed wi h managemen beha io and
a i ude, o ganiza ional pe o mance, i m, and
employee beha io (see, e.g., B own, 1995; Denison,
1990; D ennan, 1992; Go don, 1991; Hall, 1995;
Sackmann, 2006; Schein, 1992).
A numbe o esea che s ha e concluded ha o gani-
za ional cul u e, oge he wi h leade ship, plays an
impo an ole in building social sus ainabili y.
Combining hese wo componen s maximizes he po en-
ial o sus ainabili y o he u u e (Bagga e al., 2023;
Belay e al., 2023; Suaidy & Manu ung, 2023). Yuni a
e al. (2023) ocused on inding ela ionships be ween
o he componen s o subsys ems o an o ganiza ion.
Thei indings e ealed ha o ganiza ional cul u e and
echnological capaci y ha e a bene icial e ec on o gani-
za ional ambidex e i y. A well-chosen and well-se o ga-
niza ional cul u e suppo s c ea i i y and inno a ion
(Choi e al., 2023; Villanue a Pe e e al., 2023).
O ganiza ional cul u e is closely ela ed o employee
engagemen bo h in pe iods o economic s abili y and in
imes o h ea (Bui & Le, 2023; Lombongadil & Djamil,
2023; Rozˇ man e al., 2023; Wu e al., 2023).
O ganiza ional cul u e a ec s job sa is ac ion (Fauzan,
2023), employee pe o mance (Eli neh & Embilo, 2023;
Mulyadin e al., 2023; Sup iyan o e al., 2023), as well as
inancial pe o mance in an o ganiza ion (Sa ic
´e al.,
2023).
To e ec i ely lead hei o ganiza ion while aking cul-
u al ac o s in o accoun and ac i ely in luencing he
cul u al en i onmen o enhance pe o mance, manage s
mus possess a ho ough unde s anding o hei o gani-
za ion’s cul u e (Luka
´s
ˇo a
´, 2015). They can iden i y
s eng hs and weaknesses based on hei knowledge o
he con en o he cul u e and also pu pose ully choose
e ec i e managemen ac ics.
The e m o ganiza ional cul u e is, in his esea ch,
unde s ood as a se o basic assump ions, alues, a i-
udes, no ms o beha io ha a e sha ed all a ound an
o ganiza ion and ha a e appa en in he hinking, eel-
ing, beha io o o ganiza ional membe s and in a i ac s
o ma e ial and imma e ial na u e.
The elemen s o o ganiza ional cul u e a e in e ela ed
and in e ac . Schein’s (1992) model is well known, whe e
o ganiza ional cul u e was s uc u ed in o h ee le els
(a i ac s, alues and no ms, co e belie s). Many au ho s
iden i y wi h his concep (e.g., Schneide & Ba soux,
1997). Some elabo a e i u he , such as Lundbe g
(1996). O he au ho s s uc u e he con en o o ganiza-
ional cul u e in a di e en way (e.g., Denison, 1990;
Hall, 1995; Ho s ede, 2001; Ko e & Heske , 1992).
The ypologies o o ganiza ional cul u e a e based on
di e en ounda ions. The e a e ypologies o mula ed in
ela ion o o ganiza ional s uc u e (e.g., Handy, 1993;
Ha ison, 1972; T ompenaa s, 1993), en i onmen al
in luence, and o ganiza ional esponse o he
Mikus
ˇo a
´e al. 5

en i onmen (e.g., Anso e al., 2018; Deal & Kennedy,
1982; Miles & Snow, 1978), he s age o o ganiza ional
de elopmen (e.g., B idges, 1992), o ganiza ional beha-
io in he ma ke place (B idges, 1992; Hall, 1995), and
in he beha io o employees owa d each o he and
owa d hei o ganiza ion (Go ee & Jones, 1998). One
can also men ion he compass model by Hall (1995), he
O ganiza ional Cha ac e Index (OCI) by B idges (1992),
o he ‘‘double S cube’’ by Go ee and Jones (1998). In
hei O ganiza ional Cul u e T ans o ma ion Model
(OCTM), Ipinaza e al. (2021) placed To al Employee
Owne ship (TEO), To al Employee In ol emen (TEI),
and Leade ship (L) as h ee design elemen s o a high
pe o mance o ganiza ion. Omano ich e al. (2021)
no ed he a ac i eness and mo i a ion o he wo k o
esea che s, di e ences in goals, mission, and ea u es o
hei ac i i ies. These speci ics we e included in he de el-
opmen o a mul i-model o he o ganiza ional cul u e o
scien i ic ins i u ions.
Fo he pu pose o he esea ch, he model o Came on
and Quinn (1999) was chosen, which is based on he
Compe ing Values Model (Quinn & Roh baugh, 1983).
This model cap u es he p e ailing o ganiza ional alues,
he associa ed s a egic p io i ies in di e en ypes o cul-
u e, cap u es he a mosphe e in he o ganiza ion, leade -
ship s yle, and he success c i e ia o he o ganiza ion.
The basic dimensions o ha module a e lexibili y in
opposi ion o s abili y and con ol. The o he axis dis-
plays ex e nal e sus in e nal ocus. As a combina ion o
hese wo dimensions ou cul u e s yles a e iden i ied—
clan cul u e, adhoc acy cul u e, hie a chy cul u e, and
ma ke cul u e.
Each ype is cha ac e ized by he goals he o ganiza ion
is wo king owa d and he ools i uses o achie e hem.
The clan cul u e embodies a wa m and welcoming
wo k en i onmen , whe e sha ed alues and objec i es
os e a s ong sense o eamwo k. Ra he han a s ic ly
business-o ien ed en i y, i esembles an ex ended amily.
Employee commi men o he o ganiza ion is no ably
high. The emphasis lies on indi idual g ow h and de el-
opmen , wi h a ocus on cus ome sa is ac ion by iew-
ing hem as pa ne s. Teamwo k, ac i e pa icipa ion,
and achie ing consensus a e conside ed essen ial pilla s
wi hin he o ganiza ion.
The hie a chy cul u e is cha ac e ized by a highly o -
malized and s uc u ed wo k en i onmen , whe e adhe -
ence o p ocedu es and egula ions is cen al o i s
unc ioning. Fo mal ules se e as he uni ying o ce
wi hin his cul u e. The o ganiza ion p io i izes smoo h
ope a ions, s i ing o s abili y and e iciency. Success is
measu ed by he eliabili y o deli e ies, mee ing dead-
lines, and main aining low cos s. Employee managemen
p ima ily e ol es a ound ensu ing employee secu i y
and s abili y wi hin he o ganiza ion.
The adhoc acy cul u e cul i a es a dynamic and en e-
p eneu ial wo k en i onmen ha encou ages c ea i i y
and inno a ion. Indi iduals wi hin his cul u e a e will-
ing o ake isks and explo e new app oaches. The o ga-
niza ion h i es on being a he o e on o i s ield,
de eloping new p oduc s and engaging in expe imen a-
ion. In such a cul u e, manage s play an impo an ole
in os e ing indi idual ini ia i e and nu u ing c ea i i y.
Howe e , i is impo an o no e ha while adhoc acy
pushes bounda ies, i can also encoun e esis ance om
employees and he ma ke as a whole.
The ma ke cul u e is de ined by a esul s-o ien ed
o ganiza ion whe e indi iduals a e d i en by compe i ion
and dedica ed o achie ing hei goals. The o ganiza-
ion’s cohesion is oo ed in a collec i e ocus on winning,
wi h success measu ed by gaining a la ge ma ke sha e.
Long- e m s a egies a e consis en ly shaped by a en ion
o compe i ion, ie ce compe i i eness p e ails.
Hypo heses De elopmen
The solu ion o he s a ed p oblem o mula ed in he
in oduc ion (A e he alues o amily membe s consis-
en wi h he in o mal en i onmen in hei company?)
was di ided in o he ollowing sub-ques ions:
(1) Is he e a s ong posi i e co ela ion be ween
o ganiza ional clan cul u e and commi men o
he i m, sha ing o goals and alues among am-
ily membe s?
(2) Is he e a s ong posi i e co ela ion be ween
o ganiza ional cul u e o hie a chy and de ining
o malized ules o amily membe s’ in ol e-
men in he amily business?
(3) Is he e a s ong posi i e co ela ion be ween ma -
ke o ganiza ional cul u e and p io i izing he
needs o he business o e he needs o he amily?
(4) Is he e a s ong posi i e co ela ion be ween he
o ganiza ional cul u e o adhoc acy and amily
membe s’ unde s anding o hei business as a
sou ce o p o i abili y and he e o e a necessi y
o ensu e i s compe i i eness?
In o de o answe he esea ch ques ions and sub-
ques ions, he ollowing hypo heses we e o mula ed.
The hypo heses a e suppo ed by he a gumen s o he
au ho s and o g ea e comp ehensibili y hey a e sup-
plemen ed wi h ables whe e he ea u es o bo h exam-
ined models a e p esen ed (Tables 1–4).
H1: The e is a s ong posi i e co ela ion be ween he
o ganiza ional cul u e o he clan and he commi men
o he i m and he sha ing o goals and alues among
amily membe s.
6SAGE Open
The au ho s hypo hesize ha , i he esponden s eel
he o ganiza ional cul u e a hei wo kplace as iendly,
ull o coope a ion and exchange o expe iences, and con-
ce n o hei wellbeing, i is also due o he a i ude o
amily membe s who main ain ha mony in he amily by
sha ing common goals and alues.
H2: The e is a s ong posi i e co ela ion be ween
o ganiza ional cul u e hie a chy and de ining o ma-
lized ules o amily membe s’ in ol emen in he
amily business.
The au ho s hypo hesize ha a cul u e o hie a chy,
which is cha ac e ized by o de , ules, s abili y, is
Table 2. Hie a chy.
OCAI FIM
The e is s ic hie a chy and con ol, o mal ules
E ec i eness (e iciency, pe o mance) o ac i i ies
Job secu i y, ela ionship s abili y
Fo mal ules and p inciples
Cons ancy and s abili y
E iciency ( eliable supply, low cos s)
I is impo an ha he business emain amily-owned
I is impo an ha he managemen o he business ( op managemen , managing
di ec o s, boa d o di ec o s) is en i ely o mos ly in he hands o amily membe s
We ha e o mal ules in place o b ing he amily and he business oge he
(e.g., amily p o ocol, amily code, ules o employing amily membe s, e c.)
We ha e mo e o less egula mee ings wi h ex ended amily membe s o
discuss business
Sou ce. Came on and Quinn (1999) and own esea ch.
Table 3. Ma ke .
OCAI FIM
The people in he company a e
e y compe i i e
Task comple ion
Ha d compe i ion
Emphasis on success and achie emen o goals
Winning in he ma ke
Winning he ma ke and ou pe o ming
he compe i ion
In imes when bo h business and amily a e ma e ially h ea ened in he sho
e m, I will p io i ize he needs o he business
In imes when bo h business and amily a e ma e ially h ea ened in he medium
e m, I will p o ide o he needs o he business as a p io i y
In imes when bo h business and amily a e ma e ially h ea ened in he long
e m, I will p o ide o he needs o he business as a p io i y
Family membe s a e willing o go he ex a mile o he su i al o he business i
necessa y, e en a hei own expense
Sou ce. Came on and Quinn (1999) and own esea ch.
Table 1. Clan.
OCAI FIM
The people in he
company a e close o
each o he , hey sha e
hei knowledge
Men o ing, educa ion
Teamwo k, pa icipa ion
Loyal y and mu ual us
Human de elopmen
Employee engagemen
Family membe s sha e he same o
simila iews on he ope a ion o
he business
Family membe s sha e he same o
simila iews on amily
in ol emen in he business
Family membe s a e loyal
Ou employees a e loyal
We ha e good ela ionships wi h
business pa ne s
Sou ce. Came on and Quinn (1999) and own esea ch.
Table 4. Adhoc acy.
OCAI FIM
The people in he company a e willing o ake
isks, a e en ep eneu ial
En ep eneu ship, inno a ion
Indi idual isk- aking, inno a ion
Commi men o inno a ion and de elopmen
Acqui ing new esou ces and oppo uni ies
Owne ship o a unique o la es p oduc
The amily business sa is ies he need o he success o he whole (mos ) amily
The amily business co e s he pe sonal ma e ial needs o all (mos ) amily membe s
The amily business p o ides oppo uni ies o pe sonal de elopmen o all (mos )
amily membe s
The amily business con ibu es o he image o he amily
All (mos ) amily membe s a e ul illing hemsel es h ough he amily business
Sou ce. Came on and Quinn (1999) and own esea ch.
Mikus
ˇo a
´e al. 7
suppo ed by amily ules, such as ules o employing
and ewa ding amily membe s, amily p o ocol, e c.
H3: The e is a s ong posi i e co ela ion be ween he
o ganiza ional cul u e o he ma ke and he p io i i-
za ion o business needs o e amily needs.
The au ho s hypo hesize ha a esul s-o ien ed and
compe i i e ma ke cul u e is in luenced by he alues o
amily membe s, whe e a business i s app oach
p e ails.
H4: The e is a s ong posi i e co ela ion be ween he
o ganiza ional cul u e o adhoc acy and amily mem-
be s’ pe cep ion o hei business as a sou ce o p o i -
abili y, and he e o e he need o ensu e i s
compe i i eness.
The au ho s hypo hesize ha he dynamic c ea i e
en i onmen o he adhoc acy cul u e is s ongly posi-
i ely co ela ed wi h he ac ha he amily unde s ands
he need o ensu e he compe i i eness o hei company
as a sou ce o i s exis ence, by encou aging he sea ch o
new p oduc s, app oaches, e c.
Me hodology and Me hods Used
The basis o ob aining answe s o esea ch ques ions
and hypo heses was quan i a i e esea ch.
Su ey Design
Two ques ionnai es we e used. The i s ques ionnai e
(OCAI), al eady used in a numbe o sec o s, was used in
i s o iginal o m. The second ques ionnai e (FIM) was
c ea ed by au ho s inspi ed by he exis ing F-PEC model.
The O ganiza ional Cul u e Assessmen Ins umen
(OCAI)
The O ganiza ional Cul u e Assessmen Ins umen
(OCAI) ques ionnai e by Came on and Quinn (1999)
was used o iden i y he ype o o ganiza ional cul u e.
The con en o he o ganiza ional cul u e wi hin he
i ms unde s udy is de e mined by e alua ing six key
componen s, which o m he basis o he ques ionnai e.
These componen s a e as ollows:
Dominan ea u es o he o ganiza ion (cha ac e -
is ics o he en i onmen and a mosphe e p e ail-
ing in he o ganiza ion)
Leade ship s yle in he o ganiza ion (wha is
mean by leade ship in he company, wha a e
conside ed leade ship skills)
Managemen o employees (wha is cha ac e is ic
o he managemen s yle, wha me hods a e used)
Cohesion o he o ganiza ion (wha ensu es he
cohesion o he o ganiza ion)
P io i y s a egic ac o s (wha is emphasized in
he o ganiza ion, wha is he ocus o he
o ganiza ion)
Success c i e ia (how success is de ined in he
o ganiza ion).
Fo each o he componen s, ou s a emen s a e p e-
sen ed, each o which cha ac e izes one o he ou ypes
o cul u e lis ed abo e. The esponden is asked o di ide
a o al o 100 poin s among hese s a emen s based on
he ex en o which each s a emen desc ibes he o gani-
za ion. The ques ionnai e is simple in e ms o adminis-
a ion. I s sho coming is conside ed o be ha i is
imp ecise (Sackmann, 2006). Howe e , i is sui able o
analyses ha ocus on he s a egic aspec s o an o gani-
za ion’s cul u e. The ex o he ques ionnai e is gi en in
he Appendix A.
Family In luence Model (FIM)
The au ho s we e inspi ed by he F-PEC model
(As achan e al., 2002) and indings om li e a u e
esea ch o de e mine he a i udes o amily membe s
owa d each o he and he i m. In addi ion o ques ions
ela ed o powe , ques ions ela ed o he expe ience and
cul u e o he company we e o mula ed. These ques ions
a e closely ela ed o SEW. In he end, 18 ques ions we e
o mula ed in consul a ion wi h expe s in communica-
ion, managemen , economics and psychology, and am-
ily business owne s. Expe s and amily business owne s
e alua ed he ele ance and ace alidi y o he ques ions
and di ided hem in o ou g oups ha cha ac e ize he
ypes o o ganiza ional cul u e men ioned abo e. The
assignmen o indi idual elemen s o g oups was con-
i med by ac o analysis (Appendix B). The C onbach
coe icien ade e mines he in e nal consis ency o he
ins umen and can ake alues in he ange o h.1i,wi h
gene ally accep able coe icien alues be ween .7 and .95
(Ta akol & Dennick, 2011). The ba e y is consis en , as
e idenced by he C onbach alpha (a= .853). The indi-
idual ac o s also ha e high consis ency (see C onbach’s
alpha in he Appendix B).
A 4-poin scale was es ablished o he esponses. Fo
esea ch pu poses, he au ho s called his he Family
In luence Model (FIM). The ex o he ques ionnai e is
gi en in Appendix B.
8SAGE Open
Basically, he esponden s e alua ed hei ela ion-
ships wi h each o he as amily membe s as well as he
in o mal clima e in hei amily business. In nei he ques-
ionnai e did he esponden s know which ype o o ga-
niza ional cul u e was cha ac e ized by which ques ion.
Pa icipan s
The esponden s a e amily business owne s om all o e
he Czech Republic ega dless o he indus y in which
hey ope a e. The e is no o icial da abase o amily busi-
nesses in he Czech Republic. The au ho s used hei own
da abase o 4,000 esponden s, 860 alid esponses we e
ob ained.
A pilo su ey o 20 amily businesses e i ied he
comp ehensibili y o he ques ionnai es. Da a we e col-
lec ed using compu e -assis ed web in e iewing ( he
CAWI me hod) in May 2022.
Da a Analyses
By means o desc ip i e s a is ics, businesses (his o y,
u no e , numbe o employees) and amilies ( he in ol-
emen o amily membe s in he ac i i ies o he amily
business) we e cha ac e ized.
This was ollowed by an e alua ion o he ou pu s o
bo h models. Fi s , he a e age a ing o indi idual cul-
u es in bo h models (means and ank) was iden i ied.
Using he IBM SPSS p og am, he p e ailing cul u e in
bo h models was ound. The McNema -Bowke symme-
y es was used o es he consis ency o he wo mod-
els. A co ela ion analysis (Sig. 2- ailed) was conduc ed
o de e mine he exis ence o a ela ionship be ween he
alue a i ude o amily membe s and he in o mal cul-
u e in hei business. On he basis o his, using co ela-
ion analysis i was possible o es he hypo heses.
Resul s
The basic cha ac e is ics o he esponden s a e shown in
Table 5 and he cha ac e is ics o he posi ion o amily
in ol emen in he company in Table 6.
P oduc ion i ms p edomina e in he se (75.3%).
Fi ms wi h 11 o 100 employees a e he mos ep esen ed
(46.5%). A o al o 88.2% o he i ms ha e a maximum
o 100 employees. Mos businesses ha e an annual u n-
o e o 0.4 million o 2.0 mil. EUR (47.4%). A o al o
83.3% o businesses ha e a u no e o less han wo
million EUR. 57% o he i ms ha e been in business o
10 yea s o less.
Almos 60% o businesses a e owned by he i s gen-
e a ion, ha is, he ounde s. Mo e han hal o he busi-
nesses (51.3%) a e managed by he i s gene a ion, ha
is, he ounde s. The company’s supe iso y boa d is
mos ly domina ed by he i s gene a ion, ha is, he
ounde s (45.6%).
Table 5. Cha ac e is ics o Responden s.
P edominan ield o ac i i y Numbe s o employees Annual u no e in EUR Exis ence (yea s)
N%N%N%N%
P oduc ion 648 75.3 10 o less 359 41.7 Up o 0.4 mil. 309 35.9 Less 5 62 7.2
Se ice 196 22.8 11–100 400 46.5 0.4 mil.–2 mil. 408 47.4 6–10 430 50
Ag icul u e 16 1.9 101–250 76 8.8 2 mil.–4 mil. 129 15.0 11–20 315 36.6
251–500 24 2.8 4 mil.–20 mil. 14 1.6 20+53 6.2
501 and mo e 1 0.1
Sou ce. Own esea ch.
Table 6. Responden Cha ac e is ics—Family In ol emen in Family Business.
The company is p edominan ly owned by
The company is mainly
managed by
The company’s Supe iso y
Boa d is domina ed by
N%N%N%
Fi s gene a ion ( he ounde s) 509 59.2 441 51.3 392 45.6
Second gene a ion (child en o he ounde s) 351 40.8 419 48.7 318 37.0
No supe iso y boa d has no been es ablished 150 17.4
Sou ce. Own esea ch.
Mikus
ˇo a
´e al. 9
ma ch he na u e o he o ganiza ional cul u e in hei
company. This hypo hesis was con i med only o he
clan cul u e.
This esea ch s udy su e s om se e al limi a ions.
The s udy has limi a ions in gene alizabili y. The
esea ch was ca ied ou in one coun y, a coun y wi h a
ela i ely sho his o y o amily business. Families and
hei businesses do no ye ha e as much knowledge and
expe ience as amily businesses wi h a long adi ion.
Howe e , he esul s ob ained o e an oppo uni y o
compa a i e esea ch in coun ies whe e amily business
has a long adi ion.
This s udy assumes a di ec ela ionship be ween am-
ily alues and o ganiza ional cul u e. The e is he possi-
bili y ha he e a e o he ela ionships ha could be
conside ed as o he media ing a iables no conside ed
in his s udy. Fo his eason, mo e esea ch could ocus
on a mo e obus unde s anding o ela ionships wi hin
amilies and how hey in luence cul u e in hei business
by including media o s ha inco po a e he in luence o ,
o example, s a egic decision making o business model
de elopmen .
The complexi y o he esponden s’ posi ion may no
ha e yielded eliable esul s. The complexi y o a si ua-
ion whe e a esponden iden i ies he ela ionships and
alues o hei own amily membe s and hen alues
wi hin hei business, o en pe cei ed as a second amily,
can jeopa dize he eliabili y o he answe s.
A limi a ion could be seen in he F-PEC model used.
Some con empo a y au ho s a gue ha Klein e al.’s
(2005) F-PEC scale de ines only a e y speci ic ype o
amily business (Gup a & Le enbu g, 2012). The e a e
o he ypes mo e concep ually and empi ically, as also
a i med by Gup a and Le enbu g (2010). Howe e , he
s uc u e o his model has been shown o be a sui able
choice o he amily model con ou ed he e.
FIM- o mula ed ques ions o g oup assignmen s may
be submi ed o discussion. The au ho s do no claim
ha he FIM is a inal closed model. I will ce ainly
equi e u he elabo a ion o e inemen . The au ho s
welcome any commen s.
Resea ch implica ions: By p o iding a clea and p e-
dic able ela ionship be ween he in ensi y and na u e o
amily membe s’ ela ionships wi h each o he and wi h
he amily business and he o ma ion o o ganiza ional
cul u e, he s udy con ibu es o amily business heo y,
con ibu ing o he s udy o amily in ol emen in amily
business in e ms o c ea ing and main aining he in o -
mal in angible aspec s o o ganiza ional cul u e.
P ac ical implica ions: o amily business owne s, i
could p o ide impe us o es ablishing policies, ules, o
oles wi hin he amily so ha hei in ol emen in he
amily business posi i ely in luences he c ea ion and
beha io o he o ganiza ional cul u e in hei business.
Social implica ions a ise om he impo ance o he
exis ence o amily i ms ha a e signi ican in he econ-
omy. No only he owne s o amily businesses, bu also
policymake s and egula o y au ho i ies should con ib-
u e h ough hei ini ia i es o p omo e he in o mal o ga-
niza ional cul u e ha is a p e equisi e o he g ow h and
sus ainabili y o amily businesses, which a e ypically he
la ges employmen gene a o s in mos economies.
O iginali y/ alue/ heo e ical con ibu ion: he s udy
add esses he na u e o o ganiza ional cul u e and he
‘‘cha ac e ’’ o he amily. By he ‘‘cha ac e ’’ o he am-
ily is mean he ela ionships be ween amily membe s
and he ela ionships o amily membe s o he amily
business. Rela ionships wi hin he amily and he ela-
ionship o amily membe s o he amily business a e
undoub edly e lec ed no only in he o mal s uc u e,
bu also in he in o mal cul u e. The s udy e eals how
hese wo ‘‘cha ac e s’’ a e no / ela ed.
Appendix A. O ganiza ional Cul u e—OCAI.
Name Label Mean
Dominan cha ac e is ics
B1a The people in he company a e close o each o he , hey sha e hei knowledge 67.74
B1b The people in he company a e willing o ake isks, a e en ep eneu ial 14.89
B1c The people in he company a e e y compe i i e 7.35
B1d The e is s ic hie a chy and con ol, o mal ules 10.02
Leade ship in ou company suppo s
B2a Men o ing, educa ion 15.58
B2b En ep eneu ship, inno a ion 27.07
B2c Task comple ion 28.97
B2d E ec i eness (e iciency, pe o mance) o ac i i ies 28.39
Employee managemen in ou company suppo s
(con inued)
16 SAGE Open

Appendix A. (con inued)
Name Label Mean
B3a Teamwo k, pa icipa ion 50.54
B3b Indi idual isk- aking, inno a ion 11.88
B3c Ha d compe i ion 5.84
B3d Job secu i y, ela ionship s abili y 31.74
Ou company is uni ed by
B4a Loyal y and mu ual us 40.46
B4b Commi men o inno a ion and de elopmen 21.53
B4c Emphasis on success and achie emen o goals 28.47
B4d Fo mal ules and p inciples 9.54
A eas o s a egic ocus o he company
B5a Human de elopmen 14.01
B5b Acqui ing new esou ces and oppo uni ies 30.67
B5c Winning in he ma ke 12.97
B5d Cons ancy and s abili y 42.35
Success o ou company means
B6a Employee engagemen 27.01
B6b Owne ship o a unique o la es p oduc 14.72
B6c Winning he ma ke and ou pe o ming he compe i ion 19.41
B6d E iciency ( eliable supply, low cos s) 38.85
No e. Business’ cul u e: a = clan (C); b = adhoc acy (A); c = ma ke (M); d = hie a chy (H).
Appendix B. Family In luence Model.
Name Label Mean
A p io i ac o : C—clan cul u e (C onbach’s alpha a= .778)
C1 Family membe s sha e he same o simila iews on he ope a ion o he business 31.7
C2 Family membe s sha e he same o simila iews on amily in ol emen in he business 29.9
C3 Family membe s a e loyal 34.6
C4 Ou employees a e loyal 31.9
C5 We ha e good ela ionships wi h business pa ne s 35.1
A p io i ac o : A—adhoc acy cul u e (C onbach’s alpha a= .651)
A1 The amily business sa is ies he need o he success o he whole (mos ) amily 31.4
A2 The amily business co e s he pe sonal ma e ial needs o all (mos ) amily membe s 30.3
A3 The amily business p o ides oppo uni ies o pe sonal de elopmen o all (mos ) amily membe s 30.1
A4 The amily business con ibu es o he image o he amily 30.7
A5 All (mos ) amily membe s a e ul illing hemsel es h ough he amily business 26.7
A p io i ac o : M—ma ke cul u e (C onbach’s alpha a= .648)
M1 In imes when bo h business and amily a e ma e ially h ea ened in he sho e m, I will p io i ize he needs o he
business
31.2
M2 In imes when bo h business and amily a e ma e ially h ea ened in he medium e m, I will p o ide o he needs o
he business as a p io i y
29.0
M3 In imes when bo h business and amily a e ma e ially h ea ened in he long e m, I will p o ide o he needs o he
business as a p io i y
26.1
M4 Family membe s a e willing o go he ex a mile o he su i al o he business i necessa y, e en a hei own
expense
33.7
A p io i ac o : H—hie a chy cul u e (C onbach’s alpha a= .763)
H1 I is impo an ha he business emain amily-owned 33.5
H2 I is impo an ha he managemen o he business ( op managemen , managing di ec o s, boa d o di ec o s) is
en i ely o mos ly in he hands o amily membe s
30.5
H3 We ha e o mal ules in place o b ing he amily and he business oge he (e.g., amily p o ocol, amily code, ules
o employing amily membe s, e c.)
23.1
H4 We ha e mo e o less egula mee ings wi h ex ended amily membe s o discuss business 23.6
No e. The ba e y is consis en , as e idenced by he C onbach alpha (a= .853). The indi idual ac o s also ha e high consis ency (see C onbach’s alpha in
he Table).
Mikus
ˇo a
´e al. 17
Decla a ion o Con lic ing In e es s
The au ho (s) decla ed no po en ial con lic s o in e es wi h
espec o he esea ch, au ho ship, and/o publica ion o his
a icle.
Funding
The au ho (s) disclosed eceip o he ollowing inancial sup-
po o he esea ch, au ho ship, and/o publica ion o his
a icle: The esea ch was suppo ed by he p ojec VSB-
Technical Uni e si y o Os a a, G an no. SP 2023/025 A
amily business: An analysis o ac o s in luencing employee
a i udes in employe selec ion.
ORCID iD
Ma ie Mikus
ˇo a
´h ps://o cid.o g/0000-0003-0183-806X
Da a A ailabili y S a emen
Da a sha ing no applicable o his a icle as no da ase s we e
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