Psychological Ownership: Theoretical Extensions, Measurement, and Relation to Work Outcomes

Viewing psychological ownership as a positive resource for impacting human performance in organizations, the present study investigated the components of an expanded view of psychological ownership. Confirmatory factor analyses on a proposed measure of psychological ownership provided support for a positively-oriented, ‘‘promotion-focused’’ aspect of psychological ownership comprised of four dimensions: self-efficacy, accountability, sense of belongingness, and self-identity. In addition, territoriality was examined as a unique and more ‘‘prevention-focused’’ form of ownership. Practical implications and suggestions for future research on psychological ownership and positive organizational behavior conclude the article

The When and Why: Student Entrepreneurial Aspirations

Although connections between university enterprise courses and entrepreneurial activity have been examined, less work has investigated the intended timing of future entrepreneurial activities. Using data from a survey of U.K. business students, it is found that those intending to enter entrepreneurship right away place less emphasis on avoiding stress and responsibility, seeing themselves as natural leaders. They were also more confident of succeeding, but not because of superior knowledge. A greater emphasis on entrepreneurial activities in all institutional environments, including the corporate, may help balance the need to harness enthusiasm while it lasts with the need to acquire relevant experience

The Relationship Between Corporate Entrepreneurship And Strategic Management

This study examines the relationship between corporate entrepreneurship intensity and five specific strategic management practices in a sample of 169 U.S. manufacturing firms. The five strategic management practices include: scanning intensity, planning flexibility planning horizon, locus of planning, and control attributes. The results of the study indicated a positive relationship between corporate entrepreneurship intensity and scanning intensity, planning flexibility, locus of planning, and strategic controls. The fine-grained nature of these results may be of practical use to firms that are trying to become more entrepreneurial and may help researchers better understand the subtleties of the interface between strategic management and corporate entrepreneurship. Copyright © 1999 John Wiley & Sons, Ltd