Psychological ownership: A review and research agenda

Abstract

The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are areas of continued debate in the literature. In this article, we provide a narrative review of extant PO literature with the aim of developing a research agenda that encourages scholars to target opportunities for future research. In particular, we highlight the need for continued refinement of the conceptualization and measurement of PO, and development of its nomological network. In addition, we call for greater investigation of PO towards different objects or foci; examination of possible multilevel applications of PO research; identification of potential boundary conditions of PO; and exploration of the influence of culture and individual differences on the development and influence of PO. We also introduce alternative theoretical approaches for understanding and investigating PO. In doing so, we provide a roadmap for scholars to progress the development of the field.

Crafting a job in ‘tough times’: When being proactive is positively related to work attachment

“…Psychological ownership has been receiving increasingly more attention as a core feeling in the experience of work. The findings from a recent narrative review indicate that psychological ownership influences a variety of workplace outcomes (Dawkins, Tian, Newman, & Martin, ). However, there has been a lack of empirical research on how feelings of ownership develop in the workplace, particularly from a job design perspective (with exceptions, e.g., Brown et al ., ).…”

Psychological ownership, knowledge sharing and entrepreneurial orientation in family firms: The moderating role of governance heterogeneity

“…Self-identity is also strengthened by feelings of possession, which is an expression of the self and clarifies who someone is (Dawkins, Tian, Newman, & Martin, 2015).…”

“…In addition, studies have been suggested that PO reflects a sense of responsibility and accountability for the ownership target (Avey, Avolio, Crossland, & Chen, 2009;Dawkins et al, 2015). For example, Parker, Wall, and Jackson (1997) suggested that the individual sense of ownership is expressed by concern and perceived responsibility for the object.…”

“…Since we target individuals who are also legal owners (unlike the vast majority of research on PO, which focuses on non-owner employees), along with owners belonging to a family firm's association (who therefore are fully aware of being part of a family firm), we believe that the measure proposed by Pierce et al (2001), centered around "the organization is mine/ours" statements, can be redundant and possibly misleading. According to our stewardship perspective, we instead capture the internal motivations associated with PO as sources of pro-organizational behavior (Avey, et al, 2009;Dawkins, Tian, Newman, & Martin, 2015). The selected items from Avey et al,…”

Don’t Be Afraid to Fail Because You Can Learn From It! How Intrinsic Motivation Leads to Enhanced Self-Development and Benevolent Leadership as a Boundary Condition

“…This is because learning from failures requires employees to engage in analytical thinking in order to make the necessary adjustments going forward. However, many employees are reluctant to do so because of lack of ownership and internalization of their job roles (Dawkins et al, 2017). Thus, it is important for managers to help employees internalize and take responsibility of their job roles.…”