Psychological Ownership: How Having Control Matters

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. © 2011 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.