Non-Family_Member_Employees


 Winter
 10
 SURVIVING
&
THRIVING
AS
AN
OUTSIDER
 Joelle

MacPhee
 208
569
899
 Instructors:
Susan
Van
Der
Hout,
Julie
Morton


Course:ENTRE4950R
 ABSTRACT This paper identifies three ways of thinking that will empower non-family employees to strategically achieve their career goals within a family enterprise environment. By referring to an interview between a family firm CEO and his top nonfamily member employee along with thorough research into the topic, the paper identify the main challenges involved for a non-family member and the tactics that can be used to prevent and/or deal with them. The paper concludes with the overarching message that although nonfamily employees of family firms face a particularly complex and uncertain situation, they can obtain knowledge power by leveraging the unique nature and exclusive factors of family enterprise, which in turn will empower them f can be empowering to pursue strategies for incredible success. 
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 I. INTRODUCTION Wal-mart’s enormous success certainly did not just sprout from the Walton family tree. And Ford Motors did not revolutionize the car industry solely on the innovative contributions of the Ford family alone. In fact, I would argue that no family business has ever succeeded without the indirect or direct influence of non-family members. In fact, non-family members create tremendous value for entrepreneurial family enterprises. It has been estimated that over 80% of people employed in family businesses are not actually family.1 As a result, the ability to not only attract and retain these value-creating, non-family employees, but more importantly to create an environment where they can thrive is imperative to the entrepreneurial family firm’s long-term, competitive advantage.2 This being said, the mental preparedness expected of a non-family employee is substantially more demanding in family business than in business in general.3 There are many unique and challenging factors that come into play while creating value for a family business as a non-family member. Indeed, it becomes clear that the “rules of the game” in family businesses are different, which means that the paths to individual career success are different too. Thus, the purpose of this paper is to recognize that although the family business system is fundamentally complex in nature, a non-family member can leverage the unique factors exclusive to the family enterprise in order to achieve the desired level of professional success. As well, this paper suggests the following three 























































 1 Deloitte & Touche Study (1999). Are Canadian family businesses an endangered species' The first success readiness survey of Canadian family-owned business. University of Waterloo, ON: Deloitte & Touche Centre for Tax Education and Research. 2 Chrisman, J.J., Chua, J.H., & Litz, R. (2003). A unified systems perspective of family firm performance: An extension and integration. Journal of Business Venturing, 18(4), 467–472. 3 Mitchell, Ronald K., Eric A. Morse, and Pramodita Sharma. "The Transacting Cognitions of Nonfamily Employees in the Family Businesses Setting." Journal of Business Venturing 18.533-551 (2003). Print. 
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 cognitions to be fully understood in order for a non-family member to thrive within a family business environment: the perceptions of justice; the perceptions of promises; and the perceptions of self-interest. Before we dive into the paper’s three points, it is important to note that by relying on conceptual frameworks, such as the three-circle model, one can add context and order to what is otherwise a confusing set of relational dynamics (please refer to Appendix A for the model). Family enterprises are made up of the ownership, family, and business realms. By presenting these systems in a Venn-type diagram, one can better understand the many interactions involved as well as the competing demands and responsibilities that can arise vis-à-vis any combination of these roles. The overlap between the three realms highlights the active relationships that drive the total family business activity. The combination that occurs at the intersection of these systems is naturally expected to be more complex than either system alone.4 However, the extent of the increase or decrease in complexity according to the given interactions is not intuitive, which is why this paper argues that non-family member employees must continually take their own initiative of seeking out understanding and constructing durable perceptions in order to thrive. II. ASSUMPTIONS This paper makes a number of assumptions for the sake of providing clarity of thought. First, the non-family employee in the provided examples are assumed to involved in an environment where the entrepreneurial family firm leaders are rationally looking out for his or her best interests because it positively effects the firm’s value creation. Secondly, this paper assumes that the family leaders are willing to share 























































 4 Hoy, Frank, and Pramodita Sharma. Entrepreneurial Family Firms. Upper Saddle River, N.J.: Prentice Hall, 2010. Print. 
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 information. This allows the paper to focus on how non-family members can create value, rather then how non-family members can extract such information. Thirdly, the paper does not imply that perceptions of injustice do not occur in nonfamily firms. However, the reasoning is to demonstrate the unique processes that specifically effect nonfamily employees’ justice perceptions in family firms. At this point, we can transition into the body of the paper. III. THE PERCEPTIONS OF JUSTICE The first perception that a non-family employee must grasp in order to thrive in the family business environment is that justice can differ between the family and business systems. As illustrated in the three-circle model, perhaps the most suspicious group involved in terms of perceived injustice by non-family members, is the non-business family stakeholders. One may assume that that non-business family stakeholders are rather harmless, but this is typically not the case. In fact, there is a lot that the non0family employee can learn by observing the unique connection between the non-business family stakeholders and the actual family work. Referring to Appendix B, there are interviews with two members of my family’s business. In the interview, Andrew (a non-family employee) described how he became frustrated when he discovered that the family CEO, Jim, had been allowing his sons to persuade his business decisions. Up until this unintentional discovery, Andrew had never even considered Jim’s sons as potential threats because they had no defined role in the company. The issue eventually escalated because Jim neither communicated to Andrew the personal significance of his sons input nor did Andrew inquire about the sons’ involvement in the family work, even though it bothered him. This example not only demonstrates the importance of communication, but in the 
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 context of this paper, it highlights how misconceived perceptions of the roles of family stakeholders can negatively impact the overall work experience of non-family employees, which in turn hinders them from creating value for themselves and the family firm. Ideally, it would have been beneficial to Andrew if he had obtained an early understanding of how the family work was to be carried out by family stakeholders and who specifically held power and influence. The non-family member is wise to obtain as much knowledge as possible surrounding the roles required and behaviours permitted of family stakeholders in the family enterprise. This grasped understanding could produce harmony among non-family member employees (e.g. Andrew) and non-business family stakeholders (e.g. Jim’s sons) by clearly outlining the rules, roles, and responsibilities of each group. Another perception of justice that the non-family employee must grasp is how the family’s goals interact with the goals of regular stakeholders involved. In the case of my family’s business, the family leaders have decided to use capital to treat non-business family members (my two cousins and my one brother) in an equal manner to those engaged in the business. This is a unique issue to family businesses and tends to be difficult for non-family employees to understand, as they believe it qualifies as an inefficient use of the business’s resources and essentially is “unjust” to non-family members. The implications of these negative perceptions are potentially detrimental to the family firm. For example, securing the commitment and cooperation of nonfamily employees is likely to be more difficult if they do not perceive that decision outcomes, decision processes, and decision makers are as fair (the term “fair” in this context, doesn’t imply equal). However, if non-family employee understood the reasons why this 
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 arrangement existed, it could help him or her better deal with the perception of justice and enable them to take advantage of the situation and harness those external forces to better themselves and the firm. Thus, in order for the non-family member to thrive in these complex situations, he or she must understand the differing perceptions of justice within both the family and the business systems. To obtain such understanding, non-family employees must approach decision makers who can communicate effectively and offer explanations for the way in which HR policies and procedures are implemented. Unfortunately, problems can manifest themselves in HR outcomes that are unfavorable to non-family employees because sometimes decision makers make HR practices heavily biased against nonfamily employees in terms of staffing, promotion, performance appraisal, compensation, etc.5 IV. THE PERCEPTION OF PROMISES The second perception that a non-family employee must obtain in order to thrive in the family business environment is the promises held among family members. A knowledge base accumulated from understanding the family’s norms and values can enable the non-family employee to come out on top of the psychological promises among family members.6 This can prevent the non-family employee from missing out on opportunities due to family decision “surprises.” For example, in my family’s business, it would work to Andrew’s benefit as the non-family employee to gain information surrounding the specific family promises that have been made formally or informally 























































 5 Lubatkin, M.H., Schulze, W.S., Ling, Y., & Dino, R.N. (2005). The effects of parental altruism on the governance of family-managed firms. Journal of Organizational Behavior, 26(3), 313–330. 6 Rousseau, D.M., Parks, J.M., 1993. The contracts of individuals and organizations. In: Cummings, L.L.,Staw, B.M. (Eds.), Research in Organizational Behavior. JAI Press, Greenwich, CT, pp. 1 – 43. 
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 established among family members. With this accumulated knowledge, Andrew could begin adjusting and negotiating his own position more favourably in the company. Hypothetically speaking, if my brother Jordan was being groomed for succession as CEO due to the fact that he was male and my uncle wanted to continue a patriarchal succession line, Andrew would maneuver himself accordingly compared to if I was promised succession. However, without the knowledge of patriarchy being highly valued in the family enterprise, Andrew may assume that my cousin Lisa will be in line for succession since she is more qualified. This lack of information could hinder Andrew from positioning himself in a way that best suits his own career objectives, personal aspirations and needs, and opportunities. Thus, in order for a non-family employee to thrive in a family business environment, he or she must obtain all the information possible surrounding the future orientation of the company and the related promises that have been established. Without knowledge of the strategic direction of the firm, non-family employees’ uncertainty about their status and identity is likely to cause them to question the trustworthiness of the family business. For the nonfamily employee, contributing effort, time, and resources to the family business system is only worthwhile if doing so facilitates goal attainment and secures one’s identity as an accepted member of the work group or organization. Overall, the best way to avoid frictional tension that might hinder performance is to try as hard as possible to align the family values with the managerial values. The essence of this is that expectations are appropriately set and met by both family members and non-family employees. When these factors lack, trust erodes, and friction increases between the family and non-family employees. 
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 V. THE PERCEPTION OF SELF-INTERESTS The third concept that will assist a non-family member in thriving in the family business environment is his or her knowledge of the differing self-interests among the family business’s stakeholders. If the interests of the non-family employee misalign with those of the other stakeholders, negative opportunistic behaviour that distracts from the value-creation of the firm is a typical result. For example, a competitive mentality could surface in the case of professionalizing my family’s business. Perhaps it is in Andrew’s best self-interests to push for formalizing the family enterprise structures in order for non-family members like him to have a stronger voice in the organization. However, this may conflict with the short-term self-interests of my brother, Jordan, (non-business family stakeholder) because professionalization casts a bigger shadow on his inactive role in the business, which he could be encouraged to change. As a result, Jordan begins to perceive Andrew as a threat to his own self-interests and decides to persuade Jim that Andrew is no longer a good fit for the company. Depending on Jordan’s level of influence and power as a family stakeholder, the future of Andrew’s career in the family enterprise could potentially be at risk. Furthermore, it could end up hurting the business as research suggests that a lack of formalization leads to unnecessary stress and lessens commitment among employees.7 Therefore, it should come as no surprise that the classic sources of tension have been identified as differences in goals and expectations between people in the three main roles of the family business. Another challenge that arises in this case is when interests are being vested in only one family member, typically the founder since he or she is likely to be the 























































 7 Adler, R.S. & Borys, B. (1996). Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly, 41(1), 61–89. 
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 dominant individual in the family and the business, which allows him or her to establish norms and values and to dictate organizational decisions.8 Thus, in order for a non-family member to thrive in a family business setting, he or she must understand as best as she or he can the widely differing interests, goals, and expectations of all the family stakeholders involved. With this knowledge, the non-family member employee could begin to determine strategies that will provide the best possible personal and organizational outcomes for him or herself. Thus in the previous example, if Andrew understood that my brother perceived him as a threat, Andrew could work towards rebuilding trust with my brother to ensure that both their interests aligned along with the organization’s best interests in the long-term. VI. FINAL THOUGHTS AND CONCLUSIONS Nonfamily employees of family firms face a particularly complex and uncertain situation in the family enterprise since they are part of the business but not of the family system. However, knowledge of the unique nature and exclusive factors of family business can be empowering to nonfamily employees. Thus, instead of isolating the family from the business, nonfamily employees should integrate the two systems as much as possible.9 Once this is done, strategies for achieving success become clearer. For example, the reason a non-family member may not side with one family member versus another in the family business is not straightforward when seeing the family and the business as mutually exclusive. Rather, seeing these two aspects of a family business as integrated allows the non-family employee to reevaluate the conflict in light of the rules, 























































 8 Kets de Vries, M.F.R. (1993). The dynamics of family controlled firms: The good and the bad news. Organizational Dynamics, 21(3), 59–71. 9 Eckrich, Christopher J., and Stephen L. McClure. Working for a Family Business: a Non-family Employee's Guide to Success. Marietta, GA: Family Enterprise, 2004. Print. 
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 values, and norms of the integrated family business system. As a result, conflict could be used to demonstrate creative solutions that otherwise would not have been brought forth. This paper concludes that the effectiveness and compatibility of the non-family employee is positively related to his or her level of understanding of the following family business perceptions among stakeholders: the perceptions of justice; the perceptions of promises; and the perceptions of self-interest. From this standpoint, non-family member employees face an extraordinary challenge in the family business environment, but one that can reap great rewards that are equivalent to or beyond those obtainable in nonfamily businesses. By actively leveraging the following set of cognitive skills, non-family members can achieve an extremely successful career within the family enterprise environment. 
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 APPENDIX A: THREE-CIRCLE MODEL Source: "Family Business System :: Managing Family Owned Business :: The Reger Group." Business Training & Consulting :: Creating Results :: The Reger Group. Web. 10 Mar. 2010. . 
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 APPENDIX B: INTERVIEW Personal Note: After explaining my personal situation to Julie, she encouraged me to confront both my Uncle Jim/CEO and my best friend and roommate, Andrew/Lead Designer of my family’s children’s book company. At first, I was hesitant to get involved, but I realized that issues were escalating that didn’t need to be. I decided to put together this interview and separately discussed the issues with both Jim and Andrew. I discovered that both sides were more then willing to talk freely to me, but without putting me in an awkward position, which I appreciated, as I have often become stuck in the middle in the past. After I performed the interviews I confirmed with each side that they could read each other’s answers. I initially did not intend to share the answers, but they were so insightful and there were so many miscommunications that I felt it could potentially strengthen their relationship. It went better than I had expected and in the end I feel that it’s safe to say that two extremely strong-headed personalities both gained a little insight into each other’s world. Although I was a little anxious and extremely skeptical at first, I’m really glad that we went through with it. I am walking away with a much greater understanding of the company’s dynamics. INTERVIEW: February 26th, 2010 Joelle: What is the biggest thing you have you learned as a non-family member working for a family business' Andrew: It is crucial to trust and be trusted by your boss. It makes the work a lot easier and a lot more enjoyable. Joelle: What is the biggest lesson you have learned about having a nonfamily member enter into the family system' Jim: Family members of a start-up business all know and expect they will work 24/7 if needed doing whatever it takes. When a non-family member is an employee sometimes expectations have to be tempered in that it’s a job for them but for the family member it is life. Joelle: How did you feel being the only non-family member' Did you ever feel excluded' Andrew: I had a lot of insecurity issues in the beginning. When I first started the job, I was making $10/hour and everyone else was bootstrapping it. They would often say that once the business took off, we would all be compensated. However, I didn’t feel like I could trust them the way they trusted each other. I felt that they would make sure that they were each compensated first because they were family. I didn’t believe that there was that same security for me. In the beginning, it was really difficult. I would jump to the conclusion that I was being taken advantage of because I wasn’t a family member. I blamed certain outcomes on the fact that I was an outsider rather then seeing it as a business decision. It was hard to separate the family decisions from business decisions. As well, because this was the family’s 2nd company I feel like I had missed out on that amazing shared experience of the huge success from the first company. It hadn’t been that long ago that they had sold their first business so they were still extremely motivated and optimistic for the next launch. I didn’t have that shared experience so I didn’t have the same sense of assurance in the 2nd company, which made me feel a little excluded by default. 
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 Joelle: Were you aware that Andrew felt like an outsider' If yes, did you try to mediate those feelings' How so' Jim: I was aware a little bit—he was new and young. We wanted to reach out to him and make him feel comfortable and appreciated—he was living away from home and was working hard for us that first summer. BTW he started out by making $12/hour (not $10). Joelle: How did the fact that the business was in the start-up stage impact you' Andrew: I think a lot of my insecurities and anxieties came from the fact that the company was in the start-up stage, especially because this meant that there were no other non-family member employees to relate to. Joelle: What could they have done differently in the beginning' Andrew: First, a written contract. I never understood why they wouldn’t write it down. Second, I felt like there was a lot of inside information being passed around to everyone but me. Ironically, I was the one who needed that information the most. Joelle would bring up in casual conversation that her and Jim were talking about a design issue at the dinner table that directly concerned me. In fact, one time it had been an issues I had been struggling with and was actually slowing down my work progress, costing the company more money. Jim should have been willing to share the information with me. I really couldn’t establish trust this was especially because I was frustrated that my boss was making my job harder then it had to be. I would be wasting a lot of my time thinking about things that he should have told me. Joelle: What is your response to this' What written agreements did/do you have in place, if any' Would you have done it differently' Jim: Contract-wise we were not an “officially formed” company and he was a college student learning on the job working part time. At that point a contract was not necessary. When we officially formed the company we got a contract done. Joelle: What were your early perceptions of the family-business' Andrew: As a non-family member and as someone who was new to the business, I felt like they had no idea what they were doing. I felt that they were just building this company in order to be closer as a family. My boss (Jim) and his wife (Cammy) were still living in the states and it was their goal to move to Canada and launch the business. I felt that these aspirations of moving their family to Canada was getting in the way of a more successful business model. I remember thinking they had way too much trust in each other. I felt they were too dependent on each other and they were not leaning on enough external advice. I didn’t understand their family dynamics and it freaked me out how they were so dependent on each other. But now that it’s been 2 years I totally understand it. Joelle: So how do you see the family now that you’ve been with them for over 2 years' Andrew: I’ve realized that they are an extremely strong family unit. They’ve all shared the common goals of building a successful literacy company and truly believe in each other’s strengths and capabilities. Witnessing their interactions and the sacrifices they’ve made for the company’s success has really changed my own belief in the product. I am 
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 extremely more dedicated towards and passionate about my work. Also, the feeling of being exploited is gone, which makes my life a lot less stressful. Joelle: What did you find the most frustrating aspects of working for a family business' Andrew: I used to get so frustrated when I would illustrate a book and Riley and Tyler (Jim’s sons, ages 10 and 13 at the time) would have legitimate input on my designs. If his son didn’t like the colour of a character’s hat, I would have to change the illustration accordingly. It was frustrating that my designs were originally loved by Jim, but a family member, who had absolutely no role in the business, had a say over me. Joelle: What is your response to this' How has private family discussion (e.g. at the dinner table) interplayed with Andrew’s work' Jim: I looked at those types of situations as ‘kid-testing’ the illustrations. I would get input on illustrations from Tyler and Riley and many of the neighborhood kids and make decisions accordingly. I always tried to present this feedback to him to help him sharpen his ‘illustrations for kids’ skills but it sounds like I missed the mark. A second issue, that has been since dealt with, is that there were details in my designs that would get ruled out for no reason in my opinion. For example, I would draw a mother in an apron baking and Jim insisted that she didn’t wear an apron or he didn’t want a scene where the kids were playing cards. At the time, I totally thought he was picking on my ideas and me. Everyone else in the family would always agree with his criticisms and I felt that I didn’t “get it” because I wasn’t part of the club. Joelle would completely understand why Jim didn’t want the Mom in an apron because she understood Jim. Instead, I felt like I was always asking stupid questions that everyone else knew the obvious answer to. It took a while for me to figure out, but I realized that Jim was not picking on me; he was just voicing concerns in a way that he thought was mutually understood. I realized that as a non-family member employee I had a huge learning curve in simply just understanding the rest of the family’s shared values and norms. Joelle: What is your response to this' How did you interpret his reactions at the time' Jim: This one isn’t really a family issue but more of an experience issue. Connecting his vision with our own—for example we didn’t want to portray the mom in the illustration mentioned above as a cooking and cleaning 1950’s style mother in the books but rather a hip and modern mom. Early on he was a little sensitive about criticism but to his credit he eventually realized it was not personal and he has become a better illustrator because of it. Joelle: You said you have a great relationship with Jim today, how did you establish trust with each other' Andrew: It sounds simple, but I felt that trust was developed and continue to develop whenever I’m being a good employee. The first milestone for trust was during Christmas 2008. I told Jim that I was ready to commit to full time hours and I actually followed through. Because I was a student, I often overestimated myself at times and was never able to meet the hours I said I would. But that Christmas I met the goals and Jim was just 
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 happier. By this point, I was also seeing a big change in my design work. I was learning a lot through the new programs and was really improving. I started going above and beyond Jim’s expectations and he was just became happier with what I was doing. Jim then started giving me some more control and autonomy, which made me feel like he trusted that I could handle it. We used to have phone-calls every day, but today I rarely hear from him on the phone. Instead it’s basically a an email shot back and forth a couple times a day just to make sure I’m doing okay. Joelle: What did it take to build the trust you have today with Andrew' How important is trust in your relationship with him' Jim: Trust is everything. If someone says they will do something they need to do it completely and well, when they said they would do it. The trust was strained consistently when work days were skipped with no communication. Teaching consistency to people that work with/for you is extremely important. And that starts with me—I have to be consistent and follow through in my dealings with him and all co-workers and employees. Joelle: What has been your biggest incentive to continue working for the family business' Andrew: I knew that at the end of the day I would have 100 published books. To have my name on 100 books is incredible for my designer portfolio. And even though the pay does not meet the professional average, the tangible books are worth it. Joelle: How was compensation and salary approached' Andrew: We rarely ever talk about pay. In fact the only time it’s been brought up is when I’m slacking off and Jim reminds me that I’m being paid as a professional so I should act like one. Joelle: Has salary been a sensitive issue' Have you found it difficult to talk about' Jim: It has not been difficult to talk about because he brings it up often On more than one occasion we have had a plan for him (to give a raise or bonus) and were closely watching his consistency, performance and production before rewarding him. The pattern has been though, that he asks instead of waiting for us to offer him one. This has hurt him in the long run. I feel if he showed more consistency and had waited on us to offer him raises and bonuses he would be making more per hour after 2 years (and probably would have received a few generous bonuses too). Joelle: How did you react to those feelings of being exploited' Andrew: I did a lot of reading on being an in house designer vs. independent contractor. I would forward my parents articles. I brought my family perspective into it because I thought they could help me. In the beginning my parents were also worried that they didn’t know what they were doing and that I may have been at risk. Especially as I got more confident in my skill set I felt that I did have more to offer. So I brought up the suggestion to Jim, but he was unwilling to listen to my demands to becoming an independent partner. Looking back this makes sense; they just didn’t have the funding. 
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 Joelle: What negotiating skills have you used as a non-family member' Do you feel comfortable talking to certain family members over others' Andrew: I have to talk to Jim because he’s my direct authority. I once talked to Kay because she was there. Joelle: Does the praise factor work for you as a motivational tool' Andrew: Yes. Absolutely 100%. I think because our face-to-face contact is so minimal that when he sends a positive email it means a lot to me. This whole thing is about his books and his visions… so it’s an amazing feeling when our work aligns together. It’s especially cool today because he even knows already what books I’ll enjoy doing. Joelle: Did you purposefully use praise as a motivational tool' Jim: I do. Most of his illustrations are outstanding and I let him know. He seems to appreciate the positive feedback. On the days he cranks through a book and creates fantastic illustrations that make our stories and characters come alive I make it a point to tell him ‘well done’ and give him feedback on what I and others think of his work. I’ve found that a true and sincere compliment can keep someone focused and motivated for a week. The key is it cannot be a false compliment, it must be deserved. Joelle: What have been the benefits of working for a family business vs. a non-family business' Andrew: That’s simple. The benefit is that when you’re on board with a family you feel like you’re contributing to the well being of the family and you become a part of the dreams and visions of that family. Especially in this family, it’s been a really cool experience to be a part of because they are all so passionate about what they’re doing. It’s not just about bringing in the dollars, a huge part of it is relational. Joelle: What benefits do you believe Andrew has received from working with the family business' Jim: I think he feels a part of something from both the family and business angle. He is treated with respect and appreciated from people older than him. He has had a great opportunity in front of him—as a college student to be able to use his skills, work from home, put in as many hours as he wishes, and become a published illustrator—all before leaving university. Joelle: So do you feel a part of the family' Andrew: My first summer working for them, I immediately felt like part of the family. Kay would make me dinner all the time! And I do feel a sense of loyalty like a family member would. So if they asked me if I wanted to continue I would in a heartbeat. I feel like our relationship has been limited in the sense of long-distance. I feel that I could have become even closer to the family business if I had shared a working space with Jim. But those are start-up constraints. Joelle: Do you feel that Andrew has been treated like a member of the family' Is this important to you that nonfamily members feel this way' 
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 Jim: I don’t feel he has been treated as a family member—but we have been very patient and kind with him. It is important to me that all employees and co-workers feel valued and cared for. But, family members have access to ALL the communication—the good, bad, and ugly. Non-family members just don’t have that access and family members just don’t share everything with non-family employees. He has been with us since the early stages and that probably has a lot to do with him feeling like family. 
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 BIBLIOGRAPHY Adler, R.S. & Borys, B. (1996). Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly, 41(1), 61–89. Chrisman, J.J., Chua, J.H., & Litz, R. (2003). A unified systems perspective of family firm performance: An extension and integration. Journal of Business Venturing, 18(4), 467–472. Eckrich, Christopher J., and Stephen L. McClure. Working for a Family Business: a Nonfamily Employee's Guide to Success. Marietta, GA: Family Enterprise, 2004. Print. Deloitte & Touche Study (1999). Are Canadian family businesses an endangered species' The first success readiness survey of Canadian family-owned business. University of Waterloo, ON: Deloitte & Touche Centre for Tax Education and Research. "Family Business System :: Managing Family Owned Business :: The Reger Group." Business Training & Consulting :: Creating Results :: The Reger Group. Web. 10 Mar. 2010. . Hoy, Frank, and Pramodita Sharma. Entrepreneurial Family Firms. Upper Saddle River, N.J.: Prentice Hall, 2010. Print. Kets de Vries, M.F.R. (1993). The dynamics of family controlled firms: The good and the bad news. Organizational Dynamics, 21(3), 59–71. Mitchell, Ronald K., Eric A. Morse, and Pramodita Sharma. "The Transacting Cognitions of Nonfamily Employees in the Family Businesses Setting." Journal of Business Venturing 18.533-551 (2003). Print. Rousseau, D.M., Parks, J.M., 1993. The contracts of individuals and organizations. In: Cummings, L.L.,Staw, B.M. (Eds.), Research in Organizational Behavior. JAI Press, Greenwich, CT, pp. 1 – 43. 
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