Explore the vast range of titles available.

Purpose - The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over knowledge. Therefore, this research builds and tests a theoretical model linking knowledge-based psychological ownership with knowledge hiding via territoriality.Design methodology approach - Data were collected from knowledge workers in China via a three-wave web-based survey. The final sample was 190 cases. Hierarchical regression models and a bootstrapping approach were used to test the hypotheses.Findings - The results show that knowledge-based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge-based psychological ownership and knowledge hiding. Moreover, organization-based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge-based psychological ownership on knowledge hiding when organization-based psychological ownership is low, but not when it is high.Research limitations implications - The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees' self-perception of possession of knowledge and territoriality and that can strengthen employees' psychological ownership for organizations.Originality value - Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge-based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge-based psychological ownership and knowledge hiding.

Purpose The purpose of this study is the exploration of customer engagement with the brand and brand community (dual foci) inside online brand communities and to assess the simultaneous impact of dual foci of engagement in creating equity for the brand. The role of sense of community is explored as a moderator in influencing customer engagement. Design/methodology/approach The sample is composed of the members of Facebook-based brand communities. An internet survey of 833 subjects provides data to test the theoretical model with the help of structural equation modelling using AMOS 21. Findings The empirical investigation supports the proposed theory except for a few counterintuitive findings. Psychological ownership with the brand and the brand community has a direct effect on customer engagement with the brand and the brand community, respectively. A brand-based value-congruity has a direct effect on brand engagement; however, community-based value-congruity has an indirect effect on brand community engagement through brand community psychological ownership. The moderating effect of sense of community on engagement is also observed. Engagement with dual foci explained a substantial proportion of the variance in brand equity. Research limitations/implications A student sample, cross-sectional research design and a limited number of constructs in the nomological network to explore engagement in an online brand community constitute few limitations of this study. Customer engagement with dual foci has major implications for both the researchers and practitioners dealing with online brand communities. Practical implications To engage customers in online brand communities, dual foci should be the objective of management. A sense of ownership towards the brand and value-congruity with the brand should be aimed to engage customers with the brands; brand community psychological ownership and value-congruity with the community should be embraced by the firms to achieve brand community engagement. A high sense of community also needs to be promoted for strengthening dual foci engagement that further generates brand equity. Originality/value Customer brand engagement and brand community engagement had been studied separately in literature ignoring the fact that brand is the raison d’etre of the community. Taking a dual object engagement perspective, this study has charted out different routes of how to generate brand equity using online brand communities.

It has been over a decade since the conceptual foundation of collective psychological ownership (CPO) was first built in the organizational behavior and management literature. A significant body of empirical studies has been conducted to examine CPO at either the team level or the individual level, providing divergent views of CPO and its application in different contexts. This article offers insights into the genesis and emergence of CPO as an outgrowth of prior scholarship on psychological ownership at the individual level to the team level. It also includes a systematic literature review of 96 studies that cited the seminal study of collective psychological ownership and had CPO as a major construct in its conceptualization and empirical setting. We conclude with directions for future scholarship that would enhance the theory of CPO, as well as methodological recommendations for testing the role of CPO in different applied contexts.

PurposeThis conceptual study explicates the dynamic, interlinked relationship between two of the most popular theories in marketing today: psychological ownership (PO) and engagement. The study is set in the sharing economy (SE), where platform business success depends on high levels of engagement by users, both individuals and collectives. The study argues individual PO (iPO) acts as the antecedent to engagement within a dyad of brand and user, and collective PO (cPO) as the antecedent to collective engagement by communities of users.Design/methodology/approachThis conceptual study synthesizes PO theory and engagement theory to produce a PO–engagement framework. The authors adopt a dual-level perspective encompassing individual- and group-level phenomena in the SE and employ examples from practice to illustrate their arguments.FindingsPO acts as the antecedent to the positively valenced disposition and engagement activities of actors in the SE. iPO manifests as engagement within a dyad of brand and user. Outcomes include brand love and contributions to brand reputation and service offerings. Collective PO manifests as engagement within a community or collective. Outcomes include community-oriented peer-to-peer (P2P) sharing for the benefit of others.Originality/valueThis study offers a dynamic framework of PO and engagement in the SE, the PO–engagement framework. The authors contribute to PO and engagement literature studies in marketing by illustrating how a platform user's attachment to targets in the SE motivates emergence of PO, and how different types of engagement manifest from different types of PO.

Green shared vision (GSV) has provided a research prototype for past green management research topics; however, few studies have examined the confusion related to environmental issues among employees. Therefore, to fill the aforementioned research gap, this study used psychological ownership theory and expectancy–valence theory to establish a research framework for GSV. This study explored the relationships of GSV with employee green confusion (EGC) and employee environmental performance (EEP) as well as the mediating effect of green product psychological ownership (GPPO) on these relationships. The research results indicate that GSV positively affects GPPO, EGC, and EEP. Moreover, GSV also influences behavior and performance through personal psychological processes. Thus, if an enterprise wishes to establish GSV, it must adopt a series of supporting measures, including improving members’ GPPO, to effectively reduce EGC and improve EEP to realize the goal of sustainable development.

Faced with a complex and volatile environment, improving the resilience of organizations to resist various risks, enhancing the viability of enterprises, and ultimately achieving sustainable development capabilities has become a top priority for business managers. This study first explores the relationship between employee psychological ownership, organizational resilience, and social support by combining the relevant literature, constructing a theoretical research model, and proposing hypotheses. Through statistical analysis of 332 valid questionnaires, the results show that employee psychological ownership positively impacts organizational resilience. Also, social supports positively affect organizational resilience and organizational identity in employee psychological ownership, and social supports and organizational resilience both play an intermediary role.

Purpose>Psychological ownership (PO) theory and extended self theory explain why someone feels like the owner of his/her job or organization. Yet, there is limited prior research examining whether PO differs as an individual versus collective phenomenon, and in different cultural contexts. The authors extend this literature by examining the dimensionality of PO, multiple outcomes and cultural values as boundary conditions.Design/methodology/approach>Data from surveys of 331 supervisors from Mexico and the US were collected to examine the relationships between the theorized constructs. The authors apply two-stage least squares (2SLS) regression analysis to alleviate endogeneity concerns and produce robust results.Findings>Both individual and collective PO (IPO and CPO) are positively associated with organization-based self-esteem (OBSE) and a new outcome, paternalistic leadership behavior. Cultural values are significant moderators with an individualistic orientation enhancing and a power distance orientation attenuating these relationships.Originality/value>This study extends PO theory and extended self theory by investigating whether IPO and CPO have different outcomes considering contextual differences in cultural values. Additionally, the authors capture the frequency of paternalism instead of its mere occurrence.

PurposeThis paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in Ghana.Design/methodology/approachA total of 479 workers took part in the study by completing either a self-reported questionnaire or an interviewer-administered questionnaire. The hotels and respondents were selected using purposive and convenience sampling techniques, respectively. IBM SPSS version 21 and partial least squares structural equation model were used to process and analyse the data.FindingsCitizenship fatigue was found to be a negative predictor of organisational- and job-based psychological ownership. Additionally, job- and organisational-based psychological ownership were positively predicted by family management. Furthermore, family management positively moderates the relation between citizenship fatigue and organisational- and job-based psychological ownership.Originality/valueThis study appears to be one of the first to have investigated a model linking family management, citizenship fatigue and psychological ownership in the family hotel context.

In this research article, the authors attempted to compare how and to what extent knowledge base psychological ownership (KBPO), organization based psychological ownership (OBPO) and territoriality predict knowledge hiding behavior in different knowledge base industries in India. A sample of 429 employees from four knowledge base industries - Audio & Video, Machinery Manufacturing, Pharmaceutical and Telecom - was surveyed on the four constructs. A Hierarchical Regression method was used to determine whether KBPO and OBPO had direct effects on knowledge hiding, or indirect effects via Territoriality. The authors also tested whether OBPO moderated the indirect positive effect of KBPO on knowledge hiding. It has been found that KBPO has indirect effect on knowledge hiding behavior which is mediated by Territoriality in various knowledge base sectors except the Telecom Industry. Territoriality is antecedent to knowledge hiding in all knowledge base industries in India. OBPO does not have any direct or indirect effect on knowledge hiding but moderates positively the relationship between KBPO and knowledge hiding in the Machinery Manufacturing industry.

Technological innovations are creating new products, services, and markets that satisfy enduring consumer needs. These technological innovations create value for consumers and firms in many ways, but they also disrupt psychological ownership—the feeling that a thing is “MINE.” The authors describe two key dimensions of this technology-driven evolution of consumption pertaining to psychological ownership: (1) replacing legal ownership of private goods with legal access rights to goods and services owned and used by others and (2) replacing “solid” material goods with “liquid” experiential goods. They propose that these consumption changes can have three effects on psychological ownership: they can threaten it, cause it to transfer to other targets, and create new opportunities to preserve it. These changes and their effects are organized in a framework and examined across three macro trends in marketing: (1) growth of the sharing economy, (2) digitization of goods and services, and (3) expansion of personal data. This psychological ownership framework generates future research opportunities and actionable marketing strategies for firms aiming to preserve the positive consequences of psychological ownership and navigate cases for which it is a liability.