Andreas Hundschell, Julia Backmann, Amy Wei Tian, M. Hoegl
Multinational teams face numerous challenges arising from pressures in the global business environment and complexities posed by national diversity within teams. Team resilience capacity has been identified as an important capability for successful performance in challenging work environments, yet little is known about which factors contribute to it in a multinational context. Given that teams are inherently situated within a specific context and shaped by team leaders and the organizational environment, enhancing our understanding of contexts involving multinational teams is crucial for fostering team resilience and performance. Drawing on the conservation of resources theory, we investigate the influence of leader inclusiveness on the resilience capacity of multinational teams and explore how the organizational diversity climate shapes this relationship. Findings from our quantitative, multi‐informant study based on data collected from 111 multinational teams reveal that leader inclusiveness enhances team resilience capacity and that such an effect is stronger when the organizational diversity climate is high. We also highlight that leader inclusiveness improves team performance indirectly via its effect on team resilience capacity, contingent on the organizational diversity climate.
{"title":"Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate","authors":"Andreas Hundschell, Julia Backmann, Amy Wei Tian, M. Hoegl","doi":"10.1002/job.2829","DOIUrl":"https://doi.org/10.1002/job.2829","url":null,"abstract":"Multinational teams face numerous challenges arising from pressures in the global business environment and complexities posed by national diversity within teams. Team resilience capacity has been identified as an important capability for successful performance in challenging work environments, yet little is known about which factors contribute to it in a multinational context. Given that teams are inherently situated within a specific context and shaped by team leaders and the organizational environment, enhancing our understanding of contexts involving multinational teams is crucial for fostering team resilience and performance. Drawing on the conservation of resources theory, we investigate the influence of leader inclusiveness on the resilience capacity of multinational teams and explore how the organizational diversity climate shapes this relationship. Findings from our quantitative, multi‐informant study based on data collected from 111 multinational teams reveal that leader inclusiveness enhances team resilience capacity and that such an effect is stronger when the organizational diversity climate is high. We also highlight that leader inclusiveness improves team performance indirectly via its effect on team resilience capacity, contingent on the organizational diversity climate.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.2,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141928798","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Anna Carmella G. Ocampo, Jun Gu, Quan Li, Gamze Koseoglu, Lu Wang, Neal M. Ashkanasy
SummaryHeightened competition within and across organizations compels leaders to set inflexibly high standards and to demand creative performance from their employees. Considering recent research on the interpersonal approach to perfectionism and anger expression, we predicted that leaders' perfectionism combined with their anger expression would threaten employees' psychological safety and creative effort that, in turn, would diminish their creative performance. To test our predictions, we designed three multimethod studies: (1) a preregistered memory reconstruction study, (2) a preregistered laboratory experiment, and (3) a multi‐wave and multi‐source field study. We found convergent evidence that leaders' anger expressions exacerbate the negative indirect influence of their perfectionism on employees' creative performance via psychological safety and creative effort. We conclude by discussing the interpersonal consequences of leader perfectionism in the workplace.
{"title":"A multimethod investigation of the interpersonal effects of leader perfectionism and anger expression on employee psychological safety and creativity","authors":"Anna Carmella G. Ocampo, Jun Gu, Quan Li, Gamze Koseoglu, Lu Wang, Neal M. Ashkanasy","doi":"10.1002/job.2822","DOIUrl":"https://doi.org/10.1002/job.2822","url":null,"abstract":"SummaryHeightened competition within and across organizations compels leaders to set inflexibly high standards and to demand creative performance from their employees. Considering recent research on the interpersonal approach to perfectionism and anger expression, we predicted that leaders' perfectionism combined with their anger expression would threaten employees' psychological safety and creative effort that, in turn, would diminish their creative performance. To test our predictions, we designed three multimethod studies: (1) a preregistered memory reconstruction study, (2) a preregistered laboratory experiment, and (3) a multi‐wave and multi‐source field study. We found convergent evidence that leaders' anger expressions exacerbate the negative indirect influence of their perfectionism on employees' creative performance via psychological safety and creative effort. We conclude by discussing the interpersonal consequences of leader perfectionism in the workplace.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141944721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Molly M. Sloan, Cortney Busick, Tanya Mitropoulos, Fiyinfunjah Dosumu, Charles Calderwood
SummaryWork recovery reflects the replenishment of personal resources depleted by working, which has implications for employee health and wellness. However, work scheduling factors have received very limited attention in the recovery literature, despite that recovery is a dynamic process widely recognized to be influenced by contextual factors that define and influence the work role. After first conducting a narrative review of whether and how work scheduling factors are accounted for in existing theories of work recovery, we conduct a systematic review of existing work recovery research to identify any past empirical consideration of work scheduling factors in the recovery research base. We then harness the results of this systematic review to develop a taxonomy of work scheduling and related contextual factors that may be relevant to the process of recovery from work. We discuss the theoretical, practical, and methodological implications that emerged from our narrative and systematic reviews, providing guidance for how this newly developed taxonomy can be applied to understanding the implications of scheduling dynamics for work recovery across a range of different work contexts.
{"title":"A matter of timing? A systematic review of work scheduling dynamics in work recovery research and applications","authors":"Molly M. Sloan, Cortney Busick, Tanya Mitropoulos, Fiyinfunjah Dosumu, Charles Calderwood","doi":"10.1002/job.2825","DOIUrl":"https://doi.org/10.1002/job.2825","url":null,"abstract":"SummaryWork recovery reflects the replenishment of personal resources depleted by working, which has implications for employee health and wellness. However, work scheduling factors have received very limited attention in the recovery literature, despite that recovery is a dynamic process widely recognized to be influenced by contextual factors that define and influence the work role. After first conducting a narrative review of whether and how work scheduling factors are accounted for in existing theories of work recovery, we conduct a systematic review of existing work recovery research to identify any past empirical consideration of work scheduling factors in the recovery research base. We then harness the results of this systematic review to develop a taxonomy of work scheduling and related contextual factors that may be relevant to the process of recovery from work. We discuss the theoretical, practical, and methodological implications that emerged from our narrative and systematic reviews, providing guidance for how this newly developed taxonomy can be applied to understanding the implications of scheduling dynamics for work recovery across a range of different work contexts.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141884382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jenna A. Van Fossen, Gwendolyn Paige Watson, Amy M. Schuster, Nathan M. Baker, Chu‐Hsiang Chang, Shelia R. Cotten
SummaryResearch has focused on the effects of the organizational setting on work identity. However, platform‐based gig work in particular features challenges to developing a positive work identity, such as high autonomy in the absence of organizational structure, and often the lack of a clear occupational title. We conducted focus groups with platform‐based gig drivers (N = 53) and analyzed our data with an abductive approach, applying concepts from self‐regulation theories. Our model presents commitment to career success goals as a mechanism linking higher‐order abstract identity and lower‐order concrete task goals. The career success goals that workers prioritize provide the criteria for achieving a positive work identity. Gig drivers desired to attain goal states such as higher earnings and autonomy that may be indicative of career success. Goal prioritization by oneself, given multiple desirable career success goals, could be overwhelming. Yet, compared to traditional workers, independent gig workers are also granted greater freedom to prioritize the career success goals that are perceived as achievable, to protect a positive work identity. Our study thus has implications for identity theory and self‐regulation. We discuss practical implications to support independent workers given how they conceive of career success and positive work identity.
{"title":"Striving for the self: A self‐regulation model of positive identity maintenance in platform‐based gig drivers","authors":"Jenna A. Van Fossen, Gwendolyn Paige Watson, Amy M. Schuster, Nathan M. Baker, Chu‐Hsiang Chang, Shelia R. Cotten","doi":"10.1002/job.2828","DOIUrl":"https://doi.org/10.1002/job.2828","url":null,"abstract":"SummaryResearch has focused on the effects of the organizational setting on work identity. However, platform‐based gig work in particular features challenges to developing a positive work identity, such as high autonomy in the absence of organizational structure, and often the lack of a clear occupational title. We conducted focus groups with platform‐based gig drivers (<jats:italic>N</jats:italic> = 53) and analyzed our data with an abductive approach, applying concepts from self‐regulation theories. Our model presents commitment to career success goals as a mechanism linking higher‐order abstract identity and lower‐order concrete task goals. The career success goals that workers prioritize provide the criteria for achieving a positive work identity. Gig drivers desired to attain goal states such as higher earnings and autonomy that may be indicative of career success. Goal prioritization by oneself, given multiple desirable career success goals, could be overwhelming. Yet, compared to traditional workers, independent gig workers are also granted greater freedom to prioritize the career success goals that are perceived as achievable, to protect a positive work identity. Our study thus has implications for identity theory and self‐regulation. We discuss practical implications to support independent workers given how they conceive of career success and positive work identity.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141884321","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Daniel M. Ravid, David P. Costanza, Madison R. Romero
SummaryDespite substantive criticisms of generations and mounting evidence suggesting that “generational differences” do not exist, generational characterizations remain widely popular among academics and practitioners who use them to explain employee thoughts and behaviors. The current research examined academic literature as a source that may have contributed to perpetuating generational stereotypes. In Study 1, we meta‐analyzed the generations literature to examine the extent that findings in this research conveyed a sense that generational differences exist. Results of the meta‐analysis revealed few systematic, meaningful differences among generations on a variety of outcomes. To follow up on why the generations literature generally promotes the idea of systematic differences despite the mixed and limited evidence for them, in Study 2, we conducted a qualitative investigation of the meta‐analyzed articles, looking for explanations about why research and practice using generations persist despite the lack of evidence. Results of the qualitative analysis showed that researchers often discounted null or equivocal findings and seldom raised questions about the underlying concept of generations. Our findings reinforce that researchers and practitioners should continue to seek better explanations for differences among workers, investigate the origins of generational stereotypes, and work to understand why academics and practitioners continue supporting and propagating this questionable concept.
{"title":"Generational differences at work? A meta‐analysis and qualitative investigation","authors":"Daniel M. Ravid, David P. Costanza, Madison R. Romero","doi":"10.1002/job.2827","DOIUrl":"https://doi.org/10.1002/job.2827","url":null,"abstract":"SummaryDespite substantive criticisms of generations and mounting evidence suggesting that “generational differences” do not exist, generational characterizations remain widely popular among academics and practitioners who use them to explain employee thoughts and behaviors. The current research examined academic literature as a source that may have contributed to perpetuating generational stereotypes. In Study 1, we meta‐analyzed the generations literature to examine the extent that findings in this research conveyed a sense that generational differences exist. Results of the meta‐analysis revealed few systematic, meaningful differences among generations on a variety of outcomes. To follow up on why the generations literature generally promotes the idea of systematic differences despite the mixed and limited evidence for them, in Study 2, we conducted a qualitative investigation of the meta‐analyzed articles, looking for explanations about why research and practice using generations persist despite the lack of evidence. Results of the qualitative analysis showed that researchers often discounted null or equivocal findings and seldom raised questions about the underlying concept of generations. Our findings reinforce that researchers and practitioners should continue to seek better explanations for differences among workers, investigate the origins of generational stereotypes, and work to understand why academics and practitioners continue supporting and propagating this questionable concept.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141867026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
SummaryDespite an extensive body of research on job crafting, our understanding of how bottom‐up job crafting behaviors interact with top‐down job design in influencing employee effectiveness remains limited. Drawing on conservation of resources theory, we developed and tested a theoretical framework to examine the implications of daily promotion‐ versus prevention‐oriented relational job crafting on employees' energy and subsequent task performance, in the context of relational job design (i.e., task interdependence). To test our theorizing, we conducted two experience‐sampling studies over 10 workdays with full‐time employees across various organizations (Study 1: Nday‐level = 845, Nperson‐level = 126; Study 2: Nday‐level = 793, Nperson‐level = 108). Multilevel path modeling indicated promotion‐oriented relational job crafting was positively associated with subsequent task performance by increasing energy levels (Study 2), particularly when task interdependence was low (Study 1). In contrast, prevention‐oriented relational job crafting was energy depleting in low‐task‐interdependent contexts (Study 2) but increased employees' energy in high‐task‐interdependent contexts (Study 1). Our findings suggest different forms of day‐to‐day relational job crafting behaviors are relevant for employees' energy and performance, but their effectiveness may depend on the relational job‐design context.
{"title":"Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance","authors":"Wiebke Doden, Uta Bindl, Dana Unger","doi":"10.1002/job.2820","DOIUrl":"https://doi.org/10.1002/job.2820","url":null,"abstract":"SummaryDespite an extensive body of research on job crafting, our understanding of how bottom‐up job crafting behaviors interact with top‐down job design in influencing employee effectiveness remains limited. Drawing on conservation of resources theory, we developed and tested a theoretical framework to examine the implications of daily promotion‐ versus prevention‐oriented relational job crafting on employees' energy and subsequent task performance, in the context of relational job design (i.e., task interdependence). To test our theorizing, we conducted two experience‐sampling studies over 10 workdays with full‐time employees across various organizations (Study 1: <jats:italic>N</jats:italic><jats:sub>day‐level</jats:sub> = 845, <jats:italic>N</jats:italic><jats:sub>person‐level</jats:sub> = 126; Study 2: <jats:italic>N</jats:italic><jats:sub>day‐level</jats:sub> = 793, <jats:italic>N</jats:italic><jats:sub>person‐level</jats:sub> = 108). Multilevel path modeling indicated promotion‐oriented relational job crafting was positively associated with subsequent task performance by increasing energy levels (Study 2), particularly when task interdependence was low (Study 1). In contrast, prevention‐oriented relational job crafting was energy depleting in low‐task‐interdependent contexts (Study 2) but increased employees' energy in high‐task‐interdependent contexts (Study 1). Our findings suggest different forms of day‐to‐day relational job crafting behaviors are relevant for employees' energy and performance, but their effectiveness may depend on the relational job‐design context.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141867028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Paraskevas Petrou, Alexander B. Hamrick, Sascha Abdel Hadi
SummaryDrawing on enrichment theory and the identity‐based integrative crafting model, the present paper explores the impact of leisure crafting on creativity and meaning at work using both the compensation and the spillover perspectives. We hypothesized that leisure crafting relates to employee creativity, particularly when employees experience low work engagement; and that leisure crafting predicts meaning at work via employee creativity, particularly for employees with low work engagement. We also expected that cognitive developmental and affective leisure‐to‐work enrichment acts as the mediator in the link between leisure crafting and creativity. Study 1, a three‐wave survey study with 1‐week time intervals among 191 employees confirmed that the indirect effect of leisure crafting on meaning at work via creativity is stronger among employees reporting low work engagement. Study 2, a follow‐up study of a similar design among 421 employees revealed that leisure crafting leads to creativity via cognitive developmental resources and that leisure crafting leads to creativity via affective resources for employees who report low levels of work engagement. Our findings highlight that leisure crafting possesses the inherent capacity to enhance meaning at work through employee creativity (spillover), especially for those employees who experience a lack of fulfillment at work (compensation). We also refine work‐life enrichment theories by uncovering that leisure crafting may enrich work via different pathways for different employees.
{"title":"Unraveling the power of leisure crafting for unengaged employees: Implications for creativity and meaning at work","authors":"Paraskevas Petrou, Alexander B. Hamrick, Sascha Abdel Hadi","doi":"10.1002/job.2824","DOIUrl":"https://doi.org/10.1002/job.2824","url":null,"abstract":"SummaryDrawing on enrichment theory and the identity‐based integrative crafting model, the present paper explores the impact of leisure crafting on creativity and meaning at work using both the compensation and the spillover perspectives. We hypothesized that leisure crafting relates to employee creativity, particularly when employees experience low work engagement; and that leisure crafting predicts meaning at work via employee creativity, particularly for employees with low work engagement. We also expected that cognitive developmental and affective leisure‐to‐work enrichment acts as the mediator in the link between leisure crafting and creativity. Study 1, a three‐wave survey study with 1‐week time intervals among 191 employees confirmed that the indirect effect of leisure crafting on meaning at work via creativity is stronger among employees reporting low work engagement. Study 2, a follow‐up study of a similar design among 421 employees revealed that leisure crafting leads to creativity via cognitive developmental resources and that leisure crafting leads to creativity via affective resources for employees who report low levels of work engagement. Our findings highlight that leisure crafting possesses the inherent capacity to enhance meaning at work through employee creativity (spillover), especially for those employees who experience a lack of fulfillment at work (compensation). We also refine work‐life enrichment theories by uncovering that leisure crafting may enrich work via different pathways for different employees.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
SummaryAlthough an increasingly age‐diverse workforce offers many potential advantages for organizations, it also presents unique challenges. Namely, bringing together people of different ages produces an environment ripe for age‐based discrimination. In this study, we integrate the transactional model of stress with self‐affirmation theory to propose the effectiveness of a brief personal values affirmation for shaping the effect of age discrimination on stress appraisals. In turn, we expect this intervention to weaken the indirect effects of age discrimination on somatic complaints, emotional exhaustion, and task performance. We test our model using four multi‐wave field experiments among full‐time employees (total N = 629). We find robust support for the utility of the intervention for mitigating the effects of age discrimination on outcomes via threat appraisal. Our findings have implications for managing experiences of ageism in organizations and complement existing techniques to reduce the adverse effects of this pernicious form of mistreatment.
{"title":"A shield against ageism: Self‐affirmation mitigates the negative effects of workplace age discrimination on well‐being and performance","authors":"Trevor M. Spoelma, Lisa A. Marchiondo","doi":"10.1002/job.2823","DOIUrl":"https://doi.org/10.1002/job.2823","url":null,"abstract":"SummaryAlthough an increasingly age‐diverse workforce offers many potential advantages for organizations, it also presents unique challenges. Namely, bringing together people of different ages produces an environment ripe for age‐based discrimination. In this study, we integrate the transactional model of stress with self‐affirmation theory to propose the effectiveness of a brief personal values affirmation for shaping the effect of age discrimination on stress appraisals. In turn, we expect this intervention to weaken the indirect effects of age discrimination on somatic complaints, emotional exhaustion, and task performance. We test our model using four multi‐wave field experiments among full‐time employees (total <jats:italic>N</jats:italic> = 629). We find robust support for the utility of the intervention for mitigating the effects of age discrimination on outcomes via threat appraisal. Our findings have implications for managing experiences of ageism in organizations and complement existing techniques to reduce the adverse effects of this pernicious form of mistreatment.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Zhipeng Zhang, Guangjian Liu, Jialiang Pei, Shuxia Zhang, Jun Liu
SummaryAlgorithmic evaluations are becoming increasingly common among app‐workers. However, there is limited research on how app‐workers' perceptions of these evaluations (perceived algorithmic evaluation, or PAE) affect service performance. Our study addresses this gap in three ways: first, we introduce a new method to measure PAE among app‐workers. Second, building on flow theory, we explore how app‐workers' flow experience mediates the relationship between PAE and service performance. Third, by integrating the conservation of resources theory and flow theory, we examine how viability challenges might reduce the positive impact of PAE on app‐workers' flow experience. Using both interviews and surveys, our research reveals that PAE positively influences app‐workers' flow experience and, in turn, their service performance. Notably, we find that when workers face more viability challenges, the positive effects of PAE on their flow experience and service performance decrease. Our findings highlight the importance of algorithmic evaluation in shaping app‐workers' work experiences and outcomes in the gig economy and have significant theoretical and practical implications.
{"title":"Perceived algorithmic evaluation and app‐workers' service performance: The roles of flow experience and challenges of gig work","authors":"Zhipeng Zhang, Guangjian Liu, Jialiang Pei, Shuxia Zhang, Jun Liu","doi":"10.1002/job.2816","DOIUrl":"https://doi.org/10.1002/job.2816","url":null,"abstract":"SummaryAlgorithmic evaluations are becoming increasingly common among app‐workers. However, there is limited research on how app‐workers' perceptions of these evaluations (perceived algorithmic evaluation, or PAE) affect service performance. Our study addresses this gap in three ways: first, we introduce a new method to measure PAE among app‐workers. Second, building on flow theory, we explore how app‐workers' flow experience mediates the relationship between PAE and service performance. Third, by integrating the conservation of resources theory and flow theory, we examine how viability challenges might reduce the positive impact of PAE on app‐workers' flow experience. Using both interviews and surveys, our research reveals that PAE positively influences app‐workers' flow experience and, in turn, their service performance. Notably, we find that when workers face more viability challenges, the positive effects of PAE on their flow experience and service performance decrease. Our findings highlight the importance of algorithmic evaluation in shaping app‐workers' work experiences and outcomes in the gig economy and have significant theoretical and practical implications.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744852","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
SummaryPsychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) engage in relational risk‐taking with each other and (2) support each other's relational risk‐taking—a process we refer to as the relational risk promotion cycle. As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.
{"title":"Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety","authors":"Adaora Ubaka, M. Teresa Cardador, Sandy J. Wayne","doi":"10.1002/job.2821","DOIUrl":"https://doi.org/10.1002/job.2821","url":null,"abstract":"SummaryPsychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) <jats:italic>engage</jats:italic> in relational risk‐taking with each other and (2) <jats:italic>support</jats:italic> each other's relational risk‐taking—a process we refer to as the <jats:italic>relational risk promotion cycle</jats:italic>. As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"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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