Authors:
B. Seethalakshmi, K. Santhanalakshmi, S. Suman Rajest, Larbi Safaa, V. Pradeep Kumar, Juan José Varela Tembra
Addresses:
Faculty of Management, SRM Institute of Science and Technology, Kattankulathur, Chennai, Tamil Nadu, India. Department of Research and Development, Dhaanish Ahmed College of Engineering, Chennai, Tamil Nadu, India. Centre of Excellence Tourism and Hospitality Management School, Cadi Ayyad University, Marrakesh, Marrakesh–Safi, Morocco. Department of Management Studies, Dhaanish School of Management, Dhaanish Ahmed College of Engineering, Chennai, Tamil Nadu, India. Department of Business Administration, CESUGA - San Jorge University, A Coruña, Galicia, Spain.
Abstract:
In the contemporary business world, an organisation must be in a balanced state between stability and flexibility in its operations. A significant obstacle in this respect is the organisational inertia, that is, the refusal to change the structure despite external factors. The paper examines how organisational flexibility can be reinforced by team-level phenomena, uniquely supported by Belbin's team role concept, to introduce the new concept of augmented Ownership. Not only will it involve psychological Ownership, but also accountability, decision-making, and results Ownership. A quantitative cross-sectional data analysis was conducted using a sample of 211 people working in the automotive industry, which is undergoing disruption from electrified vehicles. Methods of statistical analysis, such as structural equation modelling (SEM), regression, correlation analysis, ANOVA, and t-tests, were used. The results show that in teams where roles are distributed more evenly, augmented Ownership is 37 per cent higher and harmful organisational inertia is 42 per cent lower, while beneficial organisational stability is maintained. Augmented Ownership mediated team role balance and inertia management by 68%. It varies by organisation size and environmental dynamics. Leaders, change specialists, and team development experts can use the document to act. It recommends balanced teams, an ownership culture, fine-grained metrics to quantify ownership and inertia, and sustained organisational adaptation.
Keywords: Organisational Inertia; Change Management; Team Composition; Ownership Culture; Augmented Ownership; Structural Equation Modelling; Balanced State; Psychological Ownership.
Received on: 06/06/2025, Revised on: 13/08/2025, Accepted on: 28/09/2025, Published on: 03/03/2026
DOI: 10.64091/ATIOB.2026.000286
AVE Trends in Intelligent Organisational Behaviour, 2026 Vol. 1 No. 1 , Pages: 1-13