Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. The aim of our research was to extend previous empirical testing psychological ownership in work settings to encompass both job-based and organization-based psychological ownership, related work attitudes and behavioral outcomes.Questionnaire data from 68 employees and their managers revealed both job-based and organization-based psychological ownership as distinct work attitudes, distinguishable from job satisfaction and organizational commitment. Psychological ownership also predicted job satisfaction and organizational commitment, and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. We conclude with a discussion of the limitations of our research and the implications of psychological ownership.

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This study explored relationships between personality, video game preference and gaming experiences. Two hundred and thirty-five participants completed an online survey in which they recalled a recent gaming experience, and provided measures of personality and their gaming experience via the Player Experience of Need Satisfaction (PENS) measure. Relationships between game genre, personality and gaming experience were found. Results are interpreted with reference to the validity of the PENS, current models of video gaming motivations and enjoyment, and sub-groups of people that may be more vulnerable to possible negative effects of games.

Organizational communication covers an eclectic mix of approaches, theories, and methodologies, developed within organizational settings or applied from other areas. The authors start their assessment of recent literature with 6 challenges for the field that have been delineated in previous reviews: (a) to innovate in theory and methodology, (b) to acknowledge the role of ethics, (c) to move from micro-to macrolevel issues, (d) to examine new organizational structures and technologies, (e) to understand the communication of organizational change, and (f) to explore diversity and intergroup aspects of communication. All 6 challenges implicate the importance of considering the intergroup level of analysis as well as the interpersonal and organizational levels, to undertake multilevel research in context, and to consider the role and place of voice in organizations. Finally, researchers must make their research ethical and consequential.