Abstract
Theoretical framework - Offices are changing and so is the way we think about their role in employees’ working life. Remote working accounts for an increasing percentage of the working time, with the physical workplace often used only for specific purposes, particularly related to its social function (i.e., face-to-face interactions, collaborative tasks, onsite meetings). This change seems to be led by multiple factors, such as the latest technological advancements and the introduction of place and time flexibility at work (Engelen et al., 2019; Gajendran & Harrison, 2007). In the physical work environment, this transition has been marked by the mounting interest in the implementation of desk-sharing workspaces, motivated by companies’ need for efficiency and cost containment (Spivack et al., 2009). Moreover, the extreme situation caused by the Covid-19 pandemic sharply intensified the existing downward trend in the use of the physical workplace in favor of the upward trend in flexible work arrangements (Marzban et al., 2022; Taskin et al., 2023).
However, the evolution of the office towards the hybrid setting has challenged both employees and employers concerning the way they use and view their office. On the one hand, “the office feels different” to employees (Turits, 2022): They increasingly prefer working from home to going to the office, because the workplace is often perceived as an impersonal and uncomfortable space, rather than a place that belongs to them. On the other hand, employers have become more sensitive about employees’ collaboration and productivity onsite and offsite, team cohesion and in-presence meetings (Colenberg et al., 2020; Danilova et al., 2023). Thus, they are now encouraging their workforce to attend the office more often.
The evolution of the modern office seems therefore to bring a risk for employees’ psychological ownership towards the workplace. Psychological ownership is defined as the feeling of possessing and being connected to a specific target and it is related to several positive work-related outcomes, such job satisfaction, work engagement, and organizational performance (Pierce et al., 2001; Zhang et al., 2021). Furthermore, we argue that, as a consequence of the possible loss of ownership towards the workplace and decrease in office attendance, daily in-person social interactions at the workplace have reduced, being replaced, at least to some extent, by online communication and meetings (Hampel & Hampel, 2023; Taskin et al., 2019). This may lead to a reduction of team outcomes, such as performance and creativity.
We draw upon the theory of psychological ownership (Pierce et al., 2003; Pierce & Jussila, 2010) and social identity theory (Tajfel & Turner, 2004) and we hypothesized that psychological ownership towards the workplace can enhance employees’ team outcomes (i.e., performance and creativity) via social interactions at the workplace (i.e., frequency and quality). Considering the complexity of new flexible offices, we interestingly elaborate on multiple aspects of psychological ownership, including collective psychological ownership, defined as the collectively held sense of ownership towards a target (Pierce & Jussila, 2010).
Specifically, we distinguish desk-based psychological ownership (sense of ownership towards a single workstation), office-based psychological ownership (sense of ownership towards the whole office space), and office-based collective psychological ownership (sense of ownership towards the whole office space, as member of a team). Studying the shared office as a target of collective psychological ownership allows us to look at the sense of ownership as a group phenomenon at the workplace (cfr. Knight & Haslam, 2010). We believe such perspective can be key to understanding the new value and role that today’s offices hold for employees and teams, as it particularly highlights the social dimension at the workplace.
The present study aims to contribute to the literature on psychological ownership by investigating the role of psychological ownership and collective psychological ownership towards the workplace on social interactions at the office, with a focus on team outcomes. In doing so, we specifically take a multilevel approach, exploring these relationships in individuals and within groups of colleagues belonging to the same team. Furthermore, this research adds to the literature on new offices, as it targets the specific context of the employee experience of the workplace, emphasizing the changing role of offices. As a result, we provide advice to the employers, helping to reflect on policies and practices within new work environments.
Research design and data analysis approach - Data were collected via an online survey distributed to the employees of a Belgian company, between December 2022 and January 2023. The final sample consisted of 2885 respondents, nested within 371 teams. Data were analyzed on R through multilevel structural equation modelling.
Key findings and theoretical and practical implications - We found that, at the individual level, collective psychological ownership was strongly and positively related to both frequency and quality of social interactions at the workplace. Frequency and quality of social interactions were in turn positively related to both team outcomes. Interestingly, at the team level, desk-based psychological ownership was negatively related to quality of social interactions, while office-based collective psychological ownership was positively associated with frequency of social interactions. Frequency and quality of social interactions were differently related with team outcomes, with the former negatively relating to both outcomes and the latter positively relating to both outcomes. Our findings empirically showed that collective psychological ownership towards the workplace may play important role in facilitating social interactions at the workplace. The conclusions drawn from the results are meaningful for those companies which have implemented desk-sharing work environments: Where people do not have their personal desk assigned, the collective sense of ownership can be a resource to foster the social dimension of the office space.
However, the evolution of the office towards the hybrid setting has challenged both employees and employers concerning the way they use and view their office. On the one hand, “the office feels different” to employees (Turits, 2022): They increasingly prefer working from home to going to the office, because the workplace is often perceived as an impersonal and uncomfortable space, rather than a place that belongs to them. On the other hand, employers have become more sensitive about employees’ collaboration and productivity onsite and offsite, team cohesion and in-presence meetings (Colenberg et al., 2020; Danilova et al., 2023). Thus, they are now encouraging their workforce to attend the office more often.
The evolution of the modern office seems therefore to bring a risk for employees’ psychological ownership towards the workplace. Psychological ownership is defined as the feeling of possessing and being connected to a specific target and it is related to several positive work-related outcomes, such job satisfaction, work engagement, and organizational performance (Pierce et al., 2001; Zhang et al., 2021). Furthermore, we argue that, as a consequence of the possible loss of ownership towards the workplace and decrease in office attendance, daily in-person social interactions at the workplace have reduced, being replaced, at least to some extent, by online communication and meetings (Hampel & Hampel, 2023; Taskin et al., 2019). This may lead to a reduction of team outcomes, such as performance and creativity.
We draw upon the theory of psychological ownership (Pierce et al., 2003; Pierce & Jussila, 2010) and social identity theory (Tajfel & Turner, 2004) and we hypothesized that psychological ownership towards the workplace can enhance employees’ team outcomes (i.e., performance and creativity) via social interactions at the workplace (i.e., frequency and quality). Considering the complexity of new flexible offices, we interestingly elaborate on multiple aspects of psychological ownership, including collective psychological ownership, defined as the collectively held sense of ownership towards a target (Pierce & Jussila, 2010).
Specifically, we distinguish desk-based psychological ownership (sense of ownership towards a single workstation), office-based psychological ownership (sense of ownership towards the whole office space), and office-based collective psychological ownership (sense of ownership towards the whole office space, as member of a team). Studying the shared office as a target of collective psychological ownership allows us to look at the sense of ownership as a group phenomenon at the workplace (cfr. Knight & Haslam, 2010). We believe such perspective can be key to understanding the new value and role that today’s offices hold for employees and teams, as it particularly highlights the social dimension at the workplace.
The present study aims to contribute to the literature on psychological ownership by investigating the role of psychological ownership and collective psychological ownership towards the workplace on social interactions at the office, with a focus on team outcomes. In doing so, we specifically take a multilevel approach, exploring these relationships in individuals and within groups of colleagues belonging to the same team. Furthermore, this research adds to the literature on new offices, as it targets the specific context of the employee experience of the workplace, emphasizing the changing role of offices. As a result, we provide advice to the employers, helping to reflect on policies and practices within new work environments.
Research design and data analysis approach - Data were collected via an online survey distributed to the employees of a Belgian company, between December 2022 and January 2023. The final sample consisted of 2885 respondents, nested within 371 teams. Data were analyzed on R through multilevel structural equation modelling.
Key findings and theoretical and practical implications - We found that, at the individual level, collective psychological ownership was strongly and positively related to both frequency and quality of social interactions at the workplace. Frequency and quality of social interactions were in turn positively related to both team outcomes. Interestingly, at the team level, desk-based psychological ownership was negatively related to quality of social interactions, while office-based collective psychological ownership was positively associated with frequency of social interactions. Frequency and quality of social interactions were differently related with team outcomes, with the former negatively relating to both outcomes and the latter positively relating to both outcomes. Our findings empirically showed that collective psychological ownership towards the workplace may play important role in facilitating social interactions at the workplace. The conclusions drawn from the results are meaningful for those companies which have implemented desk-sharing work environments: Where people do not have their personal desk assigned, the collective sense of ownership can be a resource to foster the social dimension of the office space.
Original language | English |
---|---|
Title of host publication | 13th Biennial International Conference of the Dutch HRM Network |
Publication date | 07.11.2024 |
Publication status | Published - 07.11.2024 |
MoE publication type | B3 Article in conference proceedings |
Event | 13th Biennial International Conference of the Dutch HRM Network - Rotterdam, Netherlands Duration: 06.11.2024 → 08.11.2024 Conference number: 13 |