Journal of Organizational Behavior最新文献

Traditional variable-centered job crafting research typically examines individual job crafting behaviors in isolation. This study builds upon existing person-centered job crafting research, aiming to further validate job crafting profiles based on the job demands-resources model. By testing profile similarity across different samples and time points, we identify three consistent job crafting profiles: proactive crafters, characterized by a high use of approach crafting and a moderate use of avoidance crafting; active crafters, who exhibit an average level of all job crafting strategies; and reactive crafters, marked by a low use of approach crafting strategies but a relatively high use of avoidance crafting. As theorized, the proactive crafters profile emerged as the most desirable, displaying the highest levels of self-reported work engagement, task performance, and organizational citizenship behavior. This finding underscores that avoidance crafting becomes less detrimental when used alongside approach crafting. Moreover, our study reveals that proactive personality and job autonomy significantly increase the likelihood of employees being proactive crafters, offering empirical support for the notion that avoidance crafting can be an integral part of a proactive goal when combined with approach crafting.

Implementing successful organizational change is challenging, and to better understand it, researchers and practitioners have proposed a variety of models of change management. Paradoxically, while the behavior change of organizational members lies at the core of organizational change, theories and models of behavior change are rarely applied to organizational change management. Such knowledge could improve our understanding of underlying psychological mechanisms behind organizational change adoption and maintenance. Using self-determination theory as the framework, we developed a model of organizational change that integrates knowledge across the organizational and behavior change fields by (i) unifying change practices derived from organizational change models and from behavior change techniques, (ii) identifying and unifying underlying psychological mechanisms derived from theories that explain how organizational and behavior change occurs, and (iii) linking change practices to psychological mechanisms. The resulting model aims to provide theoretical and practical guidance for those involved in the planning and implementation of organizational change.

Managing workplace safety requires leaders to navigate through competing goals and processes. However, the current conceptualization and measurement of safety leadership do not adequately address this practical reality. To address this issue, we integrate paradox theory and paradoxical leadership research with safety-management literature to develop the conceptualization and measurement of paradoxical safety leadership (PSL). We define PSL as a multidimensional construct that consists of seemingly contradictory yet interrelated leader behaviors to meet competing goals and demands in safety management. Using a combination of deductive and inductive methods, we identify four behavioral dimensions of PSL: (1) placing an emphasis on both production and safety; (2) enforcing safety compliance while allowing flexibility; (3) bridging upper management safety requirements versus frontline safety needs and requests; and (4) balancing time in the office and the time spent with employees in the field. We then provide evidence that supports the proposed four-factor structure, reliability, convergent, discriminant, incremental validity, and cross-cultural invariance of the PSL scale. Our study broadens the understanding of the role of leadership in workplace safety by developing a paradoxical approach to managing safety tensions and providing a measure that has the potential to advance research in both safety and paradox leadership domains.

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.

Heightened 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.

Research 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.

Despite 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: N_day-level = 845, N_person-level = 126; Study 2: N_day-level = 793, N_person-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.