The experience of failure in most organzational changes call for another in facilitating it in a cordially manner. Psychological ownership has been explained as one of the influences potentially bringing about evolutionism in organizational changes. Thus, research at a university in Tanzania strived to explore such influence and, if useful, the set backs in organizational changes may have been solved.
In that aim, the focus of the research has been centered on solving the current problem rather than a problem probing. Using a triangulation method through questionnaires, interviews, focus group discussions and secondary dat,a a sample of 50 workers gave the results that have been used qualitatively to describe some phenomenon important in revampling organizational changes.
These results have shown that psychological ownership can positively influence organizational changes. However since organizational changes is a continuous thing in contemporary business, likewise on the same parameter some researches need also to be continuous.
Table of Contents
1. Introduction
1.1 Background
1.2 The Problem to the Study
1.3 Research Objectives
1.4 Scope of this Study
1.5 Justification for this Study
1.6 Methodology
2. Conceptual Analysis
2.1 Organizations
2.2 Change
2.3 Evolution and Evolutionary Change
2.4 Organizational Change
2.5 Psychological Ownership
3. Theoretical Reviews on Organizational Change
4. Reviews on Organizational Change Models
5. Reviews on Trends in Organizational Changes and the Gap in Literatures
6. Reviews on Some Notable Challenges toward Organizational Changes
7. Findings and Discussions on Strategizing Organizational Changes
8. Conclusive Remarks on Organizational Changes
9. References
Objective and Research Focus
This study aims to explore the role of psychological ownership in facilitating evolutionary organizational change, shifting the focus from top-down leadership models to a bottom-up approach that fosters employee engagement to improve organizational outcomes.
- The relationship between organizational change processes and the evolutionary mindset of employees.
- The influence of psychological ownership as a catalyst for positive organizational change.
- The role of individual attributes such as commitment, loyalty, affection, and participation.
- Developing a model that bridges the gap between organizational change strategies and human factors.
- Mitigating resistance and failure rates in organizational change through grassroots-level alignment.
Excerpt from the Book
2.5 Psychological Ownership
Psychological ownership is a feeling of owning something materially or objectively. Psychological ownership is that state where an individual feels as though the target of ownership or a piece of that target is his (Pierce, Kostova & Dirkis, 2003). Again Pierce, Kostova and Dirkis (2003) say the sense of ownership manifests itself in the meaning and emotion commonly associated with my or mine and our. Psychological ownership is an interconnection between an individual and an object or the environment that encapsulates them together and makes them to have a close connection. Psychological ownership reflects an individual’s awareness, thoughts, and beliefs regarding the target of ownership (Pierce, Kostova & Dirkis, 2003). Thus ownership becomes the process of fusing together the target of ownership with the self.
Grunebaum (in Mattila & Ikävalko, 2003) says that ownership is attached to the relationship between people and their actual environment subjects and objects around them thus revealing that ownership is a much broader concept than a narrow legal regime and the status based on it. Therefore psychological ownership reflects a relationship between an individual and a target (for example objects which are both material, such as work or tools, and immaterial in nature, such as workspace and ideas) in which the object is experienced as having a close connection with the self and becomes part of the “extended self” (Furby; Litwinski; and Belk; all in Chantal & du Plessis, 2012). This psychological ownership can be induced in people from the investment in time or duration, ideas and physical effort through participation in attaining something.
Chapter Summaries
1. Introduction: Outlines the historical context of organizational change in Tanzania, defines the problem of change failure, and sets the research objectives and methodology.
2. Conceptual Analysis: Provides definitions and theoretical foundations for organizations, change, evolution, organizational change, and psychological ownership.
3. Theoretical Reviews on Organizational Change: Examines established models of organizational change, including Lewin's three-step approach and contingent theories.
4. Reviews on Organizational Change Models: Evaluates specific change frameworks such as the ADKAR model, Fisher’s Process of Transition, and the Teleological Model.
5. Reviews on Trends in Organizational Changes and the Gap in Literatures: Discusses the high failure rates in change initiatives and identifies the resistance to change as a critical gap in existing management strategies.
6. Reviews on Some Notable Challenges toward Organizational Changes: Analyzes the practical and behavioral obstacles to change, emphasizing the importance of human-centric approaches.
7. Findings and Discussions on Strategizing Organizational Changes: Presents empirical data on how psychological ownership, commitment, and participatory approaches influence organizational change success.
8. Conclusive Remarks on Organizational Changes: Synthesizes findings to propose an evolutionary model for organizational change, highlighting the necessity of nurturing readiness and participation.
9. References: A comprehensive list of academic sources and literature used to support the research.
Keywords
Psychological ownership, Organizational change, Evolutionary change, Employee commitment, Loyalty, Affection, Participatory management, Resistance to change, Readiness for change, Employee engagement, Organizational development, Human resource management, Business success, Organizational culture.
Frequently Asked Questions
What is the core focus of this research?
The research examines why many organizational change initiatives fail and investigates whether fostering "psychological ownership" among employees can serve as a successful, evolutionary alternative to traditional top-down change management.
Which thematic areas does the work cover?
The work covers organizational behavior, change management models, the psychological underpinnings of employee ownership, commitment, loyalty, and the role of participation in sustaining long-term organizational success.
What is the primary objective of this study?
The primary objective is to describe the influence of psychological ownership on organizational change and identify how an evolutionary mindset among workers can lead to smoother, more successful organizational transitions.
Which research methodology is applied?
The study uses a qualitative approach, employing a triangulation method that includes questionnaires, focused group discussions (FGD), interviews, and secondary data analysis from a sample of 50 workers at the University of Arusha.
What is discussed in the main body of the work?
The main body provides a conceptual analysis of organizations and change, reviews existing change models, discusses the failure trends in current practices, and presents empirical findings on how positive employee attitudes drive change.
Which keywords define this work?
Key terms include psychological ownership, organizational change, commitment, participatory management, and employee loyalty.
How does "psychological ownership" differ from legal ownership?
Psychological ownership is an emotional state where an individual feels that a target—such as an organization, an idea, or a tool—is part of their "extended self," leading to higher personal investment and responsibility regardless of legal status.
Why does the author argue that evolutionary change is superior to revolutionary change?
The author suggests that revolutionary change is often an imposed top-down process that triggers resistance, whereas evolutionary change grows from within through stakeholder participation, leading to more sustainable and internally supported results.
- Citar trabajo
- David Wanani (Autor), 2017, The role of psychological ownership in influencing evolutionism in organizational change, Múnich, GRIN Verlag, https://www.grin.com/document/384899
