Navigating Organizational Politics in Indonesian Family Owned Health Service SMEs: Non-Family Employees' Lived Experiences

Achmad Zani Pitoyo; Sudarmiatin Sudarmiatin; Puji Handayati; Naswan Harsono

doi:10.55927/fjmr.v4i12.648

Authors

Achmad Zani Pitoyo Universitas Negeri Malang
Sudarmiatin Sudarmiatin Universitas Negeri Malang
Puji Handayati Universitas Negeri Malang
Naswan Harsono Universitas Negeri Malang

DOI:

https://doi.org/10.55927/fjmr.v4i12.648

Keywords:

Family Business, Organizational Politics, Non-Family Employees, Indonesian SMEs, Health Services

Abstract

This study explores how non-family employees in Indonesian family-owned health service SMEs interpret, experience, and respond to organizational politics rooted in kinship dominance, hierarchical privileges, and decision-making asymmetry. The study also examines how these dynamics shape employee well-being, psychological safety, and organizational outcomes. A descriptive phenomenological approach was employed to capture the lived experiences of non-family employees. Data were collected through in-depth interviews and analyzed using Colaizzi's seven-step phenomenological analysis. Trustworthiness was ensured through triangulation, member checking, and audit trail documentation. The findings reveal three interconnected dynamics: (1) perceived inequality arising from kin-based favoritism and inconsistent sanctions; (2) constrained voice and role ambiguity due to opaque decision-making structures; and (3) emotional fatigue, disengagement, and reduced organizational commitment among non-family employees. Despite these challenges, some employees develop adaptive coping mechanisms, including emotional distancing and selective compliance. The study is limited by its single-site design. Future research should explore comparative cases across sectors to generalize the model of political dynamics in family business health services.

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