Psychological Ownership: How Having Control Matters
研究在中国情境下构建了基于工作过程控制的心理所有权跨层次模型，发现参与决策和团队自我管理氛围通过心理所有权影响员工产出，且权力距离调节这一中介作用。
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.