首页 > 最新文献

Journal of Organizational Behavior最新文献

英文 中文
Empowering or burdening? The short-term benefits and costs of upward networking at work 增强能力还是增加负担?工作中向上联系的短期效益和成本
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-05-21 DOI: 10.1002/job.2798
Song Wang, Kun Luan, Xin Qin

Research on social networking primarily focuses on the long-term benefits of upward networking on career success. However, how it influences employees in the short term is largely overlooked. Integrating conservation of resources theory and self-control strength model, we developed a moderated dual-pathway model that simultaneously examines the immediate benefit and cost of upward networking and investigates how trait self-control moderates the dual-pathway mechanism. Based on two experiments and a time-lagged experience sampling study, we examined the moderated effects of trait self-control, as well as the conditionally indirect relationship between upward networking and work engagement through the resource gain of perceived impact at work and the resource loss of ego depletion. We found that, on the one hand, for employees high in trait self-control, engaging in upward networking is likely to be related to perceived impact at work and indirectly affects work engagement. On the other hand, for employees with low trait self-control, engaging in upward networking is likely to increase ego depletion and indirectly affects work engagement. Overall, our findings contribute to theories of social networking and self-control and specifically highlight the complexity of upward networking, which both empowers and burdens employees in terms of immediate work outcomes.

有关社交网络的研究主要集中在向上网络对事业成功的长期益处上。然而,社交网络如何在短期内影响员工却在很大程度上被忽视了。结合资源保护理论和自我控制强度模型,我们建立了一个调节性双通道模型,该模型同时考察了向上网络的直接收益和成本,并研究了特质自我控制如何调节双通道机制。基于两个实验和一个时滞经验取样研究,我们考察了特质自控的调节作用,以及通过感知工作影响力的资源收益和自我耗竭的资源损失,向上网络与工作投入之间的条件间接关系。我们发现,一方面,对于特质自我控制能力强的员工来说,参与向上网络可能与感知到的工作影响力有关,并间接影响工作投入度。另一方面,对于特质自控力较低的员工来说,参与向上网络可能会增加自我消耗,从而间接影响工作投入度。总之,我们的研究结果对社交网络和自我控制理论有所贡献,并特别强调了向上网络的复杂性,它既能增强员工的能力,也会在直接工作结果方面给员工带来负担。
{"title":"Empowering or burdening? The short-term benefits and costs of upward networking at work","authors":"Song Wang,&nbsp;Kun Luan,&nbsp;Xin Qin","doi":"10.1002/job.2798","DOIUrl":"10.1002/job.2798","url":null,"abstract":"<div>\u0000 \u0000 <p>Research on social networking primarily focuses on the long-term benefits of upward networking on career success. However, how it influences employees in the short term is largely overlooked. Integrating conservation of resources theory and self-control strength model, we developed a moderated dual-pathway model that simultaneously examines the immediate benefit and cost of upward networking and investigates how trait self-control moderates the dual-pathway mechanism. Based on two experiments and a time-lagged experience sampling study, we examined the moderated effects of trait self-control, as well as the conditionally indirect relationship between upward networking and work engagement through the resource gain of perceived impact at work and the resource loss of ego depletion. We found that, on the one hand, for employees high in trait self-control, engaging in upward networking is likely to be related to perceived impact at work and indirectly affects work engagement. On the other hand, for employees with low trait self-control, engaging in upward networking is likely to increase ego depletion and indirectly affects work engagement. Overall, our findings contribute to theories of social networking and self-control and specifically highlight the complexity of upward networking, which both empowers and burdens employees in terms of immediate work outcomes.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"981-1002"},"PeriodicalIF":6.2,"publicationDate":"2024-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141114296","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}
引用次数: 0
Initial development of perceptions of ability and intent factors of (un)trustworthiness in short-term teams 对短期团队(不)值得信赖的能力和意图因素的初步认识发展
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-05-10 DOI: 10.1002/job.2795
Keaton A. Fletcher, James K. Summers, Wendy L. Bedwell-Torres, Stephen E. Humphrey, Sarah E. Thomas, P. Scott Ramsay

Individual perceptions of team trustworthiness are critical antecedents to the development of relationships within teams. Yet, clarity is needed regarding the focus of these individual perceptions and how they change, particularly at the outset of team interactions. Two distinct research streams have emerged regarding trustworthiness. One proposes a difference between perceived ability and intent, whereas the other proposes a difference between confident positive and negative expectations of others. Regardless of their structure, theory suggests that perceptions of team trustworthiness ought to develop across performance episodes as individuals identify more with their team and have more information about how they are performing. We explore these relationships across three distinct performance episodes in newly formed short-term teams. Our results support a four-factor model of trustworthiness within the context of short-term, lab-based teams. Further, perceptions regarding teammates' abilities tended to change quickly and curvilinearly while those regarding teammates' intents changed linearly. Positive team performance signals bolstered individual perceptions of team trustworthiness in ability and intent but not perceived team untrustworthiness. Negative team performance signals bolstered individual perceptions of team untrustworthiness in ability and intent while harming both types of individual perceptions of team trustworthiness. This study supports propositions from the model of trust over time and lays the groundwork for a comprehensive approach toward trust research within teams.

摘要个人对团队可信度的看法是团队内部关系发展的关键先决条件。然而,我们需要明确这些个人认知的重点以及它们是如何变化的,尤其是在团队互动的初期。关于可信度,出现了两种不同的研究流派。一种研究提出了感知能力和意图之间的差异,而另一种研究则提出了对他人的自信积极期望和消极期望之间的差异。无论其结构如何,理论都表明,随着个人对团队的认同度提高,对团队表现的了解增多,对团队可信度的感知应该在整个表现过程中不断发展。我们探讨了新组建的短期团队在三个不同绩效事件中的这些关系。我们的研究结果支持以实验室为基础的短期团队中的信任度四因素模型。此外,对队友能力的看法往往会迅速发生曲线变化,而对队友意图的看法则会发生线性变化。积极的团队表现信号会增强个人对团队在能力和意图方面可信度的感知,但不会增强对团队不可信的感知。消极的团队表现信号会增强个人对团队在能力和意图方面不可信的感知,但同时会损害个人对团队不可信的两种感知。这项研究支持信任随时间变化模型的命题,并为团队内部信任研究的综合方法奠定了基础。
{"title":"Initial development of perceptions of ability and intent factors of (un)trustworthiness in short-term teams","authors":"Keaton A. Fletcher,&nbsp;James K. Summers,&nbsp;Wendy L. Bedwell-Torres,&nbsp;Stephen E. Humphrey,&nbsp;Sarah E. Thomas,&nbsp;P. Scott Ramsay","doi":"10.1002/job.2795","DOIUrl":"10.1002/job.2795","url":null,"abstract":"<p>Individual perceptions of team trustworthiness are critical antecedents to the development of relationships within teams. Yet, clarity is needed regarding the focus of these individual perceptions and how they change, particularly at the outset of team interactions. Two distinct research streams have emerged regarding trustworthiness. One proposes a difference between perceived ability and intent, whereas the other proposes a difference between confident positive and negative expectations of others. Regardless of their structure, theory suggests that perceptions of team trustworthiness ought to develop across performance episodes as individuals identify more with their team and have more information about how they are performing. We explore these relationships across three distinct performance episodes in newly formed short-term teams. Our results support a four-factor model of trustworthiness within the context of short-term, lab-based teams. Further, perceptions regarding teammates' abilities tended to change quickly and curvilinearly while those regarding teammates' intents changed linearly. Positive team performance signals bolstered individual perceptions of team trustworthiness in ability and intent but not perceived team untrustworthiness. Negative team performance signals bolstered individual perceptions of team untrustworthiness in ability and intent while harming both types of individual perceptions of team trustworthiness. This study supports propositions from the model of trust over time and lays the groundwork for a comprehensive approach toward trust research within teams.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1025-1046"},"PeriodicalIF":6.2,"publicationDate":"2024-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2795","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140932092","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
How do humble leaders unleash followers' leadership potential? The roles of workplace status and individualistic orientation 谦虚的领导者如何释放追随者的领导潜能?职场地位和个人主义取向的作用
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-05-05 DOI: 10.1002/job.2793
Xiaoshuang Lin, Herman H. M. Tse, Bo Shao, Jinyun Duan

While leader-expressed humility has received an upsurge in attention in recent years, a fundamental issue that remains unaddressed is whether leader-expressed humility, as a bottom–up leadership approach, could indeed elevate followers' workplace status and eventually unleash their leadership potential; if so, how and when? Drawing on expectation states theory (EST) and using two multi-wave datasets, including one from 216 one-to-one matched supervisor–subordinate dyads in China (Study 1) and the other from 210 subordinates in Western countries (Study 2), we provide evidence that leader humility is effective in elevating followers' workplace status, particularly when followers' individualistic orientation is high. This elevated perception of workplace status also increases followers' leadership potential, demonstrated by their motivation to lead and taking charge behaviors. These findings offer novel theoretical and practical insights into the implications of leader humility for followers' leadership potential.

近年来,领导者表达的谦逊受到了越来越多的关注,但一个尚未解决的根本问题是,作为一种自下而上的领导方法,领导者表达的谦逊是否真的能提升追随者的职场地位,并最终释放他们的领导潜能;如果是,如何释放,何时释放?根据期望状态理论(EST),我们使用了两个多波数据集,其中一个数据集来自中国的216个一对一匹配的上司-下属二元组(研究1),另一个数据集来自西方国家的210个下属(研究2),我们提供的证据表明,领导者的谦逊能有效提升追随者的职场地位,尤其是当追随者的个人主义倾向较高时。这种职场地位感的提升还能提高追随者的领导潜能,表现在他们的领导动机和负责行为上。这些发现为领导者谦逊对追随者领导潜能的影响提供了新颖的理论和实践见解。
{"title":"How do humble leaders unleash followers' leadership potential? The roles of workplace status and individualistic orientation","authors":"Xiaoshuang Lin,&nbsp;Herman H. M. Tse,&nbsp;Bo Shao,&nbsp;Jinyun Duan","doi":"10.1002/job.2793","DOIUrl":"10.1002/job.2793","url":null,"abstract":"<div>\u0000 \u0000 <p>While leader-expressed humility has received an upsurge in attention in recent years, a fundamental issue that remains unaddressed is whether leader-expressed humility, as a bottom–up leadership approach, could indeed elevate followers' workplace status and eventually unleash their leadership potential; if so, how and when? Drawing on expectation states theory (EST) and using two multi-wave datasets, including one from 216 one-to-one matched supervisor–subordinate dyads in China (Study 1) and the other from 210 subordinates in Western countries (Study 2), we provide evidence that leader humility is effective in elevating followers' workplace status, particularly when followers' individualistic orientation is high. This elevated perception of workplace status also increases followers' leadership potential, demonstrated by their motivation to lead and taking charge behaviors. These findings offer novel theoretical and practical insights into the implications of leader humility for followers' leadership potential.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 6","pages":"818-836"},"PeriodicalIF":6.2,"publicationDate":"2024-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141129618","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}
引用次数: 0
Not detaching from work during leisure time: A control-theory perspective on job-related cognitions 闲暇时间不脱离工作:从控制论角度看与工作有关的认知
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-25 DOI: 10.1002/job.2792
Sabine Sonnentag, Monika Wiegelmann

Lack of psychological detachment from work during leisure time is related to unfavorable affective states and poor well-being but little is known about the processes that drive this relationship. We propose that lack of detachment from work translates into next-day negative and positive affect by specific thought processes. Building on a control-theory approach to repetitive thought and rumination, we introduce a refined conceptualization of job-related cognitions during leisure time that integrates a valence perspective (referring to negative versus positive events) with a temporal-direction perspective (backward-oriented vs. forward-oriented). Using daily-survey data collected from 243 employees over two workweeks, multilevel path analysis revealed that lack of detachment from negative events predicted backward-oriented negative rumination and forward-oriented solution seeking. Lack of detachment from positive events predicted backward-oriented positive rumination and forward-oriented goal generation. Only backward-oriented negative rumination, in turn, predicted next-day negative affect. Neuroticism and extraversion moderated the relationships between lack of detachment and job-related cognitions, resulting in a particularly strong serial indirect effect between lack of detachment from negative events and next-day negative affect for persons high in neuroticism. Our study helps to understand why and for whom lack of psychological detachment from work during leisure time is particularly adverse.

摘要闲暇时间缺乏对工作的心理疏离与不利的情感状态和低幸福感有关,但人们对这种关系的驱动过程知之甚少。我们提出,缺乏对工作的超脱会通过特定的思维过程转化为第二天的消极和积极情绪。我们以控制论的方法来研究重复性思维和反刍,在此基础上,我们提出了一种在闲暇时间与工作相关的认知的细化概念,这种概念整合了情绪视角(指消极事件与积极事件)和时间方向视角(后向导向与前向导向)。通过对 243 名员工在两个工作周内的日常调查数据进行多层次路径分析,结果表明,缺乏对消极事件的疏离感预示着以后退为导向的消极反刍和以前进为导向的解决方案寻求。缺乏对积极事件的疏离预示着落后导向的积极反刍和前瞻导向的目标生成。反过来,只有后向消极反刍才能预测第二天的消极情绪。神经质和外向性调节了缺乏疏离感和工作相关认知之间的关系,导致神经质程度高的人缺乏对消极事件的疏离感和第二天的消极情绪之间产生了特别强的序列间接效应。我们的研究有助于了解在闲暇时间缺乏对工作的心理疏离为何以及对哪些人尤其不利。
{"title":"Not detaching from work during leisure time: A control-theory perspective on job-related cognitions","authors":"Sabine Sonnentag,&nbsp;Monika Wiegelmann","doi":"10.1002/job.2792","DOIUrl":"10.1002/job.2792","url":null,"abstract":"<p>Lack of psychological detachment from work during leisure time is related to unfavorable affective states and poor well-being but little is known about the processes that drive this relationship. We propose that lack of detachment from work translates into next-day negative and positive affect by specific thought processes. Building on a control-theory approach to repetitive thought and rumination, we introduce a refined conceptualization of job-related cognitions during leisure time that integrates a valence perspective (referring to negative versus positive events) with a temporal-direction perspective (backward-oriented vs. forward-oriented). Using daily-survey data collected from 243 employees over two workweeks, multilevel path analysis revealed that lack of detachment from negative events predicted backward-oriented negative rumination and forward-oriented solution seeking. Lack of detachment from positive events predicted backward-oriented positive rumination and forward-oriented goal generation. Only backward-oriented negative rumination, in turn, predicted next-day negative affect. Neuroticism and extraversion moderated the relationships between lack of detachment and job-related cognitions, resulting in a particularly strong serial indirect effect between lack of detachment from negative events and next-day negative affect for persons high in neuroticism. Our study helps to understand why and for whom lack of psychological detachment from work during leisure time is particularly adverse.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1003-1024"},"PeriodicalIF":6.2,"publicationDate":"2024-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2792","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140805445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power 中层权力游戏:马赫式中层管理者如何以及何时利用向下滥用权力和向上关系来获得和维持权力
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-23 DOI: 10.1002/job.2794
Fong Keng-Highberger, Zhiyu Feng, Kai Chi Yam, Xiao-Ping Chen, Hu Li

Given Machiavellianism's strong historical and theoretical roots in power and politics, there are surprisingly few empirical studies, if any, that directly examine how Machiavellians attain and maintain power in organizations. Understanding this is important because Machiavellian employees have managed to effectively gain power to reach managerial positions of influence in organizations despite their negative reputation. Further, there are contradictory theories and peripheral empirical findings that suggest they gain power either by strategically forging important connections or through coercive force. We propose that a Mach middle manager perspective can help illuminate which power-gaining strategy is used. Drawing from the Machiavellianism literature and power dependence theory, we theorize how Mach middle managers gain coercive power through abusive supervision on those with less power (their subordinates), while building close guanxi with those with more power (their senior manager) to obtain relational empowerment. Moreover, we theorize that they maintain power by increasing both power-gaining strategies when Mach middle managers perceive a high threat to hierarchy from subordinates, suggesting these parallel relations are positively connected. We found support for our theoretical model using data from a multi-confederate experimental lab study and two multi-wave field studies. The theoretical and empirical implications of our findings are discussed.

鉴于马基雅维利主义在权力和政治方面的深厚历史和理论根基,直接研究马基雅维利主义者如何在组织中获得和保持权力的实证研究,即使有,也少得令人吃惊。了解这一点非常重要,因为马基雅弗利主义者尽管声名狼藉,却能有效地获得权力,在组织中担任有影响力的管理职位。此外,一些相互矛盾的理论和外围的经验研究结果表明,马基雅维利主义者要么通过战略性地建立重要关系来获得权力,要么通过强制力来获得权力。我们建议从马赫式中层管理者的视角来分析他们采用了哪种获取权力的策略。借鉴马基雅维利主义文献和权力依赖理论,我们从理论上分析了马赫式中层管理者如何通过对权力较小的人员(其下属)进行滥用监督来获得强制权力,同时与权力较大的人员(其高级经理)建立密切的关系以获得关系授权。此外,我们还推测,当马赫型中层管理者认为下属对等级制度构成高度威胁时,他们会通过增加这两种获得权力的策略来维持权力,这表明这些平行关系是正相关的。我们从一项多盟友实验研究和两项多波实地研究中获得的数据支持了我们的理论模型。本文讨论了我们的发现在理论和实证方面的意义。
{"title":"Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power","authors":"Fong Keng-Highberger,&nbsp;Zhiyu Feng,&nbsp;Kai Chi Yam,&nbsp;Xiao-Ping Chen,&nbsp;Hu Li","doi":"10.1002/job.2794","DOIUrl":"10.1002/job.2794","url":null,"abstract":"<div>\u0000 \u0000 <p>Given Machiavellianism's strong historical and theoretical roots in power and politics, there are surprisingly few empirical studies, if any, that directly examine <i>how</i> Machiavellians attain and maintain power in organizations. Understanding this is important because Machiavellian employees have managed to effectively gain power to reach managerial positions of influence in organizations despite their negative reputation. Further, there are contradictory theories and peripheral empirical findings that suggest they gain power either by strategically forging important connections or through coercive force. We propose that a Mach middle manager perspective can help illuminate which power-gaining strategy is used. Drawing from the Machiavellianism literature and power dependence theory, we theorize how Mach middle managers <i>gain</i> coercive power through abusive supervision on those with less power (their subordinates), while building close <i>guanxi</i> with those with more power (their senior manager) to obtain relational empowerment. Moreover, we theorize that they <i>maintain</i> power by increasing both power-gaining strategies when Mach middle managers perceive a high threat to hierarchy from subordinates, suggesting these parallel relations are positively connected. We found support for our theoretical model using data from a multi-confederate experimental lab study and two multi-wave field studies. The theoretical and empirical implications of our findings are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1088-1116"},"PeriodicalIF":6.2,"publicationDate":"2024-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140668974","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}
引用次数: 0
When competitive rewards create obsessions with bottom-line outcomes: A social interdependence theory perspective of the mediating role of bottom-line mentality 当竞争性奖励造成对底线结果的迷恋时:从社会相互依存理论角度看底线思维的中介作用
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-22 DOI: 10.1002/job.2791
Mary B. Mawritz, Rebecca L. Greenbaum, Yingli Deng, Blythe L. Rosikiewicz, Andrea C. Farro, Mark Mitchell

We rely on social interdependence theory to examine bottom-line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, suggesting that in comparison to employees low on learning goal orientation, employees high on the attribute are less likely to respond to their BLMs (that result from competitive rewards) with dysfunctional behaviors, because these employees will pursue their bottom-line outcomes with an innate motivation to learn. We tested our hypotheses with three studies: an experimental study, a multisource, field study from a U.S. corporation, and a diverse, multisource, time-lagged field study. Results from the experimental study and first field study revealed that BLM mediated the negative relationship between competitive rewards and OCBI; the second field study replicated these findings and demonstrated support for our full moderated mediation model. We provide theoretical and empirical support for the notion that BLM can serve as a motivational state that explains the effects of competition on workplace behaviors and learning goal orientation influences these effects.

我们以社会相互依存理论为基础,研究了底线心态(BLM)这一动机状态,它可以解释竞争性奖励对对立行为的影响,即人际组织公民行为(OCBI)的减少和社会破坏行为的增加。根据社会相互依存理论,我们还将学习目标导向作为一种可以削弱这些影响的动机属性进行了研究,结果表明,与学习目标导向较低的员工相比,学习目标导向较高的员工不太可能以不正常的行为来应对他们的BLM(竞争性奖励导致的BLM),因为这些员工会以与生俱来的学习动机来追求他们的底线结果。我们通过三项研究验证了我们的假设:一项实验研究、一项来自一家美国公司的多来源实地研究,以及一项多样化、多来源、时间滞后的实地研究。实验研究和第一项实地研究的结果表明,BLM 调节了竞争性奖励与 OCBI 之间的负相关关系;第二项实地研究重复了这些结果,并证明了我们的完全调节中介模型。我们为以下观点提供了理论和实证支持:BLM 可以作为一种动机状态,解释竞争对工作场所行为的影响,以及学习目标导向对这些影响的影响。
{"title":"When competitive rewards create obsessions with bottom-line outcomes: A social interdependence theory perspective of the mediating role of bottom-line mentality","authors":"Mary B. Mawritz,&nbsp;Rebecca L. Greenbaum,&nbsp;Yingli Deng,&nbsp;Blythe L. Rosikiewicz,&nbsp;Andrea C. Farro,&nbsp;Mark Mitchell","doi":"10.1002/job.2791","DOIUrl":"10.1002/job.2791","url":null,"abstract":"<div>\u0000 \u0000 <p>We rely on social interdependence theory to examine bottom-line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, suggesting that in comparison to employees low on learning goal orientation, employees high on the attribute are less likely to respond to their BLMs (that result from competitive rewards) with dysfunctional behaviors, because these employees will pursue their bottom-line outcomes with an innate motivation to learn. We tested our hypotheses with three studies: an experimental study, a multisource, field study from a U.S. corporation, and a diverse, multisource, time-lagged field study. Results from the experimental study and first field study revealed that BLM mediated the negative relationship between competitive rewards and OCBI; the second field study replicated these findings and demonstrated support for our full moderated mediation model. We provide theoretical and empirical support for the notion that BLM can serve as a motivational state that explains the effects of competition on workplace behaviors and learning goal orientation influences these effects.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1231-1248"},"PeriodicalIF":6.2,"publicationDate":"2024-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140677591","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}
引用次数: 0
Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior 一起重新构想我们的未来:包容性组织行为的早期鸟瞰图
IF 6.8 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-08 DOI: 10.1002/job.2776
Amandeep Dhir, Puneet Kaur, Sharfa Hassan, Demetris Vrontis
SummaryThe world has witnessed high‐intensity and low‐occurrence crises such as the COVID‐19 pandemic that have radically changed not only the discourses of health and safety but also permanently changed the realities of the workplace. The COVID‐19 pandemic‐related new normal has resulted in the exponential increase in the acceptance of “homeplace” or “work from home” in work‐related domains. With this sudden dramatic shift in the way the present and future work is being conceptualized, there is every reason to believe that employees struggle with a plethora of intertwined thoughts and emotions, particularly a heightened sense of social isolation and exclusion from their work environment. The present study is an attempt to address this concern in the broader ambit of inclusive organizational behavior. Using an interpretivist research approach, we dwell on the genesis of organizational behavior in changing times, particularly digitalization and social isolation. We employ inductive analysis of the employee data generated over two waves and use grounded theory to explain how inclusive behavior could be fostered within organizations. Our study provides an early conceptualization of inclusive organizational behavior by identifying four factors, namely, inclusive support, inclusive work design, inclusive culture, and inclusive mindset. Furthermore, based on the findings of the study, a three‐tier model of inclusive organizational behavior is proposed that links individual, group, and system‐level dynamics in the organizations.
摘要 全世界都目睹了诸如 COVID-19 大流行病等高强度、低发生率的危机,这些危机不仅从根本上改变了健康与安全的论述,也永久性地改变了工作场所的现实。与 COVID-19 大流行相关的新常态导致在与工作相关的领域接受 "在家 "或 "在家工作 "的人数呈指数增长。随着现在和未来工作概念的突然巨大转变,我们完全有理由相信,员工会在大量相互交织的想法和情绪中挣扎,尤其是社会隔离感和工作环境排斥感的增强。本研究试图在更广泛的包容性组织行为范畴内解决这一问题。我们采用解释主义研究方法,深入探讨了组织行为在不断变化的时代中的起源,尤其是数字化和社会隔离。我们对两波调查中收集到的员工数据进行了归纳分析,并运用基础理论解释了如何在组织内部培养包容性行为。我们的研究通过确定四个因素,即包容性支持、包容性工作设计、包容性文化和包容性心态,对包容性组织行为进行了初步概念化。此外,根据研究结果,我们还提出了包容性组织行为的三层模型,将组织中的个人、群体和系统层面的动态联系起来。
{"title":"Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior","authors":"Amandeep Dhir, Puneet Kaur, Sharfa Hassan, Demetris Vrontis","doi":"10.1002/job.2776","DOIUrl":"https://doi.org/10.1002/job.2776","url":null,"abstract":"SummaryThe world has witnessed high‐intensity and low‐occurrence crises such as the COVID‐19 pandemic that have radically changed not only the discourses of health and safety but also permanently changed the realities of the workplace. The COVID‐19 pandemic‐related new normal has resulted in the exponential increase in the acceptance of “homeplace” or “work from home” in work‐related domains. With this sudden dramatic shift in the way the present and future work is being conceptualized, there is every reason to believe that employees struggle with a plethora of intertwined thoughts and emotions, particularly a heightened sense of social isolation and exclusion from their work environment. The present study is an attempt to address this concern in the broader ambit of inclusive organizational behavior. Using an interpretivist research approach, we dwell on the genesis of organizational behavior in changing times, particularly digitalization and social isolation. We employ inductive analysis of the employee data generated over two waves and use grounded theory to explain how inclusive behavior could be fostered within organizations. Our study provides an early conceptualization of inclusive organizational behavior by identifying four factors, namely, inclusive support, inclusive work design, inclusive culture, and inclusive mindset. Furthermore, based on the findings of the study, a three‐tier model of inclusive organizational behavior is proposed that links individual, group, and system‐level dynamics in the organizations.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"1 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589257","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}
引用次数: 0
The brothers are watching: The peer monitoring mechanism of rivalry in reducing cheating behavior at work 兄弟们都在看:竞争对手的同伴监督机制可减少工作中的作弊行为
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-02 DOI: 10.1002/job.2789
Ruo Mo, Meena Andiappan

The consensus of the literature has suggested that competition prompts individuals to act unethically. However, prior research that explored the ethical implication of competition has largely ignored the role of contexts within its examination—studying competition generally independent of other social relationships/actors. Drawing on the relational perspective of competition (i.e., rivalry), we propose that broader social relationships in which rivalry relationships are embedded will give rise to alternative psychological processes that can account for a curbing effect of rivalry on workplace cheating behavior. Results from one pre-registered experiment and three surveys on working professionals suggest that exposure to rivalry leads to a heightened perception of peer monitoring, which in turn is associated with lower cheating behavior at work. We further find that the effect of rivalry on the perception of peer monitoring is stronger (weaker) when employees' leader–member exchange (LMX) relationship with their supervisor is lower (higher), highlighting the significance of other social actors in the rivalry process. This research complements the literature with a balanced perspective regarding the ethical implication of competition and contributes to the theory building of rivalry by providing an interpersonal lens to the psychology of rivalry.

摘要 文献一致认为,竞争会促使个人做出不道德的行为。然而,以往探讨竞争的道德含义的研究在很大程度上忽视了环境在研究中的作用--研究竞争时一般不考虑其他社会关系/角色。借鉴竞争(即竞争关系)的关系视角,我们提出,竞争关系所嵌入的更广泛的社会关系将产生替代心理过程,从而解释竞争对职场作弊行为的抑制作用。一项预先登记的实验和三项针对职场专业人士的调查结果表明,暴露于竞争关系会导致对同伴监督的感知增强,进而与工作中作弊行为的减少相关联。我们进一步发现,当员工与上司的领导-成员交换关系(LMX)较低(较高)时,竞争对同伴监督感知的影响较强(较弱),这凸显了其他社会参与者在竞争过程中的重要性。本研究以平衡的视角看待竞争的道德含义,补充了相关文献,并通过为竞争心理学提供人际视角,为竞争理论的构建做出了贡献。
{"title":"The brothers are watching: The peer monitoring mechanism of rivalry in reducing cheating behavior at work","authors":"Ruo Mo,&nbsp;Meena Andiappan","doi":"10.1002/job.2789","DOIUrl":"10.1002/job.2789","url":null,"abstract":"<div>\u0000 \u0000 <p>The consensus of the literature has suggested that competition prompts individuals to act unethically. However, prior research that explored the ethical implication of competition has largely ignored the role of contexts within its examination—studying competition generally independent of other social relationships/actors. Drawing on the relational perspective of competition (i.e., rivalry), we propose that broader social relationships in which rivalry relationships are embedded will give rise to alternative psychological processes that can account for a curbing effect of rivalry on workplace cheating behavior. Results from one pre-registered experiment and three surveys on working professionals suggest that exposure to rivalry leads to a heightened perception of peer monitoring, which in turn is associated with lower cheating behavior at work. We further find that the effect of rivalry on the perception of peer monitoring is stronger (weaker) when employees' leader–member exchange (LMX) relationship with their supervisor is lower (higher), highlighting the significance of other social actors in the rivalry process. This research complements the literature with a balanced perspective regarding the ethical implication of competition and contributes to the theory building of rivalry by providing an interpersonal lens to the psychology of rivalry.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1070-1087"},"PeriodicalIF":6.2,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589508","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}
引用次数: 0
A neurocognitive framework of attention and creativity: Maximizing usefulness and novelty via directed and undirected pathways 注意力和创造力的神经认知框架:通过定向和非定向途径实现有用性和新颖性的最大化
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-01 DOI: 10.1002/job.2787
Gillian B. Yeo, Nicole A. Celestine, Sharon K. Parker, March L. To, Giles Hirst

Coming up with creative ideas is not easy. In this conceptual article, we integrate organizational behavior, cognitive psychology, and neuroscience literatures to propose that different forms of attention may be a key to maximizing creative usefulness and novelty. Specifically, we develop a neurocognitive framework of attentional control to propose differential pathways from creative goal-directed attention (a narrow and selective focus) to deliberate information processing, and from undirected attention (a wide and unconstrained focus) to spontaneous information processing. These propositions have implications for creative usefulness and novelty, respectively—namely, that creative goal-directed attention should facilitate the usefulness of creative outputs to a greater extent than their novelty, whereas undirected attention should promote the novelty of creative outputs to a greater extent than their usefulness. Our framework further suggests that time spent experiencing creative goal-directed attention followed by undirected attention is the optimal sequence for maximizing both the usefulness and novelty of creative outputs. In combination, our framework advances theoretical understanding of attentional pathways to creative outcomes and offers practical implications for maximizing creative potential at work.

摘要提出创造性想法并非易事。在这篇概念性文章中,我们整合了组织行为学、认知心理学和神经科学文献,提出不同形式的注意力可能是最大限度地提高创意有用性和新颖性的关键。具体来说,我们建立了一个注意力控制的神经认知框架,提出了从创造性目标导向型注意力(狭义的、有选择性的注意力)到有意信息处理,以及从非导向型注意力(广义的、无约束的注意力)到自发信息处理的不同途径。这些命题分别对创造性的有用性和新颖性产生了影响--也就是说,创造性目标定向注意对创造性产出有用性的促进作用应大于其新颖性,而非定向注意对创造性产出新颖性的促进作用应大于其有用性。我们的框架进一步表明,花时间体验创造性目标定向注意,然后再体验非定向注意,是最大限度地提高创造性产出的有用性和新颖性的最佳顺序。综合来看,我们的框架推进了对创造性成果的注意途径的理论理解,并为最大限度地发挥工作中的创造性潜能提供了实际意义。
{"title":"A neurocognitive framework of attention and creativity: Maximizing usefulness and novelty via directed and undirected pathways","authors":"Gillian B. Yeo,&nbsp;Nicole A. Celestine,&nbsp;Sharon K. Parker,&nbsp;March L. To,&nbsp;Giles Hirst","doi":"10.1002/job.2787","DOIUrl":"10.1002/job.2787","url":null,"abstract":"<p>Coming up with creative ideas is not easy. In this conceptual article, we integrate organizational behavior, cognitive psychology, and neuroscience literatures to propose that different forms of attention may be a key to maximizing creative usefulness and novelty. Specifically, we develop a neurocognitive framework of attentional control to propose differential pathways from creative goal-directed attention (a narrow and selective focus) to deliberate information processing, and from undirected attention (a wide and unconstrained focus) to spontaneous information processing. These propositions have implications for creative usefulness and novelty, respectively—namely, that creative goal-directed attention should facilitate the usefulness of creative outputs to a greater extent than their novelty, whereas undirected attention should promote the novelty of creative outputs to a greater extent than their usefulness. Our framework further suggests that time spent experiencing creative goal-directed attention followed by undirected attention is the optimal sequence for maximizing both the usefulness and novelty of creative outputs. In combination, our framework advances theoretical understanding of attentional pathways to creative outcomes and offers practical implications for maximizing creative potential at work.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 6","pages":"912-934"},"PeriodicalIF":6.2,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2787","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Leaders pressuring teams and teams engaged in deviance: An examination of leader–team extraversion incongruence 领导者对团队施压与团队参与偏差:对领导者-团队外向性不一致性的研究
IF 6.2 2区 管理学 Q1 BUSINESS Pub Date : 2024-04-01 DOI: 10.1002/job.2785
Brian W. McCormick, Erik Gonzalez-Mulé, Jee Young Seong

Researchers have cited the need to account for subordinates in the leadership process, and the leader–team fit paradigm provides a framework for simultaneously considering the characteristics of leaders and those of their subordinate teams. Drawing on extraversion personality theory stipulating extraversion's implications on motivation and communication styles and preferences, we seek to add nuance to the study of a trait that has been widely assumed to exert positive effects in leaders and teams. Integrating theorizing on extraversion and fit, we posit in this research that counterproductive leader and team behaviors will be associated with misfit leader–team pairings in which extraversion incongruence exists (leaders higher in extraversion paired with teams lower in extraversion or leaders lower in extraversion paired with teams higher in extraversion). We test our predictions in a time-lagged field survey study of leaders and their respective teams in the nuclear power industry, using polynomial regression analyses to find support for hypotheses about the association of leader–team extraversion incongruence and detrimental leader (use of pressure influence tactics) and team (deviance directed at the organization) behaviors. We discuss the implications of our findings for research and practice on leaders, teams, deviance, and extraversion.

摘要研究人员指出,在领导过程中需要考虑下属的因素,而领导者-团队契合范式为同时考虑领导者及其下属团队的特征提供了一个框架。外向性人格理论规定了外向性对动机、沟通风格和偏好的影响,我们希望通过对这一被普遍认为会对领导者和团队产生积极影响的特质的研究,为这一研究增添更多的微妙之处。结合关于外向性和契合度的理论,我们在本研究中假设,领导者和团队的适得其反行为将与存在外向性不协调的错误领导者-团队配对(外向性较高的领导者与外向性较低的团队配对,或外向性较低的领导者与外向性较高的团队配对)相关联。我们对核电行业的领导者及其团队进行了一项时滞实地调查研究,利用多项式回归分析检验了我们的预测,发现领导者-团队外向性不协调与领导者(使用压力影响策略)和团队(针对组织的偏差)的有害行为之间的关联假设得到了支持。我们将讨论我们的发现对领导者、团队、偏差和外向性的研究和实践的影响。
{"title":"Leaders pressuring teams and teams engaged in deviance: An examination of leader–team extraversion incongruence","authors":"Brian W. McCormick,&nbsp;Erik Gonzalez-Mulé,&nbsp;Jee Young Seong","doi":"10.1002/job.2785","DOIUrl":"10.1002/job.2785","url":null,"abstract":"<div>\u0000 \u0000 <p>Researchers have cited the need to account for subordinates in the leadership process, and the leader–team fit paradigm provides a framework for simultaneously considering the characteristics of leaders and those of their subordinate teams. Drawing on extraversion personality theory stipulating extraversion's implications on motivation and communication styles and preferences, we seek to add nuance to the study of a trait that has been widely assumed to exert positive effects in leaders and teams. Integrating theorizing on extraversion and fit, we posit in this research that counterproductive leader and team behaviors will be associated with misfit leader–team pairings in which extraversion incongruence exists (leaders higher in extraversion paired with teams lower in extraversion or leaders lower in extraversion paired with teams higher in extraversion). We test our predictions in a time-lagged field survey study of leaders and their respective teams in the nuclear power industry, using polynomial regression analyses to find support for hypotheses about the association of leader–team extraversion incongruence and detrimental leader (use of pressure influence tactics) and team (deviance directed at the organization) behaviors. We discuss the implications of our findings for research and practice on leaders, teams, deviance, and extraversion.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 6","pages":"877-895"},"PeriodicalIF":6.2,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589580","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}
引用次数: 0
期刊
Journal of Organizational Behavior
全部 Acc. Chem. Res. ACS Applied Bio Materials ACS Appl. Electron. Mater. ACS Appl. Energy Mater. ACS Appl. Mater. Interfaces ACS Appl. Nano Mater. ACS Appl. Polym. Mater. ACS BIOMATER-SCI ENG ACS Catal. ACS Cent. Sci. ACS Chem. Biol. ACS Chemical Health & Safety ACS Chem. Neurosci. ACS Comb. Sci. ACS Earth Space Chem. ACS Energy Lett. ACS Infect. Dis. ACS Macro Lett. ACS Mater. Lett. ACS Med. Chem. Lett. ACS Nano ACS Omega ACS Photonics ACS Sens. ACS Sustainable Chem. Eng. ACS Synth. Biol. Anal. Chem. BIOCHEMISTRY-US Bioconjugate Chem. BIOMACROMOLECULES Chem. Res. Toxicol. Chem. Rev. Chem. Mater. CRYST GROWTH DES ENERG FUEL Environ. Sci. Technol. Environ. Sci. Technol. Lett. Eur. J. Inorg. Chem. IND ENG CHEM RES Inorg. Chem. J. Agric. Food. Chem. J. Chem. Eng. Data J. Chem. Educ. J. Chem. Inf. Model. J. Chem. Theory Comput. J. Med. Chem. J. Nat. Prod. J PROTEOME RES J. Am. Chem. Soc. LANGMUIR MACROMOLECULES Mol. Pharmaceutics Nano Lett. Org. Lett. ORG PROCESS RES DEV ORGANOMETALLICS J. Org. Chem. J. Phys. Chem. J. Phys. Chem. A J. Phys. Chem. B J. Phys. Chem. C J. Phys. Chem. Lett. Analyst Anal. Methods Biomater. Sci. Catal. Sci. Technol. Chem. Commun. Chem. Soc. Rev. CHEM EDUC RES PRACT CRYSTENGCOMM Dalton Trans. Energy Environ. Sci. ENVIRON SCI-NANO ENVIRON SCI-PROC IMP ENVIRON SCI-WAT RES Faraday Discuss. Food Funct. Green Chem. Inorg. Chem. Front. Integr. Biol. J. Anal. At. Spectrom. J. Mater. Chem. A J. Mater. Chem. B J. Mater. Chem. C Lab Chip Mater. Chem. Front. Mater. Horiz. MEDCHEMCOMM Metallomics Mol. Biosyst. Mol. Syst. Des. Eng. Nanoscale Nanoscale Horiz. Nat. Prod. Rep. New J. Chem. Org. Biomol. Chem. Org. Chem. Front. PHOTOCH PHOTOBIO SCI PCCP Polym. Chem.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1