Relationship Between Formal and Informal Controls, Organizational Identification, and Performance of Family Business Managers
Abstract
The study had the purpose of analyzing the relationship between formal and informal controls, organizational identification, and managerial performance in Brazilian family businesses. To collect the data, a questionnaire was applied to the managers of family businesses, obtaining 98 responses. The research is characterized as quantitative, and the method used to analyze the data was the Structural Equations Model and the Fuzzy set Qualitative Comparative Analyzes (F s QCA). The results reveal that informal controls (cultural and personnel) positively and significantly influence managerial performance, while formal controls and organizational identification do not influence managerial performance. However, in the asymmetric approach, the results also indicated that personnel control is a central solution in predicting high managerial performance. Action and result controls were also important, although they are relatively little used in family businesses. These findings suggest different and equally effective configurations that predict high managerial performance; therefore, managers need to devote attention to the different forms of control and their impacts on the level of organizational identification. The study contributes to the knowledge of the area by showing that organizational identification does not have a significant impact on the relationship between controls and managerial performance in family businesses, which was surprising and warrants further research.
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