scholarly journals The Power of Psychological Ownership in the Longevity of Family Businesses

2017 ◽  
pp. 1-9
Author(s):  
Ravindra Hewa Kuruppuge ◽  
Ales Gregar
Keyword(s):  
Family Businesses ◽  
Psychological Ownership

Sustainable family business

2019 ◽  
Vol 41 (7) ◽  
pp. 945-965 ◽  
Author(s):  
Rawa Alwadani ◽  
Nelson Oly Ndubisi
Keyword(s):  
Family Involvement ◽  
Family Business ◽  
Environmental Sustainability ◽  
Family Businesses ◽  
Psychological Ownership ◽  
Environmental Sensitivity ◽  
Bottom Line ◽  
Content Type ◽  
Mindful Organizing ◽  
The Relationship

Purpose Family centered non-economic (FCNE) goals, such as environmental and social goals, are sometimes strenuous to “sell” to non-family members in a family business, and are often open to resistance. The purpose of this paper is to identify socio-psychological mechanisms for achieving FCNE goals because, in addition to economic goals, they are the other two components of the triple bottom line. Design/methodology/approach Through a juxtaposition of the literature on family businesses, and the theories of mindfulness and psychological ownership, this paper argues for the facilitating roles of family involvement and mindful organizing in the achievement of FCNE goals. An example of how a Kuwaiti oil company implements these ideas is appended. Findings A moderated link between family involvement, mindful organizing and FCNE goal of environmental sustainability. Besides its direct effect on environmental sustainability, mindful organizing also has a potential mediating role in the relationship between family involvement and environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness will moderate the relationship between mindful organizing and the achievement of environmental sustainability goals. Research limitations/implications The paper presents ten propositions and argues that three types of family involvement (ownership, management and inter-generational), together with non-family engagement (through mindful organizing) would lead to success in achieving the FCNE goal of environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness are potential moderators. Practical implications The paper suggests some key drivers of FCNE goal of environmental sustainability as well as several contingent factors. Applicable to family businesses, owners and/or managers of similar firms can apply knowledge from this study in the pursuit of environmental sustainability. Originality/value The paper’s model advances the current understanding of the link between family involvement, mindful organizing, environmental sustainability, psychological ownership, environmental sensitivity and individual mindfulness in the context of family business. The paper further suggests new future research directions.

Linking psychological ownership to employee extra-role behaviours in small overseas Chinese family businesses

2015 ◽  
Vol 7 (2) ◽  
pp. 129-147 ◽  
Author(s):  
Michael Mustafa ◽  
Hazel Melanie Ramos ◽  
Thomas Wing Yan Man
Keyword(s):  
Family Firms ◽  
Two Dimensions ◽  
Family Businesses ◽  
Psychological Ownership ◽  
Business Success ◽  
Chinese Family ◽  
Overseas Chinese ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of psychological ownership (both job and organisational based) on extra-role behaviours among family and non-family employees in small overseas Chinese family businesses. Design/methodology/approach – Empirical evidence was drawn from a survey of 80 family owners/managers and non-family employees from 40 small overseas Chinese family businesses from the transport industry in Malaysia. All proposed hypothesis were tested using hierarchical moderated regression analyses. Findings – Job-based psychological ownership was found to significantly predict both types of extra-role behaviours. Organisational-based psychological ownership, however, was only a significant predictor of voice extra-role behaviour. Interestingly enough, no significant moderating effects on the relationships between the two dimensions of psychological ownership and two types of extra-role behaviour were found. Originality/value – Having a dedicated workforce of both family and non-family employees who are willing to display extra-role behaviours may be considered as an essential component of business success and long-term continuity for many family firms around the world. This particular paper represents one of the few empirical efforts to examine the extra-role behaviours of employees in family firms from emerging economies.

scholarly journals From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses

2013 ◽  
Vol 9 (2) ◽  
pp. 295-318 ◽  
Author(s):  
Hang Zhu ◽  
Chao C. Chen ◽  
Xinchun Li ◽  
Yinghui Zhou
Keyword(s):  
Family Businesses ◽  
Personal Relationship ◽  
Psychological Ownership ◽  
Intention To Stay ◽  
Relationship Closeness ◽  
Professional Managers ◽  
Benevolent Leadership ◽  
Relational Perspective ◽  
Practical Implications

AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.

scholarly journals Owner-manager when death do us part – roles of a widow in sudden succession in family firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hanna Almlöf ◽  
Hans Sjögren
Keyword(s):  
Family Business ◽  
Design Methodology ◽  
Family Firms ◽  
Business Owners ◽  
Family Businesses ◽  
Qualitative Approach ◽  
Psychological Ownership ◽  
Structured Interviews ◽  
Unexpected Death ◽  
Content Type

PurposeThis study sheds light on a hitherto understudied group in family business literature: widows. We explore the roles a widow may take following the unexpected death of her owner-manager spouse when she had no salient role in the business prior to the death.Design/methodology/approachWe used a qualitative approach to research, to study inductively the roles considered and taken by three widows who unexpectedly succeeded as owners of Swedish privately held family firms. We conducted semi-structured interviews with widows and children in top management.FindingsWe construct a typology of four main roles a widow can take and analyse the underlying dimensions that they represent. We also analyse to which extent the choice of role widow can be explained by psychological ownership and double-loss theory. The typology can be used as a tool for family business owners and their advisors as the basis of an open and non-prejudiced discussion of the choices available to a widow.Originality/valueWe have investigated the factors that influence a widow's decision whether to take over the business or not, as suggested in previous research by, for example, Martinez et al. (2009). We explore the roles a widow can consider and adopt. The study advances our understanding of how businesses can remain as family firms also in the event of the unexpected death of an owner-manager (De Massis et al., 2008). We hereby contribute to the literature on sudden successions and on women in family businesses.

The Role of Individual Differences and Motives in Psychological Ownership

2006 ◽  
Author(s):  
Nancy H. Leonard ◽  
Abhishek Srivastava ◽  
Jack A. Fuller
Keyword(s):  
Individual Differences ◽  
Psychological Ownership
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