Non-family employee strategic renewal in family firms: the transformational leadership role of family board members and psychological ownership

Purpose The study aims to reveal the strategic renewal (SR) of non-family employees in family small and medium enterprises (SMEs) with the effects of transformational board member leadership and psychological ownership (PO) dimensions. Design/methodology/approach Non-family employees at 82 export and import family firms (FFs) in Vietnam were selected for the study, which used a partial least square structural equation modelling (PLS-SEM) approach. Findings Family board members with transformational leadership (TL) qualities and PO play an essential role in developing non-family employee SR. Originality/value The authors grant advanced family roles and relationships knowledge to the renewal and transformation of FFs' strategies and organisational structures.