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Relationship building in small firms: the development of a model

Relationship building in small firms: the development of a model
Relationship building in small firms: the development of a model
This article investigates relationships between Owner Managers and First Line Managers (supervisors) in small firms. A model comprising four components - competency, role, style and vision - was developed to consider the operating reality of this dyad, and its robustness considered using an embedded case study design (n= 15). The analysis relied upon ‘pattern matching’ in which a set of a priori propositions were examined, and (a) the predicted outcome (based on the model) compared with (b) the observed outcome (based on respondents’ assessment of the relationship).
Two types of factor were identified: style and vision were found to be contingent, varying according to the dynamic of the relationship and expectations of those involved, while competency and role were deemed to be core elements without which effective interrelating is unlikely. Finally, the model was revised to include a fifth dimension - an emotional bond comprising trust/mutual respect - which appeared to be a crucial feature of effective relationships.
first line manager, interpersonal effectiveness, leadership, owner Manager, relationship building, small firms
0018-7267
577-616
Chell, Elizabeth
2e65975f-25fb-4431-a2f3-632306769699
Tracey, Paul
73adc7cc-fd82-4376-bb69-e3aec5aa4996
Chell, Elizabeth
2e65975f-25fb-4431-a2f3-632306769699
Tracey, Paul
73adc7cc-fd82-4376-bb69-e3aec5aa4996

Chell, Elizabeth and Tracey, Paul (2005) Relationship building in small firms: the development of a model. Human Relations, 58 (5), 577-616. (doi:10.1177/0018726705055964).

Record type: Article

Abstract

This article investigates relationships between Owner Managers and First Line Managers (supervisors) in small firms. A model comprising four components - competency, role, style and vision - was developed to consider the operating reality of this dyad, and its robustness considered using an embedded case study design (n= 15). The analysis relied upon ‘pattern matching’ in which a set of a priori propositions were examined, and (a) the predicted outcome (based on the model) compared with (b) the observed outcome (based on respondents’ assessment of the relationship).
Two types of factor were identified: style and vision were found to be contingent, varying according to the dynamic of the relationship and expectations of those involved, while competency and role were deemed to be core elements without which effective interrelating is unlikely. Finally, the model was revised to include a fifth dimension - an emotional bond comprising trust/mutual respect - which appeared to be a crucial feature of effective relationships.

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More information

Published date: 2005
Keywords: first line manager, interpersonal effectiveness, leadership, owner Manager, relationship building, small firms

Identifiers

Local EPrints ID: 37065
URI: http://eprints.soton.ac.uk/id/eprint/37065
ISSN: 0018-7267
PURE UUID: 2aabeb5e-91cc-41fe-8c85-064cbf5f5218

Catalogue record

Date deposited: 23 May 2006
Last modified: 15 Jul 2019 19:04

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