Theoretical Orientations and Practical Applications of Psychological Ownership (eBook)

Chantal Olckers, PhD., is a registered psychologist (Category: Industrial) with the Health Professions Council of South Africa. She has completed a Doctorate degree in the field of Human Resource Management, specialising in psychological ownership. She also holds a Master of Commerce, an Honours and a Bachelor’s degree in Personnel Management, which were obtained from the University of Pretoria.  Chantal is a respected researcher, with contributions to several peer-reviewed journals, two chapters in international peer-reviewed books, and has presented several research papers at both national and international conferences. She is employed at the University of Pretoria as an Associate Professor in the Department of Human Resource Management. Chantal is involved with the South African Journal of Human Resource Management as well as the South African Journal of Industrial Psychology as a Section Editor. She has extensive experience within the tertiary educational environment (as a lecturer and researcher), as well as within the private sector (as a consultant). Chantal has a passion for positive organisational behaviour and specifically psychological ownership.Llewellyn van Zyl, PhD., is currently an assistant professor of psychology, health and technology at the University of Twente in the Netherlands.  He also holds an extraordinary professorship in Industrial Psychology with the North-West University in South Africa (VTC) where he leads the Optimizing Performance Sub-Programme of the Optentia Research Focus Area. He also acts as past president for the Society for Industrial and Organisational Psychology of South Africa. Academically, he has completed a Doctorate degree in the field of Industrial Psychology, specialising in the development and evaluation of Positive Psychological Interventions aimed happiness under the supervision of Prof. Sebastiaan Rothmann. He also holds a Master of Commerce, an Honours and a Bachelor’s degree in Industrial Psychology, which were obtained from the North-West University (cum laude) at the top of his class. These qualifications provided him with a means to register with the Health Professions Council of South Africa as a psychologist (cat: industrial). Professionally, Llewellyn is a respected researcher and published author of various scientific articles and specialist books. Within the scientific community he is known for his academic work as Associate Editor of the South African Journal of Industrial Psychology as well as his work on the editorial board of the Journal of Leadership and Organizational studies. Llewellyn has extensive experience within the tertiary educational environment (as a lecturer and researcher), as well as within the private and public sectors (as a consultant). Llewellyn has a passion for Online Positive Psychological Interventions aimed at talent development and consumer behaviour. As of 1 January 2017, Llewellyn holds the ranking as a C2 rated researcher with the National Research Foundation within South AfricaLeoni van der Vaart, completed her Master’s degrees in Human Resource Management and Industrial/Organisational Psychology and is currently a PhD student in the field of Industrial/Organisational Psychology with KU Leuven (Belgium) and the North-West University (South Africa). She is a lecturer and researcher at the North-West University and has a passion for understanding attitudes, behaviour, and well-being from both a motivational and psychological contract perspective. Leoni is an active researcher with publications in peer-reviewed journals and presentations at international conferences and has experience in the tertiary education environment, both as lecturer and researcher. She is a registered psychological counsellor (category: independent practitioner) with the Health Professions Council of South Africa (HPCSA), and human resource professional (category: learning and development) with the South African Board of People Practices (SABPP). She also serves on the higher education committee of the SABPP 

Foreword 5
Preface 7
Acknowledgements 10
Contents 11
Editors and Contributors 13
Theoretical Perspectives on Psychological Ownership 16
1 Linking Psychological Ownership with Subjective Career Success and Positive Work-Related Outcomes 17
Abstract 17
1 Introduction 17
2 Literature Review 19
2.1 Defining Psychological Ownership and Subjective Career Success 19
2.2 The Motives of Psychological Ownership and the Implication for Career Success 20
2.2.1 ‘Effectance’ Motive 20
2.2.2 Self-identity Motive 21
2.2.3 ‘Having-a-Place’ Motive 22
2.3 The Drivers of Psychological Ownership and the Implication for Career Success 23
2.3.1 Control of the Ownership Target 23
2.3.2 Knowledge of the Ownership Target 25
2.3.3 Investment in the Ownership Target 26
2.4 Benefits or Outcomes of Psychological Ownership and Subjective Career Success 27
3 Theoretical Implications 29
4 Practical Implications 29
5 Conclusion 31
References 31
2 Psychological Ownership in Corporate South Africa: An Ubuntu and Social Identity Perspective 35
Abstract 35
1 Introduction 36
2 Corporate South Africa: Legislation and Background 37
3 Psychological Ownership in Corporations 38
4 Description and Background of Ubuntu 40
5 Description and Background of Social Identity Theory 42
6 Practical Implications of Ubuntu and Social Identity Theory for Psychological Ownership and Future Directions 43
7 Conclusion 45
References 45
3 A Review of the Relationship Between Positive Leadership Styles and Psychological Ownership 50
Abstract 50
1 Introduction 51
2 Defining Psychological Ownership and Positive Leadership Within the Positive Organisational Behaviour Field 52
2.1 Psychological Ownership 52
2.2 Positive Leadership 54
3 Relatedness Between Positive Leadership and Psychological Ownership 55
3.1 Authentic Leadership and Psychological Ownership 55
3.2 Empowering Leadership 57
3.3 Ethical Leadership 60
3.4 Transformational Leadership 61
4 Conclusion 63
5 Practical Applications and Implications for Future Research 66
References 67
4 Measuring Psychological Ownership: A Critical Review 74
Abstract 74
1 Introduction 75
2 Literature Review 76
2.1 Defining Psychological Ownership 76
2.2 The Reasons for Psychological Ownership 76
2.3 The Paths to Psychological Ownership 77
2.4 Measures of Psychological Ownership 78
3 Practical Implications 86
4 Conclusion and Recommendations 87
References 88
5 Integrating Psychological Contracts and Psychological Ownership: The Role of Employee Ideologies, Organisational Culture and Organisational Citizenship Behaviour 92
Abstract 92
1 Introduction 93
2 Psychological Contract 95
3 Psychological Contract Types 96
3.1 Individual Antecedents of Psychological Contract Type Formation 96
3.2 Employee Exchange Ideology: Benevolents Versus Entitleds 97
3.3 Employee Creditor Ideology: Giving Versus Receiving 98
3.4 Cultural Antecedents of Psychological Contract Types Formation 99
3.5 Cultural Differences in Organisational Values: Individualism Versus Collectivism 100
4 Psychological Ownership 101
5 Integrating Psychological Contracts and Organisational Psychological Ownership Psychological Contract Types and Psychological Ownership 103
6 Outcomes of Psychological Ownership: Good Soldiers Versus Good Actors 104
7 Discussion 105
8 Practical Implications 106
9 Future Directions 107
10 Conclusion 109
References 110
6 The Dark Side of Psychological Ownership in a Multi-cultural Work Context 115
Abstract 115
1 Introduction 115
2 Background of Psychological Ownership 116
2.1 Psychology of Possession and Territoriality 116
2.2 Promotion and Prevention Focused Forms of Psychological Ownership 118
2.3 Organisational Based and Job Based Psychological Ownership 119
2.4 Individual Psychological Ownership 120
2.5 Collective Psychological Ownership 121
3 The Dark Side of Psychological Ownership 122
3.1 Deviant Behaviour 122
3.2 Workaholism and Burnout 123
3.3 Factors Leading to the Dark Side of Psychological Ownership 123
3.3.1 Dark Side of Individual Psychological 124
3.3.2 Dark Side of Collective Psychological Ownership 125
4 Practical Suggestions to Managers to Prevent the Dark Side of Psychological Ownership 126
5 Summary 127
References 127
7 Positive Psychological Interventions Aimed at Enhancing Psychological Ownership 130
Abstract 130
1 Introduction 131
2 Psychological Ownership 133
3 Developing Psychological Ownership Through PPIs: Practical Implications 135
3.1 Belongingness 135
3.2 Self-efficacy 135
3.3 Self-identity 137
3.4 Accountability 138
3.5 Territoriality 140
4 Conclusion and Future Directions 141
References 142
8 When Good Fences Make Good Customers: Exploring Psychological Ownership and Territoriality in Marketing 146
Abstract 146
1 Introduction 146
2 Psychological Ownership 147
3 Territoriality 149
3.1 Territoriality in Marketing 150
4 Directions for Future Research 153
4.1 Marketing Management 153
4.2 Consumer Behaviour 156
4.3 Situational and Individual Differences 159
5 Conclusion 161
References 162
9 Toward a Marketing Perspective on How ‘Active Employees’ Create Valuable Human Resource Management Outcomes: The Role of HRM Consumption and Psychological Ownership 169
Abstract 169
1 Introduction 169
2 Literature Review 171
2.1 HRM Systems and Employee Outcomes 171
2.2 Employee Agency in HRM 172
3 HRM Consumption 172
3.1 Value Propositions 173
3.2 Value-in-Use Creation by Employees 173
3.3 Job and Personal Resources as Complementary Resources for HRM Consumption 174
3.4 Toward a Typology of HRM Consumption by Employees 175
3.4.1 Autonomy-Enhancing HRM Consumption 175
3.4.2 Competence-Enhancing HRM Consumption 176
3.4.3 Relatedness-Enhancing HRM Consumption 177
4 Psychological Ownership 178
5 HRM Consumption, Psychological Ownership and Employee Performance 179
6 Implications and Future Directions 181
6.1 Practical Implications 181
6.2 Theoretical Implications 182
7 Conclusion 184
References 184
Empirical Application 188
10 The Role of Leadership and Related Mediators in the Development of Psychological Ownership in Organisations 189
Abstract 189
1 Introduction 190
2 General Development of Psychological Ownership 191
3 Leadership and Psychological Ownership 192
3.1 Study 1: Transformational Leadership, Psychological Ownership, and the Mediating Effects of Appreciation and Emotional Exhaustion 192
3.1.1 Method 194
3.1.2 Sample and Procedure 194
3.1.3 Measurement 194
3.1.4 Data Analysis 195
3.1.5 Results 196
3.1.6 Discussion 198
3.2 Study 2: Leader-Member Exchange, Psychological Ownership, Employee Welfare, and Climate for Initiative 199
3.2.1 Theoretical Ideas Guiding Study 2 199
3.2.2 Sample and Procedure 201
3.2.3 Measurement 202
3.2.4 Data Analysis 202
3.2.5 Results 203
4 General Discussion 204
5 Cross-Cultural Aspects 206
6 Conclusion 207
References 207
11 Exploring Psychological Ownership Towards the Group and Its Routes in the French Military Sector 211
Abstract 211
1 Introduction 211
2 Groups, Culture and Military Training in the French Air Force 213
2.1 Bion’s Theory of Groups 214
2.2 Schein’s Culture 215
2.3 French Military Training Process 215
3 Literature Review 217
3.1 Psychological Ownership 217
3.2 Targets of Psychological Ownership 218
3.3 Routes of Psychological Ownership and Group as Ownership Target 220
3.3.1 Perceived Control 220
3.3.2 Perceived Control of the Group in the French Air Force 221
3.3.3 Intimate Knowing 222
3.3.4 Intimate Knowing of the Group in the French Air Force 222
3.3.5 Self-investment 223
3.3.6 Self-investment in the Group in the French Air Force 223
4 Methodology 224
4.1 Psychological Ownership Scale 224
4.2 Measurement Scales of the Routes 225
4.3 Control Variables 226
4.4 Translation Method 226
5 Results 226
6 Discussion 229
7 Practical Implications 230
8 Future Research Directions 231
9 Conclusion 232
References 233
12 Enhancing Primary School Student Teachers’ Psychological Ownership in Teaching Music 237
Abstract 237
1 Introduction 238
2 Literature Review 239
2.1 Psychological Ownership 240
2.2 Learning and Teaching Music in Finland 241
2.3 Psychological Ownership and Learning to Teach Music 242
3 Methodology 244
3.1 Data, Participants and Context 244
3.2 Analysis 246
4 Findings 247
4.1 Student Teachers Manifesting Low PO 247
4.2 Student Teachers Manifesting Enhanced PO 249
5 Discussion 250
6 Practical Implications and Future Directions 251
7 Conclusion 252
References 253
13 Work Engagement, Psychological Ownership and Happiness in a Professional Services Industry Company 257
Abstract 257
1 Introduction 258
2 Literature Review and Hypotheses 259
2.1 Conceptualising Work Engagement 259
2.2 Conceptualising Psychological Ownership 260
2.3 Conceptualising Happiness 262
2.4 Relation Between Work Engagement, Psychological Ownership and Happiness 263
3 Research Method 266
3.1 Research Approach 266
3.2 Participants 267
3.3 Measures 268
3.4 Procedure 269
3.5 Data Analysis 270
4 Results 271
4.1 Testing the Measurement Models 271
4.2 Testing the Structural Model 272
5 Discussion 274
6 Conclusion, Limitations and Recommendations 275
References 276
14 Climate Change? Exploring the Role of Organisational Climate for Psychological Ownership 282
Abstract 282
1 Introduction 282
2 Theory of Socio-moral Climate 284
3 Previous Research on Psychological Ownership and Organisational Climate 285
4 The Role of SMC for Psychological Ownership 288
5 The Role of SMC for Work Engagement 289
6 The Role of SMC, Psychological Ownership and Work Engagement for Knowledge Sharing Behaviour 289
7 Methods 291
7.1 Sample and Procedures 291
7.2 Measures 291
7.3 Analytical Strategy 292
7.4 Results 292
8 Discussion 294
9 Practical Implications and Future Directions 295
10 Limitations 296
11 Conclusion 296
References 297
15 Recognising Opportunities: A Case Study on Fostering a Culture of Innovation Through Individual and Collective Ownership 301
Abstract 301
1 Introduction 302
2 Literature Review 302
2.1 Individual and Collective Ownership 302
2.2 Innovative Work Behaviour 304
2.3 Appreciative Inquiry 305
3 Methods 306
3.1 Teams 306
3.2 Intervention 306
3.3 Assessing Effects of the Intervention 308
3.4 Analyses 309
4 Findings 310
4.1 Impact of the Workshop 310
4.2 Enablers and Barriers of the Intervention 312
5 Participant Characteristics 312
5.1 Team Characteristics 314
5.2 Management Characteristics 315
5.3 Organisational Characteristics 315
5.4 Intervention Characteristics 316
6 Reflection 317
7 Conclusion 318
References 319
16 Future Perspectives on Psychological Ownership in Multi-cultural Contexts 321
Abstract 321
1 Introduction 321
2 Research Design 322
2.1 Research Approach 322
2.2 Research Strategy 323
2.3 Sampling Method and Inclusion Criteria 323
2.4 Data Collection Methods and Recording 323
2.5 Data Analysis Procedure 324
2.6 Reporting Style 324
3 Findings and Discussion 325
3.1 Modelling Psychological Ownership 325
3.2 The Measurement of Psychological Ownership 328
3.3 Organisational (or Multi-) Levelled Psychological Ownership 329
3.4 Cross-Cultural Research on Psychological Ownership 330
3.5 Psychological Ownership Interventions 331
3.6 Negative Consequences of Psychological Ownership 332
3.7 Applicability of Psychological Ownership to Other Disciplines or Practice Fields 333
4 Conclusion 334
References 335