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1 – 10 of 76Qinxuan Gu, Dongqing Hu and Paul Hempel
Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team…
Abstract
Purpose
Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as a mediator and team average job-based psychological ownership as a moderator.
Design/methodology/approach
Data were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.
Findings
Team reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.
Research limitations/implications
The shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team incentives and by examining the moderating role of team average job-based psychological ownership.
Practical implications
Organizations and managers should pay attention to team pay system design and be aware of the importance of employees’ psychological ownership toward their jobs in promoting shared leadership in teams.
Originality/value
This study sheds light on the antecedents of shared leadership from motivated information processing perspective and examines antecedent boundary conditions through the moderating role of team average job-based psychological ownership.
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This paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in…
Abstract
Purpose
This paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in Ghana.
Design/methodology/approach
A total of 479 workers took part in the study by completing either a self-reported questionnaire or an interviewer-administered questionnaire. The hotels and respondents were selected using purposive and convenience sampling techniques, respectively. IBM SPSS version 21 and partial least squares structural equation model were used to process and analyse the data.
Findings
Citizenship fatigue was found to be a negative predictor of organisational- and job-based psychological ownership. Additionally, job- and organisational-based psychological ownership were positively predicted by family management. Furthermore, family management positively moderates the relation between citizenship fatigue and organisational- and job-based psychological ownership.
Originality/value
This study appears to be one of the first to have investigated a model linking family management, citizenship fatigue and psychological ownership in the family hotel context.
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Rana Muhammad Naeem, Khalil Ahmed Channa, Zahid Hameed, Ghulam Ali Arain and Zia Ul Islam
In this study, the authors aim to explain the mechanism between transformational leadership and job crafting. They predict that job-based psychological ownership (job-based PO…
Abstract
Purpose
In this study, the authors aim to explain the mechanism between transformational leadership and job crafting. They predict that job-based psychological ownership (job-based PO) mediates the relationship between transformational leadership and job crafting. Furthermore, job-based PO is more effective when employees have a high level of affective organizational commitment.
Design/methodology/approach
The authors collected time-lagged data through a paper–pencil survey from the sales department of large pharmaceutical companies in Pakistan.
Findings
The findings of this study suggest that job-based PO mediates the positive relationship between transformational leadership and job crafting. Moreover, the relationship of job-based PO with job crafting is moderated by affective organizational commitment such that the relationship was stronger at the high levels of affective organizational commitment than that of the low levels of affective organizational commitment.
Practical implications
On practical grounds, job crafting can be useful for individuals and organizations. On individuals’ side, it helps them to balance their job demands and resource; on organizations’ side, it provides a solution to the ongoing problem of disengaged employees and suggests managers identify new ways to support employees with their job redesign.
Originality/value
This study suggests that job-based PO and affective organizational commitment are important factors that influence the relationship between transformational leadership and job crafting.
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He Peng and Jon Pierce
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…
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.
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Michael Mustafa, Hazel Melanie Ramos and Thomas Wing Yan Man
The purpose of this paper is to examine the impact of psychological ownership (both job and organisational based) on extra-role behaviours among family and non-family employees in…
Abstract
Purpose
The purpose of this paper is to examine the impact of psychological ownership (both job and organisational based) on extra-role behaviours among family and non-family employees in small overseas Chinese family businesses.
Design/methodology/approach
Empirical evidence was drawn from a survey of 80 family owners/managers and non-family employees from 40 small overseas Chinese family businesses from the transport industry in Malaysia. All proposed hypothesis were tested using hierarchical moderated regression analyses.
Findings
Job-based psychological ownership was found to significantly predict both types of extra-role behaviours. Organisational-based psychological ownership, however, was only a significant predictor of voice extra-role behaviour. Interestingly enough, no significant moderating effects on the relationships between the two dimensions of psychological ownership and two types of extra-role behaviour were found.
Originality/value
Having a dedicated workforce of both family and non-family employees who are willing to display extra-role behaviours may be considered as an essential component of business success and long-term continuity for many family firms around the world. This particular paper represents one of the few empirical efforts to examine the extra-role behaviours of employees in family firms from emerging economies.
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Donald G. Gardner, Jon L. Pierce and He Peng
Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract…
Abstract
Purpose
Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).
Design/methodology/approach
Survey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.
Findings
Consistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.
Research limitations/implications
Psychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.
Practical implications
Organizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.
Originality/value
This is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.
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Authentic leadership and psychological ownership appear to be at somewhat similar stage of construct evolution. In the present study, the author asks two research questions…
Abstract
Purpose
Authentic leadership and psychological ownership appear to be at somewhat similar stage of construct evolution. In the present study, the author asks two research questions: first, how authentic leadership relates to psychological ownership and second, how dyadic duration influences this relationship. The paper aims to discuss these issues.
Design/methodology/approach
Using correlational research design, the author collected cross-sectional data from 182 Indian professionals working in various organizations in India. The author used structural equation modeling to test the study hypotheses.
Findings
The results showed that authentic leadership positively influenced organization-based promotive psychological ownership; however, it shared no relationship with preventive psychological ownership or territoriality. Relational transparency and self-awareness factorials of authentic leadership influenced belongingness and self-efficacy factorials of psychological ownership beyond what authentic leadership as the second-order factor could account for. Leader self-awareness negatively related to follower self-efficacy. Authentic leadership completely accounted for the effects of moral perspective and balanced processing factorials on psychological ownership. Dyadic duration was not found to have significant moderation effect.
Research limitations/implications
Overall, the findings imply that authentic leadership may make followers dependent and allow less relational substitutability. Moral perspective may be more central to authentic leadership construct than self-awareness. Moreover, it may not be appropriate to consider territoriality as a part of psychological ownership construct.
Originality/value
The author believes that it is the first study to investigate the factorial-level interrelations between authentic leadership and psychological ownership. It can help in advancing authentic leadership theory and refining psychological ownership construct.
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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…
Abstract
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.
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The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over…
Abstract
Purpose
The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over knowledge. Therefore, this research builds and tests a theoretical model linking knowledge‐based psychological ownership with knowledge hiding via territoriality.
Design/methodology/approach
Data were collected from knowledge workers in China via a three‐wave web‐based survey. The final sample was 190 cases. Hierarchical regression models and a bootstrapping approach were used to test the hypotheses.
Findings
The results show that knowledge‐based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge‐based psychological ownership and knowledge hiding. Moreover, organization‐based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge‐based psychological ownership on knowledge hiding when organization‐based psychological ownership is low, but not when it is high.
Research limitations/implications
The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees' self‐perception of possession of knowledge and territoriality and that can strengthen employees' psychological ownership for organizations.
Originality/value
Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge‐based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge‐based psychological ownership and knowledge hiding.
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Prasad Oommen Kurian, Sheldon Carvalho, Charles Carvalho and Fallan Kirby Carvalho
The lateral feedback seeking literature has primarily examined lower-level employees’ feedback seeking from peers. Thus, the authors still know very little about feedback seeking…
Abstract
Purpose
The lateral feedback seeking literature has primarily examined lower-level employees’ feedback seeking from peers. Thus, the authors still know very little about feedback seeking when the leader is the “seeker” and peers are the “targets” of such seeking. The purpose of this paper is to expand existing discussions on lateral feedback seeking by discussing the types of feedback leaders may seek out from their peers.
Design/methodology/approach
The views presented here have been derived from the authors’ personal opinions on the topic of feedback seeking and a review of the academic and practitioner literature on feedback seeking.
Findings
The viewpoint suggests that leaders may engage in two forms of feedback seeking from peers – performance and growth feedback seeking – with each type of feedback seeking holding relevance to leader effectiveness.
Originality/value
Challenging previous research that argues that leaders may avoid seeking feedback from peers, this viewpoint suggests that leaders may seek feedback from peers because they stand to benefit from doing so.
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