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PurposeThe purpose of this paper is to investigate the relationship between emotional intelligence (EI), organizational affective commitment (AC), and performance at low-skilled back office positions.Design/methodology/approachIn all, 397 participants in low-skilled back office positions from a service company completed a questionnaire assessing EI, AC, and performance. The authors used multiple regression models for testing whether higher levels of EI and AC predicted better performance. Additionally, they tested to see whether EI and AC were positively related.FindingsThe results showed that workers in low-skilled back office positions with higher EI and AC had better performance. In this sense, intrapersonal skills and mood management were the dimensions of EI with the highest predictive power. Also, EI and AC were positively related, with intrapersonal skills and adaptability being the dimensions of EI most closely associated with AC. Finally, the predictive power on performance was increased when EI and AC were considered simultaneously.Originality/valueTraditionally, the involvement of EI and other personal dimensions in increasing organizational commitment and better work performance has been studied in high-skilled and executive positions, as well as in front office low-skilled positions. However, there is little empirical evidence regarding the simultaneous influence of EI and AC on performance in low-skilled back office positions. This gap prompted this research, which suggests that the investment of organizational resources is mandatory for improving EI and, hence, organizational commitment and work performance in these employees.

This paper adopts a configurational approach to explore the degree of matching among typologies of organizational culture and categories of family firm. Based on a sample of 491 Spanish firms with diverse levels of family involvement and using the organizational cultural assessment instrument (OCAI), results show that family owned and managed firms and professionally managed family are characterized by a clan culture typology while market and hierarchy cultures are more relevant in non-family firms. Potential determinants and consequences of these matches are explained and discussed.

AbstractSmall and medium enterprises (SMEs) need to create shared value in order to compete in a global environment. Reputation is the result of the good work carried out by SMEs with regard to their main stakeholders, given their condition as a small‐ or medium‐sized enterprise. Rather than drawing on conventional financial performance, we propose an innovative sustainability model using shared value creation as the main endogenous variable. The results obtained are based on the opinions of the 261 owners–managers consulted. The method used is partial least squares, and conclusions show that good governance in SMEs must be reflected in good responsibility practices so as to generate reputation, which in turn has a positive effect on shared value. This leads to an effective level of commitment for SMEs, such that their codes of good governance and reports must be consistent with their responsibility towards stakeholders in order to achieve shared value.