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Job- and organization-based psychological ownership: relationship and outcomes
Abstract
Purpose: – The purpose of this paper is to investigate the relationship between job- and organization-based psychological ownership. In addition, the authors explored the emergence and outcomes of psychological ownership in Chinese context. Design/methodology/approach: – Time-lagged survey data from 158 Chinese participants were used to test several hypothesized relationships employing partial least square techniques. Findings: – Job-based psychological ownership appeared to mediate the relationship between experienced job control and organization-based psychological ownership. In addition, a statistically significant relationship between job-based psychological ownership and job satisfaction, organizational citizenship behaviors and turnover intentions, and a statistically significant relationship between organization-based psychological ownership and job satisfaction were observed. A negative relationship between organization-based psychological ownership and knowledge withholding was also observed. Practical implications: – Managers who want to enhance employees’ job- and ultimately organization-based psychological ownership should empower their employees by enabling them to exert control over their work. Originality/value: – This paper examined how organization-based psychological ownership emerges from control over work via job-based psychological ownership. The authors also investigated the impact of psychological ownership in Chinese context.
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Metadata
- Authors
- Peng, H., & Pierce, J.
- Venue
- Journal of Managerial Psychology
- Publisher
- Emerald
- Published
- 2015-03-09
- Volume
- 30
- Issue
- 2
- Pages
- 151-168
- ISSN
- 0268-3946 (ISSN-L)
- OpenAlex
- W2069228819
- Cited by
- 184
- References
- 7
- FWCI
- 22.33
- Type
- journal article
- Language
- en
- Open access
- closed
- Licence
- www.emerald.com/insight/site-policies (tdm)
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