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.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callSimilar Papers
More From: World Review of Entrepreneurship, Management and Sustainable Development
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
