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Non-family employees in small family business succession: the case of psychological ownership

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  • Sari Savolainen
  • Juha Kansikas

Abstract

This study is analysing non-family employees' perceptions on psychological ownership during the family business succession process. Three small family companies were chosen for the multiple case studies. The results of this study show that non-family employees are participating on the small family business succession and they do possess a strong psychological ownership towards the family business, their own work, and the founder generation. Non-family employees recognise the changing management and leadership in successions. Non-family employees' psychological ownership increases in succession. This has got influence on commitment and well being in unique way according to personal characteristics of a non-family employee.

Suggested Citation

  • Sari Savolainen & Juha Kansikas, 2013. "Non-family employees in small family business succession: the case of psychological ownership," World Review of Entrepreneurship, Management and Sustainable Development, Inderscience Enterprises Ltd, vol. 9(1), pages 64-81.
    • Handle: RePEc:ids:wremsd:v:9:y:2013:i:1:p:64-81
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    Cited by:

    1. Ramos, Hazel Melanie & Man, Thomas Wing Yan & Mustafa, Michael & Ng, Zuie Zuie, 2014. "Psychological ownership in small family firms: Family and non-family employees’ work attitudes and behaviours," Journal of Family Business Strategy, Elsevier, vol. 5(3), pages 300-311.
    2. Brundin, Ethel & McClatchey, Irene S. & Melin, Leif, 2023. "Leaving the family business: The dynamics of psychological ownership," Journal of Family Business Strategy, Elsevier, vol. 14(2).

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