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

Abstract

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.

How to Shape the Employees’ Organization Sustainable Green Knowledge Sharing: Cross-Level Effect of Green Organizational Identity Effect on Green Management Behavior and Performance of Members

“…Such ownership is free from legal consequences, but it involves individual feelings, which is characterized by attitude, selfconcept, and the sense of responsibility. Mustafa, Ramos, and Man [43] successively stated that the enhanced individual responsibility to the enterprise organization will motivate extra-role care and protection behavior for the company when the organization is regarded as the object of psychological ownership. In conclusion, the strong sense of ownership will generate a positive attitude and idea, which will drive employees to conduct extra-role behavior to care for, protect, and take risks for it when the members regard their company's green products as the object of psychological ownership and obtain the psychological ownership of it.…”

Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior

“…Psychological ownership influences an individual's attitude, motivation and behavior and is characterized by attitude, self-identity and a sense of responsibility [86]. It can also give rise to out-of-role behavior [87], namely organizational citizenship behavior. If individuals have psychological ownership of something, they are willing to take risks or make personal sacrifices for it [88].…”

The Socio-psychological Challenges of Succession in Family Firms: The Implications of Collective Psychological Ownership

“…While the economic and formal (planned) aspects of succession (Brown & Coverley, 1999;Harveston, Davis & Lyden, 1997;Tatoglu, Kula & Glaister, 2008) have been emphasized in family business succession literature (Lam, 2011), our first contribution is that we focus on the social and psychological nature and dynamics of succession (e.g., Handler, 1994;Lam, 2011;Levinson, 1971) that have received only cursory attention in previous literature. Second, while the concept of psychological ownership has been applied to the context of family firms in general (Bernhard & O'Driscoll, 2011;Mustafa et al, 2015;Ramos et al, 2014) and succession in particular (Mahto et al, 2014;Savolainen & Kansikas 2013, Sund et al, 2015, it is noteworthy that this research has remained on the individual level. Thereby, our contribution is that unlike any earlier study we are aware of, we apply CPO to deepen understanding on the phenomenon of family business succession and its socio-psychological challenges.…”

“…During the recent years, theorizing of psychological ownership has been used to capture certain essential features of family business (see Bernhard & O´Driscoll, 2011;Ramos, Man & Mustafa, 2014;Rantanen & Jussila, 2011). On the individual-level, psychological ownership has been utilized to examine non-family (e.g., Atalay & Öztler, 2013;Bernhard & O´Driscoll, 2011;Sieger et al, 2011) and family and non-family (Mustafa et al,2015;Ramos et al; employees´ workplace behavior in family businesses. In addition, Ikävalko, Pihkala and Jussila (2008) have studied family business owner-managers' ownership profiles from psychological ownership perspective and López-Vergara & Botero (2015) have analyzed the role of noneconomic goals in the formation of IPO.…”