Antecedents and consequences of collective psychological ownership: The validation of a conceptual model
Publication type
Vlerick strategic journal articlePublication Year
2020Journal
Journal of Organizational BehaviorPublication Volume
41Publication Issue
1Publication Begin page
32Publication End page
49
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Show full item recordAbstract
We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self‐extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.Keyword
Collective Psychological Ownership, Ownership Activating Experiences, Scale Development, Team Emergent State, TeamworkKnowledge Domain/Industry
People Management & LeadershipDOI
10.1002/job.2418ae974a485f413a2113503eed53cd6c53
10.1002/job.2418