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    Psychological ownership, territorial behavior, and being perceived as a team contributor: The critical role of trust in the work environment

    Access Status
    Fulltext not available
    Authors
    Brown, Graham
    Crossley, C.
    Robinson, S.
    Date
    2014
    Type
    Journal Article
    
    Metadata
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    Citation
    Brown, G. and Crossley, C. and Robinson, S. 2014. Psychological ownership, territorial behavior, and being perceived as a team contributor: The critical role of trust in the work environment. Personnel Psychology. 67 (2): pp. 463-485.
    Source Title
    Personnel Psychology
    DOI
    10.1111/peps.12048
    ISSN
    0031-5826
    School
    School of Public Health
    URI
    http://hdl.handle.net/20.500.11937/3852
    Collection
    • Curtin Research Publications
    Abstract

    In this field study, we develop and test a theory regarding the role of trust in the work environment as a critical condition that determines the relationship between psychological ownership, territoriality, and being perceived as a team contributor. We argue that, dependent upon the context of trust in the work environment, psychological ownership may lead to territorial behaviors of claiming and anticipatory defending and that, dependent upon the context of trust, territorial behavior may lead coworkers to negatively judge the territorial employee as less of a team contributor. A sample of working adults reported on their psychological ownership and territorial behavior toward an important object at work, and a coworker of each provided evaluations on the level of trust in the work environment and rated the focal individual's contributions to the team. Findings suggest that a work environment of trust is a "double-edged sword": On the one hand, a high trust environment reduces the territorial behavior associated with psychological ownership; on the other hand, when territorial behavior does occur in high trust environments, coworkers rate the territorial employee's contributions to the team significantly lower. We discuss the nature and management of territorial behavior in light of these findings. © 2013 Wiley Periodicals, Inc.

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