Journal of Organizational Behavior最新文献_第2页

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":"<p>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.</p>","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 <p>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 <i>perceived</i> 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.</p>\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

Surface Acting Loss Spirals: Getting Unstuck With Recovery Activities 表面作用损失螺旋：摆脱恢复活动

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-08 DOI: 10.1002/job.2859

Gordon M. Sayre, Nai-Wen Chi, Alicia A. Grandey

{"title":"Surface Acting Loss Spirals: Getting Unstuck With Recovery Activities","authors":"Gordon M. Sayre, Nai-Wen Chi, Alicia A. Grandey","doi":"10.1002/job.2859","DOIUrl":"https://doi.org/10.1002/job.2859","url":null,"abstract":"<div>\u0000 \u0000 <p>In service work, emotional labor is primarily performed by surface acting (modifying expressions) and deep acting (modifying moods). Deep acting is clearly more effective for performance and less costly to health, raising the question—why do employees use the less effective strategy of surface acting? Conservation of resources theory suggests that when employees lack sufficient energy resources, they are more likely to conserve resources and rely on less effective surface acting, which creates future resource loss (i.e., a loss spiral). We test this spiral prediction, while also integrating the effort-recovery model to propose after-work activities as a means of slowing resource loss spirals. Across two experience sampling studies of full-time service workers, we find support for a resource loss spiral through surface acting in Study 1 and partial support in Study 2. Further, low-effort activities like relaxing after work allowed employees to slow the loss spirals from surface acting in both studies. We conclude that the “poor get poorer” (maintaining surface acting) over time, whereas recovery after work effectively breaks the loss spiral of surface acting. Our study expands theoretical understanding of the resource-based view of emotional labor and practical advice for how to replenish workers' resources over time.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 5","pages":"685-700"},"PeriodicalIF":6.2,"publicationDate":"2025-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206800","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 <p>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.</p>\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":"<p>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.</p>","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":"<p>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 <i>impair</i> 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 <i>negatively</i> 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.</p>","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":"<p>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.</p>","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

The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions 领导力的背景：环境敬畏如何影响魅力归因

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-12-04 DOI: 10.1002/job.2849

Jack McGuire, Nicolas Bastardoz, Leonie J. Hentrup, David De Cremer, Jochen I. Menges

{"title":"The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions","authors":"Jack McGuire, Nicolas Bastardoz, Leonie J. Hentrup, David De Cremer, Jochen I. Menges","doi":"10.1002/job.2849","DOIUrl":"https://doi.org/10.1002/job.2849","url":null,"abstract":"<div>\u0000 \u0000 <p>Charisma is often attributed to leaders based on how they look, talk, and behave. Yet very little is known about the role of the physical environment in influencing attributions of leader charisma. The role of the physical environment is crucial because leaders inevitably occupy physical spaces that vary across contexts. In this research, we find that the grandeur of the physical environment, specifically in its ability to induce awe, enhances attributions of charisma for leaders who are not already known to be charismatic. First, in a field experiment, we show that a real business leader is attributed with more charisma when delivering a speech in an awe-inducing (vs. an ordinary) environment. In three follow-up experiments, we find that awe-inducing physical environments amplify charisma attributions and that this effect was diminished or absent for individuals already known for their charisma. Together, our findings contribute to the leadership literature by demonstrating the importance of the physical environment in influencing whether followers consider their leaders to be charismatic.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"580-602"},"PeriodicalIF":6.2,"publicationDate":"2024-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897233","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

Employee Gender, Family-To-Work Conflict Bias, and Supervisor Ostracism: A Social Exchange Perspective 员工性别、家庭-工作冲突偏见与主管排斥：一个社会交换的视角

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-11-29 DOI: 10.1002/job.2848

Jennica R. Webster, Gary A. Adams, Christian N. Thoroughgood

{"title":"Employee Gender, Family-To-Work Conflict Bias, and Supervisor Ostracism: A Social Exchange Perspective","authors":"Jennica R. Webster, Gary A. Adams, Christian N. Thoroughgood","doi":"10.1002/job.2848","DOIUrl":"https://doi.org/10.1002/job.2848","url":null,"abstract":"<div>\u0000 \u0000 <p>Family-to-work conflict (FWC) bias captures an erroneous assumption that women have more FWC than men. Existing research has relied on a “lack of fit” perspective (i.e., women have less person–job and person–organization fit compared with men) to explain why this bias detracts from women's work outcomes. Building on this, we propose a novel social exchange cost explanation for these effects. We argue that FWC bias promotes a belief in supervisors that female subordinates are less reliable in fulfilling work duties and, therefore, less able to reciprocate resources invested in them. This concern, we maintain, is manifested in their diminished cognitive trust in their female (vs. male) subordinates. In turn, we argue that supervisors, because of their lower cognitive trust, will reciprocate by engaging in greater ostracism of their female (vs. male) employees. To test these predictions, we conducted three studies, including an experimentally randomized instrumental variable design, a multisource field survey using supervisor–subordinate dyads, and an experiment in which we utilized a bias-disrupting strategy. Overall, our findings suggest that women are perceived as having greater FWC than men, leading supervisors to have less cognitive trust in them relative to men, which in turn, manifests in greater ostracism of female subordinates.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 4","pages":"548-565"},"PeriodicalIF":6.2,"publicationDate":"2024-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143897230","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