Psychological Ownership And The Organizational Context

Psychological ownership as a phenomenon and construct attracts an increasing number of scholars in a variety of fields. This volume presents a comprehensive and up-to-date review of the psychological ownership literature with particular attention paid to the theory, research evidence, and comments on managerial applications. the authors address key elements that examine an employee's ownership feelings for his or her employing organization. the chapters address, among others, the following themes: the meaning of psychological ownership, the genesis of ownership feelings, the experiences and paths down which people travel that give rise to experiences of ownership, and the consequences (the personal and work outcomes) that stem from the sense of ownership. While the majority of the book is focused on feelings of ownership that exist at the individual-level, the authors introduce the construct of collective psychological ownership as well. This work acknowledges that teamwork has become increasingly commonplace in organizations and that like individuals, teams can come to a collective sense of ownership for a variety of targets within their work environment. the book closes by drawing upon the existing science of psychological ownership to provide a perspective on its applied (managerial) implications. This book will make a noteworthy addition to scholars' libraries: university libraries will also value it among their collections. Students of organizational psychology, management, organizational behavior, sociology and communication and their professors will find much of interest here.

This book includes three essays covering the ownership perceptions individuals experience in family businesses. It advances current knowledge on the organizational factors anteceding individuals' psychological ownership as well as the attitudinal and behavioral consequences. Investigating overly strong psychological ownership, the first essay provides insights into the phenomenon of aging family business owner-managers who face difficulties in 'letting go', i. e. passing on leadership to their successor(s). The second essay offers a study of family business owner-managers' leadership styles and their influence on nonfamily employees' psychological ownership of the family business as well as individuals' motivation and performance. Given the special situation of nonfamily members working in family businesses, the third essay examines the effects of employees' and nonfamily managers' justice perceptions on both the ownership experience and commitment to the family business. The works presented in this book built a basis for several publications, such as articles in the Journal of Family Business Strategy and Group & Organization Management. Furthermore, they have been presented at various international conferences, have been nominated for a "most creative paper" award, and have contributed to the Academy of Management Best Paper Proceedings. The findings not only constitute valuable additions to current research in management and organizational psychology, but can also provide benefit for those interested in family businesses. Managers, owners, and consultants working in or for family businesses would likely gain from the practical implications.

This book shares the theoretical advancements that have been made regarding psychological ownership since the development of the construct and specifically the practical applications within multi-cultural and cross-cultural environments. Enriched by empirical data and case studies by subject specialists in the field, this book serves as a cutting-edge benchmark for human resource management specialists, industrial psychologists, as well as students in positive organizational psychology and professionals in other fields. This book follows an in-depth view of the most recent research trends in psychological ownership. Offering practical tools of how the psychological ownership of employees could be developed in the workplace to not only enhance the performance of organisations, but to increase the commitment of employees and influence the intentions of skilled employees to remain with their organisations.

This pathbreaking volume expands on the construct of psychological ownership, placing it in the contexts of both individual consumer behavior and the wider decision-making of consumer populations. An individual’s feeling of ownership toward a target represents the perception that something is “mine!”, and is highly relevant to buying and relating to specific goods, economic and health decision-making and, especially salient given today’s privacy concerns, psychological ownership of digital content and personal data. Experts analyze the social conditions and cognitive processes concerning shared consumer experiences and psychological ownership. Contributors also discuss possibilities for socially responsible forms of psychological ownership using examples from environmental causes, and the behavioral mechanisms involved when psychological ownership becomes problematic, as in cases of hoarding. Included among the topics: Evidence from young children suggesting that even legal ownership is fundamentally psychological. Ownership, the extended self, and the extended object. Psychological ownership in financial decisions. The intersection of ownership and design. Can consumers perceive collective psychological ownership of an organization? Whose experience is it, anyway? Psychological ownership and enjoyment of shared experiences. Psychological ownership as a facilitator of sustainable behaviors including stewardship. Future research avenues in psychological ownership. Psychological Ownership and Consumer Behavior pinpoints research topics and real-world issues that will define the field in the coming years. It will be especially useful in graduate classes in marketing, consumer behavior, policy interventions, and business psychology.

This book looks at how the physical environment of work shapes organizational behaviour, demonstrating that our physical surroundings at work can have a big influence on employee productivity, performance and wellbeing. Drawing upon the latest research, Organizational Behaviour and the Physical Environment provides comprehensive coverage of the different aspects of the physical environment at work – the buildings, furnishings, equipment, lighting, air quality and their configurations. From theories of psychological ownership and work design, to cultural issues and technology in the workplace, its international range of contributors provide voices from Australasia, North America, Europe and the Middle East. This book will be invaluable supplementary reading for advanced students, researchers and practitioners across the fields of organizational behaviour, HRM, organizational and environmental psychology, and workspace design.

This volume presents innovative and contemporary methodologies and intervention protocols for the enhancement of positive psychological attributes in multicultural professional and organizational contexts. Most methods, models and approaches that underpin positive psychological interventions are confined to clinical samples, closed systems or monocultural contexts, which restrict their applicability to particular contexts. Extensive practical intervention protocols, designs and methods which usually accompany first draft intervention papers are condensed into brief paragraphs in final manuscripts or removed in their entirety. This, in turn, reduces their potential for replicability or adoption by consumers, practitioners, or industry. This volume develops guidelines for enhancing positive psychological attributes, such as positive moods (e.g. positive affect; life satisfaction), strengths (e.g. gratitude; humour), cognitions (e.g. hope; optimism) and behaviours (e.g. emotional regulation; positive relationship building) within various multicultural contexts. Thereby, it shows how positive psychology interventions can be replicated to a wide-range of contexts beyond those in which they were developed.

This book offers detailed strategies, methodologies, approaches, practice guidelines, and policy implications effective for professional coaching on the individual, group and organizational level. It details empirical research-based and theoretical perspectives on coaching psychology as well as elaborates upon the fundamentals within multi-cultural contexts. First delivering a general introduction to coaching psychology before going on to examine specific psychological approaches towards coaching. The book also provides a conceptual framework for the use of psychometrics in multi-cultural coaching psychology. Next, the book presents meta-theoretical perspectives and applications for multi-cultural contexts, such as how to enhance leadership with group coaching from a system psychodynamic approach, how coaching can be used to support behavioral engagement and wellbeing, and how to utilize symbolic expressions, art, myths, dreams, and fantasies in coaching. This book provides practical tools towards critical self-reflective practice. Delivering the current state of the art research by presenting psychological coaching strategies theory and practice in one viewpoint. It also informs on the activity of various research approaches, thus interesting the broader student and academic reader. It will help all readers evaluate their current coaching competencies and, in the end, become better coaches. The book will also serve as an ideal resource for psychologists who want to migrate into coaching psychology.

During the last two decades, companies were (and still are) looking for new sources of efficiency, while most industries have reached stages of maturity and saturation. Moreover, internationally available information and communication systems, at near-zero transaction costs, are leading to intensified interactions between customers, and between customers and firms. As for cooperatives, they are experiencing not only the impacts of market transformation, but also pressure on the relevance of their own identity. In this book, two theoretical models are developed: a new cooperative paradigm (NPC), and a cooperative equilibrium model. The combination of these two models highlights the potential competitive advantages of the cooperative organization in response to the transformations mentioned. In relation to the NPC, the strategies selected are: (1) value congruence, (2) psychological ownership, (3) loyalty and customer engagement, and (4) value co-creation. For each of these strategies, three key questions are addressed. First, what are the competitive advantages associated with them, regardless of the organizational form? Second, how do the foundations of the cooperative distinction converge with the essential parameters to be mastered to design, implement and operationalize these strategies? Finally, what are the unique sustainable competitive advantages of a cooperative organization relative to these same strategies? Furthermore, for the logic of action specific to the cooperative management method to be expressed, the cooperative values, principles and rules must be articulated in an appropriate management framework. This is what the cooperative balance model proposes. The last key idea introduced in this book concerns the denaturalizing tendency observed among many cooperatives, which leads to an identity crisis. The two theoretical models cited are highly relevant to the challenges resulting from this denaturalizing tendency. The three models introduced constitute the first part of this book. The second part offers a practical perspective while several cases of cooperatives are included.