The paradox of structural empowerment: How and when structural empowerment fuels psychological entitlement and undermines resource sharing.
研究挑战了结构性赋权促进资源共享的传统观点，发现它可能通过激发心理特权感反而减少资源共享，尤其对支配导向型员工影响更大。
In recent decades, many organizations have been restructuring in ways that formally decentralize the necessary resources, information, and sociopolitical support, which is labeled "structural empowerment." Although prior research suggests that structural empowerment enhances resource exchanges, I challenge this conventional wisdom by theorizing its potential drawbacks for resource sharing. Integrating the evolutionary perspective of work design and the dominance-prestige model, I developed a comprehensive model of how and when structural empowerment can hinder employees' resource sharing via psychological entitlement. I employed multiwave (Study 1) and multisource (Studies 2 and 3) field surveys and experimental methodology (Study 4) to test my hypotheses. The results reveal that dominance-oriented individuals are more likely to feel entitled in response to structural empowerment. Moreover, psychological entitlement decreases resource sharing. (PsycInfo Database Record (c) 2026 APA, all rights reserved).