PEOPLE.IDEAS.PERFORMANCE

38 employees is still statistically significant. Non-family employees are usually aware that a family business manager will prefer relatives to other employees in certain cases. Evidently, if strong emotional bonds loosen and values become more and more different, rivalry within the firm and agent-principal problems may gain ground instead of stewardship. This can happen because of a family conflict, as well as a generational expansion, an increase in the number of family members. The latter is evidenced by the transgenerational study of Breton-Miller and Miller (2009). Dodd and Dyck (2015) create a new line of thinking in family business research by using an unusual qualitative method, the analysis of ancient texts. They describe four business types according to the dimensions of blood ties and value creation, where they define the businesses of stewardship which are not based on family relations as universal-family businesses. $33(5$1&( 2) 67(:$5'6+,3 ,1 7+( &$6( 678'< The interviews contain several examples for the occurrence of stewardship. Based on Miller et al. (2008), the first important factor is ensuring continuity. C.X. and D.X. were able to gain experience about the activities of their parents’ tourism business as a child through participating in trips. As B.X. claims, the parents aimed to make them aware early that the family’s welfare depends on the participants of the trips. However, the interviews do not include that they would directly influence their children’s decision, they actually deny it. Even so, D.X. decided to follow their parents’ career at a very young age: „… I’ve known since I was about 10 what I would like to do, I’m 26 now and still on the path I set for myself at the age of 10. […] I decided about that time which secondary school, which university I wanted to attend, and then what I wanted to do and what I wished to achieve in tourism later on. ” (D.X.) His words reflect a long -term vision in other parts of the interview as well: „ Yes, I’m doing this because it’s a family firm. Because we’re building it together and because we hope that it’ll still stand ten years from now; and ten years from now I’ll look at it as something we have built together. So, it can give high motivation. ” However, he considers it as a negative aspect that his position would not be held by an employee generating more profit, even if he/she certainly existed. Consequently, he admits even as a beneficiary family member that stewardship may entail disadvantages for the business. B.X.’s activities also con tribute to continuity through maintaining a good reputation because she has a major role in customer contact. As a tourist guide she is so trusted that some customers book trips she guides regardless of the destination several months in advance. The firm c an exploit it in marketing as they advertise certain trips “recommended by Ildikó” in the brochure, which is a further guarantee to quality for regular customers. D.X. also mentions a case when according to a passenger’s feedback he could feel the differen ce that B.X. gave information about the details of the trip as an “owner” of the firm and not as an employee. In another part of the interview, D.X. also discusses that the passengers are pleased when they realize that they visit a Hungarian family business. The third aspect of continuity is the endeavor to increase market share. A.X. provides the most accurate description of growth objectives and results: „ I conclude every year when we have our year-end meeting, our closing, that I would be happy if we could achieve the same turnover the next year as we did the previous year. […] it has happened that we had a lower profit, but the number, which we calculate based on how many people we arrange trips for, how many groups we set off, has always been increasing, every single year. ” Although it does not contain specific information about market share, the intention to grow is obvious. Based on the categorization of Miller et al. (2008), the second pillar is organizational culture. In the studied case, the efforts made in the interest of the firm have become a part of the culture among the family members. C.X. claims that in a debate he often points out that