Journal of Organizational Behavior最新文献

{"title":"Correction to “Working From Everywhere: The Future of Work and Inclusive Organizational Behavior (IOB)”","authors":"","doi":"10.1002/job.2855","DOIUrl":"https://doi.org/10.1002/job.2855","url":null,"abstract":"<p>The correct and complete reference is:</p><p>Georgiadou, A., Amari, A., Swalhi, A., &amp; Hofaidhllaoui, M. (2024). How Does Perceived Organizational Support Improve Expatriates' Outcomes During Global Crises? The Mediating Role of the Ethical Organizational Climate in Global Organizations. <i>Journal of International Management</i>, 30(3), 101131. https://doi.org/10.1016/j.intman.2024.101131.</p><p>Mustafa Özbilgin's affiliation was incorrect in the published version. The correct affiliation is:</p><p>Brunel University of London, London, UK.</p><p>We apologize for these errors.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"202"},"PeriodicalIF":6.2,"publicationDate":"2025-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2855","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143113320","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}

{"title":"“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives","authors":"Marie T. Dasborough","doi":"10.1002/job.2841","DOIUrl":"https://doi.org/10.1002/job.2841","url":null,"abstract":"&lt;p&gt;Diversity, equity, and inclusion (DEI) initiatives have become central to organizational strategies across various sectors. These initiatives, aimed at fostering a more inclusive and representative workplace, have sparked considerable debate among practitioners and scholars (Hellerstedt et al., &lt;span&gt;2024&lt;/span&gt;; Opoku-Dakwa &amp; Rice, &lt;span&gt;2023&lt;/span&gt;; Prasad &amp; Śliwa, &lt;span&gt;2024&lt;/span&gt;; Thomason et al., &lt;span&gt;2023&lt;/span&gt;). While some scholars are of the belief that DEI is a beneficial necessity for organizations, others have questioned how effective DEI initiatives really are and if they have any real long-term impact. Recently, tensions around these debates have risen and despite research advances, many challenges remain (DiTomaso, &lt;span&gt;2024&lt;/span&gt;; Roberson et al., &lt;span&gt;2024&lt;/span&gt;; Thomason &amp; Sitzmann, &lt;span&gt;2023&lt;/span&gt;). In this point–counterpoint exchange, we present two compelling perspectives on the current state and the future of workplace DEI programs.&lt;/p&gt;&lt;p&gt;In the first article, “DEI Programs' Emphasis on Symbolism: Causes and Consequences,” Ariel Levi and Yitzhak Fried examine the proliferation of DEI programs through a critical lens. The authors argue that societal pressures have driven organizations to adopt symbolic measures of diversity, such as mission statements and DEI units, which often focus more on appearance than substantive change. This symbolic emphasis, they suggest, results in unintentional adverse outcomes, such as allegations of insincerity and the recurrent establishment of progressively unattainable diversity objectives. The authors also highlight the risks of prioritizing visible diversity (e.g., race, gender) over deeper aspects of diversity (e.g., expertise), potentially undermining the true benefits of a diverse workforce. They champion a more circumspect approach to DEI program development and implementation.&lt;/p&gt;&lt;p&gt;The counterpoint article, “Despite the Haters: The Immense Promise and Progress of DEI Initiatives” by Christine Nittrouer, David Arena Jr., Elisabeth Silver, Derek Avery, and Mikki Hebl, promotes the positive impact and promise of DEI initiatives. They emphasize the historical roots of DEI initiatives and the significant progress that has been achieved. In the face of pushback and blowback by “the haters,” the authors underscore the empirical evidence supporting the effectiveness of DEI programs. They discuss various successful DEI initiatives that focus on both representation and inclusion and highlight the long-term benefits that emerge from such initiatives. By engaging in responsible science and gathering trustworthy data, the authors contend that the long-term benefits of DEI initiatives outweigh the possible short-term risks, presenting a hopeful outlook for the future of organizational diversity efforts.&lt;/p&gt;&lt;p&gt;The introduction of this counterpoint article begins with a quote by Voltaire that warns against allowing perfectionism to stand in the way of what is good. When I read t","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"170-171"},"PeriodicalIF":6.2,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2841","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143121134","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}

{"title":"Working from everywhere: The future of work and inclusive organizational behavior (IOB)","authors":"Andri Georgiadou,&nbsp;Mustafa Özbilgin,&nbsp;Banu Özkazanç-Pan","doi":"10.1002/job.2840","DOIUrl":"https://doi.org/10.1002/job.2840","url":null,"abstract":"<div>\u0000 \u0000 <p>The rapid digitalization of work, accelerated by the COVID-19 pandemic, has fundamentally transformed organizational behavior and necessitated a reconceptualization of inclusion in virtual spaces. This editorial synthesizes six groundbreaking studies that advance our understanding of inclusive organizational behavior (IOB) in digital contexts. Drawing on these contributions, we propose a novel, multilevel framework for digital IOB that integrates individual, group, and organizational factors shaping inclusive experiences in virtual and hybrid work arrangements. Key themes emerging from the studies include (1) reconceptualizing inclusion for digital contexts, (2) multilevel dynamics of digital inclusion, and (3) technology as both enabler and barrier to inclusion. Our framework conceptualizes digital IOB as arising from complex interactions between individual, group, and organizational factors, mediated and moderated by technological infrastructures and practices. We discuss theoretical and practical implications, highlighting the need for holistic, systemic approaches to fostering digital inclusion and outlining promising avenues for future research in this critical area.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 9","pages":"1307-1314"},"PeriodicalIF":6.2,"publicationDate":"2024-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2840","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142724220","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}

{"title":"Getting away “Scott” (but not Susan) free: The effects of safety-specific abusive supervision and supervisor gender on follower attributions and safety outcomes","authors":"John Fiset,&nbsp;Alyson Byrne","doi":"10.1002/job.2837","DOIUrl":"10.1002/job.2837","url":null,"abstract":"<p>While most research emphasizes the harmful effects of abusive supervision, we argue that certain contextual factors—specifically hazardous work environments and supervisor gender—may lead abusive supervision to be perceived as driven by performance promotion intentions as opposed to injury initiation intentions. We introduce the concept of Safety-Specific Abusive Supervision (SSAS), which we define as the extent to which a supervisor's active response to safety incidents is perceived by employees as abusive. Drawing from event system theory and research on attributions of abusive supervision, we theorize that when supervisors engage in SSAS, employees are more likely to attribute their behavior to performance promotion rather than injury initiation, perceiving the supervisors' actions as a means to keep them safe rather than to cause harm. We predict that performance promotion attributions mediate the relationship between SSAS and safety performance outcomes, namely safety voice and perceived supervisor safety commitment. However, consistent with role congruity theory, we hypothesize that this relationship is only true for male supervisors and not for female supervisors. Across three studies (two experimental studies and one field study), we largely find support for our hypotheses.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"90-107"},"PeriodicalIF":6.2,"publicationDate":"2024-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2837","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142261162","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}

{"title":"How and when do frequent daily work interruptions contribute to or undermine daily job satisfaction? A stress appraisal perspective","authors":"Barbara Körner,&nbsp;Maike E. Debus,&nbsp;Chia-Huei Wu,&nbsp;Martin Kleinmann","doi":"10.1002/job.2833","DOIUrl":"10.1002/job.2833","url":null,"abstract":"<p>This research brings a broad stress appraisal lens to the study of frequent daily work interruptions, offering a unifying theoretical framework to answer why and when work interruptions can engender negative or positive reactions, thereby explaining seemingly contradictory empirical findings. Drawing on cognitive appraisal theory, we propose that frequent interruptions simultaneously trigger hindrance and threat appraisals, which are associated with negative affective reactions (daily negative affect), and challenge appraisal promoting progress toward daily goals (daily work goal progress). These reactions subsequently shape attitudes (daily job satisfaction) later in the day. Furthermore, when an individual appraises frequent interruptions as controllable (i.e., secondary appraisal), they are less likely to view them as a hindrance or threat and more likely to view them as a challenge. Daily diary data from two studies show that frequent work interruptions can elicit hindrance, threat, and challenge appraisals, and threat appraisal is found to increase daily negative affect and undermine daily work goal progress and, thus, daily job satisfaction. In Study 1, interruptions facilitate daily work goal progress. We also discuss the results of secondary appraisal as a moderator. Taken together, our research provides a broad lens of stress appraisal to expand future research on interruptions.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"1-23"},"PeriodicalIF":6.2,"publicationDate":"2024-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2833","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142261212","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}

{"title":"Algorithmic management in the gig economy: A systematic review and research integration","authors":"Imran Kadolkar, Sven Kepes, Mahesh Subramony","doi":"10.1002/job.2831","DOIUrl":"https://doi.org/10.1002/job.2831","url":null,"abstract":"SummaryRapid growth in the gig economy has been facilitated by the increased use of algorithmic management (AM) in online platforms (OPs) coordinating gig work. There has been a concomitant increase in scholarship related to AM across scientific domains (e.g., computer science, engineering, operations management, management, sociology, and law). However, this literature is fragmented with scholars disagreeing on the conceptualization and measurement of AM, as well as a lack of consensus on the dimensions of AM influencing various gig worker‐related outcomes, the mechanisms through which these influences are exerted, and the relevant boundary conditions. To address these issues, we systematically reviewed the academic literature across scientific disciplines related to the AM of gig workers using natural language processing (NLP)‐based topic modeling. Our analysis yielded 12 topics, which we integrate using an input‐process‐output (IPO) framework to illustrate differing effects of AM on worker‐related outcomes. Based on our findings, we provide a comprehensive definition of AM, including its key dimensions, and highlight main mediating pathways through which the individual dimensions of AM impact various gig worker‐related outcomes. Finally, we provide a roadmap for future research on AM in the gig economy (GE) using an organizational behavior lens.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"25 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208559","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}

{"title":"To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role","authors":"Stephanie Merritt,&nbsp;Elizabeth Boyle,&nbsp;Christopher Johnson,&nbsp;Paul Niemann,&nbsp;Sammie Parsley","doi":"10.1002/job.2830","DOIUrl":"10.1002/job.2830","url":null,"abstract":"<div>\u0000 \u0000 <p>The unfolding model of voluntary turnover established that there is no “one size fits all” turnover experience. Anecdotal evidence suggests that voluntary turnover experiences can be painful, yet the role of social pain (as distinct from dissatisfaction) in turnover and subsequent job selection has not yet received much scholarly attention. In Study 1, we re-analyze 13 detailed case histories of employees who had recently quit one organization and entered another. Using a cluster analysis of the terms they used when describing their reasons for leaving and when describing what attracted them to their new roles, we find that experiencing social pain in the prior role affected the things people prioritized when selecting a new role. Furthermore, sentiment analysis revealed that higher social pain was linked with lower positive sentiment (hope, excitement, joy, etc.) during the job search process. Study 2 creates a self-report measure of social pain, and Study 3 quantitatively reaffirms the relationship between social pain and subsequent affect. This set of studies provides initial evidence that social pain is different from the attitudinal constructs that have been traditionally incorporated into voluntary turnover models (e.g., satisfaction, commitment, embeddedness) and that social pain may have implications for turnover, retention, and employees' post-turnover destinations.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"131-169"},"PeriodicalIF":6.2,"publicationDate":"2024-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208563","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}

{"title":"Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences","authors":"Ariel Levi,&nbsp;Yitzhak Fried","doi":"10.1002/job.2834","DOIUrl":"10.1002/job.2834","url":null,"abstract":"<div>\u0000 \u0000 <p>In this article, we attempt to explain why diversity, equity, and inclusion (DEI) programs have become so widespread and central to organizations today. We propose that organizations have responded to powerful societal forces that emphasize the importance of diversity. Because achieving diversity is often difficult, organizations often emphasize the symbolic aspects of diversity, including mission statements on diversity and the creation of units to promote the organization's DEI reputation. This emphasis on diversity symbolism has led to some unintended and negative consequences. A major consequence is that organizations become vulnerable to the charge that they are engaging in “window dressing.” This charge can lead organizations to respond by setting even more difficult-to-achieve goals. We cite illustrative examples in which stakeholders have called on organizations to actually achieve diversity, prompting a new round of diversity-related goal-setting sometimes accompanied by legally questionable human resource procedures (e.g., preferential hiring). Another negative consequence of diversity symbolism is that it incentivizes a focus on surface rather than deep dimensions of diversity. This displacement of deep by surface level diversity may cause organization to forgo the advantages potentially afforded by the former relative to the latter. We suggest that the tradeoffs inherent in DEI warrant caution and realism in program implementation.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"172-187"},"PeriodicalIF":6.2,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142226554","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}

{"title":"Combinations of approach and avoidance crafting matter: Linking job crafting profiles with proactive personality, autonomy, work engagement, and performance","authors":"Fangfang Zhang, Maria Tims, Sharon K. Parker","doi":"10.1002/job.2836","DOIUrl":"https://doi.org/10.1002/job.2836","url":null,"abstract":"SummaryTraditional 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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"31 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208561","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}

{"title":"Despite the haters: The immense promise and progress of diversity, equity, and inclusion initiatives","authors":"Christine L. Nittrouer,&nbsp;David Arena Jr,&nbsp;Elisabeth R. Silver,&nbsp;Derek R. Avery,&nbsp;Mikki R. Hebl","doi":"10.1002/job.2835","DOIUrl":"10.1002/job.2835","url":null,"abstract":"<div>\u0000 \u0000 <p>In the current paper, we discuss the positive impact of diversity, equity, and inclusion (DEI) initiatives in our workplaces, including the historical movements that led to their inception as well as the reactions that have resulted in forms of resistance and backlash. Although there may be risks inherent in engaging in social justice work within organizations, we summarize the large body of empirical work documenting the immense benefits of choosing to do so. We argue that the promise of DEI initiatives is evidenced in the research-based findings demonstrating the effectiveness of those initiatives that have emerged over time (e.g., including both representation and inclusion focused initiatives). The progress made by several DEI initiatives that are still being fully explored is discussed, and we maintain their effectiveness within certain contexts provided the use of current empirical evidence. We conclude by suggesting the evolving science behind DEI initiatives is exactly what we would expect when responsibly employing the scientific method and, that by reviewing the data, it is clear that the long-term benefits provided by DEI initiatives far outweigh any short-term risks.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"188-201"},"PeriodicalIF":6.2,"publicationDate":"2024-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208565","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}