Abstract
Psychological ownership has been theorized to result in positive organizational consequences because feelings of ownership can increase an individual’s sense of responsibility and prioritize organizational interests. Previous studies have found psychological ownership to be significantly related to job satisfaction, organizational commitment, and organizational citizenship behavior; therefore, this study proposes psychological ownership to be significantly related to constructive deviant behavior because it is considered to be functional behavior that is intended to improve the organization’s well-being. Furthermore, this study investigates the moderating effects of collectivistic orientation on psychological ownership and constructive deviant behavior. The study sampled 465 Korean employees and has found psychological ownership to be significantly related to innovative constructive deviant behavior and interpersonal constructive deviant behavior. For the moderating effects, collectivistic orientation moderated the relationships between psychological ownership and organizational constructive deviant behavior and interpersonal constructive deviant behavior.
Highlights
Feelings of ownership have been theorized to increase a sense of responsibility and shared understanding that results in positive attitudinal and behavioral outcomes
Previous studies have found psychological ownership to be significantly related to job satisfaction, organizational commitment, and organizational citizenship behavior; this study proposes psychological ownership to be significantly related to constructive deviant behavior because it is considered to be functional behavior that is intended to improve the organization’s well-being
Individualists are more likely to perceive functional heterogeneity as a positive characteristic that improves group effectiveness (Sosik & Jung, 2002) and Kim and Markus (1999) suggested that uniqueness can be perceived as a form of deviant behavior while conformity is associated with harmony in a more collectivistic culture; we propose the following: Hypothesis 2: Collectivistic orientation will moderate the relationship between psychological ownership and constructive deviant behavior as high collectivistic orientation will weaken the relationship while low collectivistic orientation will strengthen the relationship
Summary
Feelings of ownership have been theorized to increase a sense of responsibility and shared understanding that results in positive attitudinal and behavioral outcomes. Given the significant relationship research has found between psychological ownership and organizational citizenship behavior, feelings of ownership should be positively related with constructive deviant behavior because it is intended to benefit the organization. Psychological ownership has yet to be examined with boundary conditions and this study examines how collectivistic orientation will moderate the relationship between psychological ownership and constructive deviant behavior. Organizations are frequently implementing work teams to improve www.ccsenet.org/ijbm organizational performance and the nature of work itself has become less individual-oriented and more team-based; collectivistic orientation can be an important aspect to understand how an employee reacts to organizational work processes that can affect group processes, group effectiveness, and overall organizational performance. Since collectivistic orientation has not received much academic attention (Eby & Dobbins, 1997) and has been mentioned to affect deviant behavior (Miles, Borman, Spector, & Fox, 2002), an individual’s collectivistic orientation should be conditional as collectivists will focus on the maintaining the organization’s equilibrium while individualists will focus more on self-interests and individual achievements
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