ABSTRACT Scholars have suggested that psychological ownership can have a ‘dark side’ in organizational contexts but have yet to fully explore its negative outcomes. In this paper, we argue that when an employee feels psychological ownership toward a project, and an organizational representative imposes subtractive and revolutionary changes on that project, it is likely for the employee to experience negative emotions, reduced affective commitment to change, and intentions to resist change. We further suggest that several factors will moderate the relationship between psychological ownership and negative reactions to change, namely change recipient narcissism and need for control, the importance of the project in the recipient’s self-definition, and transformational leadership displayed by the change initiator. We thus argue that psychological ownership can have a ‘double-edged sword’ effect in organizations, as feelings of ownership can bring many positive outcomes in stable environments but might also lead to several negative effects in times of change. We close with a discussion of the theoretical implications this work has for scholarship on organizational change and psychological ownership, alongside its practical implications for managers in organizations.

中文翻译：

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变革时期心理所有权的“阴暗面”

摘要学者们提出，心理所有权在组织环境中可以具有“阴暗面”，但尚未充分探索其负面结果。在本文中，我们认为，当员工对项目具有心理上的主人翁感，并且组织代表对该项目施加减性和革命性更改时，该员工很可能会遇到负面情绪，对更改的情感承诺减少以及抵制变化。我们进一步建议，几个因素将缓和心理所有权和对变革的负面反应之间的关系，即变革接受者的自恋和对控制的需求，项目在接受者的自定义中的重要性以及变革发起者所展现的变革型领导。因此，我们认为心理所有权在组织中可能具有“双刃剑”的作用，因为所有权的感觉可以在稳定的环境中带来许多积极的结果，但在变革时期也可能导致多种负面影响。最后，我们讨论了这项工作对组织变革和心理所有权的学术研究的理论意义，以及对组织管理者的现实意义。