Journal of Organizational Behavior最新文献

Happy Work, Happy Life? A Replication and Comparison of the Longitudinal Effects Between Job and Life Satisfaction Using Continuous Time Meta-Analysis 快乐工作，快乐生活？利用连续时间元分析对工作满意度和生活满意度的纵向影响进行复制和比较

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-02-12 DOI: 10.1002/job.2861

Christopher W. Wiese, Christian Dormann, Hoda Vaziri, Louis Tay, Bart Wille, Job Chen, Lauren H. Moran, Yuhua Li

{"title":"Happy Work, Happy Life? A Replication and Comparison of the Longitudinal Effects Between Job and Life Satisfaction Using Continuous Time Meta-Analysis","authors":"Christopher W. Wiese, Christian Dormann, Hoda Vaziri, Louis Tay, Bart Wille, Job Chen, Lauren H. Moran, Yuhua Li","doi":"10.1002/job.2861","DOIUrl":"https://doi.org/10.1002/job.2861","url":null,"abstract":"Capturing the evolving journey of workers' well-being, our research unveils how the intertwined paths of job and life satisfaction shift and shape each other over time. We contribute to the field's understanding of the dynamic interplay between job and life satisfaction by exploring the time-bound nature of satisfaction, teasing apart the between- and within-person effects, and uncovering the relative strengths of these effects. Our findings (k = 28; N = 161 412) suggest that (1) job and life satisfaction are related to one another over time, (2) life satisfaction has a stronger effect (+32%) on future job satisfaction than the converse, (3) these effects peak around 17.2 months (between-person effects), and (4) effects peak at shorter intervals of 8.2 months when accounting for unobserved heterogeneity (within-person effects). In the latter case, the differences between the two effects were still significant, but the dominance of life satisfaction shrank from 32% to 8%. This investigation not only bridges critical gaps but also sets a new precedent for future research on the temporal dynamics of well-being, promising to transform theoretical perspectives and practical approaches alike.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"487-511"},"PeriodicalIF":6.2,"publicationDate":"2025-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2861","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897000","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

Beyond Synthesis: Elevating Scholarly Contributions in the Age of AI 超越综合：提升人工智能时代的学术贡献

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-29 DOI: 10.1002/job.2865

Marie T. Dasborough

引用次数: 0

Work Engagement in Agile Teams: Extending Multilevel JD-R Theory 敏捷团队中的工作投入：扩展多层次JD-R理论

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-14 DOI: 10.1002/job.2860

Tom L. Junker, Arnold B. Bakker, Daantje Derks, Jan Luca Pletzer

{"title":"Work Engagement in Agile Teams: Extending Multilevel JD-R Theory","authors":"Tom L. Junker, Arnold B. Bakker, Daantje Derks, Jan Luca Pletzer","doi":"10.1002/job.2860","DOIUrl":"https://doi.org/10.1002/job.2860","url":null,"abstract":"Teams often fail to mobilize their resources effectively, which can undermine team engagement. Prominent work engagement theories, including Job Demands-Resources (JD-R) theory, have not accounted for this conceptually. By taking a closer look at how teams can mobilize resources through their use of agile work practices (AWPs), we develop a multilevel extension of JD-R theory. First, we propose that agile taskwork (i.e., use of sprint planning and iterative development practices) contributes to team engagement, especially in teams working on complex tasks. Second, we argue that agile teamwork (i.e., frequency of stand-up and retrospective meetings) promotes team engagement only when team role conflict low. We test our hypotheses in a field study involving 110 teams (N = 694 employees) with multisource ratings of job demands and two different operationalizations of team engagement. Our findings demonstrate which AWPs contribute more (vs. less) strongly to team engagement. Moreover, results evidence the boosting principle of JD-R theory at the team-level by showing that resource mobilization through agile taskwork is most engaging in challenging contexts (i.e., high work complexity). We discuss the implications of these findings for JD-R theory and research on collective work engagement.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"512-529"},"PeriodicalIF":6.2,"publicationDate":"2025-01-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2860","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143896843","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

A Star Is Born or Not: Understanding the Star Emergence Gender Gap 明星诞生与否：了解明星出现的性别差距

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-11 DOI: 10.1002/job.2858

Julia B. Bear, Len J. Treviño, Herman Aguinis

{"title":"A Star Is Born or Not: Understanding the Star Emergence Gender Gap","authors":"Julia B. Bear, Len J. Treviño, Herman Aguinis","doi":"10.1002/job.2858","DOIUrl":"https://doi.org/10.1002/job.2858","url":null,"abstract":"Building on research on star performance, gender, and situational constraints, we introduce a longitudinal process model explaining the gender gap in star emergence. We argue that star emergence is less likely for women than men due to stardom's association with men and masculinity. As a result, situational constraints are more likely to insulate women's performance in terms of knowledge, skills, and abilities development and evaluation (e.g., access to vicarious deliberate practice, biased standards), motivation (e.g., competition intensity, negative interpersonal behavior), and opportunity (e.g., access to high potential tasks, partner supportiveness in the extra-work environment). We theorize that these factors lead to insulation cycles that reduce the likelihood of women emerging as stars over time. We also offer propositions about mitigators (e.g., strategic diversity goals and influential sponsors) that might attenuate these insulating effects. Finally, we discuss theoretical implications of understanding gender gaps in star emergence (e.g., performance insulation as gender inequity, the importance of a longitudinal perspective, insulation cycles, and star longevity) and practical implications for organizations to create equitable environments for star emergence (e.g., focusing on performance equity and facilitating gender inclusivity). We conclude that greater insight into the role of gender in star performance can also contribute to the broader understanding of gender gaps in organizations.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 2","pages":"351-367"},"PeriodicalIF":6.2,"publicationDate":"2025-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2858","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143363039","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

Achieving Construct Clarity Through Perceived Workplace Exclusion: A Critical Literature Analysis and Proposed Model 通过感知工作场所排斥实现结构清晰：批判性文献分析和拟议模型

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-09 DOI: 10.1002/job.2851

Christina L. Stamper, Isabel Metz, Lynn M. Shore

{"title":"Achieving Construct Clarity Through Perceived Workplace Exclusion: A Critical Literature Analysis and Proposed Model","authors":"Christina L. Stamper, Isabel Metz, Lynn M. Shore","doi":"10.1002/job.2851","DOIUrl":"https://doi.org/10.1002/job.2851","url":null,"abstract":"<div>\u0000 \u0000 There are many researchers who believe that workplace exclusion is a unique construct and worthwhile to study; however, there is also significant inconsistency across existing research in definitions and explanations. These variations illustrate the practical and investigative need for a more precise approach that can be consistently utilized to facilitate a common and deeper understanding of workplace exclusion. To this end, we build a bridge across the different perspectives to establish a clearer conceptual foundation. Our work focuses on the target's belief that they are being excluded, represented by the proposed concept of perceived workplace exclusion. We first analyze definitions and theoretical logic drawn from representative publications found across literatures on exclusion, mistreatment, and diversity by applying Suddaby's criteria for construct clarity. Our results show the presence of multiple definitions, an absence of clear differentiation from similar constructs, confusing contextual descriptions and approaches, and utilization of multiple, inconsistent theoretical perspectives. We then utilize valuable insights from our analysis, along with logic drawn from the perceived organizational membership framework, to craft the concept of perceived workplace exclusion. Through our work, we generate propositions and research questions to stimulate future research efforts that will result in significant theoretical advancement and accumulated knowledge.\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 2","pages":"333-350"},"PeriodicalIF":6.2,"publicationDate":"2025-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143362896","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

Correction to “Working From Everywhere: The Future of Work and Inclusive Organizational Behavior (IOB)” 对“无处不在的工作：工作和包容性组织行为的未来”的更正

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-08 DOI: 10.1002/job.2855

引用次数: 0

Future Organizational Identification: Visionary Leadership Gives Me Foresight to Identify With My Organization in the Future 未来的组织认同：有远见的领导让我有远见地认同未来的组织

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-12-30 DOI: 10.1002/job.2852

Ting Wang, Wing Lam, Ziguang Chen, Qionglei Yu, Xiaowei Geng

{"title":"Future Organizational Identification: Visionary Leadership Gives Me Foresight to Identify With My Organization in the Future","authors":"Ting Wang, Wing Lam, Ziguang Chen, Qionglei Yu, Xiaowei Geng","doi":"10.1002/job.2852","DOIUrl":"https://doi.org/10.1002/job.2852","url":null,"abstract":"<div>\u0000 \u0000 This research introduces the concept of future organizational identification (FOI), an extension of organizational identification (OI) that emphasizes its forward-looking aspect. FOI refers to an individual's projection of their self-definition based on the continuity of their organizational membership. Drawing on construal level theory (CLT) and a future-oriented approach, this research investigates how visionary leadership, which offers vision communication and vision of continuity, may enhance followers' FOI through future focus. Study 1, comprising Studies 1a and 1b, validates the measurement of FOI in workplace contexts. With a three-wave, time-lagged investigation, Study 2 demonstrates that leaders' vision communication fosters followers' FOI by promoting future focus, and vision of continuity positively moderates this mediation effect. These findings advance literature on organizational identification, visionary leadership, and CLT. We conclude by discussing the theoretical and practical implications of our findings and proposing directions for future research.\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"566-579"},"PeriodicalIF":6.2,"publicationDate":"2024-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897231","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 Regulatory Goal Setting and Employee Creativity 领导监管目标设定与员工创造力

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-12-22 DOI: 10.1002/job.2853

Onne Janssen, Tim Vriend, Ramzi Said, Bernard Nijstad

{"title":"Leader Regulatory Goal Setting and Employee Creativity","authors":"Onne Janssen, Tim Vriend, Ramzi Said, Bernard Nijstad","doi":"10.1002/job.2853","DOIUrl":"https://doi.org/10.1002/job.2853","url":null,"abstract":"Recent research suggests that leaders can influence employee creativity by shaping their followers' regulatory focus (promotion or prevention). We propose that this work has overlooked the nature of the regulatory goals (maximal or minimal) that leaders set for their followers. We performed two studies to test this: a vignette-based experiment with 297 participants and a time-lagged, multisource field survey involving 335 leader-employee pairs across various Dutch organizations. Across the two studies, findings reveal that leaders who set maximal goals—emphasizing gains, advancement, and aspirations—significantly enhance their followers' creativity by boosting their promotion focus and intrinsic motivation for creativity. However, leaders who set minimal goals—emphasizing loss avoidance, security, and duty fulfillment—tend to suppress creativity among their followers due to an increased prevention focus and a propensity to conform to the leader's directives. Our novel concept of leader regulatory goal setting demonstrates incremental predictive validity beyond the effects of conventional transformational and transactional leadership styles. Our findings enrich the comprehension of the motivational interplay in leader-follower exchanges and their creative consequences. Furthermore, this research offers valuable strategies for crafting leadership interventions that effectively stimulate employee creativity.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"603-623"},"PeriodicalIF":6.2,"publicationDate":"2024-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2853","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143896870","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

Peaking Today, Taking It Easy Tomorrow: Daily Performance Dynamics of Working Long Hours 今天达到巅峰，明天放轻松：长时间工作的日常表现动态

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-12-15 DOI: 10.1002/job.2847

Lieke L. ten Brummelhuis, Charles Calderwood, Christopher C. Rosen, Allison S. Gabriel

{"title":"Peaking Today, Taking It Easy Tomorrow: Daily Performance Dynamics of Working Long Hours","authors":"Lieke L. ten Brummelhuis, Charles Calderwood, Christopher C. Rosen, Allison S. Gabriel","doi":"10.1002/job.2847","DOIUrl":"https://doi.org/10.1002/job.2847","url":null,"abstract":"Underlying the “ideal worker” image that pervades many organizational cultures is the assumption that working longer hours equates to higher performance, despite recovery research that suggests that long work hours might actually impair future work performance. In an effort to reconcile these differences in how long work hours are thought to relate to job performance, we develop and test a conceptual model in which daily boosts in same-day performance associated with working longer hours could be offset by lower next-day performance. More specifically, we examine if working a longer day than usual reduces sleep, which has the potential to diminish physical (i.e., physical energy) and psychological (i.e., resilience) resources the next morning, consequently impairing next-day work performance. In a 5-day experience sampling study of 67 employee–coworker dyads (276 days), using sleep data from a wearable device (i.e., Fitbit) in combination with daily self-report surveys and coworker performance ratings, results indicated that daily work hours were positively related to same-day work performance. Our results further indicated that work hours were negatively related to next-day work performance through reduced sleep duration and morning resilience, but not through diminished physical energy. Together, our findings indicate that although employees may experience same-day performance gains related to working long hours, they also may pay a price the following day, as longer workdays prevent employees from recovering overnight.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"530-547"},"PeriodicalIF":6.2,"publicationDate":"2024-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2847","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897251","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

Beyond the Organization: Implications of Geographic Flexibility for Workers 超越组织：地域灵活性对员工的影响

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-12-11 DOI: 10.1002/job.2850

Kimberly K. Merriman

{"title":"Beyond the Organization: Implications of Geographic Flexibility for Workers","authors":"Kimberly K. Merriman","doi":"10.1002/job.2850","DOIUrl":"https://doi.org/10.1002/job.2850","url":null,"abstract":"Geographic flexibility among workers to choose where they live rather than remain tethered to a specific physical office has emerged as a valued workplace benefit. Even before the prevalence of remote and distributed work, in-demand skilled workers were known to weigh desirable aspects of locales over pay. However, the COVID-19 pandemic elevated geographic choice to a broader role in workers' lives and the future of work. This study examines how workers derive utility from geographic flexibility and corresponding implications for organizations. I consider both instrumental and symbolic manifestations of utility, including but going beyond pragmatic motives for relocating, such as economic benefits and proximity to family, to encompass the less understood function of place as a target of identification. Findings are derived through an abductive qualitative analysis of 1300 personal narratives on chosen or desired moves at a time of geographic flexibility. Overall this work substantiates four distinct forms of personal utility offered by geographic flexibility—wanderlust, economic, affiliation, and self-fulfillment—and clarifies identity mechanisms that underlie the place (dis)identification process to advance theorizing. Implications for organizational research and practice are discussed.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"624-640"},"PeriodicalIF":6.2,"publicationDate":"2024-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2850","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897073","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