Matteo Cristofaro, Pier Luigi Giardino, Riccardo Camilli, Ivo Hristov
Abstract Medium Enterprises (MEs) are significant contributors to global economic development. Integrating sustainability practices in their business can support MEs worldwide to become more sustainable, improving companies’ performance and stakeholders’ expectations. Nevertheless, few MEs adopt sustainable practices. Following Behavioral Decision Theory and Behavioral Strategy literature, we argue that this can be associated with their managers’ decision-making processes – apart from not possessing considerable resources like large companies. Via a mixed-method research design involving 277 Italian ME managers, we investigate the cognitive biases that hinder the development of a sustainable performance management system (SPMS) in MEs. We found the most prominent biases influencing SPMS development. Then, we developed a ‘SPMS de-biasing funnel’ framework. We propose some corrective actions to reduce the impact of the most critical cognitive biases that influence SPMS development, allowing related beneficial potential outcomes.
{"title":"Unlocking the sustainability of medium enterprises: A framework for reducing cognitive biases in sustainable performance management","authors":"Matteo Cristofaro, Pier Luigi Giardino, Riccardo Camilli, Ivo Hristov","doi":"10.1017/jmo.2023.55","DOIUrl":"https://doi.org/10.1017/jmo.2023.55","url":null,"abstract":"Abstract Medium Enterprises (MEs) are significant contributors to global economic development. Integrating sustainability practices in their business can support MEs worldwide to become more sustainable, improving companies’ performance and stakeholders’ expectations. Nevertheless, few MEs adopt sustainable practices. Following Behavioral Decision Theory and Behavioral Strategy literature, we argue that this can be associated with their managers’ decision-making processes – apart from not possessing considerable resources like large companies. Via a mixed-method research design involving 277 Italian ME managers, we investigate the cognitive biases that hinder the development of a sustainable performance management system (SPMS) in MEs. We found the most prominent biases influencing SPMS development. Then, we developed a ‘SPMS de-biasing funnel’ framework. We propose some corrective actions to reduce the impact of the most critical cognitive biases that influence SPMS development, allowing related beneficial potential outcomes.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135696447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract Existing studies agree that owner dynamic capabilities are crucial in dynamic environments. Based on a systematic literature review of 44 research with CiteSpace and the content analysis method, this study aims to elucidate the dimensions and key factors of owner dynamic capabilities. Owner dynamic capabilities are studied in the context of a construction project due to their resource-constrained, goal-urgent, and uncertainty characteristics. Cognition capabilities, resilient change management capabilities, integrated organization capabilities, and strategic innovation capabilities are identified as the dimensions. Critical factors have also been analyzed at different levels. This study proposes a discriminatory framework of owner dynamic capabilities that combined organizational ambidexterity and resilience. Moreover, this study contributes to the clarification of the concept of owner dynamic capabilities and the enrichment of their knowledge hierarchy. Practitioners can track the main contradictions that owners are currently facing against the actual situation and seek strategies.
{"title":"A critical review of status quo and future directions of owner dynamic capabilities: Dimensions and key factors","authors":"Zidan Tian, Ting Wang, Qinghua He","doi":"10.1017/jmo.2023.56","DOIUrl":"https://doi.org/10.1017/jmo.2023.56","url":null,"abstract":"Abstract Existing studies agree that owner dynamic capabilities are crucial in dynamic environments. Based on a systematic literature review of 44 research with CiteSpace and the content analysis method, this study aims to elucidate the dimensions and key factors of owner dynamic capabilities. Owner dynamic capabilities are studied in the context of a construction project due to their resource-constrained, goal-urgent, and uncertainty characteristics. Cognition capabilities, resilient change management capabilities, integrated organization capabilities, and strategic innovation capabilities are identified as the dimensions. Critical factors have also been analyzed at different levels. This study proposes a discriminatory framework of owner dynamic capabilities that combined organizational ambidexterity and resilience. Moreover, this study contributes to the clarification of the concept of owner dynamic capabilities and the enrichment of their knowledge hierarchy. Practitioners can track the main contradictions that owners are currently facing against the actual situation and seek strategies.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"196 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135696594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract While startups are acknowledged for their potential to address sustainability issues, little is known on how to assess their impact, given the uncertainty they deal with and their lack of resources. This paper investigates the ones that are supposed to be ‘best-in-class’ in that matter, that is, startups targeting sustainability, in order to explore how they integrate sustainability impact assessment in their entrepreneurial process. We conducted a multiple case study of eight sustainable startups, based on a 2-year longitudinal research in their incubator to gather multiple sources of information. Our results revealed that the integration of the triple bottom line in the entrepreneurial process has a major effect on startups’ sustainability impact assessment practices. ‘Born-sustainable startups’, which have aimed for the triple bottom line since idea generation, have more robust tools and routines than ‘Transitioned sustainable startups’, which integrated the triple bottom line during prototype/validation.
{"title":"Where to start? Exploring how sustainable startups integrate sustainability impact assessment within their entrepreneurial process","authors":"Alice Carle, Thierry Rayna","doi":"10.1017/jmo.2023.46","DOIUrl":"https://doi.org/10.1017/jmo.2023.46","url":null,"abstract":"Abstract While startups are acknowledged for their potential to address sustainability issues, little is known on how to assess their impact, given the uncertainty they deal with and their lack of resources. This paper investigates the ones that are supposed to be ‘best-in-class’ in that matter, that is, startups targeting sustainability, in order to explore how they integrate sustainability impact assessment in their entrepreneurial process. We conducted a multiple case study of eight sustainable startups, based on a 2-year longitudinal research in their incubator to gather multiple sources of information. Our results revealed that the integration of the triple bottom line in the entrepreneurial process has a major effect on startups’ sustainability impact assessment practices. ‘Born-sustainable startups’, which have aimed for the triple bottom line since idea generation, have more robust tools and routines than ‘Transitioned sustainable startups’, which integrated the triple bottom line during prototype/validation.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136308918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The interest in mindfulness practice and research has surged dramatically in the last decade. Especially, practitioners continue to incorporate mindfulness (i.e., the “receptive attention to and awareness of present events and experience” (Brown et al., 2007, p. 212; Quaglia, Brown et al., 2015), into their daily programs to improve organisational functions and processes (Levett et al., 2019). For example, organisations like Google, AstraZeneca and Nike are known for their mindfulness programs and in Australia, companies like Medibank and Smiling Mind (a not-for-profit organisation) are partnering to bring mindfulness to more people. Similarly, mindfulness scholars have multiplied while the literature is rapidly evolving, spreading across disciplines, journals, and other research outlets. In their article, Good and colleagues (2016) reported over 4000 scholarly articles on mindfulness. The above is a testament to the growth of mindfulness practice and research. Mindfulness emerged from the Buddhist mental training that has existed for a few centuries. By the 1970s, it started to capture people’s attention as therapeutic for patients with chronic illness (see Kabat-Zinn, 2003). However, by the 1990s, Weick and Roberts (1993) introduced mindfulness to management literature and by 2023, the research on mindfulness had deepened and gone beyond the mindfulness as sourced from the field of Buddhism (Paul et al., 2013). Bishop and colleagues (2004) describe mindfulness as the highest level of situational awareness and self-awareness and is usually about analysing events without judgment. Generally, it initially refers to stabilising the mind and engaging what is happening in the body by not forgetting or letting it disappear (Kabat–Zinn, 2003). In this regard, mindfulness involves individuals processing their experiences (Brown et al., 2007) by consciously attending to internal thoughts, emotions, or external stimuli. In this regard, self-talk, emotions, impulses to act, and mental images are hallmarks of consciousness. Altogether, mindfulness essentially signifies a quality of consciousness that is open and particularly sensitive toward what is happening in the current or immediate surroundings (See Brown et al., 2007; Dane, 2011), including routine activities (Frigotto et al., 2015). We know mindfulness has a widespread positive impact on human functioning (Brown et al., 2007), such as coping with burnout and improving job satisfaction (Charoensukmongkol, 2013). Empirical research suggests that mindfulness positively impacts cognition, emotions, and behaviour; all of these culminate in improved workplace functioning (Glomb et al., 2011). With regards to the connection between mindfulness and emotions, mindfulness training shortens time to peak arousal in a sample of patients with social anxiety (Goldin & Gross, 2010) while trait mindfulness (a dispositional tendency toward mindfulness, Glomb et al., 2011) dampens an emotional reaction to positive stim
在过去的十年里，人们对正念练习和研究的兴趣急剧上升。特别是，从业者继续将正念(即“对当前事件和经验的接受性关注和意识”)纳入其中(Brown et al.， 2007, p. 212;Quaglia, Brown等人，2015)，将其纳入日常计划，以改善组织功能和流程(Levett等人，2019)。例如，谷歌、阿斯利康(AstraZeneca)和耐克(Nike)等组织以其正念项目而闻名。在澳大利亚，Medibank和Smiling Mind(一家非营利组织)等公司正在合作，将正念带给更多人。同样，正念学者也在不断增加，而文献也在迅速发展，在各个学科、期刊和其他研究渠道中传播。Good和他的同事(2016)在他们的文章中报告了4000多篇关于正念的学术文章。以上证明了正念练习和研究的增长。正念源于佛教的心理训练，这种训练已经存在了几个世纪。到20世纪70年代，它开始引起人们的注意，作为慢性疾病患者的治疗方法(见Kabat-Zinn, 2003)。然而，到20世纪90年代，Weick和Roberts(1993)将正念引入管理文献，到2023年，对正念的研究已经深入并超越了源自佛教领域的正念(Paul et al.， 2013)。Bishop及其同事(2004)将正念描述为最高级别的情境意识和自我意识，通常是不加判断地分析事件。一般来说，它最初指的是通过不忘记或让它消失来稳定思想和参与身体中正在发生的事情(Kabat-Zinn, 2003)。在这方面，正念涉及个体通过有意识地关注内部思想、情绪或外部刺激来处理他们的经历(Brown等人，2007)。在这方面，自言自语、情绪、行动冲动和心理意象都是意识的标志。总的来说，正念本质上意味着一种意识的品质，它是开放的，对当前或直接环境中发生的事情特别敏感(见Brown et al.， 2007;Dane, 2011)，包括日常活动(Frigotto et al.， 2015)。我们知道正念对人类功能有广泛的积极影响(Brown et al.， 2007)，例如应对倦怠和提高工作满意度(Charoensukmongkol, 2013)。实证研究表明，正念对认知、情绪和行为有积极影响;所有这些最终都会改善工作场所的功能(Glomb et al.， 2011)。关于正念和情绪之间的联系，正念训练缩短了社交焦虑患者样本的峰值唤醒时间(Goldin & Gross, 2010)，而特质正念(一种倾向于正念的倾向，Glomb et al.， 2011)抑制了对积极刺激的情绪反应(见Brown, Goodman & Inzlicht, 2013)。最近的一项荟萃分析显示，正念训练与更少有害和更积极的情绪语调有关(Eberth & Sedlmeier, 2012)，这对日常工作环境至关重要。基于正念对组织过程和功能产生积极影响的前提(Brown et al.， 2007)，本期(29.2)的文章集探讨了正念、情绪和领导力之间的联系。首先，我们提出了一篇主要的受邀文章，“正念和情感:一个五个层次的分析”，作者Ashkanasy和Kay将正念映射到Ashkanasy在工作场所的五个层次的情绪(FLMEW;(见Ashkanasy, 2003a)。
{"title":"Mindfulness, Emotions and Leadership","authors":"Oluremi B. Ayoko","doi":"10.1017/jmo.2023.26","DOIUrl":"https://doi.org/10.1017/jmo.2023.26","url":null,"abstract":"The interest in mindfulness practice and research has surged dramatically in the last decade. Especially, practitioners continue to incorporate mindfulness (i.e., the “receptive attention to and awareness of present events and experience” (Brown et al., 2007, p. 212; Quaglia, Brown et al., 2015), into their daily programs to improve organisational functions and processes (Levett et al., 2019). For example, organisations like Google, AstraZeneca and Nike are known for their mindfulness programs and in Australia, companies like Medibank and Smiling Mind (a not-for-profit organisation) are partnering to bring mindfulness to more people. Similarly, mindfulness scholars have multiplied while the literature is rapidly evolving, spreading across disciplines, journals, and other research outlets. In their article, Good and colleagues (2016) reported over 4000 scholarly articles on mindfulness. The above is a testament to the growth of mindfulness practice and research. Mindfulness emerged from the Buddhist mental training that has existed for a few centuries. By the 1970s, it started to capture people’s attention as therapeutic for patients with chronic illness (see Kabat-Zinn, 2003). However, by the 1990s, Weick and Roberts (1993) introduced mindfulness to management literature and by 2023, the research on mindfulness had deepened and gone beyond the mindfulness as sourced from the field of Buddhism (Paul et al., 2013). Bishop and colleagues (2004) describe mindfulness as the highest level of situational awareness and self-awareness and is usually about analysing events without judgment. Generally, it initially refers to stabilising the mind and engaging what is happening in the body by not forgetting or letting it disappear (Kabat–Zinn, 2003). In this regard, mindfulness involves individuals processing their experiences (Brown et al., 2007) by consciously attending to internal thoughts, emotions, or external stimuli. In this regard, self-talk, emotions, impulses to act, and mental images are hallmarks of consciousness. Altogether, mindfulness essentially signifies a quality of consciousness that is open and particularly sensitive toward what is happening in the current or immediate surroundings (See Brown et al., 2007; Dane, 2011), including routine activities (Frigotto et al., 2015). We know mindfulness has a widespread positive impact on human functioning (Brown et al., 2007), such as coping with burnout and improving job satisfaction (Charoensukmongkol, 2013). Empirical research suggests that mindfulness positively impacts cognition, emotions, and behaviour; all of these culminate in improved workplace functioning (Glomb et al., 2011). With regards to the connection between mindfulness and emotions, mindfulness training shortens time to peak arousal in a sample of patients with social anxiety (Goldin & Gross, 2010) while trait mindfulness (a dispositional tendency toward mindfulness, Glomb et al., 2011) dampens an emotional reaction to positive stim","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"29 1","pages":"401 - 405"},"PeriodicalIF":3.3,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42444638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract Based on the five-level model of emotions in the workplace (FLMEW), we present an analysis of emotion and mindfulness at work. The five levels of emotion are: (1) temporal variations in emotion at the within-person level of analysis, which relate to state mindfulness; (2) stable individual differences in experiencing and expressing emotions at the between-persons level, which correspond with trait mindfulness; (3) perceiving and communicating emotions in dyadic relationships at the inter-personal level, reflecting interpersonal mindfulness; (4) emotional processes and leadership at the group level, which are associated with team mindfulness; and (5) and emotional culture and climate at the organizational level, which relate to organizational mindfulness. We provide a definition of mindfulness at each level. We argue that mindfulness tends to be associated with more positive and less negative affective experience at each level. We highlight practical implications and suggest future research at each level.
{"title":"Mindfulness and emotion: a five-level analysis","authors":"N. Ashkanasy, A. Kay","doi":"10.1017/jmo.2023.22","DOIUrl":"https://doi.org/10.1017/jmo.2023.22","url":null,"abstract":"Abstract Based on the five-level model of emotions in the workplace (FLMEW), we present an analysis of emotion and mindfulness at work. The five levels of emotion are: (1) temporal variations in emotion at the within-person level of analysis, which relate to state mindfulness; (2) stable individual differences in experiencing and expressing emotions at the between-persons level, which correspond with trait mindfulness; (3) perceiving and communicating emotions in dyadic relationships at the inter-personal level, reflecting interpersonal mindfulness; (4) emotional processes and leadership at the group level, which are associated with team mindfulness; and (5) and emotional culture and climate at the organizational level, which relate to organizational mindfulness. We provide a definition of mindfulness at each level. We argue that mindfulness tends to be associated with more positive and less negative affective experience at each level. We highlight practical implications and suggest future research at each level.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"29 1","pages":"406 - 424"},"PeriodicalIF":3.3,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45873004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract This study examines how maximum emotional intelligence (EI) members can contribute to the emergence of team-level organizational citizenship behaviors (OCB). Based on integrating a strategic core role and multilevel theory, we developed and tested a model in which the maximum EI score in teams results in intrateam trust and consequently impacts team OCB and examined whether the indirect effect of maximum EI on team OCB through intrateam trust would be moderated by EI diversity and trust divergence in teams. The results from 129 project teams showed that the relationship of maximum EI with team OCB is mediated by intrateam trust and this relationship is stronger for lower levels of EI diversity and trust divergence than for higher levels of diversity and divergence. The findings advance our understanding of the role of EI in team settings. Our research has important implications for organizations attempting to develop the applied value of EI.
{"title":"Does maximum emotional intelligence facilitate team organizational citizenship behaviors: A perspective of integrating strategic core roles and multilevel theory","authors":"Huihua Zhang, Rui Li, Ming-Hui Wang","doi":"10.1017/jmo.2023.5","DOIUrl":"https://doi.org/10.1017/jmo.2023.5","url":null,"abstract":"Abstract This study examines how maximum emotional intelligence (EI) members can contribute to the emergence of team-level organizational citizenship behaviors (OCB). Based on integrating a strategic core role and multilevel theory, we developed and tested a model in which the maximum EI score in teams results in intrateam trust and consequently impacts team OCB and examined whether the indirect effect of maximum EI on team OCB through intrateam trust would be moderated by EI diversity and trust divergence in teams. The results from 129 project teams showed that the relationship of maximum EI with team OCB is mediated by intrateam trust and this relationship is stronger for lower levels of EI diversity and trust divergence than for higher levels of diversity and divergence. The findings advance our understanding of the role of EI in team settings. Our research has important implications for organizations attempting to develop the applied value of EI.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"29 1","pages":"589 - 608"},"PeriodicalIF":3.3,"publicationDate":"2023-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43202664","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Showing commitment or incompetence? When and how newcomers’ information seeking elevates (degrades) task-related outcomes – ERRATUM","authors":"Hui Deng, Yihua Zhang, Shaoxue Wu, Wenbing Wu, Dan Ni, Xiaoyan Zhang","doi":"10.1017/jmo.2023.6","DOIUrl":"https://doi.org/10.1017/jmo.2023.6","url":null,"abstract":"","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135360226","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Orlando E. Contreras-Pacheco, Cyrlene Claasen, Fernando J. Garrigós-Simón
An abstract is not available for this content. As you have access to this content, full HTML content is provided on this page. A PDF of this content is also available in through the ‘Save PDF’ action button.
{"title":"Stakeholder perceptions in organizational crisis management: exploring alternative configurations – ERRATUM","authors":"Orlando E. Contreras-Pacheco, Cyrlene Claasen, Fernando J. Garrigós-Simón","doi":"10.1017/jmo.2022.96","DOIUrl":"https://doi.org/10.1017/jmo.2022.96","url":null,"abstract":"An abstract is not available for this content. As you have access to this content, full HTML content is provided on this page. A PDF of this content is also available in through the ‘Save PDF’ action button.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135897991","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
H. Tariq, Asfia Obaid, M. Burhan, Muhammad Subhan, Sumbal Babar
Abstract Although organizational research on abusive supervision and its detrimental effects on individuals and organizations has become increasingly popular, little attention has been paid to the maladaptive responses of subordinates to abusive supervision. We build upon self-regulatory theory to investigate one common but overlooked maladaptive response of subordinates to abusive supervision: subordinate overeating behavior. We conducted a single-source, multi-wave daily diary study on 10 consecutive working days (N = 115 employees and 1150 daily surveys) to investigate the relationship between abusive supervision and overeating behavior via a subordinate's negative mood at the high versus low values of subordinate's recovery experiences. We, from the perspective of self-regulatory impairment, found that a subordinate's perceptions of abusive supervision instill a sense of negative mood, which in turn render a loss of control over his/her behavioral intentions toward overeating behavior. Moreover, the first-stage moderation results demonstrated that recovery experiences at the workplace mitigate the depleting effects of abusive supervision. Abused subordinates are less susceptible to the effects of abusive supervision on overeating behavior via their negative moods when there are greater recovery experiences at the workplace. Implications for theory and practice are discussed.
{"title":"Can't stop eating my feelings: the maladaptive responses of abused employees toward abusive supervision","authors":"H. Tariq, Asfia Obaid, M. Burhan, Muhammad Subhan, Sumbal Babar","doi":"10.1017/jmo.2022.75","DOIUrl":"https://doi.org/10.1017/jmo.2022.75","url":null,"abstract":"Abstract Although organizational research on abusive supervision and its detrimental effects on individuals and organizations has become increasingly popular, little attention has been paid to the maladaptive responses of subordinates to abusive supervision. We build upon self-regulatory theory to investigate one common but overlooked maladaptive response of subordinates to abusive supervision: subordinate overeating behavior. We conducted a single-source, multi-wave daily diary study on 10 consecutive working days (N = 115 employees and 1150 daily surveys) to investigate the relationship between abusive supervision and overeating behavior via a subordinate's negative mood at the high versus low values of subordinate's recovery experiences. We, from the perspective of self-regulatory impairment, found that a subordinate's perceptions of abusive supervision instill a sense of negative mood, which in turn render a loss of control over his/her behavioral intentions toward overeating behavior. Moreover, the first-stage moderation results demonstrated that recovery experiences at the workplace mitigate the depleting effects of abusive supervision. Abused subordinates are less susceptible to the effects of abusive supervision on overeating behavior via their negative moods when there are greater recovery experiences at the workplace. Implications for theory and practice are discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"29 1","pages":"504 - 521"},"PeriodicalIF":3.3,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42409977","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract Studies up to great extent have focused on investigating the possible consequences of supervisor incivility in organizations; however, surprisingly very little research has concentrated on its antecedents. Drawing on affective event theory, the aim of this study is to identify how role overload may cause the supervisor behavior uncivil toward their subordinates in the project environment by examining the mediating role of emotional exhaustion and moderating effect of time consciousness. Data were collected from both supervisors and their immediate subordinates from project-based organizations of Pakistan. After data consolidation, the final sample was 296 supervisor–subordinate dyads. The results revealed that supervisor role overload and emotional exhaustion is positively related with supervisor incivility and emotional exhaustion mediates this relationship. Time consciousness moderates the link between supervisor role overload and emotional exhaustion. The practical and theoretical implications of our findings are provided.
{"title":"Supervisor role overload and emotional exhaustion as antecedents of supervisor incivility: The role of time consciousness","authors":"M. Zubair Rafique","doi":"10.1017/jmo.2022.39","DOIUrl":"https://doi.org/10.1017/jmo.2022.39","url":null,"abstract":"Abstract Studies up to great extent have focused on investigating the possible consequences of supervisor incivility in organizations; however, surprisingly very little research has concentrated on its antecedents. Drawing on affective event theory, the aim of this study is to identify how role overload may cause the supervisor behavior uncivil toward their subordinates in the project environment by examining the mediating role of emotional exhaustion and moderating effect of time consciousness. Data were collected from both supervisors and their immediate subordinates from project-based organizations of Pakistan. After data consolidation, the final sample was 296 supervisor–subordinate dyads. The results revealed that supervisor role overload and emotional exhaustion is positively related with supervisor incivility and emotional exhaustion mediates this relationship. Time consciousness moderates the link between supervisor role overload and emotional exhaustion. The practical and theoretical implications of our findings are provided.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"29 1","pages":"481 - 503"},"PeriodicalIF":3.3,"publicationDate":"2022-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43313922","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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