Psychological Ownership and the Entrepreneurial Behavior of Middle Managers

8187417995_8a53bed28c_z[We’re pleased to welcome Michael Mustafa of the University of Nottingham. Michael recently published an article in Journal of Leadership & Organizational Studies, entitled “Psychological Ownership, Job Satisfaction, and Middle Manager Entrepreneurial Behavior” with co-authors Lee Martin and Mathew Hughes.]

It has been widely postulated that individual entrepreneurial actions are the key to driving a firms innovative capacity and building a entrepreneurial mindset among employees. This particular study was motivated by need to better understand what drives individuals to behave entrepreneurially inside an organization. Specifically, we interested in uncovering how and why managers may act JLOentrepreneurially, if they have no formal ownership status within the organization. Instead we consider, under what alternative ownership situations managers might choose to behave entrepreneurially. Specifically we turned to the concept of Psychological ownership as a means of understanding this;

Our findings were able to confirm a relationship between a middle managers psychological ownership and their entrepreneurial behaviour. We found that this relationship was mediated by their satisfaction with their job.

Our study is unique that we look at a new concept, psychological ownership, as means of understanding of how and why managers may choose behave entrepreneurially. Specifically, our study suggests that organizations can do well to enhance employees and managers ownership feelings through creating the ideal organizational conditions.

The abstract for the paper:

Despite the importance of middle managers’ entrepreneurial behavior for corporate entrepreneurship, there is still a lack of knowledge about its determinants. Knowledge of the role of individual psychological states and work attitudes remains particularly thin. Through an empirical investigation into 136 middle managers in a large Singapore telecommunications firm, this study finds that psychological ownership is positively related to entrepreneurial behavior and job satisfaction within these middle managers. The study further finds that job satisfaction is positively related to entrepreneurial behavior and mediates the relationship between psychological ownership and entrepreneurial behavior. This study contributes to the literature by demonstrating the relationship between psychological ownership and pro-organizational behavior, extending psychological ownership research into the field of corporate entrepreneurship via middle managers’ entrepreneurial behavior.

You can read “Psychological Ownership, Job Satisfaction, and Middle Manager Entrepreneurial Behavior” from Journal of Leadership & Organizational Leadership free for the next two weeks by clicking here. Want to know all about the latest research from Journal of Leadership & Organizational LeadershipClick here to sign up for e-alerts!

*Image attributed to WorldSkills UK (CC)
This entry was posted in Employee Satisfaction, Employees, Entrepreneurship, Management, Uncategorized and tagged , , , , , , by Cynthia Nalevanko, Editor, Management INK. Bookmark the permalink.

About Cynthia Nalevanko, Editor, Management INK

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 900 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, and Washington DC, our publishing programme includes more than 560 journals and over 800 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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