Organizational Psychological Ownership Research Articles

Knowledge Hiding Behavior in Online Learning Communities: A Chain Mediation Based on Self-Efficacy and Organizational Psychological Ownership

With its flexible and convenient learning methods, rich learning resources and convenient information transmission channels, the online learning community has injected new impetus into the cause of education. However, the open and generative characteristics of the online learning community also preclude learning activities from implementing collective constraints, resulting in the emergence of knowledge hiding behavior. Based on this, researchers have attempted to explore the factors that affect knowledge hiding behavior and to identify the influencing mechanisms. Using structural equation modeling (SEM) and exploratory factor analysis (EFA), this study analyzed a questionnaire on the knowledge hiding behavior of 420 graduate students in online learning communities and found that professional commitment, transformational leadership and a proactive personality have a negative impact on knowledge hiding behavior through self-efficacy and organizational psychological ownership. Based on the model interpretation, this paper suggests that the following aspects should be explored for their potential to diminish knowledge hiding behavior: Assess the proactive personality level of graduate students; the training unit can stimulate students’ self-efficacy in terms of the expected results, rewards, relationships and perceived costs of the individual; the supervisor should establish and improve the knowledge sharing mechanism within the organization; the tutor should strengthen the cultural construction of the scientific research team.

Organizational psychological ownership and innovative work behavior: the roles of coexisting knowledge sharing and hiding across organizational contexts

PurposeDrawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between employees’ organizational psychological ownership (OPO) and their innovative work behavior (IWB). The moderating role of organizational context in these mediating relationships was further examined to determine the moderated mediation paths.Design/methodology/approachThis study mainly used a survey-based research method and collected data from 512 professionals from both public and private organizations in Pakistan to test our proposed hypotheses.FindingsThe results showed that coexisting knowledge sharing and hiding mediated the relationship between employees’ OPO and IWB. Furthermore, organizational context moderated the mediated relationships, providing support for the moderated mediation framework.Practical implicationsThe results highlight the significance of fostering employees’ OPO to enhance their IWB by promoting knowledge sharing and preventing knowledge hiding. This study also urges managers to consider the contingency effect of organizational contexts when promoting employees’ IWB in emerging economies.Originality/valueThe results obtained in this study suggest that the knowledge behavior paradox occurs in organizations, and distinct organizational contexts play crucial but differential roles in intervening in the effect of employees’ OPO on their IWB. This study empirically validated this complex mechanism in an important emerging economy in Asia.

High-commitment work systems, organizational psychological ownership, and unethical pro-organizational behavior: a nonlinear mediation model

High-commitment work systems, organizational psychological ownership, and unethical pro-organizational behavior: a nonlinear mediation model

The mediating role of psychological capital on organizational psychological ownership-organizational readiness for change relationship

The Covid 19 pandemic has accelerated the pace of change, especially in the hospital industry sector in Indonesia. The global Covid 19 pandemic in Indonesia has had an impact on the mental health of workers in the health sector which has caused work discomfort that must be faced so that Psychological Capital is needed, especially the ability of individuals to survive (resilience) in a work environment full of pressure during the global Covid 19 pandemic. The purpose of this research is to investigate the influence of organizational psychological ownership and the role of psychological capital on organizational readiness to change. This study was attended by 75 respondents from a satellite teaching hospital in the city of Surabaya, Indonesia by filling out an online questionnaire addressed to hospital employees. The results show that organizational psychological ownership influences organizational readiness for change directly and is mediated through psychological capital. This paper contributes to the theory of Conservation Resource Theory in the validated the mediated is needed to prove the relationship between organizational psychological ownership and organizational readiness for change. Psychological capital was proposed and found to have a full mediating role in the relationship between organizational psychological ownership and organizational readiness for change. Several practical implications of building psychological capital will be needed for organizations, especially in the hospital industry during and after the Covid 19 pandemic, which are change-oriented so that individual employees are ready for change initiatives.

How organizational psychological ownership affects corporate green operations - Based on a social exchange theory perspective.

How organizational psychological ownership affects corporate green operations - Based on a social exchange theory perspective.

Impact of Leading by Example on Employees' Organizational and Job Psychological Ownership: A Moderated Mediation Study.

This article studies the influence of leading by example on organizational psychological ownership and job psychological ownership. This article further introduces the mediating mechanism of organizational identification and the regulating mechanism of Leader–member Exchange (LMX). This study investigated 312 personnel from eight property management enterprises in East, Northwest, Northeast, and central China. This study adopts a quantitative research method, using survey data of project managers, team leaders, and managers of Property management projects in China. The data were collected by questionnaire survey. In terms of data analysis, AMOS 21.0 software was used to conduct structural equation modeling (SEM) using the maximum likelihood method to test direct and indirect effects. SPSS 25.0 software was used to test the moderating effect by multilevel regression analysis with the maximum variance method. Use these two methods to analyze the whole theoretical framework. The results established all assumed relationships. In this article, leading by example, one of the important dimensions of empowering leadership is studied as a new leadership style, and the predictive effect of leading by example on organizational psychological ownership and job psychological ownership is verified. This finding further verifies the influence mechanism and boundary conditions of empowering leadership in different dimensions. It is found that organizational identification has different mediating effects on leading by example and organizational psychological ownership and job psychological ownership. The moderating effect of LMX also further indicates that under the influence of Confucian pan-family culture, the leader's exemplary behavior with higher authority has a stronger influence on employees' organizational identification, organizational psychological ownership, and job psychological ownership. Their relationship is deeply influenced by the culture of China's unique organizational Circle Culture.

The Employee Relationship Analysis on Innovation Behavior of New Ventures Under the Organizational Psychology and Culture.

The study aims to explore the psychology and behavior of employees in organizations in enterprise innovation. Based on the human resource management system (HRMS), organizational psychological ownership, and other related theories, the transformational leaders and their advice behavior in start-ups are taken as the research object. The data obtained from the questionnaire as the research samples. Second, the influence and intermediary effect of employees’ organizational psychological ownership on colleagues, leaders, and the whole enterprise are discussed, and the corresponding conclusions are drawn. The results show that the path coefficients of transformational leaders of start-up enterprises for employees’ advice to their superiors and their peers are 0.28 and 0.31, respectively, and p < 0.01. Therefore, transformational leadership has a positive impact on both elements. In the relationship between organizational psychological ownership and employee creativity, the r value is 0.34 and p < 0.01. This shows that organizational psychological ownership positively correlates with employees’ creativity. In addition, corporate support can mediate employees’ behavior and psychological ownership in the organization and has a positive correlation in support, identity, and care. Therefore, the impact of organization-employees relations on employees’ innovation behavior is discussed based on organizational psychology and culture, which can improve employees’ subjective initiative for work and provides ideas for the management and development of start-ups.

The Myth of Organizational Change Process: A Study of Uniting Organizational Identity, Promoting Organizational Performance, and Member Behavior

In response to changing circumstances, how organizations actively promote organizational performance and member behavior, and enhance competitiveness have become important issues for enterprises. This research utilized the psychological ownership theory to study how organizational members’ organizational identity, organizational performance, and member behavior to fill the research gaps that organizational psychological ownership only explores at the individual level and extend previous research on its antecedents. Hierarchical linear modeling (HLM) analysis was conducted to test the cross-level hypotheses when organizational identity affects organizational psychological ownership. Participants were volunteers of the Republic of China army with a total of 160 group samples and 630 individual samples. The research resulted that organizational identity could affect organizational performance in team level and organizational psychological ownership in individual level. In the psychology process, organizational psychological ownership could mediate the relationship between work value and member behavior.

Sustainability of Positive Psychological Status in the Workplace: The Influence of Organizational Psychological Ownership and Psychological Capital on Police Officers’ Behavior

Drawing on the theory of conservation of resources (COR), the purpose of this study is to examine the mechanisms through which employee organizational citizenship behavior and job performance are affected by positive psychological status at work. Structural equation modeling was applied to analyze the data collected from 543 police officers in Northern Taiwan. The empirical results reveal that organizational psychological ownership positively associated with psychological capital, and psychological capital positively associated with both job performance and organizational citizenship behavior. Additionally, this study demonstrates that the relationship between organizational psychological ownership and job performance and organizational citizenship behavior are both fully mediated by psychological capital. Organizational psychological ownership and psychological capital are both positive psychological strengths to assist employees facing stressful work circumstances. The importance of examining the relationship between the components of organizational psychological ownership, psychological capital, job performance, and organizational citizenship behavior is pointed out due to the importance of organizations promoting the development of psychological resources to promote sustainable positive behavior and results in the workplace.

Influence of Transformational Leadership on Knowledge Hiding: Mediating Role of Organizational Psychological Ownership: A Proposed Framework

Purpose: Research on knowledge hiding behaviour among employees in organizational is still in its infancy and remain scarce despite its prevalence and negative impact as reported by previous studies.Some of the possible suggested antecedents of knowledge hiding studied include trust, job characteristic, organizational culture, and work environment.Despite these studies, few have attempted to investigate the influence of transformational leadership on knowledge hiding behaviour.Furthermore, the mechanisms through which transformational leadership influences on knowledge hiding behaviour in organizations are not adequately investigated. Therefore, mediator variable is proposed.Findings: Based on transformational leadership theory and psychological ownership theory, this paper proposes that the relationship between transformational leadership and knowledge hiding behaviour of employees in the organization could be mediated by organizational psychological ownership.Implications: Thereby the organization would contain employees that are motivated and behave positively towards organizational performance.

A Research on the Impact of Humble Leadership on Employees’ Voice Behavior

Humble leadership is a new researching direction in the field of leadership, the effectiveness of humble leadership behavior has been proved, but how it influences employees’ concrete behavior still needs to be further discussed. This study explored the influence mechanism of humble leadership behavior on employees’ voice behavior on a matched sample of 213 employees. In particular, the article tested the mediating role of organizational psychological ownership (OPO) and the moderating effect of Zhongyong thinking. The results of analyses show that: humble leadership has a significant positive effect on employees voice behavior; OPO partially mediates the relationship between humble leadership and employees’ prohibitive voice behavior and promotive voice behavior; Zhongyong thinking negatively moderated the positive effect of humble leadership on employees’ prohibitive voice behavior and promotive voice behavior.

Psychological ownership, organization-based self-esteem and positive organizational behaviors

Purpose– The purpose of this paper is to explore the effect of organizational psychological ownership (OPO) and organization-based self-esteem (OBSE) on positive organizational behaviors (POBs).Design/methodology/approach– Based on empirical survey, 2,566 employees from 45 production enterprises in China were surveyed by a self-designed questionnaire on OPO, OBSE and POB. Then, the methods of correlation analysis, multiple regressions, impact effect and path analysis were used to verify the research hypothesis.Findings– The results showed that POB is positively related to OPO and OBSE, and that OPO and OBSE are positive predictors of POBs. The results also demonstrated that OBSE has partial mediating effects on OPO and POB. In particular, psychological ownership has a significant impact on each sub-factor of POB, while OBSE has a remarkable effect on the behavior of devotion and interpersonal harmony.Research limitations/implications– This is a non-experimental field study and as such inferences about causality are limited, and there is a possibility that the results may be influenced by common method variance.Practical implications– The findings of the present study reveal that to strengthen employees’ POBs, manager should enhance employees’ OPO and OBSE, and therefore the organizational performance and the individual efficacy will be improved.Originality/value– This is the first research which studies the relationship among OPO, POB and OBSE under the background of China.