ORIENTATION: Managing psychological ownership can have positive attitudinal and behavioural
effects, promote organisational effectiveness and support talent retention.
RESEARCH PURPOSE: This paper seeks to explore and describe psychological ownership,
distinguish it from other work-related attitudes and clarify the role that psychological
ownership can play in retaining talent.
MOTIVATION FOR THE STUDY: Previous studies of human resource practices and organisational
characteristics that affect organisational commitment and the retention of talent have reported
that absent variables could be responsible for varied results. Psychological ownership could
be one of them.
RESEARCH DESIGN, APPROACH AND METHOD: Based on a systematic review of the literature
published over the last 20 years, the authors synthesised various research perspectives into a
framework of psychological ownership and its links to retaining talent.
MAIN FINDINGS: The authors found that psychological ownership was a comprehensive
multidimensional construct. It is distinct from other work-related attitudes and seems capable
of enabling organisations to retain the talents of skilled employees.
PRACTICAL/MANAGERIAL IMPLICATIONS: Organisations can benefit from psychological ownership
because it leads employees to feel responsible towards targets (like organisations) and to show
stewardship. It can help organisations to retain talent and influence the intentions of skilled
employees to remain with their organisations.
CONTRIBUTION/VALUE-ADD: Psychological ownership, as an integrated multidimensional
construct, has expanded the existing theory about the organisational commitment and workrelated
attitudes that organisations need to retain talent in the 21st century.