This article explores the complex relationship between family firms and talent management practices. We use an international sample of medium-sized manufacturing firms to show that the relationship between family-owned firms and investment in talent management practices is mediated by the firm’s level of risk aversion, which is, in turn, moderated by industry competition. Risk-averse family-owned firms tend to invest less in talent management practices when industry competition is weak. In contrast, when competition increases, family-owned firms tend to invest in talent as much as non-family-owned firms do.

Why and when do family firms invest less in talent management? The suppressor effect of risk aversion

Lattanzi, Nicola
2021

Abstract

This article explores the complex relationship between family firms and talent management practices. We use an international sample of medium-sized manufacturing firms to show that the relationship between family-owned firms and investment in talent management practices is mediated by the firm’s level of risk aversion, which is, in turn, moderated by industry competition. Risk-averse family-owned firms tend to invest less in talent management practices when industry competition is weak. In contrast, when competition increases, family-owned firms tend to invest in talent as much as non-family-owned firms do.
File in questo prodotto:
File Dimensione Formato  
family firms and talent management JMG.pdf

accesso aperto

Descrizione: Paper
Licenza: Nessuna licenza
Dimensione 776.01 kB
Formato Adobe PDF
776.01 kB Adobe PDF Visualizza/Apri

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/20.500.11771/19177
Citazioni
  • ???jsp.display-item.citation.pmc??? ND
  • Scopus 1
social impact