– This study aims to empirically identify cultural patterns in the family business: paternalistic, laissez-faire, participative and professional. Our second goal is to understand whether, besides the variable generation, there are other aspects that are based on the different cultural patterns in first and second generations. Dyer (1986) proposed a theoretical model to exploit cultural change in the family business, describing a typical temporal sequence of cultural patterns throughout the succession process.
– We selected a qualitative research approach with multiple case studies. Six small-sized Portuguese family businesses were selected. Data were collected from in-depth and semi-structured interviews with the family leaders and those directly responsible for human resource management.
– We empirically identified paternalistic, laissez-faire and participative cultural patterns. We also verified that, besides the generation, there are other factors that are at the root of the emergence of a cultural pattern within family businesses: the founder’s age and academic level and the presence of a human resource technician, in the case of businesses managed by founders and the presence of the founder in the case of businesses managed by second generation.
– By identifying different cultural patterns, we were able to verify that culture is an important variable to explain the relationship between the members of the family businesses and the way they are managed. Furthermore, this study suggests that more complex models, which consider multiple variables, are required to understand culture in the context of family businesses.
