Journal of Applied Psychology最新文献_第3页

Unnoticed problems and overlooked opportunities: How and when employees fail to speak up under ambiguous threats. 未被注意到的问题和被忽视的机会：在模棱两可的威胁下，员工如何以及何时不开口说话。

IF 9.4 1区心理学

Journal of Applied Psychology Pub Date : 2024-10-01 Epub Date: 2024-05-16 DOI: 10.1037/apl0001210

Hyunsun Park, Subrahmaniam Tangirala, Srinivas Ekkirala, Apurva Sanaria

{"title":"Unnoticed problems and overlooked opportunities: How and when employees fail to speak up under ambiguous threats.","authors":"Hyunsun Park, Subrahmaniam Tangirala, Srinivas Ekkirala, Apurva Sanaria","doi":"10.1037/apl0001210","DOIUrl":"10.1037/apl0001210","url":null,"abstract":"Organizations often need to deal with ambiguous threats, which are complex, unprecedented, and difficult-to-predict events that hold the potential to cause harm. Drawing on the attention-based view of work behavior, we propose that employees do not always remain vigilant to such threats. Consequently, we argue that, in the face of those threats, employees can fail to notice or recognize problems or vulnerabilities in their organizations' work processes or products that can hinder coping. We posit that this effect is, paradoxically, more pronounced when employees are working with trustworthy managers who are perceived as capable and focused enough on the well-being of their units to adequately deal with work challenges. Thereby, we highlight that employees may overlook problems and thus not speak up, precisely when their input is highly desired to address ambiguous threats and can be effectively used by competent and caring managers. Using a combination of field surveys and preregistered experiments, we demonstrate support for our arguments. In the process, we present an alternative attention-based perspective to the voice literature that has so far predominantly focused on cost-benefit-based explanations (i.e., how employees evaluate the perceived costs of speaking up vs. presumed benefits) when describing hurdles to employee voice. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":"1571-1591"},"PeriodicalIF":9.4,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140944573","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Silence on injustices speaks volumes: When and how silence impacts perceptions of managers. 对不公正现象保持沉默说明了很多问题：沉默何时以及如何影响人们对管理者的看法。

IF 9.4 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-30 DOI: 10.1037/apl0001240

Hannah J Birnbaum, Kaylene J McClanahan, Miguel Unzueta

{"title":"Silence on injustices speaks volumes: When and how silence impacts perceptions of managers.","authors":"Hannah J Birnbaum, Kaylene J McClanahan, Miguel Unzueta","doi":"10.1037/apl0001240","DOIUrl":"https://doi.org/10.1037/apl0001240","url":null,"abstract":"Speaking up on social injustices may help create more just and inclusive organizations. Yet, many people choose to remain silent. In this article, we test how managerial silence on injustices can shape impressions of a manager's lack of support for an outgroup. In Study 1, we surveyed employees and found that many noticed their managers' silence and recounted that such silence influenced how they perceived their managers. We then conducted nine experimental studies (Studies 2-6, Supplemental Studies 1-4) to test how observers' perceptions of managers who engage in silence on an outgroup injustice depend on whether managers have spoken up or remained silent in the past. We demonstrate that when a manager engages in selective silence by previously speaking up on an ingroup injustice but remains silent on an outgroup injustice, observers perceive the manager as harboring greater bias and as less supportive of the outgroup than if they remained totally silent on both issues. In contrast, when a manager engages in selective silence by previously speaking up on an outgroup injustice but then remains silent on a second outgroup injustice, observers perceive the manager as generally supportive of social justice and as more supportive of the second outgroup than if they remained totally silent on both issues. We discuss implications for speaking up and remaining silent on injustices in the workplace. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":""},"PeriodicalIF":9.4,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142347251","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Considering personal needs in misdeeds: The role of compassion in shaping observer reactions to leader leniency. 在错误行为中考虑个人需求：同情心在影响观察者对领导宽大处理的反应中的作用。

IF 9.4 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-30 DOI: 10.1037/apl0001246

Marie S Mitchell, Shubha Sharma, Kate P Zipay, Robert J Bies, Natalie Croitoru

{"title":"Considering personal needs in misdeeds: The role of compassion in shaping observer reactions to leader leniency.","authors":"Marie S Mitchell, Shubha Sharma, Kate P Zipay, Robert J Bies, Natalie Croitoru","doi":"10.1037/apl0001246","DOIUrl":"https://doi.org/10.1037/apl0001246","url":null,"abstract":"Although punishment deters misconduct, protects employees from harm, and maintains cooperation in organizations, not all leaders punish-some are lenient. Employees keenly watch leaders' responses to misconduct. Leniency is often judged as unfair because it violates moral principles of justice, motivating observers to withhold support to leaders. Our research shifts the conversation to explain how moral consideration of offenders factors into the sensemaking of leaders' leniency that influences observer reactions. Perceptions of offender personal need (distress from the offender's personal life that is outside their control) raise observers' humanitarianism, which is reflected in compassion. Compassion elicited from offender personal need motivates observers to reduce the distress from the situation, lessening the unfairness of the leniency and punitive reactions to the leader. Three experiments demonstrated that leniency elicited unfairness that reduced support to leaders; observers' perceptions of offender personal need moderated the effects of leniency, reducing its unfairness and punitive reactions to leaders. In Studies 2 and 3, we found that compassion mediated the moderating effects of offender personal need. Only distress from personal need that is inflicted onto offenders (i.e., other-inflicted personal need), compared to distress from work performance need (Study 2) and self-inflicted personal need (Study 3), elicited compassion that lessened the unfairness of leniency. Study 3 also showed that self-inflicted personal need elicited contempt for the offender, which mediated the moderating effect of self-inflicted personal need, bolstering the unfairness of leniency and lessening support to lenient leaders. Implications to theory and practice are presented. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":""},"PeriodicalIF":9.4,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142347250","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

What happens after anti-Asian racism at work? A moral exclusion perspective on coworker confrontation and mechanisms. 工作中的反亚裔种族主义之后会发生什么？从道德排斥的角度看同事间的对抗和机制。

IF 9.4 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-30 DOI: 10.1037/apl0001242

Anjier Chen, Liuxin Yan, Min Young Yoon

{"title":"What happens after anti-Asian racism at work? A moral exclusion perspective on coworker confrontation and mechanisms.","authors":"Anjier Chen, Liuxin Yan, Min Young Yoon","doi":"10.1037/apl0001242","DOIUrl":"https://doi.org/10.1037/apl0001242","url":null,"abstract":"Despite Americans' recent heightened awareness of racial inequality, anti-Asian racism at work remains underrecognized and largely unaddressed. In this research, we aim to understand why White bystander coworkers may fail to confront anti-Asian racism. Integrating the moral exclusion perspective and research on racial positions, we propose that due to perceiving Asian Americans as more foreign than other non-White coworkers, White coworkers are less likely to feel anger and engage in confrontation when witnessing anti-Asian racism at work. We first conducted a survey study (Study 1), demonstrating the external validity of the phenomenon that White coworkers are less likely to confront racism when the victim is Asian American versus Black. We then conducted two experiments (Studies 2 and 3) with a realistic, interactive design and behavioral measures of confrontation, supporting our hypothesized mechanisms (i.e., perceived target foreignness and anger). Study 3 further generalized our theory by including Hispanic/Latinx American targets as an additional comparison group and showing that the relative perceived foreignness among Asian American, Hispanic/Latinx American, and Black targets reduced White coworkers' anger and confrontation. We then conclude by discussing the theoretical and practical implications of our work. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":""},"PeriodicalIF":9.4,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142347252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Are automated video interviews smart enough? Behavioral modes, reliability, validity, and bias of machine learning cognitive ability assessments. 自动视频面试够智能吗？机器学习认知能力评估的行为模式、可靠性、有效性和偏差。

IF 9.9 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-26 DOI: 10.1037/apl0001236

Louis Hickman,Louis Tay,Sang Eun Woo

{"title":"Are automated video interviews smart enough? Behavioral modes, reliability, validity, and bias of machine learning cognitive ability assessments.","authors":"Louis Hickman,Louis Tay,Sang Eun Woo","doi":"10.1037/apl0001236","DOIUrl":"https://doi.org/10.1037/apl0001236","url":null,"abstract":"Automated video interviews (AVIs) that use machine learning (ML) algorithms to assess interviewees are increasingly popular. Extending prior AVI research focusing on noncognitive constructs, the present study critically evaluates the possibility of assessing cognitive ability with AVIs. By developing and examining AVI ML models trained to predict measures of three cognitive ability constructs (i.e., general mental ability, verbal ability, and intellect [as observed at zero acquaintance]), this research contributes to the literature in several ways. First, it advances our understanding of how cognitive abilities relate to interviewee behavior. Specifically, we found that verbal behaviors best predicted interviewee cognitive abilities, while neither paraverbal nor nonverbal behaviors provided incremental validity, suggesting that only verbal behaviors should be used to assess cognitive abilities. Second, across two samples of mock video interviews, we extensively evaluated the psychometric properties of the verbal behavior AVI ML model scores, including their reliability (internal consistency across interview questions and test-retest), validity (relationships with other variables and content), and fairness and bias (measurement and predictive). Overall, the general mental ability, verbal ability, and intellect AVI models captured similar behavioral manifestations of cognitive ability. Validity evidence results were mixed: For example, AVIs trained on observer-rated intellect exhibited superior convergent and criterion relationships (compared to the observer ratings they were trained to model) but had limited discriminant validity evidence. Our findings illustrate the importance of examining psychometric properties beyond convergence with the test that ML algorithms are trained to model. We provide recommendations for enhancing discriminant validity evidence in future AVIs. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":"217 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142324992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Enhancing team crafting through proactive motivation: An intervention study. 通过积极主动的激励加强团队合作：一项干预研究。

IF 9.9 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-26 DOI: 10.1037/apl0001220

Jeroen P de Jong,Inge De Clippeleer,Ans De Vos

{"title":"Enhancing team crafting through proactive motivation: An intervention study.","authors":"Jeroen P de Jong,Inge De Clippeleer,Ans De Vos","doi":"10.1037/apl0001220","DOIUrl":"https://doi.org/10.1037/apl0001220","url":null,"abstract":"Although the literature on individual job crafting has proliferated over the past decade, research on the collaborative crafting efforts of organizational teams has lagged behind, which is surprising given the prominence of team-based arrangements in contemporary work and the importance of team proactivity in today's business environment. Drawing on proactive motivation theory and the literature on proactive performance in teams, this article presents a large-scale intervention study aimed at increasing team proactive motivation, including a pretest/posttest control group with 96 teams and 1,077 employees. We study the extent to which a team proactive motivation intervention is associated with changes in three dimensions of team crafting (task team crafting, relational team crafting, and cognitive team crafting) at both 6 months and 1 year after the intervention. We also examine the mediating role of change in the three team-level crafting dimensions in explaining the association between the intervention and change in team performance over time. Our results show that the intervention is positively associated with change in all three forms of team crafting. Furthermore, change in team crafting positively associates with change in team performance 6 months and 1 year after the intervention. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":"51 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142324990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Understanding the impact of witnessed workplace mistreatment: A meta-analysis of observer deontic reactions and employee outcomes. 了解目睹工作场所虐待的影响：对观察者行为反应和员工结果的荟萃分析。

IF 9.9 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-26 DOI: 10.1037/apl0001239

Zhanna Lyubykh,Rui Zhong,The Ton Vuong,Sandra L Robinson,M Sandy Hershcovis

{"title":"Understanding the impact of witnessed workplace mistreatment: A meta-analysis of observer deontic reactions and employee outcomes.","authors":"Zhanna Lyubykh,Rui Zhong,The Ton Vuong,Sandra L Robinson,M Sandy Hershcovis","doi":"10.1037/apl0001239","DOIUrl":"https://doi.org/10.1037/apl0001239","url":null,"abstract":"This meta-analysis aims to understand the impact of witnessed workplace mistreatment. Bringing together two streams of research, it examines (a) the boundary conditions of observer reactions that reflect a principled moral disapproval of violations of interpersonal justice (i.e., deontic reactions) and (b) the extent to which witnessed mistreatment explains incremental variance in a range of employee outcomes beyond the effects of experienced mistreatment. The results demonstrate that observer psychological and behavioral deontic reactions are not straightforward. For example, while observers have negative reactions toward perpetrators, they fail to intervene and have mixed reactions toward targets. Findings from a series of moderator analyses illuminate the role of perpetrator rank, mistreatment severity, and study context in explaining these disparate observer deontic reactions. Further, although experienced mistreatment explains more variance in most employee outcomes than witnessed mistreatment, witnessed mistreatment still has a unique and sizable contribution. The implications of these findings and future directions for research on witnessed mistreatment are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":"35 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142324989","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Out of sight, out of mind: How high-level construals can decrease the ethical framing of risk-mitigating behavior. 眼不见，心不烦：高层次的理解如何降低降低风险行为的道德框架。

IF 9.9 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-26 DOI: 10.1037/apl0001219

Salvatore J Affinito,David A Hofmann,Jonathan E Keeney

{"title":"Out of sight, out of mind: How high-level construals can decrease the ethical framing of risk-mitigating behavior.","authors":"Salvatore J Affinito,David A Hofmann,Jonathan E Keeney","doi":"10.1037/apl0001219","DOIUrl":"https://doi.org/10.1037/apl0001219","url":null,"abstract":"Organizational failures often cause significant harm to employees, the organization itself, and the environment. Investigations of failures consistently highlight how key employees behaved in (perhaps unintentionally) unethical ways that de-prioritized safety, such as investing fewer resources in safety (vs. other priorities) over time. Drawing on these investigations, we suggest a previously underexplored theme could explain why organizational failures persist and why employees did not \"see\" the potential for their behaviors to cause harm to others: Employees were distanced from where the harm eventually occurred, either in terms of space (e.g., being located miles away from the job site) or time (e.g., making decisions that would not have impacts for months or years). We use construal level theory to investigate how the way employees construe where work occurs-defined as work context construal-influences perceptions of harm and the ethical framing of risk-mitigating behaviors. We hypothesize that high-level (abstract) work context construals (vs. low-level, concrete ones) reduce perceptions of potential harm which, in turn, leads to framing risk-mitigating behaviors as less of an ethical obligation. Six studies-a correlational survey of aviation employees (Study 1), field experiments with offshore drilling employees (Study 2A) and health care workers (Study 2B), a preregistered experiment with nurses (Study 3), and two supplemental studies (Studies 4A/B)-support our hypotheses. We discuss implications of this research for understanding organizational failures, particularly in a world where technology increasingly enables employees to monitor complex and high-risk work occurring many miles away, or on the other side of the world. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":"36 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142324991","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Does what others can(not) see really matter? The relationship between leadership Arena-Reputation-Identity (LARI) model and leader effectiveness. 别人能（不能）看到的东西真的重要吗？领导竞技场-声誉-身份（LARI）模型与领导者效能之间的关系。

IF 9.9 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-26 DOI: 10.1037/apl0001238

Andrew C Loignon,John W Fleenor,Stephen Jeong,David J Woehr

{"title":"Does what others can(not) see really matter? The relationship between leadership Arena-Reputation-Identity (LARI) model and leader effectiveness.","authors":"Andrew C Loignon,John W Fleenor,Stephen Jeong,David J Woehr","doi":"10.1037/apl0001238","DOIUrl":"https://doi.org/10.1037/apl0001238","url":null,"abstract":"Leadership scholars recognize that there is value in capturing how leaders view themselves and how they are viewed by others. Recently, the leadership Arena-Reputation-Identity (LARI) model has been advanced as a means of more precisely capturing the shared and unique perspectives that underlie multisource ratings of leadership. Despite its strengths, several critical questions pertaining to this model remain unanswered: (1) Does the wealth of information provided by the LARI model have any bearing on the effectiveness of a leader? (2) Does the amount of variance explained by a particular source within the LARI model depend on the observability of the leadership dimension being rated? (3) Does the LARI model generalize to the upper echelon of the firms (i.e., senior executives) while also accommodating additional source effects (i.e., board members)? Drawing on multisource ratings of 491 senior executives' leadership competencies, as well as a team-based assessment of their effectiveness, we first conceptually and empirically extend this Model 1 that can accommodate predictive relationships, that is, LARI (S-1) model, and then find that the LARI (S-1) model functions well as a means of conceptualizing multisource ratings of leadership (even in a distinct context and additional sources of ratings). We also find that the LARI (S-1) model captures a significant, and at times, substantial portion of variability in leader effectiveness. Our results also suggest that the extent to which a particular source of leadership ratings predicts a leader's effectiveness is based, in part, on the observability of the leadership dimension being assessed. Implications and future directions are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":"25 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142324995","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Seeing value in novelty: Manager and employee social networks as keys in managers' idea evaluation and implementation decisions. 从新颖中看到价值：经理和员工社交网络是经理评估和实施创意决策的关键。

IF 9.4 1区心理学

Journal of Applied Psychology Pub Date : 2024-09-23 DOI: 10.1037/apl0001227

Vijaya Venkataramani, Shuye Lu, Kathryn M Bartol, Xiaoming Zheng, Dan Ni

{"title":"Seeing value in novelty: Manager and employee social networks as keys in managers' idea evaluation and implementation decisions.","authors":"Vijaya Venkataramani, Shuye Lu, Kathryn M Bartol, Xiaoming Zheng, Dan Ni","doi":"10.1037/apl0001227","DOIUrl":"https://doi.org/10.1037/apl0001227","url":null,"abstract":"Employees' novel ideas often do not get recognized or valued by their managers, thus precluding these ideas from benefiting the organization. Drawing on the social-cognitive model of creativity evaluation (Zhou & Woodman, 2003) and integrating it with a social network (N/W) lens, this article investigates how characteristics of the social networks of managers and employees play a role in influencing managers' valuation of and willingness to implement novel employee ideas. In three studies-an experimental study manipulating idea novelty and the functional diversity of idea evaluators' (i.e., managers') network, and two network field studies (with managers evaluating actual product ideas generated by employees)-we document how managers generally disfavor novelty and, therefore, are unwilling to implement novel yet useful ideas. However, we find that managers' advice network diversity and employees' centrality in the advice network among their peers help mitigate this negative effect. Managers are able to better appreciate the value of novel ideas when they have more diverse networks and when idea-proposing employees have high centrality in their peer network. Theoretical and practical implications of these findings are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":""},"PeriodicalIF":9.4,"publicationDate":"2024-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142287977","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0