Psychological Ownership: How Having Control Matters

The study builds a cross‐level work process control‐based model of psychological ownership in a Chinese context. We operationalize individual‐level control as participative decision‐making and unit‐level control as the self‐managing team climate. We further theorize how the value orientation of employees to power differentials moderates the mediating effects of psychological ownership on the relationship between the two levels of control and employee outcomes. We found that the positive effects of control experiences on some outcomes are mediated by psychological ownership. Additionally, power distance moderates the mediating role of psychological ownership. Our results suggest that, in order to cultivate the positive effects of perceived control on employee contributions, managers should pay attention to employees high in power distance since these individuals are reluctant to exercise control. Training or encouraging these individuals to participate in decision making may help them cultivate the positive feelings of psychological ownership.     

A note on the economics of the duty free zone

This note extends some of the results of Hamada (1974) on the economic effects of a duty free zone. It is shown that, in the presence of factor mobility between the duty free zone and the rest of the economy, the final equilibrium will yield the same trade pattern which would have prevailed under free trade; moreover, all of the trade will be done by the duty free zone.     

The digital transformation of work: A relational view

Conversation about the current and potential effects of digital technologies on the nature of work is raging within scholarly and practitioner communities. Artificial intelligence, robotics, data analytics, digital platforms, and automation, among other technologies, are prompting a swift and profound transformation of work. Building on Pierpaolo Donati's relational sociology, we examine the changes these technologies are likely to bring about in work as a human relation. Despite the very real threats of unemployment, job insecurity, precariousness, and surveillance, technology may also encourage the emergence of a work culture that shifts the scales toward a relational realm rather than a transactional one. To this end, we argue that work should be understood as a social relation with four dimensions: exchange value, intrinsic extra‐economic purpose, communication for reciprocal services, and correspondence with primary human needs according to use values. Understanding the digital transformation of work from this point of view requires comprehending the differentiation and integration of these four dimensions.