Abstract
To study how religiosity affects family business goals, we merge literatures on goal setting, temporal orientation, and family business to argue that family business goals can be distinguished into short-term and long-term orientations and propose that religiosity affects both orientations, but to varying degrees. Drawing on a sample of private U.S. family businesses and applying partial least squares structural equations modeling, we find tentative support that religiosity has a stronger positive effect on long-term goal orientation than on short-term goal orientation. We discuss implications for theory development and future research involving religiosity and family business goals.
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Notes
We define goals as “internal representations of desired states, where states are broadly construed as outcomes, events, or processes” (Austin and Vancouver 1996, p. 338).
We use “future time perspective” and “future orientation” interchangeably.
For example: family-first vs. business-first, or non-financial vs. financial.
Information obtained from Dr. Ron Davis, PIA Senior Vice President & Chief Economist.
We mention only those items from the EFA that were retained after the PLS-SEM analysis.
See Appendix 1 for firm performance and family cohesion items.
Model reliability and validity were examined but are not reported due to space restrictions. Detailed analyses can be obtained from the corresponding author.
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Appendix 1
Appendix 1
Family Cohesion Items
Survey items used to measure family cohesion (Zahra 2012). Survey participants were asked to report their level of agreement with the following statements using a five-point Likert scale anchored by ‘strongly disagree’ and ‘strongly agree’.
Members of the owning-family care deeply about one another.
Members of the owning-family support one another.
Members of the owning-family are proud of being part of the family.
Members of the owning-family depend on each other.
Members of the owning-family work closely together to accomplish family goals.
Members of the owning-family would do almost anything to remain together.
Members of the owning-family are always engaged in dysfunctional conflicts (deleted).
Members of the owning-family stick together.
Firm Performance Items
Survey items used to measure firm performance (Eddleston and Kellermanns 2007). Survey participants were asked how they would rate their firm’s performance in the following areas relative to their main competitors, using a five-point Likert scale anchored by ‘strongly disagree’ and ‘strongly agree’.
Profitability (net profit before taxes)
Growth in sales
Return on equity
Return on assets
Return on investment
Growth in market share
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Pieper, T.M., Williams Jr., R.I., Manley, S.C. et al. What Time May Tell: An Exploratory Study of the Relationship Between Religiosity, Temporal Orientation, and Goals in Family Business. J Bus Ethics 163, 759–773 (2020). https://doi.org/10.1007/s10551-019-04386-3
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DOI: https://doi.org/10.1007/s10551-019-04386-3