家族涉入管理与私营企业职业经理的心理所有权——基于“我们”意识的新理论解释

Family Management Involvement and Professional Managers' Psychological Ownership in Private Businesses:A New Explanation of Sense of "Us"

私营企业中职业经理的奉献精神与家族经理的高承诺为何难以兼得?本文融合心理所有权理论与本土社会心理学相关观点,提出在私营企业中没有股权的职业经理主要通过形成共享心理所有权来获得工作激励;而与企业主密切关系,形成"我们"意识,是职业经理产生共享心理所有权的关键路径,企业主的家族成员涉入管理会诱导职业经理自我归类为"外人",阻碍他们形成"我们"意识,削弱他们的工作激励,仅在无家族涉入时职业经理才有机会通过这一路径提升心理所有权。本研究运用问卷调查和情景实验同时检验假设,发现家族涉入管理与双方的工作关系亲密度、经理的心理所有权之间均存在显著因果关系,而关系亲密度完全中介了家族涉入管理对经理心理所有权的负面影响。上述结果支持本文的理论假设,提示家族涉入管理划定了借助密切私人关系激励职业经理的适用边界。

Why do non-family professional managers＇ dedication and family managers＇ high commitment coexist difficultly in Chi- nese private companies？ Current literature could not provide a sat- isfactory motivational explanation. Integrating theory of psycholog- ical ownership with the viewpoint of indigenous social psychology on how an individual connects with a group, we argue that profes- sional managers without ownership are mainly motivated by shared psychological ownership, and they can generate sense of ＇Us＇ and shared psychological ownership by deepening personal relationship with an entrepreneur. Whether the entrepreneur＇s family members involve in management is the contextual determinant of profession- al managers＇ thinking pattern. Family involvement management can induce professional managers to apply categorization thinking to view themselves as outsiders （out-group members）, hamper the improvement of their personal relationship with the entrepreneur, lower their sense of ＇us＇ and shared psychological ownership. Only when there is no family member in top management team can pro- fessional managers utilize Guanxi development thinking to build deep personal relationship with the entrepreneur, become his/her insiders （in-group members）, and enhance their shared psychologi- cal ownership. Using survey and scenario experiment to test these hypotheses, we find that the relationship closeness at work between a profession manager and an entrepreneur fully mediates the impact of family involvement in management on the professional manager＇s psychological ownership, and there is significant negative causal relationship between family involvement in management and rela- tionship closeness and psychological ownership. The results support our hypotheses. Then, we conduct interview with several non-fami- ly professional managers working in private companies which have introduced a family manager recently. Findings of the interview are consistent with our expectation. Our research shed light on the generation route of professional managers＇ shared psychological ownership, sense of ＇us＇, and provide convincing explanation for the negative signal effect of family involvement in management. Our findings imply that motivating professional managers by deepening personal relationship has an important boundary condition： no fam- ily manager in top management team.