Journal of Applied Psychology最新文献

Organizations are increasingly using teams to stimulate innovation. Often, these teams share knowledge and information with each other to help achieve their goals, while also competing for resources and striving to outperform each other. Importantly, based on their industry, the nature of work, or prior history, some teams may face more competition from peer teams than others. Our research examines how teams' competitive relations with other teams in the organization operate in tandem with their collaborative inter-team information exchange relations in impacting their innovation. Using two studies-a field study of 73 knowledge-intensive teams in high-tech engineering firms and a team-based network experimental study of 162 teams-we find that a high degree of overall competition with many peer teams reduces a focal team's ability to acquire and utilize diverse knowledge from these teams (i.e., inter-team knowledge integration), thereby hindering team innovation. However, applying insights from network structural hole theory, we find that when a focal team occupies a brokerage position in the inter-team information exchange network, this can help buffer the effects of competition in getting access to knowledge resources from other teams, thus enabling their innovation. Additionally, we find that focal broker teams' dealmaking and network obstruction behaviors explain these effects. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Euphemism-that is, softening words or phrases substituted for more direct language-has become pervasive in our everyday personal and professional lives. Leveraging theory and research on construal and framing effects, we conceptualize euphemism as a linguistic framing device that influences how observers construe situations and the people, groups, objects, and events within them. We then experimentally investigate the effects of euphemism as a linguistic framing device on third-party judgments about moral transgressions (i.e., bribery, fraud). Across studies (total N = 3,081) we find consistent evidence that employing euphemistic labels (relative to their noneuphemistic analogs) reduces the perceived severity of moral transgressions and, as a result, also reduces third-party motivations to punish transgressors. Overt experimental manipulations to reconstrue euphemistic labels into their noneuphemistic forms reduced, but did not entirely eliminate, the effects on moral severity and punishment judgments. Participants did not sufficiently adjust their judgments. These findings underscore the power of simple linguistic manipulations in influencing public opinion, and they have important implications for the possibility of creating a more just and fair society. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

It is well documented that female minority founders (FMFs) face disadvantages in starting and scaling their ventures. However, the causes of these disadvantages-as well as how FMFs navigate these challenges-are less understood. Our article adopts an intersectionality lens, which allows us to focus on and examine the multiple intersecting dimensions of FMFs (such as gender, ethnicity, migrant status, and social class) and how they influence their entrepreneurial experiences. Drawing upon an inductive study of FMFs operating in Berlin, we build a theory on intersectional identity and image work in startup contexts. We found key structural barriers that serve to sustain inequality and continue to favor more prototypical founders. However, we also identified sources of penalties and privileges that exacerbate (or mitigate) inequality and result in founder image discrepancy. Our analysis demonstrates how founder image discrepancy can prompt FMFs to engage in a progression of intersectional identity and image work that shapes their founder identity. These findings advance entrepreneurship and identity research by extending our understanding of how intersectional identity challenges and opportunities manifest and can be managed within startup contexts. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Music listening has proliferated in the workplace, yet its effects have been overlooked, and classic investigations offer conflicting results. To advance our understanding, we draw from self-regulation and resource allocation theories to suggest that listening to music has curvilinear effects on attentional focus and performance on work tasks and that willpower belief is a key boundary condition. We test these hypotheses across three studies: a pilot study of 108 employees from a software company who took part in a 2-week experience-sampling methodology study and self-rated their music listening and performance, a laboratory study (Study 1) of 252 undergraduate students in which task attentional focus and objective performance on proofreading tasks were captured across repeated trials while listening to music, and a 3-week experience-sampling methodology study (Study 2) of 247 employees that included a within-person manipulation of music listening (little to no music vs. 1 hr longer than usual vs. 3 hr longer than usual), daily self-ratings of task attentional focus and task performance, and weekly coworker ratings of task performance. We find mixed support for our hypotheses. Time spent listening to music exhibited an inverted, U-shaped relationship with self-rated (pilot study) and objective (Study 1) task performance. Individuals with higher willpower belief maintained higher levels of task attentional focus regardless of the amount of music they listened to (Studies 1 and 2), and the curvilinear relationship of reported music listening with self-rated task performance was more pronounced for individuals who believe that willpower is limited (pilot study and Study 2). (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Numerous faking warning types have been investigated as interventions that aim to minimize applicant faking in preemployment personality tests. However, studies vary in the types and effectiveness of faking warnings used, personality traits, as well as the use of different recruitment settings and participant samples. In the present study, we advance a theory that classifies faking warning types based on ability, opportunity, and motivation to fake (Tett & Simonet, 2011), which we validated using subject matter expert ratings. Using this framework as a guide, we conducted a random-effects pairwise meta-analysis (k = 34) and a network meta-analysis (k = 36). We used inverse-variance weighting to pool the effect sizes and relied on 80% prediction intervals to evaluate heterogeneity. Overall, faking warnings had a significant, moderate effect in reducing applicant faking (d = 0.31, 95% CI [0.23, 0.39]). Warning types that theoretically targeted ability, motivation, and opportunity to fake (d = 0.36, 95% CI [0.25, 0.47]) were the most effective. Additionally, warnings were least effective in studies using recruitment settings and nonuniversity student samples. However, all effect sizes contained substantial heterogeneity, and all warning types will be ineffective in some contexts. Organizations should be cognizant that warnings alone may not be sufficient to address applicant faking, and future research should explore how their effectiveness varies depending on other contextual factors and applicant characteristics. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Organizational change has been thought to evoke negative employee responses, yet it is ubiquitous in modern market economies. It is thus surprising that the adverse effects of organizational change are not more visible or apparently disrupting. We hypothesized that, although perceived organizational change, by inducing change apprehension, stimulates negative employee responses (i.e., lower organizational commitment and organizational citizenship behavior [OCB]), it also elicits organizational nostalgia, which engenders positive employee responses (higher organizational commitment and OCB). We tested our hypotheses in nine studies. First, across four experiments (two preregistered), perceived societal or organizational change elicited organizational nostalgia and, via organizational nostalgia, increased employees' organizational commitment and OCB. Subsequently, in two preregistered experiments, induced organizational nostalgia (vs. control) strengthened employees' commitment to the changed organization and galvanized their defense of organizational change. Finally, in a preregistered follow-up experiment and two preregistered surveys, we tested and validated our full model regarding the opposing mediating roles of change apprehension and organizational nostalgia. The findings help to understand why effects of organizational change are less disruptive than might be expected and clarify the role of organizational nostalgia during organizational change. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Psychological contracts have been theorized to occur at different levels of analysis and with different exchange parties. In this article, we develop the concept of team-client psychological contract fulfillment (team-client PCF) as a team-level social exchange indicator, reflecting the team members' perceptions of the degree of fulfillment of the commitments a client promised to a team. Using the multilevel group-process framework (Lang et al., 2019) and a sample of newly formed self-managed teams consisting of 838 observations, nested in 244 individuals, 56 teams, and in four waves of data, we tested the claim that team-client PCF may determine the type of collective states that emerge within the team. When team-client PCF is higher, it should create conditions for the emergence of team states related to team maintenance (i.e., team identification), whereas when team-client PCF is lower, it is more likely that teams develop states related to the regulation of team performance (i.e., team-member exchange [TMX]). Our results support our hypotheses. We discuss implications for both the psychological contract literature as well as the team dynamics literature (especially team dynamics of team identification and TMX). (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The organizational sciences have long been interested in the effects of various compensation strategies, and on enhancing employee health. Research examining the connection between pay and health, however, remains a relative rarity. The work that has been done is scattered across disparate disciplines and lacks a unified framework for systematically exploring the effects of pay on health. We argue that greater insecurity at work, as well as rising discontent over wages and work conditions, necessitates a richer understanding of the ways in which organizational pay affects employee psychological, physiological, and behavioral health. We first conduct a comprehensive review of existing research across a broad range of disciplines, taking note of the different ways that pay is conceptualized and the impact it has on employee health. We identify critical knowledge gaps in why and when pay is related to health, noting several disciplinary trends. Drawing on prominent theories of occupational health, we then build a theoretical framework that illustrates three mechanisms underlying the effect of pay on health. We further advance prior work by integrating allostatic load theory to explain how pay gets "under the skin" to affect health, while also identifying relevant moderators and boundary conditions. Taken together, our review integrates findings from a variety of disciplines and facilitates knowledge building across these fields to generate a more comprehensive understanding of the connection between pay and health. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Leaders are frequently put in the difficult position of repudiating critical questions in front of their followers. To help manage this situation, leaders sometimes express laughter in the hopes that it will "lubricate" their interaction and reduce perceptions that they are aggressive or confrontational with the critical questioner. Ironically, leaders' laughter may backfire by diminishing their apparent friendliness and approachability in the eyes of the witnessing followers. In this article, we employ an emotional aperture perspective to examine two seemingly contradictory theoretical perspectives regarding the potential impact of laughter on the witnessing followers' perception of a leader's warmth and effectiveness. Findings from nine studies across 2,012 adults show that leader laughter-even expressed briefly-bolsters or damages leader effectiveness depending on one important contingency: whether the leader's laughter is shared by the questioner. Unshared laughter reduces leader effectiveness by undermining leaders' apparent warmth, while shared laughter increases leader effectiveness by enhancing leaders' apparent warmth. We discuss implications for the literature on emotion expression, leadership events, and leader perception and influence. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The present research investigates how the number of issues affects the quality of outcomes in terms of joint gains and impasse rates in integrative negotiations. In the literature, two opposing positions exist reflecting a complexity dilemma regarding the number of negotiation issues: One position suggests that complex negotiations involving higher numbers of issues offer more trade-off opportunities, thereby providing negotiators with greater structural flexibility in reaching mutually beneficial agreements, which improves outcome quality. The opposite position emphasizes that the greater information load inherent in negotiating more issues impedes outcome quality. We propose a third, intermediate position: Negotiating more issues may only improve outcome quality up to a threshold, above which adding further issues results in deteriorated outcomes. We tested these propositions using a quasi-meta-analytic technique by examining the associations between the number of issues, joint gains, and impasse rates across multiple empirical studies on integrative negotiations using various negotiation tasks with different numbers of issues (N = 38,063/21,271 negotiations for joint gains/impasse rates). Moreover, we investigated whether factors related to how negotiators subjectively deal with the increased complexity associated with higher numbers of issues moderate the number-of-issues effect on joint gains. Multilevel analyses revealed no significant number-of-issues effect on joint gains up to a threshold of 3 issues but a negative effect for negotiations involving more than 3 issues. By contrast, we did not find a number-of-issues effect on impasse rates. Moreover, we did not obtain evidence for moderation effects. Findings are discussed with respect to their theoretical and practical implications. (PsycInfo Database Record (c) 2024 APA, all rights reserved).