Search results

The purpose of this paper is to investigate the additive and differential effects of short-term-oriented group incentives (STOGIs) and long-term-oriented group incentives (LTOGIs) on psychological ownership and organizational commitment.

This study analyzed data from 17,255 US employees in the 2005 data set of the National Bureau of Economic Research Shared Capitalism Research.

Both additive indices of group incentives have direct positive relationships with psychological ownership and organizational commitment, as well as indirect positive relationships with organizational commitment through psychological ownership. STOGIs have a stronger relationship with organizational commitment and LTOGIs have a stronger relationship with psychological ownership.

The value of this research lies in exploring the differential effects of short-and long-term group incentives, which provides new insight into the theory of group incentives and practical implications for their effective utilization.

This paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in Ghana.

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.

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.

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.

This paper investigated the effect of employee share ownership, mediated through psychological ownership, on organizational citizenship behavior. The analysis included the possible complementary role of High Performance Ownership systems. This paper investigated these relationships by analyzing employee survey data from a Dutch organization that has implemented employee share ownership. We used PLS, a variance-based structural equation model to test the hypotheses. The results showed a direct influence of employee ownership on organizational citizenship behavior, but the relationship was not mediated by psychological ownership. Unexpectedly, the results show that a High Performance Work System bundle without employee ownership generates psychological ownership, but this does not influence organizational citizenship behavior. This research could not confirm the comprehensive model in which employee ownership, HRM system, and psychological ownership are positively related to each other. We choose a deliberate set of HR practices on theoretical grounds, but future research could investigate other sets of HR practices that may produce the expected effects. This research showed that employee ownership has a positive influence on organizational citizenship behavior. Organizations are therefore advised to consider implementing employee ownership. The results also show that a set of HR practices positively influences psychological ownership. The results suggest that organizations should strive for a consistent message, which makes the employees feel that they are taken serious as and deserve to be owners. We analyzed the influence of a configuration of high performance ownership system on psychological ownership and organizational citizenship behavior that is not done before.

Drawing on the theories of social capital and leader–member exchange (LMX), the authors examined the moderated mediation relationships of psychological ownership and perceived supervisory support on social capital and organizational knowledge.

To test the proposed model, the authors collected data from 522 employees working in large corporations in South Korea.

The authors found that (a) social capital was positively related to organizational knowledge sharing, (b) perceived supervisor support mediated the linkage between social capital and knowledge sharing and (c) psychological ownership moderated the indirect effect of social capital on knowledge sharing through perceived supervisor support, such that the indirect effect was stronger for employees with low rather than high psychological ownership.

This study sheds new light on how the nature of relationship between the leader and followers as well as individual's psychological ownership play a crucial role in knowledge sharing.

The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study builds and tests a theoretical model at both individual and team level.

Data were collected from universities, research institutes and enterprises’ research and development (R&D) teams in China via a two-wave survey. The final sample contained 417 cases. Hierarchical linear modeling was used to test hypotheses.

The results show that territoriality plays a mediating role between psychological ownership and knowledge hiding, and that organizational result justice negatively moderated the relationship between territoriality and knowledge hiding. Procedure justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. Interactive justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. There were thus interactive effects among territoriality, perceived knowledge value and psychological ownership; the relationship between individual psychological ownership and territoriality was weaker when perceived knowledge value was lower and task interdependence was higher, and stronger with higher perceived knowledge value and lower task interdependence.

Territorial behaviors, such as knowledge hoarding and misleading within R&D teams, are the primary challenges for organizations’ positive activities, including internal sharing, teamwork and organizational goal accomplishment. Researching knowledge territoriality in the Chinese cultural context will help to distinguish territorial behaviors and to take preventive measures. In addition, this study not only enables managers to understand clearly the precipitating factors of knowledge territoriality and the relationships among them but also provides constructive strategies for reducing the negative effect of organizational intervention in knowledge territoriality.

This study adopts a multilevel modeling method and not only reveals the “black box” of interaction among psychological ownership, territoriality and knowledge hiding at the individual level but also probes the three-way interaction of perceived knowledge value, team task dependency and psychological ownership with territoriality at both individual and team levels, and then discusses the mediation effect of organizational justice on the relationship between territoriality and knowledge hiding. The conclusion of this study not only enriches the literature on knowledge hiding in the field of knowledge management but also helps to elucidate the function and intervention mechanism of knowledge hiding.

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.

The primary purpose of this paper is to verify the importance of psychological ownership in the organisational context of a franchise by testing predicted relationships concerning feelings of ownership towards branding, legal ownership of complementary assets, organisational commitment, and a willingness on the part of franchisees to diffuse a franchise brand to peers.

Evidence is presented from an empirical study on the largest taxi franchise fleet in Taiwan. Two formal questionnaires/surveys were conducted in May 2005 and September 2005, from which data were collected from 147 franchisees. Regression analysis is employed to test seven hypotheses.

The empirical results demonstrate that analysing the psychological ownership of a franchise brand from two dimensions (i.e. the degree of psychological ownership and the self‐centred propensity towards psychological ownership) sees an increase in explained variance in organisational commitment and brand diffusion in the context of the franchise organisation. It also illustrates that both dimensions of psychological ownership are negatively affected by the ownership of the non‐brand‐specified complementary assets owned by a franchisee.

The majority of previous research has investigated the phenomenon of franchising from the perspective of the agency theory or of resource scarcity; and has focused on the franchisor's concerns. A major implication of this study indicates that these perspectives, while essential, are insufficient in explaining the growth through franchising strategies. Researchers need to consider how to integrate asset ownership (or property rights) and affect elements in order to influence a franchisee's cognition and behaviour entrepreneurially. A limitation of this study is that it is conducted within the respective boundaries of cultural, professional, and industrial factors.

This study indicates that entrepreneurs can achieve better brand diffusion effects for franchise growth if they engage in merging the structures of asset ownership and psychological ownership.

This is the first paper to examine the psychological ownership of branding within the setting of a franchise organisation and highlights the importance of a sense of ownership in entrepreneurship.

Knowledge sharing (KS) has been consistently acknowledged as a critical factor in the organizational development and the betterment of employees. The purpose of this paper is to extend previous empirical research on KS by testing psychological ownership as an underlying mechanism between the relationship of organizational justice (OJ) and KS behavior in developing country context. The authors also examine the moderating role of perceived organizational support (POS) between psychological ownership and KS behavior.

Using a survey questionnaire, data from 348 employees of multinational corporations in Pakistan were used to test the research hypotheses.

The results of this research reveal that dimensions of OJ (procedural, distributive and interactional justice) positively influence psychological ownership. In addition, psychological ownership is found as an underlying psychological mechanism between the relationship of OJ and KS behavior. The results also indicate that a higher level of POS strengthens the relationship between psychological ownership and KS behavior.

Organizations can enhance employees’ sense of psychological ownership by providing them fairness in procedures and resources. Moreover, management can create a perception of equality among the employees which subsequently helps employees engage in sharing their valuable knowledge with their team members and other workers in the organization.

This research suggests that psychological ownership and POS are important factors which influence the relationship between OJ and KS behavior and it empirically tests this model in a developing country context.

This study aimed to investigate the mechanisms through which organisational justice influences counterproductive work behaviour (CWB). This relationship was explained using a moderated mediation model where organisational embeddedness is a mediator between organisational justice and CWB, while psychological ownership (for the organisation) is a moderator of the relationship between organisational embeddedness and CWB. The conservation of resources (COR) theory was used as the underpinning theory to explain the interrelationships among the constructs.

Data were collected by administering a quantitative cross-sectional survey to employees of Punjab Police, a large public sector, law enforcement organisation in Pakistan. The study model was analysed using PLS-SEM to address the treatment of higher-order reflective-formative constructs.

The results showed that organisational justice is positively related to organisational embeddedness, while organisational embeddedness is negatively related to CWB. Organisational embeddedness was found to play a significant role in mediating the negative effects of organisational justice on CWB. Also, psychological ownership moderated the influence of organisational embeddedness on CWB in an interesting fashion. CWB was the highest when both embeddedness and ownership were low; however, CWB was not the lowest when both embeddedness and ownership were high.

Reliance on self-report data, not accounting for the community embeddedness and discounting the differential effects of justice dimensions are some of the limitations of the present study. Despite these limitations, this study offers valuable insights into how the occurrence of CWB can be minimised. That is, apart from providing a work environment based on fair procedures and policies, it is critically important to manage the perceptions of embeddedness and psychological ownership of employees.

Although numerous researchers have studied the link between organisational justice and CWB, few have explored the roles of organisational embeddedness and psychological ownership in this relationship. This study thus posits a novel moderated mediation mechanism, based on the COR theory, through which organisational justice is translated into CWB. Moreover, this study adds value by investigating this model in the police force context, where justice and CWB have important consequences.

This paper aims to investigate the process of internal brand management that makes employees identify with the corporate brand and produce positive attitudes and behaviors, thus contributing to customer satisfaction. Three constructs, brand‐centered HRM, brand psychological ownership, and brand citizenship behaviors, are utilized to examine the process of internal brand management. The first construct, brand‐centered human resource management (HRM), represents managerial practices that improve brand cognitions and brand attitude of employees. The second construct, brand psychological ownership, explains the psychological experiences that make employees feel brand ownership and then express altruistic spirit of the brand. The third construct, brand citizenship behaviors, shows that employees live the brand.

This multilevel research of collecting data from 453 employees, 172 supervisors, and 933 customers from 26 hotels demonstrates the results of different levels. Hierarchical linear modeling is utilized to investigate the relationships among these constructs.

Results at the individual level show that brand psychological ownership of employees has positive effects on brand citizenship behaviors, and all factors of these two constructs are also correlated positively. Results at the cross level demonstrate that brand‐centered HRM has positive effects on brand psychological ownership and brand citizenship behaviors. Organizational‐level brand citizenship behaviors positively affect customer satisfaction. Furthermore, brand psychological ownership partially mediates the relationship between brand‐centered HRM and brand citizenship behaviors.

An organization can adopt brand‐centered HR practices to make employees produce brand psychological ownership and brand citizenship behaviors, thus contributing to customer satisfaction. HR managers can strengthen employees' brand citizenship behaviors by fostering their brand psychological ownership feelings.

This paper explores the conception, measurement, and explanatory power of the new research construct (i.e. brand psychological ownership) on the effectiveness of internal brand management.