从离职到回馈：揭示前员工建言的心理所有权机制*

曾恺; 徐凯麒; 徐瑀婧; 段锦云

doi:10.16719/j.cnki.1671-6981.20260511

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心理科学 ›› 2026, Vol. 49 ›› Issue (5) : 1146-1156. DOI: 10.16719/j.cnki.1671-6981.20260511

社会、人格与管理

从离职到回馈：揭示前员工建言的心理所有权机制^*

曾恺 ¹ ,
徐凯麒 ¹ ,
徐瑀婧 ¹ ,
段锦云 ²^,^**

作者信息 +

From Exit to Echo: Unveiling the Psychological Ownership Mechanism of Alumni Voice

Zeng Kai ¹ ,
Xu Kaiqi ¹ ,
Xu Yujing ¹ ,
Duan Jinyun ²^,^**

Author information +

文章历史 +

摘要

通过将建言主体明确扩展至已脱离组织雇佣关系的前员工，打破了建言研究根植于组织内部和基于雇佣关系的现状。此外，借鉴心理所有权理论，揭示了跨组织背景下前员工向原组织建言的发生机制。研究1采用线上两阶段追踪调查的方法收集633名创始人和高管的数据，研究2采用情景实验的方法获取267名员工的数据。分析结果显示：(1)前员工的原组织职级越高越可能向原组织建言；(2)前员工对原组织的心理所有权在上述关系中起到中介作用；(3)前员工的权力感正向调节原组织职级和心理所有权之间的关系；(4)前员工的权力感正向调节心理所有权的中介作用。研究结果揭示了建言行为与心理所有权在跨组织情境下的适用性，为企业的前员工管理提供启发和参考。

Abstract

The increase in employee mobility across organizational boundaries presents challenges and opportunities for knowledge acquisition beyond formal employment frameworks. In this context, this study advances the concept of alumni voice—defined as former employees’ promotive behavior involving the expression of constructive challenges intended to improve their former employers—to investigate two pivotal questions: whether and how former organizational position influences alumni voice, and how personal sense of power moderates this relationship. Building on psychological ownership theory, we explore how employees' organizational positions in the former employer foster alumni voice. Senior employees accumulate valuable skills and knowledge at the former employer, forming a foundation for alumni voice. Psychological ownership mediates this relationship by reflecting continued feelings of control, knowing and investment toward the former organization, while sense of power amplifies this link, further enhancing alumni voice. Thus, this study develops a moderated mediation model that examines how former organizational positions foster alumni voice via enhanced psychological ownership, with personal sense of power amplifying this relationship.

A two-wave online survey involved 633 participants, all of whom were former employees now working as entrepreneurs or in top executive roles. The first wave assessed former organizational position, psychological ownership, and sense of power. The second wave, conducted one month later, measured alumni voice. This study controlled demographic data, including gender, age, education, and tenure. Moreover, unmeasured latent method construct (ULMC) was used to test the potential common method bias (CMB), and the moderated mediation hypothesis was tested using hierarchical regression and PROCESS macro. Additionally, this study employed a 2 (former organizational position: high/low) × 2 (sense of power: high/low) between-subjects experimental design with 267 participants. Using role-playing scenarios to simulate employees transitioning into founding team members post-departure, we successfully validated and confirmed the robustness of our initial survey findings.

The data analysis revealed that a higher former organizational position is associated with a greater willingness to engage in alumni voice, and this link is explained by psychological ownership: individuals in more senior roles reported stronger feelings of “ownership” toward their former organization, which in turn fueled their willingness to engage in alumni voice. Importantly, personal sense of power moderated this relationship: those with a stronger personal sense of power showed a steeper increase in psychological ownership as former organizational position rose, and consequently exhibited a stronger indirect effect of position on alumni voice through ownership. The results of data analysis demonstrated significant direct and indirect pathways, and the indirect effect of former organizational position on alumni voice via psychological ownership was significantly greater at higher levels of sense of power. Together, these results illustrate a moderated-mediation process by which former organizational position drives alumni voice through psychological ownership, with personal power amplifying this indirect effect through psychological ownership.

The theoretical contributions of this study are threefold. First, this study defines and introduces the concept of alumni voice. It positions such voice as a cross-organizational knowledge backflow from former employees, thereby transcending the traditional organizational boundaries that have limited the voice literature to current employees. Second, this study challenges the employment constraint in traditional voice literature that roots voice in employment relationships as an insider obligation. In doing so, it reveals that alumni voice is primarily motivated by affective bonds, representing voluntary knowledge feedback rather than role-based duty. Finally, this study deepens the understanding of psychological ownership by validating its dynamic continuity after employment ends, challenging static perspectives. Practically, organizations can leverage this mechanism through three strategies: (1) Establish formal channels for alumni to contribute insights via dedicated platforms (e.g., alumni forums) to maximize their value; actively solicit feedback through structured initiatives. (2) Nurture alumni networks to access external resources and collaboration opportunities; foster an alumni-friendly culture and implement connection-focused recruitment; and host open days and visits to strengthen ties and enable relationship spillover. (3) Cultivate psychological ownership among employees to deepen their organizational attachment; prompt alumni to serve as external advocates who promote organizational interests and generate tangible benefits.

导出引用

曾恺, 徐凯麒, 徐瑀婧, 等. 从离职到回馈：揭示前员工建言的心理所有权机制^*[J]. 心理科学. 2026, 49(5): 1146-1156 https://doi.org/10.16719/j.cnki.1671-6981.20260511

Zeng Kai, Xu Kaiqi, Xu Yujing, et al. From Exit to Echo: Unveiling the Psychological Ownership Mechanism of Alumni Voice[J]. Journal of Psychological Science. 2026, 49(5): 1146-1156 https://doi.org/10.16719/j.cnki.1671-6981.20260511

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