The Bad Seed’s Poisonous Harvest: How Offspring Sow and Reap Deviant and Dysfunctional Behavior in the Family Business

Kimberly A. Eddleston () and Roland E. Kidwell ()
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Kimberly A. Eddleston: Northeastern University
Roland E. Kidwell: University of Wyoming

Chapter Chapter 7 in Understanding Family Businesses, 2012, pp 95-114 from Springer

Abstract: Abstract It was another night without sleep. What Tony overheard his employees discussing earlier in the day was chilling. They were debating whether it was better when his son, Bobby, didn’t report to work or when he actually came to work at the family’s restaurant. Those arguing that work was better when Bobby didn’t show up cited the times Bobby came to work drunk, stole money, or harassed the female staff. Employees arguing that Bobby needed to report to work complained that his tardiness and unpredictable absences caused their own workloads to increase. One employee lamented about the time she missed her best friend’s birthday party because Bobby did not show up to relieve her. Although Tony knew that his son caused problems for the family, he did not realize that Bobby was also infringing on the employees of the family firm. Nor did he realize that the employees knew the extent of Bobby’s dysfunctional behavior. Tony had thought he had hidden these problems from the rest of the staff. He was obviously wrong. Tony barely got any sleep that night as he tossed and turned thinking about his son’s role in the family business.

Keywords: Family Firm; Family Business; Ethical Climate; Deviant Behavior; Psychological Contract (search for similar items in EconPapers)
Date: 2012
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DOI: 10.1007/978-1-4614-0911-3_7

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