Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/14636
Title: Psychological ownership : how having control matters
Authors: Liu, J
Wang, H
Hui, C
Lee, C
Issue Date: 2012
Source: Journal of management studies, 2012, v. 49, no. 5, p. 869-895
Abstract: The study builds a cross-level work process control-based model of psychological ownership in a Chinese context. We operationalize individual-level control as participative decision-making and unit-level control as the self-managing team climate. We further theorize how the value orientation of employees to power differentials moderates the mediating effects of psychological ownership on the relationship between the two levels of control and employee outcomes. We found that the positive effects of control experiences on some outcomes are mediated by psychological ownership. Additionally, power distance moderates the mediating role of psychological ownership. Our results suggest that, in order to cultivate the positive effects of perceived control on employee contributions, managers should pay attention to employees high in power distance since these individuals are reluctant to exercise control. Training or encouraging these individuals to participate in decision making may help them cultivate the positive feelings of psychological ownership.
Keywords: Organization-based self-esteem
Perceived control
Power distance
Psychological ownership
Publisher: Wiley-Blackwell
Journal: Journal of management studies 
ISSN: 0022-2380
EISSN: 1467-6486
DOI: 10.1111/j.1467-6486.2011.01028.x
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