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Integrating territoriality and the job demands-resources model, this study investigated tactics that managers use to hinder their talented employees’ internal job transfer attempts. This study proposed that managers’ psychological ownership of talent would relate to their use of persuasion and nurturing tactics, and that managers’ role overload and job social support would moderate these relationships.

The data for this study was collected by administering two surveys approximately two weeks apart. A hundred and sixteen managers provided complete data for analysis.

Psychological ownership of talent related to persuasion tactics but not nurturing tactics. When overload was higher and social support was lower, managers with higher psychological ownership reported using more persuasion tactics to hinder their talented employees’ internal mobility. This study did not find significant interactions for nurturing tactics.

Internal talent hindering can impede employee access to critical learning and growth opportunities, and employees who feel their mobility is restricted may be more inclined to turnover. Accordingly, managers who hinder internal mobility can negatively affect talented employees’ leadership development within an organization and the effectiveness of its succession plans.

This study demonstrates empirically that managers intentionally use tactics to hinder the internal transfers of their talented employees. This study identifies predictors and boundary conditions of hindering tactics, and this knowledge can help organizations address internal talent hindering.

The conventional talent management approach views human relationships as transactional, akin to the commodities that traverse through the supply chain maze. In short, there is a quid pro quo relationship between wage and services, depriving any role for other non‐monetary influences on this relationship. This naïve view of human behavior has distracted the fundamental purpose of talent management – to unlock the value of talent to organizations. Two fundamental drivers that have challenged this transactional view espoused by HR include technology and advances in neuroscience. The technological advancements have created a demand for highly skilled professionals who value autonomy and meaningful engagement. This has brought employee engagement within the focus of managers – a topic that had less significance in earlier decades. The transactional view of workplace relationships has been challenged by discoveries of human behavior by neuroscience. Human beings are wired to have emotions and perceptions, and a workplace is no exception. Reframing the issue through a simple‐yet‐powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This paper seeks to address these issues.

Using rigorous in‐depth secondary research about current talent practices, the report offers a novel framework to unlock the drivers of employee's motivation and performance. The framework serves as a diagnostic leadership tool to identify breakdowns and foster a meaningful conversation to restore the organization back to equilibrium. A holistic alternative that is agnostic to the rank of the employee, job role, and geography offers promise over the current practice of dealing with employee issues in fragmented manner.

The proposed framework helps identify the sweet‐spot that lies at the intersection of three fundamental drivers; employee's preferences on the type of work, employee's core competency and activities that are value‐adding to the organization. The sweet‐spot is the employee's emotional wallet that the organizations must proactively capture to unlock the true drivers of motivation and performance. The proposed framework serves as a diagnostic tool to meaningfully tackle breakdowns and restore organizations to equilibrium. The sweet‐spot provides the clue to design an effective organizational structure, identify the enablers and catalyst that can unlock employee motivation and performance.

There is a compelling need for today's organizations to refocus their energies to unlock the value of their talent to drive higher performance and motivation. Deploying the proposed framework will empower organizations to capture the “share of emotional wallet” that is critical to drive higher levels of employee engagement and motivation. Smarter organizational structures and job role can be meaningfully designed.

The proposed framework challenges conventional talent management views of human relationships as transactional akin to the commodities that traverse through the supply chain maze. This blind spot has deprived the organizations in unlocking the drivers of employee motivation and performance. Overcoming this blind spot empowers talent management to capture the emotional share of wallet instead of trying to perfect the delivery supply chain.

Despite new organizational complexities, the fundamental focus for talent management is to unlock the value of its resource. Despite the pristine appeal of this fundamental tenet of talent management, it is ironic that HR has drifted its focus from its core. Reframing the issue through a simple‐yet‐powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This is a paradigm shift for talent management to get back to basics of what really matters to the organizations.

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 purpose of this paper is to investigate the impact of blended working (BW) on individual payoffs like psychological ownership (PO), affective organizational commitment (AOC) and digital stress (DS). Additionally, the study also examines the moderating role of organizational optimism (OO) on the relationships stated to determine the boundary condition of the relationship between BW and the individual payoffs.

A longitudinal field survey based on executives employed in the Indian service industries (comprised of state-owned banks, three healthcare and four MNCs) was conducted. Levels of BW, AOC, PO, DS and OO were measured through a validated scale, and the relationships' significance was explored.

The result indicated that BW positively influences AOC and DS, while OO influences PO positively and DS negatively. OO also moderates the influence of BW on PO and DS.

This research extends its contribution to the extant literature by (1) exploring the unique context of research in work conditions (BW) across India, (2) examining macro level factor (OO) in the linkage between BW and psychosocial factors, (3) investigating the moderating effect of OO and (4) considering a relatively large sample for empirical analysis in several waves to study BW and its individual pay-offs.

The purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and organizational citizenship behaviour drawing on the social exchange theory, equity theory and event mediated model.

The study was based on a cross-sectional research design, with a sample of 301 full-time employees from various information technology organizations in India. Amos software was used to test the validity of the hypothesised model, and PROCESS macro was used to test the mediation of psychological ownership.

The findings showed that organizational justice impacted both psychological ownership and organizational citizenship behaviour. Furthermore, psychological ownership impacted the organizational citizenship behaviour of employees. The key finding of this study is the partial mediation of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

Besides enriching the organizational behaviour literature, the findings of the study offer valuable messages to the organizational leaders in creating sustained competitive advantage through employee behaviours like organizational citizenship behaviour and psychological ownership.

Even though the literature reports the impact of organizational justice on organizational citizenship behaviour, the majority of this research is based on a western context. There is little research work done to examine the direct relationship between these variables in a non-western context, especially in an emerging economy like India. This study bridges this research gap and enriches the literature by elucidating how organizational justice impacts organizational citizenship behaviour by evincing the mediating mechanism of psychological ownership. Moreover, this is one of the primary studies that explore the mediating role of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

The purpose of this paper is to conceptually articulate the differing needs of graduates and graduate employers, which can be competing or complementary in nature. Drawing from theoretical frameworks of career ecosystems and the new psychological contract, a set of propositions are presented using three themes: career management, development of talent and technological change.

A conceptual design offering a conceptual model through adopting the career ecosystem and new psychological contract as a framework.

These propositions offer a new conceptual model, which provides a practical contribution by articulating sustainability of graduates’ careers through employability at the graduate level and competitive advantage at the employer level.

The paper offers important contributions to theory by connecting career management and vocational career literature through acknowledging shared constructs of life-long learning and sustainable employability for graduates. These two streams are often developed in parallel, thus this paper helps to bridge the gaps in respective research agendas. This paper therefore has the originality of helping to advance the fields of career theory and sustainable human resource management.

A plethora of organizational studies have found employee narcissism to be an unfavorable trait that impedes job functioning. Yet, the elevated confidence and self-assuredness associated with the narcissistic personality can also drive individuals to show initiative behavior. This paper aims to investigate how and when employees with narcissistic personalities can potentially contribute positively to effective functioning.

Data were collected from 91 supervisors and 273 subordinates in a corporate setting in central China. To account for the nesting effects, multilevel path analysis was conducted to test the hypotheses.

Employee narcissism is positively related to psychological ownership, which in turn is positively related to initiative behavior in the workplace. Furthermore, job meaningfulness moderates the indirect effect of employee narcissism on initiative behavior through psychological ownership. Specifically, the indirect effect is more salient when the employee perceives higher, rather than lower, job meaningfulness.

This study examines how employees with narcissistic personalities can show initiative at work. Specifically, this research uncovers the underlying psychological mechanism as well as the boundary condition that facilitate this process. This study affirms the importance of self-determination for narcissistic employees and sheds light on how these employees can potentially contribute positively to effective functioning. Insights for theory, practice and future research are also discussed.

Managing diverse talents has become a necessary part of the human resource management of contemporary organizations. The growing diversity of organizations' workforce makes companies reassess their conventional HRM approaches. State-owned enterprises get the increasing attention of talent management scholars since state firms enthusiastically compete for talents. These companies have some particularities that distinguish them from private firms, and there is a need to analyse the existing research on the HRM in state companies which has the potential to add a missing part to the puzzle of managing diverse talents. We study the major topics in the literature on human resource management and talent management in state-owned enterprises, the key findings researchers provide and the gaps in the literature that need to be covered and the resulting research directions for future studies.

The purpose of this paper is to critically assess the state of substantive, methodological and conceptual development of talent management (TM) within hospitality and business research and to identify gaps, examine debates and provide hospitality research direction.

After identifying 545 articles from 22 peer-reviewed journals from Google Scholar using “talent management,” only articles directly related to TM (n = 149) were analyzed using the validity network schema (VNS). The advantage of the VNS approach is in-depth analysis of the three research domains – substantive, methodological, and conceptual – and evaluation of the pathways between domains emerging in a unique hospitality TM perspective.

Substantive domain TM discourse analysis identified 12 general and 5 hospitality-related topics. The resulting research framework depicted how global trends, organizational, employee-specific factors and organizational-management tactics affect (1) organizational, (2) personal, (3) societal, and (4) customer outcomes. Methodological domain analysis revealed business TM research in the mature stage, while hospitality TM research is in the embryonic stage of development. TM researchers predominantly used observational, descriptive and industry-specific data, advancing the field with associated research frameworks. Conceptual domain analysis uncovered opportunities to advance theoretical foundations and test causal relationships.

VNS analysis identified the importance of conceptual, methodological and substantive domains of TM research. The comprehensive TM research framework was proposed with eight research pathways to guide future hospitality studies. This paper advances the unique hospitality industry-specific scholarship and practice, focused on employee well-being rather than solely organizational gain.

This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational justice. The purpose of this study is to investigate the effects of three dimensions of organizational justice on organizational embeddedness and psychological ownership and the effect of psychological ownership on organizational embeddedness. The mediating role of psychological ownership between organizational justice and organizational embeddedness was also examined.

Data were collected from 300 engineers in Pakistan's power sector using a three-wave quantitative survey. Partial least squares path modeling was used to analyze the data.

The results show that distributive and procedural justice results in the development of organizational embeddedness. Simultaneously, psychological ownership mediates the link between all three dimensions of organizational justice and organizational embeddedness.

By highlighting the importance of organizational justice and psychological ownership, this study offers managers with two distinct strategies for enhancing their employees' organizational embeddedness.

There is a lack of research investigating the distinct effects of three dimensions of organizational justice on the three dimensions of organizational embeddedness. Further, research to investigate the intervening mechanisms that connect organizational justice and embeddedness is scarce. Finally, the COR theory has been utilized to explain how embeddedness works. However, it had not been utilized previously to understand the process through which embeddedness is accumulated. This study fills these gaps by examining the distinct effects of three dimensions of organizational justice on three dimensions of organizational embeddedness and examining these relationships' mediation through psychological ownership.