Linking psychological ownership to employee extra-role behaviours in small overseas Chinese family businesses: Does family status matter?. Issue 2 (1st June 2015)

• Record Type: Journal Article
• Authors: Mustafa, Michael; Ramos, Hazel Melanie; Man, Thomas Wing Yan
• Is Part Of: Journal of entrepreneurship in emerging economies. Volume 7:Issue 2(2015)
• Page Start: 129
• Page End: 147
• Publication Date: 2015-06-01
• Subjects: Malaysia -- Psychological ownership -- Extra-role behaviours -- Family firm employees -- Overseas Chinese family businesses; Entrepreneurship -- Developing countries -- Periodicals; Business enterprises -- Developing countries -- Periodicals; Business enterprises, Foreign -- Developing countries -- Periodicals; Industrial management -- Developing countries -- Periodicals; Developing countries -- Commerce -- Periodicals; 338.04091724
• DOI: 10.1108/JEEE-11-2014-0041
• Languages: English
• ISSNs: 2053-4612

Abstract

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.