Understanding Commitment to Change in Family and Non-Family Business: The Role of Psychological Ownership and Open and Transparent Communication

Organizational change is essential for business adaptability, yet its success depends on employees’ commitment to change. This study explores the role of psychological ownership and open and transparent communication in shaping commitment to change within family and non-family firms. Using moderated mediation modelling on data from 501 employees across 14 Italian firms, findings reveal that psychological ownership fully mediates the relationship between open and transparent communication and commitment to change, with distinct effects based on business status (i.e. family vs. non-family). In family firms, psychological ownership fosters affective commitment by strengthening emotional bonds and identification with the organization. In nonfamily firms, psychological ownership reinforces normative commitment by fostering a sense of duty and professional responsibility. These findings highlight the critical role of psychological ownership as a mediator between strategic communication and commitment to change. When employees develop a genuine sense of ownership over the change process, they are more motivated to accept and sustain it, regardless of whether the organization is family-owned or non-family-owned. These findings contribute to change management literature and provide practical suggestions for adapting transformation strategies to different business status.