Theory, Research Evidence, and Application
New Horizons in Management series
the hypothesized consequences of psychological ownership In the opening chapter of this book, we addressed the importance of psychological ownership in both our work and non-work lives. Without regard for the context within which it emerges and operates, the psychological state of ownership is not without consequences. The extant psychological ownership literature, grounded within the work and organizational context, identifies a range of hypothesized effects. These effects appear to fall into many of the traditional categories of employee-organizational relationships, namely: attitudinal, motivational, behavioral, and stress. The preponderance of the psychological ownership literature speaks to the positive effects that this state has on the individual and the organization to which they are attached. This should not be seen as unique, as the majority of the management and organizational behavior literature seems to be focused on the positive side (for example, the production of job satisfaction, organizational commitment, employee performance and creativity). The acknowledgment of the ‘dark side’ of organizational behavior is as important as the ‘bright side.’ Emerging during the latter part of the last century, we witness within the organizational sciences literature an increasing focus on counterproductive organizational behaviors (for example, Spector and Fox, 2010). We acknowledge that there are negative effects (that is, a dark side) to the emergence of personal feelings of ownership, and it is important that this side of psychological ownership is acknowledged before managerial actions are consciously taken to encourage the development of these ownership feelings. In this chapter, we identify some of the hypothesized...
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