Psychological ownership: scale development and validation in the Indian context

Shukla, Amit; Singh, Shailendra

doi:10.1504/ijicbm.2015.068172

Cited by 20 publications

(21 citation statements)

References 52 publications

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“…Scale items were translated from English to Turkish by the author and checked by an psychological ownership items used in this study were developed by Shukla and Singh (2015). Creativity performance was measured using a six-item scale adapted from Wang and Netemeyer (2004).…”

Section: Methodsmentioning

confidence: 99%

“…Psychological ownership stems from the sensitivity based on equality and influence emotion and knowledge sharing for effectiveness. This ownership sense includes ownership of organisational problems and responsibility being taken by all stakeholders regardless of their hierarchical status (Shukla & Singh, 2015). Psychological contracts and focusing on the goal improve psychological ownership (Pierce, Kostova, & Dirks, 2001), and in turn, psychological ownership increases altruism (good soldiers) (Griep, Wingate, & Brys, 2017).…”

Section: Bmij (2020) 8 (4):929-954mentioning

confidence: 99%

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Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Sözbilir

2020

bmij

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Paternalistic leadership, management innovation, psychological ownership and creativity performance are the most important approaches for organisations to gain a competitive advantage. This study aims to examine the impact of paternalistic leadership, management innovation, and psychological ownership on creativity performance. Besides, it aimed to provide recommendations based on results regarding the impact of paternalistic leadership and management innovation on psychological ownership and creativity performance. In this empirical study, the data on perceptions concerning paternalistic leadership, management innovation, psychological ownership, and creativity performance were gathered using a questionnaire completed by 119 school vice-principals and 94 school principals, all employed in schools in Artvin, Turkey. The data were analysed with the SmartPLS software and presented in seven tables. The findings showed that management innovation and psychological ownership have a positive impact on creativity performance. The results also revealed that paternalistic leadership has a significant impact on management innovation and psychological ownership. However, it is determined that paternalistic leadership does not have a significant impact on creativity performance.

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Section: Methodsmentioning

confidence: 99%

Section: Bmij (2020) 8 (4):929-954mentioning

confidence: 99%

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Sözbilir

2020

bmij

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“…Psychological ownership [a AFFECTION = 0.889, a CONNECTEDNESS = 0.911, a OBLIGATION = 0.904] Psychological ownership was measured using 12-item scale developed by Shukla and Singh (2015). The scale comprised of three dimensions, namely Affection, Connectedness and Obligation, with four items each.…”

Section: Methodsmentioning

confidence: 99%

“…Avey et al (2009) proposed a five-dimension structureself-efficacy, accountability, sense of belongingness, sense of identity (as promotive ownership) and territoriality (as preventive ownership). Likewise, Shukla and Singh (2015) established a three-dimension structure comprising affection, connectedness and obligation. Considering the fact that these structures were proposed in culturally dissimilar regions, and the nature of these dimensions, it may be assumed that psychological ownership is constituted of affective, cognitive and conative elements.…”

Section: Ijoa 271mentioning

confidence: 99%

Soldier or actor?

Shukla

2019

IJOA

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Purpose Though widely studied, organisational citizenship behaviour (OCB) is yet to emerge as a thoroughly understood concept. For instance, citizenship behaviours emanating from self-serving motives remain largely unexplored. The purpose of this study is to investigate the role of psychological ownership in differentiating individuals with genuine motives (“soldiers”) from those with self-serving motives (“actors”). Design/methodology/approach The study defines and operationalises genuineness of OCBs by comparing self-rated and others-rated citizenship behaviours. It is hypothesised that psychological ownership is positively associated with citizenship behaviour, and this relationship is positively moderated by degree of genuineness. All the hypothesised relationships are tested on the basis of empirical evidence produced by a two-wave study on a cross-hierarchical matched sample (n = 338) in a large Indian IT MNC. Findings A strong positive relationship between psychological ownership and citizenship behaviour was observed. A positive moderation by genuineness was also found suggesting that relationship between psychological ownership and citizenship behaviour became stronger with higher genuineness. In a nutshell, the results indicated that soldiers and actors could be differentiated on the basis of their relative scores on psychological ownership. Originality/value Apart from theoretical contributions, the present study offers a headway to managers in identifying employees who engage in citizenship behaviour out of genuine motives toward their organisation. As citizenship behaviours increasingly find prominence in employees’ self-appraisal, this differentiation assumes importance in promoting workplace fairness.

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“…Results show that innovation positively affects only the affective dimension of psychological ownership. Affective psychological ownership has vital importance for the organizations since it decreases employees' turnover intention and increases organizational citizenship behavior (Shukla & Singh, 2015). Employees develop emotional relationships with the organization by contributing their ideas, leading to a sense of psychological ownership of the job and the organization in the broader sense.…”

Section: Theoretical Contributionmentioning

confidence: 99%

The Effect of Innovation and Participation as Workplace Values on Job Satisfaction and the Mediating Effect of Psychological Ownership

Aslan

Ateşoğlu

2021

Sage Open

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Job satisfaction is an important construct in the organizational behavior domain because it affects several organizational variables, such as performance, organizational citizenship behavior, and organizational commitment. This study investigates the effect of innovation and participation as workplace values on job satisfaction and the mediating role of psychological ownership. Participants ( N = 316) were adults working at different hotels in Antalya, Turkey. The results show innovation and participation as workplace values manifest their effects on job satisfaction through psychological ownership. Moreover, psychological ownership, along with participation, is one of the best estimators of job satisfaction, while participation is the best estimator of psychological ownership among studied variables.

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Psychological ownership: scale development and validation in the Indian context

Cited by 20 publications

References 52 publications

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Soldier or actor?

The Effect of Innovation and Participation as Workplace Values on Job Satisfaction and the Mediating Effect of Psychological Ownership

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