Antecedents and consequences of collective psychological ownership: The validation of a conceptual model

Abstract

Summary We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self‐extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers ( n = 210 and n = 140). In Study 2 ( n = 183) and Study 3 ( n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 ( n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.