Organizational Psychological Capital in Family-owned Franchise Firms and Corporate Social Responsibility

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Esra Memili, Associate Professor of Entrepreneurship (Creator)
Dianne H.B. Welsh, Distinguished Professor of Entrepreneurship (Creator)
The University of North Carolina at Greensboro (UNCG )
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Abstract: Research has linked Psychological Capital (PsyCap) to employees’ positive attitudes, behaviors, and performance in organizations and is characterized by hope, self-efficacy, resilience, and optimism. Despite the demonstrated effects of PsyCap on employee outcomes, PsyCap has not been researched in family firms (except for Memili, Welsh, & Luthans, forthcoming). Previous research has highlighted the potential effects of family influence on family firms’ human resources policies and procedures, as well as the subsequent effects on employees’ value-creating attitudes and behaviors. Here, we extend this line of research by drawing primarily upon theory of PsyCap and the extant family business and franchising literature to explore whether family-owned franchise firms exhibit more organizational PsyCap than non-family franchise firms and the impact of family involvement and organizational PsyCap on corporate social responsibility (CSR) in family-owned franchise firms.

Additional Information

Journal of Ethics and Entrepreneurship, 4(1), 5-20
Language: English
Date: 2014
Franchise Family Firms, Psychological Capital, Corporate Social, Responsibility

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