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Article: Psychological Ownership: How Having Control Matters

TitlePsychological Ownership: How Having Control Matters
Authors
KeywordsOrganization-Based Self-Esteem
Perceived Control
Power Distance
Psychological Ownership
Issue Date2012
Citation
Journal Of Management Studies, 2012, v. 49 n. 5, p. 869-895 How to Cite?
AbstractThe study builds a cross-level work process control-based model of psychological ownership in a Chinese context. We operationalize individual-level control as participative decision-making and unit-level control as the self-managing team climate. We further theorize how the value orientation of employees to power differentials moderates the mediating effects of psychological ownership on the relationship between the two levels of control and employee outcomes. We found that the positive effects of control experiences on some outcomes are mediated by psychological ownership. Additionally, power distance moderates the mediating role of psychological ownership. Our results suggest that, in order to cultivate the positive effects of perceived control on employee contributions, managers should pay attention to employees high in power distance since these individuals are reluctant to exercise control. Training or encouraging these individuals to participate in decision making may help them cultivate the positive feelings of psychological ownership. © 2011 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.
Persistent Identifierhttp://hdl.handle.net/10722/178079
ISSN
2015 Impact Factor: 4.26
2015 SCImago Journal Rankings: 4.931
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorLiu, Jen_US
dc.contributor.authorWang, Hen_US
dc.contributor.authorHui, Cen_US
dc.contributor.authorLee, Cen_US
dc.date.accessioned2012-12-19T09:41:49Z-
dc.date.available2012-12-19T09:41:49Z-
dc.date.issued2012en_US
dc.identifier.citationJournal Of Management Studies, 2012, v. 49 n. 5, p. 869-895en_US
dc.identifier.issn0022-2380en_US
dc.identifier.urihttp://hdl.handle.net/10722/178079-
dc.description.abstractThe study builds a cross-level work process control-based model of psychological ownership in a Chinese context. We operationalize individual-level control as participative decision-making and unit-level control as the self-managing team climate. We further theorize how the value orientation of employees to power differentials moderates the mediating effects of psychological ownership on the relationship between the two levels of control and employee outcomes. We found that the positive effects of control experiences on some outcomes are mediated by psychological ownership. Additionally, power distance moderates the mediating role of psychological ownership. Our results suggest that, in order to cultivate the positive effects of perceived control on employee contributions, managers should pay attention to employees high in power distance since these individuals are reluctant to exercise control. Training or encouraging these individuals to participate in decision making may help them cultivate the positive feelings of psychological ownership. © 2011 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.en_US
dc.languageengen_US
dc.relation.ispartofJournal of Management Studiesen_US
dc.subjectOrganization-Based Self-Esteemen_US
dc.subjectPerceived Controlen_US
dc.subjectPower Distanceen_US
dc.subjectPsychological Ownershipen_US
dc.titlePsychological Ownership: How Having Control Mattersen_US
dc.typeArticleen_US
dc.identifier.emailHui, C: chunhui@hku.hken_US
dc.identifier.authorityHui, C=rp01069en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1111/j.1467-6486.2011.01028.xen_US
dc.identifier.scopuseid_2-s2.0-84862546025en_US
dc.identifier.hkuros215301-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-84862546025&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume49en_US
dc.identifier.issue5en_US
dc.identifier.spage869en_US
dc.identifier.epage895en_US
dc.identifier.eissn1467-6486-
dc.identifier.isiWOS:000305391300002-
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridLiu, J=27170043400en_US
dc.identifier.scopusauthoridWang, H=53164894300en_US
dc.identifier.scopusauthoridHui, C=7202876939en_US
dc.identifier.scopusauthoridLee, C=35268903600en_US
dc.identifier.citeulike10797457-

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