ABSTRACT
This chapter presents a qualitative study conducted in the historic flavour and fragrance industry in the south of France. It discusses the explicit and tacit values are internally shared to eventually connect to CSR and sustainability commitment. Social identity theory speaks of ‘family businesses’ as socially hybrid organizations where the two distinct social categories of ‘family’ and ‘business’, may not respond to the same set of principles, values. Frederick provides a framework based on three value clusters present in business organizations. ‘Economizing values’ promote economic efficiency, ‘ecologizing values’ seek social and ecological welfare, and ‘power aggrandizement values’ drive top management to accumulate and retain coercive power. Family members running their firms exert a significant influence on shaping organizational values. In most non-family business organizations, the efficiency rationale and the economization of resources to increase profit remain the core mission of the business.
