Organizational Psychological Capital Research Articles

Organizational Psychological Capital in Family Firms: the Role of Family Firm Heterogeneity

Organizational psychological capital—comprising hope, confidence, resilience, and optimism—is a vital resource for family firms in times of stress. Surprisingly, whether and how family firm idiosyncrasies impact organizational psychological capital remains unclear. Considering the theoretical paradigm of socio-emotional wealth, we investigate two important family firm characteristics as antecedents of organizational psychological capital: the family involvement in the top management team and the generation of the family firm. We further propose that these relationships are moderated by a board of directors’ tenure. Based on an empirical analysis of listed U.S. family firms, our results confirm a negative relationship between family membership in the top management team and organizational psychological capital. In addition, we find that descendant family firms exhibit higher levels of organizational psychological capital than founder family firms. The results also confirm the moderating role of board tenure. This study works toward a more holistic view of family firm heterogeneity and specifically how different types of family involvement shape a firm’s positive strategic resources.

Self-efficacy in Counseling: The Role of Organizational Psychological Capital, Job Satisfaction, and Burnout

In this study, the factor affecting the level of self-efficacy in psychological consultation was investigated. Variables of gender, age, and vocational seniority, the type of institution they are working in, and the departments from which psychological counselors graduated working in the province of Gaziantep are taken into consideration and the role of organizational psychological capital, job satisfaction, burnout and self-efficacy level regarding psychological consultation are aimed to be shown. The data obtained show that there are significant differences among the test points in terms of their gender, age, vocational seniority and graduated departments but there are not significant statistical results in terms of the type of school they are working in.

Organizational Psychological Capital of Family Franchise Firms Through the Lens of the Leader–Member Exchange Theory

We explore organizational psychological capital (PsyCap) of family franchise firms by drawing on PsyCap and leader–member exchange (LMX) theories and family business literature. We suggest that unique family firm LMXs characterized by trust, respect, and obligation can foster organizational PsyCap of family franchise firms, in turn affecting their innovativeness. We also suggest that transgenerational succession intentions moderate the impact of the LMXs on the development of organizational PsyCap of family franchise firms as well as the consequent effects on innovativeness. We supplement these theoretical conjectures with two exploratory analyses based on survey data—a stepwise regression and correlational analysis. We also discuss implications for future research and practice.

Going beyond Research on Goal Setting: A Proposed Role for Organizational Psychological Capital of Family Firms

Kotlar and De Massis found that membership assortment and the number of organizational members, as well as the imminence of succession, influence goal diversity in family firms. They also showed that goal diversity can be managed and family–centered goals can be stabilized through professional and familial social interactions, driving the formation of collective commitment to family–centered goals (CCFG). Using this research as a point of departure, we propose that CCFG may impact family firm economic and noneconomic performance. Furthermore, we introduce to the family firm literature the organizational psychological capital (OPC), consisting of hope, efficacy, resilience, and optimism. We also suggest that OPC may be more prevalent in family firms than in nonfamily firms. Moreover, OPC of family firms may play an important role in the link between CCFG and economic as well as noneconomic performance.