Journal of Organizational Behavior最新文献

Getting away “Scott” (but not Susan) free: The effects of safety-specific abusive supervision and supervisor gender on follower attributions and safety outcomes 摆脱 "斯科特"（但不是苏珊）：针对安全问题的辱骂性监督和监督者性别对追随者归因和安全结果的影响

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-09-18 DOI: 10.1002/job.2837

John Fiset, Alyson Byrne

{"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, Alyson Byrne","doi":"10.1002/job.2837","DOIUrl":"https://doi.org/10.1002/job.2837","url":null,"abstract":"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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","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":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How and when do frequent daily work interruptions contribute to or undermine daily job satisfaction? A stress appraisal perspective 频繁的日常工作中断如何以及何时会促进或削弱日常工作满意度？压力评估视角

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-09-15 DOI: 10.1002/job.2833

Barbara Körner, Maike E. Debus, Chia-Huei Wu, Martin Kleinmann

{"title":"How and when do frequent daily work interruptions contribute to or undermine daily job satisfaction? A stress appraisal perspective","authors":"Barbara Körner, Maike E. Debus, Chia-Huei Wu, Martin Kleinmann","doi":"10.1002/job.2833","DOIUrl":"https://doi.org/10.1002/job.2833","url":null,"abstract":"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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","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":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role 逃避痛苦：自愿离职的途径、社会痛苦以及选择新工作角色的影响因素

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-09-06 DOI: 10.1002/job.2830

Stephanie Merritt, Elizabeth Boyle, Christopher Johnson, Paul Niemann, Sammie Parsley

{"title":"To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role","authors":"Stephanie Merritt, Elizabeth Boyle, Christopher Johnson, Paul Niemann, Sammie Parsley","doi":"10.1002/job.2830","DOIUrl":"https://doi.org/10.1002/job.2830","url":null,"abstract":"SummaryThe 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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-09-06","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}

引用次数: 0

Algorithmic management in the gig economy: A systematic review and research integration 打工经济中的算法管理：系统回顾与研究整合

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-09-06 DOI: 10.1002/job.2831

Imran Kadolkar, Sven Kepes, Mahesh Subramony

{"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":null,"pages":null},"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}

引用次数: 0

Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences 多元化、公平和包容计划强调象征意义：原因与后果

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-09-02 DOI: 10.1002/job.2834

Ariel Levi, Yitzhak Fried

{"title":"Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences","authors":"Ariel Levi, Yitzhak Fried","doi":"10.1002/job.2834","DOIUrl":"https://doi.org/10.1002/job.2834","url":null,"abstract":"SummaryIn 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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-09-02","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}

引用次数: 0

Despite the haters: The immense promise and progress of diversity, equity, and inclusion initiatives 尽管有讨厌的人：多样性、公平和包容性倡议的巨大前景和进步

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-08-30 DOI: 10.1002/job.2835

Christine L. Nittrouer, David Arena, Elisabeth R. Silver, Derek R. Avery, Mikki R. Hebl

{"title":"Despite the haters: The immense promise and progress of diversity, equity, and inclusion initiatives","authors":"Christine L. Nittrouer, David Arena, Elisabeth R. Silver, Derek R. Avery, Mikki R. Hebl","doi":"10.1002/job.2835","DOIUrl":"https://doi.org/10.1002/job.2835","url":null,"abstract":"SummaryIn 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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-08-30","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}

引用次数: 0

Combinations of approach and avoidance crafting matter: Linking job crafting profiles with proactive personality, autonomy, work engagement, and performance 接近型和回避型工作设计的组合很重要：将工作设计特征与积极主动性格、自主性、工作投入度和绩效联系起来

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-08-30 DOI: 10.1002/job.2836

Fangfang Zhang, Maria Tims, Sharon K. Parker

{"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":null,"pages":null},"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}

引用次数: 0

Integrating behavior and organizational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organizational change 整合行为学和组织变革理论，揭示采用和维持组织变革的关键心理机制

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-08-29 DOI: 10.1002/job.2832

Sviatlana Kamarova, Marylène Gagné, Djurre Holtrop, Patrick D. Dunlop

{"title":"Integrating behavior and organizational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organizational change","authors":"Sviatlana Kamarova, Marylène Gagné, Djurre Holtrop, Patrick D. Dunlop","doi":"10.1002/job.2832","DOIUrl":"https://doi.org/10.1002/job.2832","url":null,"abstract":"SummaryImplementing 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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208562","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

Paradoxical safety leadership: Conceptualization and measurement 矛盾的安全领导力：概念化和测量

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-08-22 DOI: 10.1002/job.2826

Xiaowen Hu, Lixin Jiang, Sara Willis, Tristan Casey, Chia‐Huei Wu

{"title":"Paradoxical safety leadership: Conceptualization and measurement","authors":"Xiaowen Hu, Lixin Jiang, Sara Willis, Tristan Casey, Chia‐Huei Wu","doi":"10.1002/job.2826","DOIUrl":"https://doi.org/10.1002/job.2826","url":null,"abstract":"SummaryManaging 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.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.8,"publicationDate":"2024-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142208564","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

Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate 跨国团队中领导者的包容性和团队的应变能力：组织多样性氛围的作用

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-08-08 DOI: 10.1002/job.2829

Andreas Hundschell, Julia Backmann, Amy Wei Tian, M. Hoegl

{"title":"Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate","authors":"Andreas Hundschell, Julia Backmann, Amy Wei Tian, M. Hoegl","doi":"10.1002/job.2829","DOIUrl":"https://doi.org/10.1002/job.2829","url":null,"abstract":"Multinational teams face numerous challenges arising from pressures in the global business environment and complexities posed by national diversity within teams. Team resilience capacity has been identified as an important capability for successful performance in challenging work environments, yet little is known about which factors contribute to it in a multinational context. Given that teams are inherently situated within a specific context and shaped by team leaders and the organizational environment, enhancing our understanding of contexts involving multinational teams is crucial for fostering team resilience and performance. Drawing on the conservation of resources theory, we investigate the influence of leader inclusiveness on the resilience capacity of multinational teams and explore how the organizational diversity climate shapes this relationship. Findings from our quantitative, multi‐informant study based on data collected from 111 multinational teams reveal that leader inclusiveness enhances team resilience capacity and that such an effect is stronger when the organizational diversity climate is high. We also highlight that leader inclusiveness improves team performance indirectly via its effect on team resilience capacity, contingent on the organizational diversity climate.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":6.2,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141928798","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0