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Job- and organization-based psychological ownership: relationship and outcomes

Job- and organization-based psychological ownership: relationship and outcomes Purpose – The purpose of this paper is to investigate the relationship between job- and organization-based psychological ownership. In addition, the authors explored the emergence and outcomes of psychological ownership in Chinese context. Design/methodology/approach – Time-lagged survey data from 158 Chinese participants were used to test several hypothesized relationships employing partial least square techniques. Findings – Job-based psychological ownership appeared to mediate the relationship between experienced job control and organization-based psychological ownership. In addition, a statistically significant relationship between job-based psychological ownership and job satisfaction, organizational citizenship behaviors and turnover intentions, and a statistically significant relationship between organization-based psychological ownership and job satisfaction were observed. A negative relationship between organization-based psychological ownership and knowledge withholding was also observed. Practical implications – Managers who want to enhance employees’ job- and ultimately organization-based psychological ownership should empower their employees by enabling them to exert control over their work. Originality/value – This paper examined how organization-based psychological ownership emerges from control over work via job-based psychological ownership. The authors also investigated the impact of psychological ownership in Chinese context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Job- and organization-based psychological ownership: relationship and outcomes

Peng, He; Pierce, Jon
Journal of Managerial Psychology , Volume 30 (2): 18 – Mar 9, 2015
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0268-3946
DOI
10.1108/JMP-07-2012-0201
Publisher site
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Abstract

Purpose – The purpose of this paper is to investigate the relationship between job- and organization-based psychological ownership. In addition, the authors explored the emergence and outcomes of psychological ownership in Chinese context. Design/methodology/approach – Time-lagged survey data from 158 Chinese participants were used to test several hypothesized relationships employing partial least square techniques. Findings – Job-based psychological ownership appeared to mediate the relationship between experienced job control and organization-based psychological ownership. In addition, a statistically significant relationship between job-based psychological ownership and job satisfaction, organizational citizenship behaviors and turnover intentions, and a statistically significant relationship between organization-based psychological ownership and job satisfaction were observed. A negative relationship between organization-based psychological ownership and knowledge withholding was also observed. Practical implications – Managers who want to enhance employees’ job- and ultimately organization-based psychological ownership should empower their employees by enabling them to exert control over their work. Originality/value – This paper examined how organization-based psychological ownership emerges from control over work via job-based psychological ownership. The authors also investigated the impact of psychological ownership in Chinese context.

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Mar 9, 2015

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