How psychological ownership is prevented in non-family employees in family firms (Singapore)
Family firms or businesses are often regarded as the backbone of the national economy. They contribute to majority of the world’s gross domestic product and provides almost half of the jobs in most countries. Family firms typically employs more non-family employees compared to family employees....
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2021
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| Online Access: | https://eprints.nottingham.ac.uk/61015/ |
| _version_ | 1848799832706121728 |
|---|---|
| author | Teo, Benjamin Keng Meng |
| author_facet | Teo, Benjamin Keng Meng |
| author_sort | Teo, Benjamin Keng Meng |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Family firms or businesses are often regarded as the backbone of the national economy. They contribute to majority of the world’s gross domestic product and provides almost half of the jobs in most countries. Family firms typically employs more non-family employees compared to family employees.
Non-family employees are considered as essential resources for family firms which raise the awareness and importance for family firms to focus on the needs of these employees. Psychological ownership in organisations have shown to influence employees’ innovativeness output, improving affective commitment and job satisfaction, entrepreneurships and productiveness through value creation attitudes.
This study is set out to investigate why and how psychological ownership is prevented from emerging in family firms from non-family employees. Qualitative research method was chosen for this study due to the lack of such methods applied in this field of study. A total of 8 non-family employees were interviewed from 2 family firms and the firms were from different industry, i.e. manufacturing and financial services.
The study used multiple case study approach to collect data and thematic analysis which generated 3 themes. The study indicated that Nepotism, Lack of Career Opportunities and Lack of Communication between family and non-family employees were the causes for preventing psychological ownership from emerging. |
| first_indexed | 2025-11-14T20:41:56Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-61015 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T20:41:56Z |
| publishDate | 2021 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-610152021-03-30T07:02:33Z https://eprints.nottingham.ac.uk/61015/ How psychological ownership is prevented in non-family employees in family firms (Singapore) Teo, Benjamin Keng Meng Family firms or businesses are often regarded as the backbone of the national economy. They contribute to majority of the world’s gross domestic product and provides almost half of the jobs in most countries. Family firms typically employs more non-family employees compared to family employees. Non-family employees are considered as essential resources for family firms which raise the awareness and importance for family firms to focus on the needs of these employees. Psychological ownership in organisations have shown to influence employees’ innovativeness output, improving affective commitment and job satisfaction, entrepreneurships and productiveness through value creation attitudes. This study is set out to investigate why and how psychological ownership is prevented from emerging in family firms from non-family employees. Qualitative research method was chosen for this study due to the lack of such methods applied in this field of study. A total of 8 non-family employees were interviewed from 2 family firms and the firms were from different industry, i.e. manufacturing and financial services. The study used multiple case study approach to collect data and thematic analysis which generated 3 themes. The study indicated that Nepotism, Lack of Career Opportunities and Lack of Communication between family and non-family employees were the causes for preventing psychological ownership from emerging. 2021-02-24 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/61015/1/MBA_Management%20Project_Benjamin_Teo_260620.pdf Teo, Benjamin Keng Meng (2021) How psychological ownership is prevented in non-family employees in family firms (Singapore). [Dissertation (University of Nottingham only)] |
| spellingShingle | Teo, Benjamin Keng Meng How psychological ownership is prevented in non-family employees in family firms (Singapore) |
| title | How psychological ownership is prevented in non-family employees in family firms (Singapore) |
| title_full | How psychological ownership is prevented in non-family employees in family firms (Singapore) |
| title_fullStr | How psychological ownership is prevented in non-family employees in family firms (Singapore) |
| title_full_unstemmed | How psychological ownership is prevented in non-family employees in family firms (Singapore) |
| title_short | How psychological ownership is prevented in non-family employees in family firms (Singapore) |
| title_sort | how psychological ownership is prevented in non-family employees in family firms (singapore) |
| url | https://eprints.nottingham.ac.uk/61015/ |