The ‘Dark Side’ of Psychological Ownership during Times of Change

Cocieru, Ovidiu C.; Lyle, Matthew C.; Hindman, Lauren C.; McDonald, Mark A.

doi:10.1080/14697017.2019.1584121

Cited by 17 publications

(13 citation statements)

References 56 publications

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“…Legal and ethical boundaries are also crossed in the workplace when individuals use their power to abuse others. PO empowers employees to engage in unethical behaviors such as territoriality, knowledge hiding, resistance (Cocieru et al , 2019; Huo et al , 2016; Peng, 2013; Wang et al , 2019a). PO has also been found to drive exclusionary attitudes and behaviors, including populism (Nijs et al , 2021).…”

Section: Discussionmentioning

confidence: 99%

Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators

Renz

Posthuma

Smith

2021

CCSM

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PurposePsychological ownership (PO) theory and extended self theory explain why someone feels like the owner of his/her job or organization. Yet, there is limited prior research examining whether PO differs as an individual versus collective phenomenon, and in different cultural contexts. The authors extend this literature by examining the dimensionality of PO, multiple outcomes and cultural values as boundary conditions.Design/methodology/approachData from surveys of 331 supervisors from Mexico and the US were collected to examine the relationships between the theorized constructs. The authors apply two-stage least squares (2SLS) regression analysis to alleviate endogeneity concerns and produce robust results.FindingsBoth individual and collective PO (IPO and CPO) are positively associated with organization-based self-esteem (OBSE) and a new outcome, paternalistic leadership behavior. Cultural values are significant moderators with an individualistic orientation enhancing and a power distance orientation attenuating these relationships.Originality/valueThis study extends PO theory and extended self theory by investigating whether IPO and CPO have different outcomes considering contextual differences in cultural values. Additionally, the authors capture the frequency of paternalism instead of its mere occurrence.

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Section: Discussionmentioning

confidence: 99%

Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators

Renz

Posthuma

Smith

2021

CCSM

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“…Future studies should also incorporate the negative effects of psychological ownership such as resistance to change, rejection of new knowledge, and reluctance to share knowledge and ideas with co-workers (Baer and Brown, 2012). A recent study by Cocieru et al (2019) argued that when an organizational representative imposes revolutionary and subtractive changes on the project which is psychologically owned by the employees, negative emotions such as intentions to resist change and decreased level of affective commitment to change may emerge. Furthermore, negative reactions to changes namely the need for control and recipient narcissism caused by excessive psychological ownership may have detrimental effects on organizational functions.…”

Section: Limitation and Future Researchmentioning

confidence: 99%

Unlocking employee’s green behavior in fertilizer industry: the role of green HRM practices and psychological ownership

Waqas

Yahya

Ahmed

et al. 2021

IFAM

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The engineering of agrochemicals and inorganic fertilizers indirectly facilitates the emissions of NO2 and CO2. The extensive use of pesticides and inorganic chemical fertilizers has drawn the world’s attention to green practices. Grounded on the ability-motivation-opportunity (AMO) theory, we investigated the effect of green human resource management (GHRM) practices on employees’ green behavior with the mediating role of psychological ownership. We applied the partial least square structural equation modeling (PLS-SEM) technique to 279 responses acquired from the fertilizer manufacturing firm employees. The results show that GHRM practices (green competence building, green motivation enhancing, and green employee involvement practices) significantly improve employee green behavior. Additionally, GHRM practices enhance the sense of ownership of nature among employees due to which they involve themselves proactively in eco-friendly activities and behavior.

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“…It is further expected that management will champion the proposed changes and not modify them to fit their own agenda. Such modification would constitute a breach of the psychological contract and as a result spark resistance to change among employees who have developed psychological ownership (Cocieru, Lyle, Hindman, & McDonald, 2019) through their participation. In episodic top-down change processes, management form expectations of the change they have initiated and expect employees to change.…”

Section: An Integrated Understanding Of Change Management Driven By Employee Participation and Psychological Contractingmentioning

confidence: 99%

A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation

Edwards

Prætorius

Nielsen

2020

Journal of Change Management

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Understanding how and why organizational changes succeed is of paramount importance because many organizational changes do not deliver the expected results. This paper presents a case study of successful change at a world leading cardiology department and proposes a model of cascading change that requires change managers to go beyond the simplistic dichotomies of planned versus emergent change. Successful change requires the reconciliation and integration of top-down and bottom-up approaches. Top management must set the direction and should then step back and allow the diagnosis and solution-development processes to take place in a bottom-up manner. This allows employees to identify and solve the problems that matter to them and that reflect their organizational reality. The implementation of the changes toward the end of the change process should take place in a top-down manner. The cascading model of change is based on three key drivers: a cascading change process with formal handovers engaging more and more employees, Lewinian change processes of unfreeze, move, and refreeze, and, finally, orchestrated employee participation. The cascading change process is found to build participation, transparency, trust, and commitment to the change among employees and managers. In turn, this ensures that implementation occurs without problems.

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The ‘Dark Side’ of Psychological Ownership during Times of Change

Cited by 17 publications

References 56 publications

Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators

Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators

Unlocking employee’s green behavior in fertilizer industry: the role of green HRM practices and psychological ownership

A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation

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