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The aim of this research, which uses the theories of social identity and social exchange, is to investigate the relationship between responsible leadership, prosocial behavior and the mediating role of psychological ownership in this relationship. In addition, the moderating role of ethical and social responsibility in the relationship between responsible leadership and psychological ownership is tested in the study.

The sample of the research consists of 246 participants who work full-time at İstanbul Sabiha Gökçen Airport in ground handling services (GHS). The convenience sampling method was used in the research, and the research data were collected by the face-to-face survey method. The hypotheses of the research were tested with the partial least squares structural equation model (PLS-SEM) and SPSS Process Macro.

According to the results, it was determined that responsible leadership affects prosocial behavior positively and significantly, and psychological ownership plays a mediating role in this relationship. In addition, the moderating effect of ethical and social responsibility on the relationship between responsible leadership and psychological ownership was determined. When ethical and social responsibility is perceived as high by the employees, it was revealed that the conditional indirect effect of responsible leadership on prosocial behavior through psychological ownership was strong.

When responsible leadership encourages employees to take psychological ownership, they are more likely to engage in prosocial behavior. This study contributes to the field by evaluating the structures discussed with social identity and social exchange theory. In the management practice of organizations, responsible leadership should be strengthened and training should be given to develop responsible leadership.

In the literature review, it was observed that although there are studies conducted with responsible leadership, the concept was not examined with prosocial behavior, and it was not studied in the aviation sector, which has become indispensable for the world economy. With these features, the study distinguishes itself from others and constitutes a source of motivation for researchers.

This study undertakes a comprehensive exploration of the relationships between psychological ownership (PO) in playful consumption and its substantial impact on consumer happiness (CH). Specifically, this study aims to investigate the moderating effects of personality and game performance on the association between PO and CH.

Subsequently, this study proceeds to evaluate consumer happiness in the context of playful consumption experiences through two distinct studies, one quantitative and the other experimental. For Study 1, a randomized sample of 453 respondents from Pakistan is utilized, and data is analyzed using SEM (Structural Equation Modeling) techniques. In Study 2, this study employed an EEG emotive insight device, offering valuable insights into the factors associated with psychological ownership. This experimental approach allows exploring the neuro-marketing perspective of players engaging in playful consumption activities.

The research findings demonstrated multiple positive associations with psychological ownership (PO). Perceived control, competitive resistance, emotions, customer participation, personality and performance all exhibited significant positive correlations with PO. Furthermore, the study highlighted that game performance has the capacity to enhance feelings of happiness among participants.

This study offers innovative insights into the mechanisms that underpin consumer happiness and serves as a reliable guide for policymakers, applied psychologists, consumers and marketers who play a role in shaping the future in the domain of happiness and well-being through playful consumption experiences.

This study offers new insights into the processes that drive consumer happiness and provides a vigorous guide for policymakers, applied psychologists, consumers and marketers who shape the futures in the field of happiness and well-being through playful consumption experience.

Status demotion in hierarchical loyalty programs (HLPs) has received considerable academic attention. However, existing research is relatively silent on whether HLP status demotion fosters service relationship fading by influencing demoted customers’ psychological disengagement and the likelihood of patronage reduction. Drawing on the relationship fading literature and the stimulus–organism–response framework, this study aims to examine these effects. It further investigates the moderating role of psychological ownership on the links of status demotion with psychological disengagement and the likelihood of patronage reduction.

Two studies (Studies 1 and 2) were conducted in the context of airline HLPs. Study 1 was a structured survey conducted among 213 demoted airline HLP customers in Australia, and Study 2 was an experiment conducted among 178 executive MBA students in Bangladesh. The PROCESS macro was used to test the moderated mediation model.

The results of both studies show that HLP status demotion significantly influences customers’ psychological disengagement and the likelihood of patronage reduction. The findings also reveal that psychological disengagement mediates the relationship between status demotion and the likelihood of patronage reduction. Further, customers with high (low) psychological ownership feel high (less) psychological disengagement and show high (less) likelihood of patronage reduction due to their HLP status demotion.

This study extends the existing literature on relationship marketing and HLPs by offering a better understanding of how and under what conditions status demotion elicits customers’ psychological disengagement and the likelihood of patronage reduction.

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.

Aligning interests of principals and agents is the most efficient way to reduce the agency conflict. Yet, the literature on executive compensation reveals inefficiencies in providing executives with legal ownership. Thus, the authors go beyond legal ownership and posit that executives' psychological ownership further aligns the interests of executives as agents and shareholders as principals.

The authors employ sophisticated methodology, including dynamic panel data regressions, static panel data regressions and propensity score matching. External validity is achieved through the large-scale sample of 22,179 firm-quarters spanning 24 quarters from 2013 to 2018 of the S&P 1500.

Psychological ownership aligns the interests of executives and shareholders since this mindset makes executives perceive the company as “theirs”. Executives' psychological ownership decreases firms' fraud and financial performance. The decrease in financial performance is related to an observed increase in executives' risk-aversion. Investors recognize this ownership mindset in executives and reward it with a positive market reaction.

The study is the first to consider psychological ownership of executives in relation to firm outcomes such as financial performance or fraud. The findings are of interest to scholars and practitioners, as this study establishes both theoretically and empirically a way to align the interests of principals and agents beyond executive compensation.

The usage of augmented reality (AR) in online shopping websites provides a “try-on” experience for consumers. AR technology combines the virtual and real world. Previous studies have addressed AR usage’s benefits to consumers’ online shopping experience. However, this study aims to explore the dark side of AR usage in consumers’ online purchasing process.

The authors conduct six experiments to examine whether AR usage leads to adverse effects on consumers’ purchase intention and explain the mechanism of its dark side.

The result shows that AR usage in online shopping websites reduces consumers’ purchase intention. The authors further reveal that the usage of AR leads to more vital psychological ownership of the product, and psychological ownership positively relates to cognitive conflict. Cognitive conflict explains the negative influence of AR usage on purchase intention.

First, to the best of the authors’ knowledge, this is the first study to explore the impact of embedded AR function of websites on consumers’ decision-making process. Also, it is the first study on the application of AR in a real shopping scene, which makes the study of AR close to reality. Second, psychological ownership is introduced in this study. Although there are many types of research on psychological ownership, few scholars have explored it in AR research. Third, most studies stress the advantages of using AR during purchase; this research demonstrates that embedding AR function in a shopping website may negatively affect purchase intention.

This study systematically reviews the literature on psychological ownership theory since its inception 30 years ago. Psychological ownership describes why and how individuals inform their identities by taking ownership. The authors provide guidance and support to management scholars to access the field and make meaningful contributions to the literature.

A variety of bibliometric techniques for performance analyses and science mapping is implemented to examine quantitative bibliographic data of 178 studies on psychological ownership. The data are obtained from Web of Science. The VOSviewer science mapping framework is employed to perform the analyses.

Co-authorship, citation and keyword co-occurrence networks indicate the social structures, most influential authors, publications and journals, as well as topics of past research and avenues for future investigation in the field of psychological ownership. While the authors of the seminal studies Pierce et al. (2001, 2003) have shaped the field over the past decades, the future of psychological ownership research requires stronger collaborations across the globe to advance the field from the individual level to the group and organization level.

This study is the first to comprehensively analyze the management literature on psychological ownership from a historical perspective using a systematic approach, bibliometric procedures and quantitative data. Insightful guidance and avenues for future investigation are offered to move psychological ownership research forward.

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.

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.

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.

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.

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.

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.

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.