Search results

Psychological ownership has been a topic of intense debate for several decades, especially in the digital era. In addition, as part of the digital public domain, virtual communities shape our digital lives. Unfortunately, few studies have examined the communication process in virtual communities from the perspective of psychological ownership. Moreover, information and organization are key aspects of virtual communities. This research aimed to explore the impact of psychological ownership on communication satisfaction from these two perspectives.

I collected 471 responses using a questionnaire. In terms of empirical methods, I developed a structural equation model (SEM) to examine the relationship between psychological ownership and communication satisfaction as well as the mechanism underlying this relationship – namely, information behavior. Specifically, I first examined the relationship between psychological ownership and information behavior. I then developed a comprehensive framework for the double-edged impact of psychological ownership in virtual communities on communication satisfaction.

I found that psychological ownership has a double-edged effect on communication satisfaction based on two types of information behavior in virtual communities. Specifically, organization-based psychological ownership (OPO) positively influences communication satisfaction through information exchange. In contrast, information-based psychological ownership (IPO) negatively impacts communication satisfaction through information-hiding.

The findings of this research demonstrate that psychological ownership has a double-edged effect on communication satisfaction. First, the findings of this study reveal the downsides of psychological ownership, which are not consistent with its beneficial role. Second, the negative effect of psychological ownership with regard to communication in virtual communities also helps explain communication failure in virtual communities. Finally, despite the downsides of psychological ownership in the context of a virtual community revealed by this study, this factor has an overall beneficial effect.

This paper examines the mediating process of enhancing employees' psychological ownership among family hotel employees.

A total of 1,005 employees from 197 budget-to-three-star family hotels took part in the study by completing an either self-reported or interviewer questionnaire. The respondents were selected using a convenient sampling technique. A partial least square structural equation was used to analyse the data.

Work engagement and organisational performance were shown to significantly predict psychological ownership, except for counterproductive work behaviour. Both counterproductive work behaviour and organisational performance were found to predict psychological ownership. Finally, the relationship between (1) counterproductive work behaviour and psychological ownership and (2) organisational performance and psychological ownership is mediated by work engagement.

Replication of this model in different countries and other work settings is highly recommended for cross validating the reported findings in this study. The study emphasises the need for family hotel owners to create a conducive work environment devoid of conditions that promote counterproductive work behaviour among employees and encourage them to engage in higher productivity.

This study appears to be one of the first to have investigated a model linking counterproductive work behaviour, performance to psychological ownership through work engagement in the family hotel context.

Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between employees’ organizational psychological ownership (OPO) and their innovative work behavior (IWB). The moderating role of organizational context in these mediating relationships was further examined to determine the moderated mediation paths.

This study mainly used a survey-based research method and collected data from 512 professionals from both public and private organizations in Pakistan to test our proposed hypotheses.

The results showed that coexisting knowledge sharing and hiding mediated the relationship between employees’ OPO and IWB. Furthermore, organizational context moderated the mediated relationships, providing support for the moderated mediation framework.

The results highlight the significance of fostering employees’ OPO to enhance their IWB by promoting knowledge sharing and preventing knowledge hiding. This study also urges managers to consider the contingency effect of organizational contexts when promoting employees’ IWB in emerging economies.

The results obtained in this study suggest that the knowledge behavior paradox occurs in organizations, and distinct organizational contexts play crucial but differential roles in intervening in the effect of employees’ OPO on their IWB. This study empirically validated this complex mechanism in an important emerging economy in Asia.

The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, the aim of this study is that it is important to help people develop better cognitive resources to face adversity.

The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, it is important to help people develop better cognitive resources to face adversity. In this study, we administered a questionnaire to 250 employees to determine the variables that could help them build cognitive resources. These variables included the satisfaction of basic psychological needs (autonomy, competence and affiliation), psychological capital, motivation regulation (within the self-determination theory) and well-being (assessed by self-esteem, positive emotions, positive automatic thoughts and vitality). The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital.

The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital.

Highlight the importance of consequences of the Great Resignation and the need to internationalize this concept.

Exploitative leadership as a form of destructive leadership may hinder employees' knowledge sharing. However, how and when exploitative leadership impacts employees' knowledge sharing is under explored. Drawing on fairness heuristic theory, this study aims to construct a moderated mediation model to investigate the impacting mechanisms of exploitative leadership on employees' knowledge sharing by introducing organization-based self-esteem as a mediator and perceived organizational procedural justice as a moderator.

To test the research model, data were collected from 148 full-time employees at two-time points and analyzed using partial least square-structural equation modelling (PLS-SEM).

Exploitative leadership has a direct negative impact on knowledge sharing. Through the mediation of organization-based self-esteem, exploitative leadership has an indirect impact on knowledge sharing. Organizational procedural justice can weaken the indirect negative relationship between exploitative leadership and knowledge sharing via organization-based self-esteem.

This study is the first to introduce fairness heuristic theory to explain the relationship between exploitative leadership and knowledge sharing. Findings about the mediating role of organizational self-esteem and the moderating role of organizational procedural justice in the relationship between exploitative leadership and knowledge sharing can uncover the black box of how exploitative leadership affects knowledge sharing.

This study aims to examine the impact of information communication technology-enabled work during non-working hours (ICT-enabled WNWHs), as a source of stress, on employee behavioral outcomes –in-role job performance, organizational citizenship behaviors (OCBs) that benefit organizations and OCBs that benefit individuals, through emotional responses – work exhaustion, nonwork exhaustion and organization-based self-esteem. As the coronavirus disease 2019 (COVID-19) lockdowns demonstrated that employees frequently engage in ICT-enabled WNWHs, studying stress induced by ICT-enabled WNWHs is essential for understanding employee adaptation to the work-from-home trend that emerged from COVID-19 lockdowns.

A quantitative survey comprising 1,178 employees in China was conducted, and the data reliability and validity were confirmed. Partial least squares structural equation modeling analysis was employed to test the hypotheses.

The study results empirically proved that, although ICT-enabled WNWHs had significant effects on employee behavioral outcomes, the related emotional responses were the mediators of the stress transmission mechanism that directly affected employee behavioral outcomes. Notably, work exhaustion and organization-based self-esteem partially mediate the stress transmission mechanism, while nonwork exhaustion exerts a full mediating effect.

This study proposes the stress transmission mechanism of ICT-enabled WNWHs and delineates emotional responses regarding the work environment attributes of ICT-enabled WNWHs, an approach rarely seen in prior IS studies. To our best knowledge, this study is the first to identify and empirically demonstrate organization-based self-esteem as one among the emotional responses to ICT-enabled WNWHs. Furthermore, it expands understanding of the holistic impacts of ICT-enabled WNWHs, which is lacking in information systems (IS) literature.

This study aims to explain the link between employee psychological ownership (EPO) and work engagement (WE). The authors conceptualize EPO as a combination of various personal resources, i.e. self-efficacy, self-identity, accountability, belongingness and territoriality, and expected it to positively contribute to WE.

The authors analyze survey data from employees of a public service organization in Greece and verify key findings using a two-wave cross-sectional survey design targeting a heterogeneous population of employees in the United States of America.

The findings indicate that EPO is positively related to WE and job satisfaction mediates the relationship between EPO and WE. Furthermore, the authors' results support the discriminant validity between promotive EPO, preventative EPO (territoriality), WE and job satisfaction.

The present study provides a deeper understanding of EPO, as it is explained in the theoretical foundations of the job demands-resources model (JD-R) model and helps us understand how EPO can affect WE.

Justice perceptions describe an individual's evaluation of whether decisions or actions are fair or unfair. These perceptions are important because they affect individual attitudes and behaviors in different situations. Family firms develop and implement governance policies and structures (i.e., governance systems) to diminish the problems that can arise from the overlap between the business, the family, and the ownership systems of a firm. Governance systems help family firms have a clear structure of accountability and a clear understanding of the rights and responsibilities that family and non-family members have toward the family enterprise. Research on governance to date has focused on the practices and policies that exist and their effects on the family firm. However, in the governance context, individual perceptions are important because they are likely to affect the attitudes that family and other members have toward the family enterprise and the likelihood that they will follow the different policies when they are implemented. This chapter takes a receiver perspective to explain how individuals create justice perceptions based on governance mechanisms and the effects of these perceptions. The goal is to understand how we can use this information when developing governance practices in family firms.

This research paper aims to explore whether and how perceived corporate social responsibility (CSR) influences employee-associated outcomes in ways that are controllable by managers. Drawing from the theories of self-determination and social identity, this study investigates the mediating effects of psychological needs fulfillment and organizational identification in exploring the mechanisms that link perceived CSR to employee job performances of Chinese state-owned tourism companies.

Survey was used to collect original data from ten Chinese state-owned tourism companies to examine the proposed model. Data was analyzed through structural equation modeling.

Employees’ perceptions of CSR are found to demonstrate significantly effective associations with their job performance. Moreover, results support that the influences of CSR on staff’s job performance are also conveyed through psychological needs fulfillment (competence) and organizational identification (i.e. cognitive identification and affective identification).

Findings not only provide strategic ideas and operational tactics for tourism managers to devise CSR strategies and allocate CSR resources but also offer inspirations to integrate CSR initiatives with human resource management strategies.

This study diverts the research of CSR from the organizational level to the individual level. This study also explores the mechanism of psychological needs fulfillment and organizational identification underlying processes in the employee perceptions of CSR–job performance linkages.

The success of an organisation is very much determined by the organisational citizenship behaviour of its employees, and the leader plays a substantial role in strengthening this positive behaviour as it helps in disseminating the best practises amongst its stakeholders. The aim of this study is to examine if psychological ownership mediates the association between inclusive leadership and organisational citizenship behaviour. Additionally, it is examined whether leader–follower value congruence has a moderating role in the influence of inclusive leadership on the psychological ownership of the employees.

Data from 292 employees working in Indian hotels were collected utilising supervisor–supervisee dyadic design. The study utilised partial least squares (PLS-SEM) to test the hypothesised associations.

The outcomes of the study found that psychological ownership acts as a complementary mediator between inclusive leadership and organisational citizenship behaviour and the moderating impact of leader–follower value congruence strengthens the association concerning inclusive leadership and psychological ownership. The study’s findings indicate that leader–follower value congruence is of utmost importance in strengthening follower's constructive behaviour.

The study offers relevant inputs and measures for HR professionals in the Indian hospitality industry to acknowledge, strengthen and reward inclusive leadership, along with ways of promoting leader–follower value congruence that have significant positive outcomes in terms of the improvement in the sense of ownership and citizenship behaviour amongst the employees.

In the post-pandemic scenario, the hospitality industry has picked up the pace of growth, leading to an increased requirement for talented resources in the industry. Keeping this background in mind, the top management must keep an eye on their inclusive leaders, as they are the pillars in creating a culture of ownership and positive behaviours in the organisation.