Author:

Keywords:

psychological ownership, family firms, change process

Abstract:

Literature indicates that 70% of all change processes in organizations fail, among its main reasons a lack of communication, planning, and organization. Moreover, the majority of change processes fail because of lack of ownership over the process by involved stakeholders. This paper looks into the antecedents and consequences of psychological ownership toward change processes, which could provide clues for successfully managing these processes in family businesses.