Dahlawi, Ghu an A.; Badawi, Nada Saleh; Salam, Mohammad Asi
A icle
The psychological owne ship and ask pe o mance
ela ionship: The media ing ole o in ap eneu ial
beha io
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Sugges ed Ci a ion: Dahlawi, Ghu an A.; Badawi, Nada Saleh; Salam, Mohammad Asi (2025) : The
psychological owne ship and ask pe o mance ela ionship: The media ing ole o in ap eneu ial
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Ci a ion: Dahlawi, G. A., Badawi, N.
S., & Salam, M. A. (2025). The
Psychological Owne ship and Task
Pe o mance Rela ionship: The
Media ing Role o In ap eneu ial
Beha io . Adminis a i e Sciences,
15(4), 127. h ps://doi.o g/10.3390/
admsci15040127
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A icle
The Psychological Owne ship and Task Pe o mance
Rela ionship: The Media ing Role o In ap eneu ial Beha io
Ghu an A. Dahlawi , Nada Saleh Badawi * and Mohammad Asi Salam
Depa men o Business Adminis a ion, Facul y o Economics and Adminis a ion, King Abdulaziz Uni e si y,
Jeddah 21589, Saudi A abia; [email p o ec ed] (G.A.D.); [email p o ec ed] (M.A.S.)
*Co espondence: [email p o ec ed]
Abs ac :
Employee ask pe o mance plays a c i ical ole in d i ing o ganiza ional suc-
cess, and unde s anding i s in e ac ion wi h employee psychological s a us is essen ial o
unlocking a wo k o ce’s ull po en ial. Psychological owne ship has been shown o signi i-
can ly in luence pe o mance ou comes, making i c ucial o explo e how hese dynamics
shape indi idual e ec i eness. This s udy a emp s o gain a deepe unde s anding o how
employees’ sense o owne ship in luences hei in ap eneu ial beha io and con ibu es o
enhanced ask pe o mance ou comes wi hin o ganiza ional se ings. A sample o ull- ime
employees based in he Uni ed S a es p o ided 523 esponses on an online ques ionnai e.
The hypo heses we e es ed using Sma PLS. The indings suppo ha in ap eneu ial
beha io exhibi s ull media ion o ask pe o mance’s ela ionship wi h psychological own-
e ship. The ou comes indica e ha when employees eel a sense o pe sonal esponsibili y
and a achmen o hei wo k, i signi ican ly os e s hei inno a i e ac ions and enhances
hei pe o mance, he eby con ibu ing o o ganiza ional success. This s udy con ibu es o
he exis ing li e a u e by a guing ha employees who eel a ached o he o ganiza ion ake
mo e esponsibili y, imp o e pe o mance, and p oac i ely es ablish c ea i e inno a ions
o os e o ganiza ional success. S udy limi a ions and ecommenda ions a e discussed.
Keywo ds: in ap eneu ship; psychological owne ship; ask pe o mance; media ion
1. In oduc ion
Employees’ beha io and a i udes wi hin an o ganiza ion a e highly ins umen al o
i s e iciency and, hus, i s compe i i eness (Nasi oglu Elidemi e al.,2020). Employee job
pe o mance de ines he e ec i eness and e iciency o indi iduals in mee ing hei assigned
wo k oles and esponsibili ies (Van Sco e & Mo owidlo,1996) and is cha ac e ized
as con ex ual o ask pe o mance (Coleman & Bo man,2000). The dimension o “ ask
pe o mance” (TP) co e s ac i i ies unde aken by employees as pa o hei job desc ip ion,
pa icipa ing di ec ly in o ganiza ional p oduc i i y (Coleman & Bo man,2000). The e is a
widely held iew ha employee wo k pe o mance ac i ely in luences eams, depa men s,
and o ganiza ion’s p oduc i i y, e iciency, and o e all e ec i eness (Ca pini e al.,2017).
Consequen ly, o ganiza ions a e in e es ed in he ac o s o enhancing hei human asse s
abili ies (Meije ink e al.,2022).
Employees’ psychological a achmen s o an o ganiza ion can also cause bo h be-
ha io al and a i udinal consequences, acili a ing a con inuous associa ion wi h ha
o ganiza ion (Pie ce e al.,2001). Employees’ pe cep ion o “psychological owne ship” (PO)
is cen al o hei ela ionships wi hin and wi h hei wo kplace and inculca es enhanced
esponsibili y and commi men (Pie ce e al.,1991;Van Dyne & Pie ce,2004). This esul s
Adm. Sci. 2025,15, 127 h ps://doi.o g/10.3390/admsci15040127
Adm. Sci. 2025,15, 127 2 o 24
in imp o ed TP and accoun abili y, con ibu ing di ec ly o he o ganiza ion’s success
(Md-Sidin e al.,2009;L. Wang e al.,2019). PO is de ined as a s a e in which indi iduals
eel he owne ship a ge belongs o hem besides allowing he expansion o one’s sel - iew
o include he objec o owne ship (Pie ce e al.,2003;Van Dyne & Pie ce,2004). Employees’
eelings o owne ship o he o ganiza ions in which hey wo k can be o e whelmingly pos-
i i e o hose o ganiza ions (Dawkins e al.,2017). Dis inc om o he a achmen - ela ed
a iables (e.g., o ganiza ional commi men and o ganiza ional iden i ica ion), he unique
a ibu e o PO is he eeling o possessi eness; hence, employees eel ha he o ganiza ion
is in some way hei own (Pie ce e al.,2003).
In ap eneu ship has gained signi ican in e es in scien i ic esea ch and business
p ac ices. I s impo ance has inc eased la ely, gi en i s demons able ole in inno a ion,
pe o mance, compe i i eness, and e u ns (Gal án-Vela e al.,2021;He nández-Pe lines
e al.,2022). Fi ms desi e o os e “in ap eneu ial beha io ” (IB) and mo e e icacious
IB decision-making in e nally o imp o e compe i i eness (Melo i´c e al.,2022). IB has
been ound o s imula e sus ainable g ow h, e lec ing he need o align economic wi h
socio-en i onmen al objec i es (Méndez-Picazo e al.,2021). Pincho and Sol ani a ’s (2021)
pionee ing explana ion o “in ap eneu ship” e e s o i as en ep eneu ship by indi id-
uals “wi hin” exis ing o ganiza ions. I pe ains o he ole o employees who con ibu e
o c ea ing inno a ions o any kind wi hin an o ganiza ion (J. De Jong & Wenneke s,
2008). The en ep eneu ship li e a u e usually dis inguishes be ween IB and “co po a e
en ep eneu ship”, which a e bo om-up and op-down phenomena (i.e., d i en by em-
ployees o managemen ), espec i ely (J. P. J. De Jong e al.,2015). IB is a key elemen o
e ec i e employee pe o mance since he cu en business en i onmen lacks p edic abili y,
making high le els o adap i i y and p oac i i y necessa y (Co in e al.,2020;G i in e al.,
2007;Ri ala e al.,2021).
Recen ly, he e has been an inc ease in s udies ha link PO wi h o ganiza ional bene i s,
such as employee a i udes and beha io in he wo kplace (Zhang e al.,2021); howe e ,
only a ew s udies conside ed he possibili y ha he eeling o owne ship may ca alyze
employees’ desi es o imp o e hei own pe o mance (Dawkins e al.,2017). The di e se
indings o exis ing s udies ange om PO encou aging employees o imp o e hei pe o -
mance (B own e al.,2014;Van Dyne & Pie ce,2004) o indings indica ing no signi ican
e ec s (Mayhew e al.,2007). Such di e gen ou comes highligh ha he ela ionship
be ween PO and TP has no been de ini i ely ecognized, and he e is s ill a need o u he
in es iga ion.
The e iewed PO li e a u e demons a es ha he e ec o PO on IB and TP is unde -
s udied (A a si e al.,2021;P ase yo & Napi upulu,2019). This is qui e in e es ing because
p e ious esea ch on o ganiza ional beha io sugges s ha inno a ion and c ea i i y a e
impo an ac o s (in addi ion o PO) in e ms o whe he employees pa icipa e in en-
ep eneu ship (A ey e al.,2009;Van Dyne & Pie ce,2004). Recen ly, IB was acknowledged
o ha e a posi i e ela ionship wi h o ganiza ional pe o mance (Fellnho e e al.,2016),
consequen ly leading o a esea ch ocus on cha ac e is ics and demog aphic a iables ha
di e en ia e in ap eneu s and o he employees (e.g., Huang e al.,2021;Neessen e al.,
2019) o help hem main ain compe i i e pe o mance. Howe e , ew esea che s ha e
examined he possible e ec o IB on employee wo k pe o mance (Mahmoud e al.,2022).
Mo eo e , PO is e y poo ly unde s ood in e ms o i s impac s and ela ions wi h o he
a iables in o ganiza ional ou comes (Dawkins e al.,2017;Felde mann & Hiebl,2022).
Thus, examining he media ing mechanisms wi hin an o ganiza ional con ex is i al and
con ibu es o he heo e ical ields o PO. A e iew o he exis ing li e a u e p oposes
ha IB and PO a e a cu en and cen al issue (Alghamdi & Badawi,2023;Ba ool e al.,
Adm. Sci. 2025,15, 127 3 o 24
2023;Gawke e al.,2018;L. Wang e al.,2019); howe e , he media ing ole o IB in he
ela ionship be ween PO and TP is unde -explo ed (P ase yo & Napi upulu,2019).
These gaps in he li e a u e may hinde ou unde s anding o concep s and minimize
hei p ac ical applica ions. Acco dingly, his s udy aims o examine he media ing ole
o IB in he ela ionship be ween PO and TP. The cen al esea ch ques ions guiding
his s udy a e he ollowing: (1) Does employees’ sense o PO in luence hei TP wi hin
o ganiza ional se ings? (2) Does IB media e he ela ionship be ween PO and employee
TP? We answe hese by combining he PO heo y (Van Dyne & Pie ce, 2004) and sel -
e i ica ion heo y (SVT) (W. B. Swann & Buh mes e ,2012;W. Swann & Pelham,2002) o
explain ha employee IB media es he ela ionship be ween PO and TP.
PO heo y sugges s ha PO’s sense o possessing angible o in angible objec s cul-
i a es eelings o e icacy. This eeling o e icacy is e lec ed in one’s belie in hei
compe encies and capabili ies (Dawkins e al.,2017;Pie ce e al.,1991). As such, eeling like
an o ganiza ion owne migh esul in posi i e sel - iews o being a capable in ap eneu
o inno a o . Fo ins ance, employees who os e a high le el o PO eel as hough hey a e
he o ganiza ion’s owne s. This mindse means aking ull esponsibili y and accoun abili y
o decisions ega ding o ganiza ional des iny as well as p oac i ely emb acing isks when
choosing inno a i e oppo uni ies ha may enhance he g ow h o he o ganiza ion. In
he en ep eneu ship li e a u e, his is e e ed o as “en ep eneu ial sel -e icacy”, which
e e s o employees’ sel -di ec ed d i e and capabili y o engage in en ep eneu ial ac i i ies
e ec i ely (Zhao e al.,2005).
While PO heo y sugges s ha employees who eel like owne s will de elop posi i e
sel - iews o hemsel es as capable in ap eneu s, i alls sho o explaining how eelings
as business owne s migh e ol e in o imp o ing TP. We, he e o e, u n o SVT which
p oposes ha indi iduals a e d i en o con i m hei sel - iews, desi ing o he s o pe cei e
hem as hey see hemsel es (Shephe d & Haynie,2011;W. Swann,1982). Thus, while we
d aw om PO heo y o sugges ha eeling owne ship elici s posi i e sel - iews o being a
skilled in ap eneu , we u he heo ize ha he de elopmen o hese posi i e sel - iews
will mo i a e employees o sel - e i y hei abili y o inno a e and make calcula ed isks by
ul illing egula wo k ole equi emen s ou s andingly.
We he e o e heo ize ha employees wi h high le els o PO will also show high le els
o IB and TP. As such, hey will be able o e i y hei sel - iews (as in ap eneu s) and signal
o hemsel es and o he s ha hey a e indeed capable o imp o ing hei TP, speci ically in
a highly compe i i e employmen en i onmen . This need o sel - e i ica ion is conside ed
a signi ican sou ce o human beha io since indi iduals a e mo i a ed o ake ac ion o
con i m hei sel - iews. These wo heo e ical aspec s allow us o p o ide a comp ehensi e
unde s anding o mo i a ion and beha io in he wo kplace.
This s udy con ibu es o he PO li e a u e by showing how PO can imp o e employees’
pe o mance. Se e al s udies ha e demons a ed he posi i e e ec o PO on employee
wo k beha io and a i ude (Hao e al.,2024;Van Dyne & Pie ce,2004;Zhang e al.,2021),
and we add o he limi ed li e a u e on he mechanisms o PO encou aging employee
TP h ough IB as a no el media o . The only s udy speci ically ound o ela e PO o
en ep eneu ship was by Ham ick e al. (2024), who ound ha PO can enhance employees’
pe o mance, while simul aneously (and coun e -p oduc i ely) inspi ing hem o lea e he
o ganiza ion and s a hei own en u e. Con e sely, we claim ha while PO can boos
en ep eneu ial in en ions, his is mo e likely o be di ec ed o he o ganiza ion’s bene i , as
employees, in exhibi ing IB, a e ipso ac o al eady a ached o i emo ionally.
This claim adds o he PO li e a u e (A ey e al.,2009) by conside ing IB o be a
p o-o ganiza ional beha io al ou come. Fu he mo e, his s udy iden i ies PO as an an-
eceden o IB, suppo ing he claim ha employee IB is an e ec i e way o e alua e hei
Adm. Sci. 2025,15, 127 4 o 24
belongingness (Siege e al.,2013). The indings indica e ha imp o ed IB can a ise om
employees’ acc uing an owne ship idea ion conce ning he o ganiza ion in which hey
ope a e. This posi s ha PO is a signi ican d i e o IB. The in e disciplina y esea ch
s a egy u ilized in his esea ch con ibu es o a mo e comp ehensi e unde s anding o
such complex phenomena. Besides in eg a ing he PO and SVT heo e ical pa adigms, we
can o e a be e insigh in o how PO in luences IB and, in u n, a ec s TP.
The nex sec ions explain he s udy’s heo e ical backg ound, suppo ing heo ies, and
applied me hodology used o de i e heo e ical and empi ical implica ions, ollowed by
he esul s and discussion.
2. Li e a u e Re iew
2.1. Psychological Owne ship
PO is de ined as “a s a e in which indi iduals eel as hough he a ge o owne ship
(o a piece o ha a ge ) is hei s”(Pie ce e al.,2003). PO e lec s an a ec i e and cogni i e
belie employees eel owa d hei o ganiza ions, which can be o e whelmingly posi i e
o hose o ganiza ions. Because employees conside hei o ganiza ion o be pa o
hei sel -iden i ies (Belk,1988), hey de elop posi i e a i udes owa d i (Van Dyne &
Pie ce,2004). PO is dis inguished om o he o ms o a achmen in ha i is no based
on ela ional p ocesses such as hose o med du ing in e pe sonal in e ac ion and social
exchange (Dawkins e al.,2017), bu ins ead is an iden i y-based p ocess and o ms he
basis o employees’ o ganiza ional membe ship (Pie ce e al.,2003). The appeal o he
concep has con inually inc eased in s udies o o ganiza ional beha io and human esou ce
managemen (A ey e al.,2009;Ba ool e al.,2023). In his s udy, we mainly ocus on PO
di ec ed a he o ganiza ion, as p e ious s udies demons a e ha o ganiza ion-based PO is
a s onge p edic o o key employee a i udes han job-based PO (Dawkins e al.,2017).
P io s udies ha e demons a ed ha PO has an explana o y powe in p edic ing
employees’ pe o mance (Zhang e al.,2021). Schola s ha e explained he PO mo i a ion
as i in uses sel -e icacy, a sense o belongingness, and a aining sel -iden i y (Pie ce e al.,
2003). The ul illmen o such needs explains why employees who de elop possessi e
eelings owa d hei o ganiza ions a e s imula ed by his PO o p esen a ec -d i en
beha io s, such as TP and OCBs (Dawkins e al.,2017).
2.2. Task Pe o mance
Job pe o mance de ines employee’s ask achie emen and ole ul illmen (Van Sco e
& Mo owidlo,1996). Resea che s ca ego ize job pe o mance as con ex ual o TP, he la e
o which consis s o all employees’ ac i i ies included in he con en ional expec a ions o
hei ole in ela ion o o ganiza ional p oduc i i y (Coleman & Bo man,2000). G owing
esea ch has examined he posi i e e ec s o PO on employee a i udes, mo i a ion, and
beha io in pe o ming gi en asks (Pie ce e al.,2001), inding ha PO is associa ed wi h
o ganiza ional ci izenship beha io s (Van Dyne & Pie ce,2004), a ec i e commi men
(A ey e al.,2009), job sa is ac ion (A ey e al.,2012), openness o changes (Liu e al.,2019),
as well as educed wo kplace de iance (Dawkins e al.,2017).
3. Theo e ical Backg ound and Hypo hesis De elopmen
3.1. Psychological Owne ship and Task Pe o mance
The psychological a i udes o employees could posi i ely main ain hese beha io s as
esea che s explain ha he main componen s o PO a e au onomy (Mum o d e al.,2002)
and sel -e icacy (Tie ney & Fa me ,2011), which inspi e indi iduals wi h highe le els o
PO o c ea e mo e o ganiza ional ou comes. Dis inc “p omo i e” and “p e en a i e” o ms
o PO we e sugges ed by A ey e al. (2009), who concep ualized PO based on egula o y
Adm. Sci. 2025,15, 127 5 o 24
ocus heo y, which p oposes ha he e a e wo sel - egula o y sys ems in indi iduals
(Higgins,1997,1998).
P omo i e sel - egula ion ela es o accomplishmen s and is conce ned wi h ul illing
aspi a ions, which may lead o a willingness o ake isks. I comp ises ou dimensions
necessa y o mo i a e de elopmen and imp o emen : sel -e icacy, accoun abili y, sense
o belongingness, and sel -iden i y. Employees wi h p omo i e PO a e mo e willing o
enhance hei wo k pe o mance when hey pe cei e ha his imp o ed pe o mance may
bene i he o ganiza ion because hey pe cei e o ganiza ional enhancemen as pe sonally
ul illing (A ey e al.,2009).
On he o he hand, he p e en a i e sel - egula ion sys em is conce ned wi h obliga ions
and de ises goals o educe punishmen . Employees wi h a p e en a i e app oach o PO may
be less willing o modi y he cu en pe o mance because hey seek o main ain he s a us
quo and a oid change and isk po en ial o ensu e p edic abili y, s abili y, and sa e y; hence,
hey may expe ience anxie y ega ding pe o ming hei jobs (A ey e al.,2009).
Al hough he e has been inc easing a en ion owa d unde s anding he impac s o
PO on employee pe o mance (Mayhew e al.,2007;Van Dyne & Pie ce,2004;Wagne e al.,
2003), s udies ha e eached inconsis en indings. Fo example, Bai e al. (2024) examined
he impac o job-based PO on inno a i e wo k beha io and job pe o mance, bu ound
no signi ican p edic i e in luence. Simila ly, Mayhew e al. (2007) ound a non-signi ican
ela ionship be ween o ganiza ion and job-based PO and job pe o mance. In con as , a
ecen me a-analysis showed ha PO can g ea ly inc ease employee pe o mance ela i e o
iden i ica ion wi h and commi men o he o ganiza ion (Zhang e al.,2021). A use ul s udy
o o ganiza ion-based PO and supe iso - a ed job pe o mance demons a ed ha i s e ec
on job pe o mance was ma ginally signi ican (Van Dyne & Pie ce,2004). Likewise, B own
e al. (2014) ound a s ong ela ionship be ween job-based PO and sales pe o mance.
Such s udies claim ha PO mo i a es employees o gene a e inno a i e and o iginal
ideas o he o ganiza ion’s bene i (Lee & Kim,2021), and o pu g ea e e o in o hei
oles (B own e al.,2014). Based on PO heo y, we a gue ha employees who de elop a
sense o PO and hemsel es as “owne s” pe cei e he a ge o owne ship (o ganiza ion) as
pa o hei sel -concep and, ul ima ely, hei sel -iden i ies (Pie ce e al.,2003). Hence,
PO gene a es eelings o sha ed esponsibili y o he o ganiza ion’s success. I mo i a es
hem o engage in beha io s ha ad ance and p o ec he o ganiza ion (TP) o sus ain
and enhance hei consis en sel -images as capable and skilled indi iduals. Such an
a gumen is consis en wi h p e ious s udies showing ha PO encou ages a sense o
esponsibili y h ough ex ensi e e o s ha bene i he o ganiza ion (C. H. Pa k e al.,2013)
and demons a ing a posi i e in luence o PO on pe o mance (Han e al.,2015;Mus a a &
Sim,2022). Based on he p e ious discussion, we p opose he ollowing:
H1. PO signi ican ly and di ec ly a ec s TP.
3.2. Psychological Owne ship and In ap eneu ship Beha io
O ganiza ions a e in e es ed in building a cul u e ha p omo es hei s a egic ision
and encou ages c ea i i y o imp o e pe o mance om he employee o he o ganiza ion-
wide le el (Blanka,2019;Giang & Dung,2022;Ma i z,2010). In ap eneu ship is a bo om-
up ini ia i e by employees wi hin an o ganiza ion, aking he d i e o s a inno a ions
wi hou explici ag eemen om op managemen o in oduce new ideas o he company’s
bene i (S. Pa k e al.,2014). Thus, esea che s de ine IB as pu suing, e alua ing, and
exploi ing inno a i e oppo uni ies wi hin an o ganiza ional con ex (Bae e al.,2014;
Gielnik e al.,2017). These p ac ices inspi e a cul u e o c ea i i y and p omo e indi idual
inno a ion and en ep eneu ship in o ganiza ions (Pincho ,1985). The IB li e a u e co e s
h ee commonly ci ed dimensions: being inno a i e, aking app op ia e isks, and being
Adm. Sci. 2025,15, 127 6 o 24
p oac i e (J. P. J. De Jong e al.,2015), o which a ecen s udy added beha io s o “s a egic
enewal” and “new business en u ing” (Giang & Dung,2022).
Resea che s a emp ing o unde s and IB’s an eceden s ha e demons a ed ha com-
bining indi idual and o ganiza ional ac o s acili a es en ep eneu ial beha io in o ga-
niza ions. Fo example, ins umen al o ganiza ional-le el ac o s include managemen
suppo , ewa ds, and o ganiza ional bounda ies (Ho nsby e al.,2002;Ku a ko e al.,
2005). Meanwhile, indi idual-le el a ibu es ha e been ecognized as disposi ional ai s,
demog aphic cha ac e is ics, alues, and a i udes (Blanka,2019;Heinonen & Toi onen,
2008;Neessen e al.,2019). Mo e ecen ly, psychological s a es ha e been shown o a ec
en ep eneu ial beha io (Siege e al.,2013), sugges ing ha sel -con idence and ini ia i es
in luence en ep eneu ial beha io (Heinonen & Toi onen,2008). Howe e , he indi idual-
le el psychological an eceden s o in ap eneu s s ill equi e mo e in es iga ion (Dawkins
e al.,2017;Mahmoud e al.,2022).
Employees’ eelings o owne ship o he o ganiza ion become an ex ension o hei
sel -concep (Van Dyne & Pie ce,2004). This expansion o one’s sel -concep can appea in
he o m o indi iduals’ posi i e belie s in e ms o hei abili y o con ol o in luence he
objec o owne ship (Dawkins e al.,2017). The concep o he “ex ended sel ” wi h ega d
o PO sugges s he iden i ica ion o employees wi h hei o ganiza ions, whe eby wo ke s
eel ha he o ganiza ion in which hey wo k is aligned and o some deg ee in eg a ed
wi h hei own sense o sel . This imbues a con inuum o sel -iden i y ha encompasses
o ganiza ional ac i i ies and goals, whe eby employees pe cei e ha hei own in e es s
and goals a e aligned wi h hose o he o ganiza ion and, consequen ly, wo k ha d o
hemsel es and ipso ac o o he o ganiza ion (Pie ce e al.,2004).
This also ela es o PO being associa ed wi h an inc eased sense o pe sonal espon-
sibili y o he a ge o possession (Pie ce & Jussila,2011). The e o e, employees who
expe ience a sense o PO will ha e in insic mo i a ion and a eeling o esponsibili y
owa d hei o ganiza ion and will p oac i ely assume esponsibili y o hei wo k ou -
comes. Such employees may be mo e p oac i e in using a ailable esou ces o imp o e
hei o ganiza ion’s si ua ion by olun a ily engaging in IB o de elop and exploi business
oppo uni ies (Jussila e al.,2015). The eeling o esponsibili y implies ha hei pe cep-
ions o hei oles will expand, making hem mo e likely o mo e beyond he bounda ies
se by hei ac ual oles (P ase yo & Napi upulu,2019) and p omo e hei a i udes owa d
change (Pie ce & Jussila,2011).
P e ious s udies ha e also ound ha PO is signi ican ly ela ed o ex a- ole beha io
(Mayhew e al.,2007;O’D iscoll e al.,2006). Employees who ha e high le els o PO
engage in p o-o ganiza ional and collec i is ic beha io s, seeking o a ain o ganiza ional
objec i es such as p o i abili y and g ow h (D.-S. Chung,2019). This means ha PO can
mo i a e employees o engage in IB. In his ega d, Mus a a e al. (2016) discussed he
mechanisms by which PO mo i a es engaging in en ep eneu ial beha io in business.
Fi s , owne ship encou ages a sense o pe sonal esponsibili y owa ds he i m, esul ing
in employees’ need o exp ess hei ca e by p esen ing he willingness o nu u e hei i m.
Mo eo e , PO inspi es eelings o empowe men and au onomous leading in hose who
eel he owne ship o he business has an impac on business ac ions and des iny. Finally,
he owne ship abili y o inspi e a sense o con ol leads hose eeling high PO o eel he
abili y o con ol he en i onmen . The sel -e icacy heo y explains his in e ms o he
con ol he employee eels o e hei abili y o o m he en i onmen being conduci e o a
g ea e likelihood ha hey will pa icipa e in IB.
Also, his eeling o belongingness s eng hens employees’ p op ie a y idea ion and
pe cei ed esponsibili y owa ds hei o ganiza ion, which ene gizes hem o pa icipa e in
ac i i ies beyond he na ow scope o hei o mal and compulso y du ies (i.e., IB) (Liu e al.,
Adm. Sci. 2025,15, 127 7 o 24
2019). Resea che s ha e speci ically no ed ha PO is posi i ely ela ed o inno a ion among
employees in hei beha io in he wo kplace (Y. W. Chung & Koo Moon,2011;Woo e al.,
2019). Feelings o owne ship may also inspi e posi i e e alua i e judgmen s, p omo ing
employees o ecip oca e o ganiza ionally bene icen beha io s (Pie ce e al.,2004), such
as IB. I has been abundan ly a es ed by p e ious s udies ha g ea e PO is associa ed
wi h g ea e p oac i eness among employees (Van Dyne & Pie ce,2004), including aking
sel -ini ia ed, an icipa o y ac ions (Pa ke e al.,2010;Wagne e al.,2003).
Despi e he impo ance o PO as a posi i e a i ude and IB as cons uc i e wo kplace
de iance, i has a ely been s udied un il e y ecen ly (Yıldız e al.,2015), and ew e-
sea che s ha e examined he ela ionship be ween PO and IB (Giang & Dung,2021;Mus a a
e al.,2016). We p opose ha employees wi h mo e PO expe ience g ea e pe cei ed e-
sponsibili y o o ganiza ional ac i i ies (Pie ce e al.,2004), and ha his is associa ed wi h
inc eased IB due o g ea e command o e en i onmen al esou ces and oppo uni ies
(Bandu a,1997). Such emo ional s a es can ul ima ely esul in IB and o he p oac i e ai s
and ac i i ies (Sp ei ze ,1995). Though hese beha io s a e beyond he scope o o mal job
de ini ions, hey add alue o o ganiza ions and help achie e o ganiza ional goals (Robbins
& Galpe in,2010), due o he close alignmen o he la e wi h employees’ own sel -e icacy
and needs, as discussed abo e (Zhao e al.,2005).
I should be no ed ha he e a e some po en ial d awbacks o PO, as demons a ed by
nume ous s udies, such as an inc eased endency o igno e e hical issues and engage in “p o-
o ganiza ional” une hical beha io (e.g., employees bending o b eaking he ules when
his is pe cei ed o be in he o ganiza ion’s bes in e es s) (Ba ool e al.,2023;Umph ess
e al.,2010;L. Wang e al.,2019;Xu & L ,2018). High le els o PO migh push employees o
engage in une hical beha io s in he in e es o he o ganiza ion whe eas s onge eelings
o owne ship s imula e employees o hide knowledge om co-wo ke s as hey belie e i is
hei a ge o owne ship ha belongs o hem (Ba ool e al.,2023). Those employees wi h
high PO would ha e s onge a oidance mo i a ion by ocusing on a oiding losses and
p o ec ing hei owne ship, leading hem o display a s onge endency o exhibi nega i e
wo kplace beha io s such as e i o ial beha io and knowledge hiding (L. Wang e al.,
2019). As PO is a double-edged swo d, manage s should be mind ul and p o ide co ec
guidance o employees’ p o-o ganiza ional beha io s (Xu & L ,2018). On he o he hand,
W. Wang e al. (2024) claimed ha PO induces an indi idual’s sel -e icacy, which in u n
enhances sel -es eem and p e en s he endency o beha e une hically.
Howe e , we a gue ha IB can, in gene al, be conside ed a legi ima e ool whe eby
employees can exp ess hei conce ns o ensu e he g ow h and su i al o he o ganiza ion
(Ho nsby e al.,2002;Ku a ko e al.,2005). Ou a gumen is based on he assump ion ha
owne ship mo i a es employee’s IB h ough i s e ec on eelings o empowe men and
au onomy and hei impac on company ac ions, decisions, and pe o mance (Van Dyne &
Pie ce,2004). A ecen se o s udies showed ha employees who eel empowe ed a e mo e
likely o be c ea i e and engage in en ep eneu ial beha io (Alghamdi & Badawi,2023;
Bha naga ,2012).
As p e iously discussed, he p omo i e aspec o PO enhances pe o mance; we a gue
ha i also in luences employee IB. Employees wi h s ong eelings o o ganiza ional PO
a e mo e willing o mo e beyond he con ac obliga ions and ha e a p omo i e ocus
conce ned wi h ul illing hopes o bene i he o ganiza ion. They exhibi hei ca e by
inc easing hei willingness o ake isks ha a e s a egically aligned wi h he long- e m
objec i es o he o ganiza ion (A ey e al.,2009). Thei accoun abili y and mo i a ion
o imp o e he o ganiza ional ou come will balance cau ion wi h oppo uni y in a way
ha ul ima ely bene i s he o ganiza ion. Based on he p e ious discussion, we p opose
he ollowing:
Adm. Sci. 2025,15, 127 8 o 24
H2. PO signi ican ly and di ec ly a ec s IB.
3.3. In ap eneu ship Beha io and Task Pe o mance
IB can be seen as a i al sou ce o o ganiza ional g ow h and success as i posi i ely
impac s bo h indi idual and o ganiza ional pe o mance (Fellnho e e al.,2016). The
li e a u e suppo s cul i a ing in ap eneu ial en i onmen s ela ed o highe p o i s and
sales g ow h, imp o ed pe o mance, and inc eased employee sa is ac ion (Aue An oncic
& An oncic,2011). Howe e , s udies on he posi i e e ec o IB on TP a e lacking (Mahmoud
e al.,2022).
When wo ke s p ac ice c ea i i y and inno a ion, his posi i ely ex ends hei ange
o skills, hus in luencing hei pe o mance (Geisle ,1993;Haya i & Caniago,2012). Fo
ins ance, Be isha e al. (2020) sugges ed ha employees’ ini ia i e o imp o e hei wo k
empowe s hem o be op pe o me s. Whe e he unidimensional IB is he summa ion
o isk aking, p o-ac i eness, and inno a i eness (Mahmoud e al.,2020), i allows us o
concep ualize IB as a i al esou ce o oppo uni y exploi a ion (Co in & Sle in,1991) as
well as o imp o ing employee pe o mance (Baka e al.,2015;Mahmoud e al.,2018).
The SVT ega ding he mo i a ional p ocess allows us o a gue ha IB can posi i ely ela e
o imp o ed TP, as employees ying o e i y hei abili ies o pe o m wo k ou s andingly
a e likely o be mo e inno a i e and p oac i e in ap eneu s (Gawke e al.,2018). This
p emise allows hem o posi ion hemsel es as expe s in mee ing hei wo k equi emen s,
he eby pe mi ing hem o ake calcula ed isks ha can lead o o ganiza ional ad an age.
In ap eneu s hink ac oss di e en o ganiza ional uni s’ bounda ies, which p o ides
hem wi h he abili y o push c ea i i y, he exchange o ideas and knowledge, and s a egic
enewal. They also ac p oac i ely in ne wo ks and es ablish ela ionships inside and
ou side he o ganiza ion (Pincho & Sol ani a ,2021). These skills and ies enable hem o
be open-minded and disco e oppo uni ies o enhance hei TP. Also, schola s assume
ha IB con ibu es o a mo e esou ce ul wo k con ex (Mc adzean e al.,2005) as well as o
pe sonal achie emen . The sel -ini ia ed e o (inno a ion and oppo uni y exploi a ion)
inc eases posi i e a ec and ene gy a wo k. Such expe iences may ene gize employees
o handle wo k asks mo e e ec i ely (Gawke e al.,2018). The e o e, we hypo hesize
he ollowing:
H3. IB signi ican ly and di ec ly a ec s TP.
3.4. In ap eneu ship Beha io Media es Be ween PO and TP
PO is an ex ended sel - eeling o he objec o owne ship, whe eby employees de elop
sel - iews abou hemsel es as business owne s; hey will s i e o enhance hei cu en
pe o mance o ensu e con inued sel - e i ica ion. SVT sugges s ha e o ul mo i a ion
o sel - e i ica ion may ha e pe o mance-enhancing e ec s (W. B. Swann & Buh mes e ,
2012;W. Swann & Pelham,2002). Fo ins ance, indi iduals y o demons a e o hemsel es
and o he s hei abili y o achie e high pe o mance by alloca ing hei ene gy and cogni i e
esou ces owa d imp o ing cu en wo k ou comes (Cable & Kay,2012). Employees may
eel in e es ed in demons a ing hei skills and compe encies by engaging in IB o e i y
sel - iews and signal ha hey a e p o icien in pe o ming be e in hei cu en wo k
asks, speci ically conside ing he ela i i y o being desc ibed as a op pe o me in he
employmen con ex .
PO also ela es o a sense o con idence in abili ies and con ol, leading o employees
se ing highe expec a ions and aiming o supe io goals (e.g., en ep eneu ial p ojec s),
which leads o inc eased wo k e o . Reaching hese goals success ully and being on
op in pe o mance con i ms employees’ sel - iews (Bandu a,1997). Indeed, schola s
p opose ha employees can inc ease hei wo k pe o mance le els by demons a ing
Adm. Sci. 2025,15, 127 15 o 24
Table 8. P edic i e ele ance and powe o endogenous a iables.
Exogenous Va iables Endogenous Va iables Q2R2
PO TP 0.12 0.08 *
IB
PO IB 0.27 0.31 ***
No e. *** p< 0.001, * p< 0.05.
5.4. Hypo hesis Tes ing
The analysis esul s o he di ec e ec s (Table 6) e ealed ha PO was an insigni ican
p edic o o TP (
β
= 0.02, = 0.42 p< 0.68) ejec ing
H1
. Mo eo e , PO was a signi ican
p edic o o IB (
β
= 0.45, = 10.89, p< 0.001) accep ing
H2
. Fu he , he analysis showed
ha IB was a signi ican p edic o o TP (β= 0.40, = 8.08, p< 0.001) accep ing H3.
The media ion analysis esul s (Table 7) showed ha IB media es be ween PO and TP.
The indi ec ela ionship was signi ican (
β
= 0.18, = 7.27, p< 0.001), accep ing
H4
and
indica ing a ull media ion ole o IB. Figu e 2displays he s a is ical model o media ion.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 15 o 25
Table 8. P edic i e ele ance and powe o endogenous a iables.
Exogenous Va iables Endogenous Va iables Q
2
R
2
PO TP 0.12 0.08 *
IB
PO IB 0.27 0.31 ***
No e. *** p < 0.001, * p < 0.05.
5.4. Hypo hesis Tes ing
The analysis esul s o he di ec e ec s (Table 6) e ealed ha PO was an insigni i-
can p edic o o TP (β = 0.02, = 0.42 p < 0.68) ejec ing H1. Mo eo e , PO was a signi i-
can p edic o o IB (β = 0.45, = 10.89, p < 0.001) accep ing H2. Fu he , he analysis
showed ha IB was a signi ican p edic o o TP (β = 0.40, = 8.08, p < 0.001) accep ing
H3.
The media ion analysis esul s (Table 7) showed ha IB media es be ween PO and
TP. The indi ec ela ionship was signi ican (β = 0.18, = 7.27, p < 0.001), accep ing H4
and indica ing a ull media ion ole o IB. Figu e 2 displays he s a is ical model o me-
dia ion.
Figu e 2. The s a is ical model o media ion.
6. Discussion
6.1. Main Ou comes
The s udy p oposed a media ing model o examine he e ec s o PO on TP. U iliz-
ing PO heo y (Van Dyne & Pie ce, 2004) and he SVT (W. B. Swann & Buh mes e , 2012;
W. Swann & Pelham, 2002), we hypo hesized ha IB would ac as an explana o y mech-
anism ha explains he ela ionship be ween employee psychological s a us and hei
beha io . Mo e speci ically, his pape es ed he indi ec ela ionship o PO on TP
h ough IB. The esul s con i m all hypo heses excep o he di ec ela ionship be ween
PO and TP, which was ound o be insigni ican , hus indica ing he ull media ion ole
o IB be ween PO and TP and success ully answe ing he esea ch ques ions.
The ou comes o his esea ch a e con a y o ou hypo hesis o he di ec impac o
PO on TP, aligning wi h p e ious s udies (Mayhew e al., 2007; Van Dyne & Pie ce,
2004). The ela i ely scan amoun o s udies examining he impac o PO on TP p o-
ides con adic o y esul s, indica ing negligible o non-signi ican e ec s (Dawkins e
al., 2017). To demons a e ou indings, hey imply ha employees eeling a sense o o -
ganiza ional owne ship do no di ec ly mani es his in imp o ed TP e iciency. This
Figu e 2. The s a is ical model o media ion.
6. Discussion
6.1. Main Ou comes
The s udy p oposed a media ing model o examine he e ec s o PO on TP. U ilizing
PO heo y (Van Dyne & Pie ce,2004) and he SVT (W. B. Swann & Buh mes e ,2012;W.
Swann & Pelham,2002), we hypo hesized ha IB would ac as an explana o y mechanism
ha explains he ela ionship be ween employee psychological s a us and hei beha io .
Mo e speci ically, his pape es ed he indi ec ela ionship o PO on TP h ough IB. The
esul s con i m all hypo heses excep o he di ec ela ionship be ween PO and TP, which
was ound o be insigni ican , hus indica ing he ull media ion ole o IB be ween PO and
TP and success ully answe ing he esea ch ques ions.
The ou comes o his esea ch a e con a y o ou hypo hesis o he di ec impac
o PO on TP, aligning wi h p e ious s udies (Mayhew e al.,2007;Van Dyne & Pie ce,
2004). The ela i ely scan amoun o s udies examining he impac o PO on TP p o ides
con adic o y esul s, indica ing negligible o non-signi ican e ec s (Dawkins e al.,2017).
To demons a e ou indings, hey imply ha employees eeling a sense o o ganiza ional
owne ship do no di ec ly mani es his in imp o ed TP e iciency. This could be explained
by he limi ed a iabili y among employees’ ole pe o mance because o ole cons ain s.
The e o e, PO could be less impo an in manda o y ole equi emen s, bu ele an o any
Adm. Sci. 2025,15, 127 16 o 24
oli ional beha io , such as ex a- ole beha io s. Also, such indings sugges ha ex e nal
ac o s (e.g., socio-demog aphic cha ac e is ics and o ganiza ional suppo ac ions) may
subs an ially a ec TP.
The ou comes o ou esea ch a i m p e ious s udies in demons a ing a signi ican
impac o PO on IB (Giang & Dung,2021;Mus a a e al.,2016). This indica es ha employees
who sense owne ship o e hei o ganiza ions a e mo e likely o be p oac i e in sol ing
p oblems and imp o ing ou comes, go beyond he minimum equi emen s, and seek
inno a i e ways o achie e o ganiza ional success (O’D iscoll e al.,2006;Pa ke e al.,
2010;Van Dyne & Pie ce,2004;Wagne e al.,2003). This inding challenges he belie ha
employee PO inc eases he possibili y o exhibi ing dys unc ional de ian beha io (Ba ool
e al.,2023;Umph ess e al.,2010;L. Wang e al.,2019;W. Wang e al.,2024;Xu & L ,2018).
This s udy also empi ically examines he p oposed concep ual model, a guing o he
posi i e impac o IB on TP (Baka e al.,2015;Mahmoud e al.,2018). The s udy ound
suppo o he posi i e di ec impac o IB on TP, con i ming a p e ious s udy (Mahmoud
e al.,2022), and i ex ends he la e ’s esul s by including employees a all le els. Fo
ins ance, IB may assis in building a esou ce ul wo k en i onmen whe e employees can
engage in a sel -di ec ed lea ning and collabo a ion se ing. This con ex enhances he
sense o p o essional g ow h and inc eases posi i e eelings and ene gy a wo k. Such
expe iences ene gize employees o handle wo k asks mo e e ec i ely.
The mos c i ical inding o his s udy is ha PO indi ec ly a ec s TP only h ough
IB. Employees wi h a high sense o owne ship owa ds he i ms in which hey wo k
a e p edisposed o unde ake inno a i e beha io , being p oac i e and aking isks ha
ul ima ely bene i he i m, hus imp o ing pe o mance. Fo ins ance, PO does no di ec ly
enhance TP; ins ead, i mo i a es employees o engage in IB, while in ap eneu ial ac ion
imp o es hei pe o mance. When employees eel a sense o PO o e hei o ganiza ion,
hey a e mo e likely o ake p oac i e ac ions. Those indi iduals who a e d i en by
a sense o esponsibili y and he mo i a ion o imp o e o ganiza ional ou comes will
assess po en ial isks and align hem wi h he long- e m i m objec i es, aiming o gain a
compe i i e ad an age. PO encou ages employees o demons a e IB by aking ini ia i e,
s a egically calcula ing isk, sugges ing imp o emen s, and ackling p oblems c ea i ely.
These beha io s imp o e hei TP as employees become mo e in es ed in inding inno a i e
ways o achie e be e esul s.
Howe e , Van Dyne and Pie ce (2004) demons a ed ha PO encou ages helping
beha io s. This inding sugges s an al e na i e explana ion whe e employees who eel a
s ong sense o owne ship a e mo e inclined o engage in olun a y and suppo i e ac ions
ha bene i bo h hei cowo ke s and hemsel es by igu ing ou al e na i e solu ions o
challenges. Simila ly, PO has also been shown o os e lea ning beha io s, as employees
eel mo e pe sonally in es ed in hei g ow h and he acquisi ion o new skills ha can
con ibu e o hei wo k pe o mance (Dawkins e al.,2017). This aligns wi h he idea ha
PO encou ages beha io s ha ex end beyond wha is equi ed in he job desc ip ion. Also,
employees who eel psychologically a ached o hei o ganiza ion a e o en s imula ed by
a sense o esponsibili y and a e willing o sha e hei insigh s, expe ise, and esou ces,
which leads o imp o ed collabo a ion. Thus, hey con ibu e o knowledge-sha ing and
knowledge- ecei ing beha io s (Han e al.,2010). Since PO can encou age in o ma ion
sha ing and he es ablishmen o high-quali y communica ions wi hin he o ganiza ion
(Ca be y e al.,2024), hese beha io s a e i al o imp o ing decision-making p ocesses
and hus could enhance indi idual ask pe o mance.
Adm. Sci. 2025,15, 127 17 o 24
6.2. Theo e ical Implica ions
This pape has mul iple heo e ical con ibu ions ha shed ligh on possible expla-
na ions ega ding he in e play be ween employee psychological s a us and TP. Fi s , his
pape con ibu es o he li e a u e on PO and PO heo y (Van Dyne & Pie ce,2004) by
a guing o he in luence o employee o ganiza ion-based PO on hei IB. Such in luence is
a gued o bene i hem by inc easing hei TP. Se e al s udies ha e a gued o he impac o
PO in he wo kplace, ye ew ha e in es iga ed IB as an explana o y mechanism h ough
which such an e ec akes place (Hao e al.,2024;Mus a a & Sim,2022;H. Peng & Pie ce,
2015;Zhang e al.,2021). In o he wo ds, employees wi h high le els o PO no only eel
a ached o he o ganiza ion and ake esponsibili y, bu hey also p oac i ely go beyond he
o mal wo k ole expec a ions and es ablish c ea i e inno a ions o os e o ganiza ional
success (P ase yo & Napi upulu,2019).
Addi ionally, he cu en s udy adds o SVT (W. B. Swann & Buh mes e ,2012;W.
Swann & Pelham,2002) by explo ing IB–employee TP issues. Simply pu , in ap eneu s
can enhance hei wo k pe o mance, since expe iencing ex ensi e business in es iga ion
allows hem o gain no el skills ha will la e suppo hei pe o mance. Finally, his
pape con ibu es o he employee wo k pe o mance li e a u e (Coleman & Bo man,2000;
Koopmans e al.,2014) by examining he TP as a beha io al mani es a ion o IB. Fo ins ance,
he s udy in es iga es TP as he ou come o in e es employed by hose who psychologically
eel like he owne s o an o ganiza ion and hose wi h high le els o IB.
6.3. P ac ical Implica ions
Ou s udy has se e al implica ions o p ac ice. O ganiza ions a e ecommended o
cul i a e a sense o PO among hei employees. In de eloping a wo k en i onmen whe e
employees can mani es a deep sense o esponsibili y and a achmen o hei wo k oles,
he o ganiza ion c ea es a p oduc i e wo kplace. Fo ins ance, employees a e mo e likely
o de elop a sense o owne ship when hey unde s and hei ole in he o ganiza ion and
see how hei wo k con ibu es o i s success. Mo eo e , when employees a e in ol ed in
se ing hei wo k goals as well as he o ganiza ion’s goals, hey ake owne ship o hese
goals and eel he esponsibili y o achie ing hem. Also, gi ing employees he eedom o
choose how o app oach asks and challenges and ake he ini ia i e inspi es inno a i e
hinking and expe imen a ion ha con ibu e o he i m’s success.
Mo eo e , o ganiza ions should modi y hei leade ship de elopmen p og ams o
highligh an unde s anding o he ole o empowe ing and in ol ing eam membe s. Lead-
e s can be ained o os e a sense o owne ship wi hin hei eams by in ol ing membe s
in p oblem-sol ing and p ocess imp o emen ini ia i es. Leade s can also lea n how o
gi e hei eam membe s mo e au onomy, decision-making au ho i y, and oppo uni ies
o inno a ion. This, in u n, can posi i ely a ec he ela ionship wi h co-wo ke s and
leade ship and de elop a deepe connec ion o hei oles.
Since IB is he key mechanism linking PO o imp o ed TP, o ganiza ions and manage s
should p omo e IB by gi ing employees he suppo , s uc u e, and esou ces o e i y hei
en ep eneu ial sel - iews. Encou aging he eedom o p opose new se ice o e ings o
ope a ional s a egies s imula es one o hink like an en ep eneu and enables employees
o espond quickly o challenges o oppo uni ies. Hence, o ganiza ions ha cul i a e a
sense o owne ship and IB inc ease job sa is ac ion and pe o mance esul s and educe he
likelihood o employees seeking o he employmen oppo uni ies.
7. Conclusions, Limi a ions, and Recommenda ions o Fu u e Resea ch
Unde s anding he in e play be ween employee PO and hei pe o mance has ecen ly
become inc easingly in e es ing o esea che s. This g owing in e es e lec s a b oade
Adm. Sci. 2025,15, 127 18 o 24
ecogni ion o he signi ican impac ha PO can ha e on a ious o ganiza ional ou comes.
In his s udy, we sugges ha PO in luences employees’ TP indi ec ly by inspi ing IB
h ough ac i i ies such as engaging in inno a ion p ac ices, being p oac i e, and isk
aking. Such expe ience expands employees’ men al and physical skills and abili ies,
allowing o be e TP. PO encou ages employees o pe cei e hei wo k as an ex ension
o hemsel es, mo i a ing hem o ake g ea e ini ia i e and demons a e a heigh ened
sense o esponsibili y; his heigh ened sense o owne ship can ca alyze IB. By engaging in
ela ed beha io s, employees lead o inc eased con idence and au onomy and b oaden hei
knowledge base, which u he suppo s employees’ abili y o pe o m asks e icien ly and
ackle challenges mo e e ec i ely. Thus, psychological owne ship enhances employees’
engagemen and mo i a ion and also indi ec ly in luences hei ask pe o mance by
cul i a ing beha io s essen ial o success in dynamic and compe i i e en i onmen s.
Al hough ou cu en wo k has se e al s eng hs, some limi a ions need u he discus-
sion. Fi s , he da a o his s udy we e collec ed using a sel - epo ed su ey. This migh
p esen conce ns abou gene aliza ion, social desi abili y e ec s, and CMB (Podsako e al.,
2003). Howe e , sel - epo s o PO a e conside ed mo e me hodologically app op ia e
o explo e his a iable, as i is in insically mean o e lec indi iduals’ own pe sonal
insigh s and pe cep ions abou hemsel es (e.g., a he han con en ional p oduc i i y KPIs
in ac ual wo k ou comes) (Van Dyne & Pie ce,2004;Zhao e al.,2005). Also, Fulle e al.
(2016) sugges ed ha s udies using a single sou ce o da a a e no necessa ily p edisposed
o CMB. Ano he limi a ion ega ds he gene alizabili y o he s udy indings. The use
o con enience sampling may in oduce sampling bias. The s udy’s sample may no be
ep esen a i e, es ic ing ou abili y o gene alize he indings o he b oade popula ion.
A u he limi a ion is ha a c oss-sec ional s udy design was employed, whe eby a
snapsho iew o a single ime poin ’s da a was used, which lacks longi udinal insigh s
in o hypo hesized ela ionships o e ime (Bowen & Wie sema,1999). Mo eo e , al hough
his s udy shows ha in ap eneu s unc ion mo e e icaciously, in line wi h exis ing
esea ch (Be isha e al.,2020;Mahmoud e al.,2022), he ela ionship be ween IB and
pe o mance can be complex, and claiming he di ec ion o causali y mus be unde aken
cau iously (Gawke e al.,2018;Ri ala e al.,2021). Fu u e esea ch is ecommended o adop
a longi udinal design when e-examining he s udy’s ela ionships, wi h mul i- ime da a
collec ion (Ployha & Vandenbe g,2010), o mi iga e such limi a ions.
Second, i is wo h no ing ha p io esul s examining he ela ionship be ween PO
and pe o mance ha e been inconsis en (B own e al.,2014;Dawkins e al.,2017;Van
Dyne & Pie ce,2004), which encou ages an examina ion o he p ocesses ha media e his
ela ionship (Van Dyne & Pie ce,2004). This s udy sough o con ibu e o answe ing his
call, inding suppo o IB as a media ing mechanism be ween PO and wo k pe o mance.
Howe e , his p oposed media ed model is open o an ex ension, and o he mode a ing
a iables may be ins umen al be ween PO and IB, as well as be ween IB and TP. Fo
example, u u e s udies can iden i y and in oduce con ex ual ac o s, such as o ganiza ional
cul u es and leade en ep eneu ial o ien a ion.
Thi d, his s udy ocused only on he posi i e consequences o PO. Howe e , some
s udies conclude ha PO may p oduce un a o able beha io , such as knowledge hiding
(Ba ool e al.,2023). Thus, he e is a need o u he esea ch o in es iga e he p edic i e
e ec o PO on p o-o ganiza ional une hical beha io in dep h.
Adm. Sci. 2025,15, 127 19 o 24
Au ho Con ibu ions:
Concep ualiza ion, G.A.D. and N.S.B.; me hodology, G.A.D. and N.S.B.;
so wa e, G.A.D.; alida ion, G.A.D.; o mal analysis, G.A.D.; in es iga ion, G.A.D.; esou ces, G.A.D.;
da a cu a ion, G.A.D.; w i ing—o iginal d a p epa a ion, G.A.D.; w i ing— e iew and edi ing,
N.S.B. and M.A.S.; isualiza ion, G.A.D.; supe ision, N.S.B. and M.A.S.; p ojec adminis a ion,
N.S.B.; unding acquisi ion, G.D, N.S.B. and M.A.S. All au ho s ha e ead and ag eed o he published
e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Ins i u ional Re iew Boa d S a emen :
The s udy was conduc ed in acco dance wi h he Decla a ion
o Helsinki, and he esea ch plan p oposal was app o ed by he Depa men al Council o he
Depa men o Business Adminis a ion a he Facul y o Economics and Adminis a ion (FEA),
King Abdulaziz Uni e si y. In o med consen was ob ained om all indi idual pa icipan s, who
we e assu ed ha hei pa icipa ion was olun a y and ha hey could wi hd aw a any ime
wi hou consequences. No sensi i e o pe sonally iden i iable in o ma ion was collec ed, ensu ing
he p o ec ion o pa icipan s’ p i acy.
In o med Consen S a emen :
In o med consen was ob ained om all subjec s in ol ed in he s udy.
Da a A ailabili y S a emen :
The aw da a suppo ing he conclusions o his a icle will be p o ided
by he co esponding au ho upon easonable eques .
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
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