Abstract
Psychological ownership (PO) is important for organisational climate and outcomes, yet, little is known about collective forms of PO in emerging entrepreneurial teams. Based on an in-depth study of a new venture team over three years, we sketch a process model of collective PO development. While studies on individual PO in established organisations highlight individual needs in triggering processes of PO development, our study indicates the importance of temporal, role-based, and input-based alignment of interpersonal processes for the emergence of collective PO in new venture teams. We discuss insights for research on new venture teams and research on small groups.
Highlights
The rapidly expanding research on new venture teams (NVTs) has unearthed important knowledge regarding team inputs such as demographic composition, member experiences and motivations, and effects on various outcomes in NVTs
While research on small groups highlights interpersonal processes – team member experiences and interactions directed towards task accomplishment – as vital foundations of the ‘emergent states’ shaping the relationship between team inputs and outcomes (Mathieu et al, 2008: 422), little is known about the dynamic team-based emergent states that arise from such processes in NVT contexts (Ben-Hafaïedh, 2017; Klotz et al, 2014)
We continue our data analysis by discussing the interplay of the paths as well as the asymmetries we identified at different stages of the journey, which seem to have hampered the development of collective psychological ownership (PO)
Summary
The rapidly expanding research on new venture teams (NVTs) has unearthed important knowledge regarding team inputs such as demographic composition, member experiences and motivations, and effects on various outcomes in NVTs. While research on small groups highlights interpersonal processes – team member experiences and interactions directed towards task accomplishment – as vital foundations of the ‘emergent states’ shaping the relationship between team inputs and outcomes (Mathieu et al, 2008: 422), little is known about the dynamic team-based emergent states that arise from such processes in NVT contexts (Ben-Hafaïedh, 2017; Klotz et al, 2014) To begin addressing this gap, we study the interpersonal processes underlying the development of the emergent state of psychological ownership (PO) in new ventures. Studies of PO in small groups such as family firms (Pittino et al, 2018) or small- and medium-sized enterprises (SMEs; Ikävalko et al, 2010) have been limited to treating PO as an independent variable or a mediator explaining successes and failures
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