Journal of Organizational Behavior最新文献_第3页

I Remember It All Too Well: Gig Workers' Psychological Detachment After Receiving Negative Customer Feedback and the Roles of Job Security and Handling Time 我记得太清楚了：零工工人在收到负面客户反馈后的心理疏离以及工作保障和处理时间的作用

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-02-18 DOI: 10.1002/job.2870

Yijue Liang, Tianjun Sun, Ze Zhu

{"title":"I Remember It All Too Well: Gig Workers' Psychological Detachment After Receiving Negative Customer Feedback and the Roles of Job Security and Handling Time","authors":"Yijue Liang, Tianjun Sun, Ze Zhu","doi":"10.1002/job.2870","DOIUrl":"https://doi.org/10.1002/job.2870","url":null,"abstract":"<div>\u0000 \u0000 The recently booming gig economy, in which gig workers provide on-demand and short-term services to customers in exchange for monetary rewards via online gig platforms, creates opportunities for workers to receive instantaneous customer feedback, particularly negative feedback. Considering the emerging controversy concerning gig workers' well-being, the present research strives to understand how and when negative customer feedback influences gig workers' subsequent work and well-being outcomes. Grounded in conservation of resources (COR) theory, this research hypothesizes that negative customer feedback hinders psychological detachment, contingent on gig workers' perception of their job security and their customer feedback handling time. In turn, impaired psychological detachment is related to lower job performance and job-related well-being for gig workers on the following day. Findings from a study using an experience sampling method (ESM) that included 147 gig workers across five consecutive workdays (Study 1) and a recall study that included 273 gig workers (Study 2) provide general support for the hypothesized model. The theoretical and practical implications of this research are also discussed.\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 7","pages":"1018-1037"},"PeriodicalIF":6.8,"publicationDate":"2025-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145012779","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

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

Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social-Cognitive Theory of Morality 安静的工作狂吗?从道德社会认知理论看工作狂与员工沉默、道德发声的关系

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-02-10 DOI: 10.1002/job.2867

Michael Knoll, Roberta Fida, Ivan Marzocchi, Rosalind H. Searle, Catherine E. Connelly, Matteo Ronchetti

{"title":"Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social-Cognitive Theory of Morality","authors":"Michael Knoll, Roberta Fida, Ivan Marzocchi, Rosalind H. Searle, Catherine E. Connelly, Matteo Ronchetti","doi":"10.1002/job.2867","DOIUrl":"https://doi.org/10.1002/job.2867","url":null,"abstract":"When employees engage in potentially harmful behavior, organizations and societies rely on others to voice these issues. We propose that workaholism, a way that some individuals develop to deal with and thrive in today's intense and demanding work environment, reduces these individuals' intention to engage in moral voice and increases employee silence. Drawing on social-cognitive theory of morality, we propose that this occurs because workaholism, being driven by an inner compulsion to working extensively, disengages moral self-regulation which, in turn, affects both the activation of moral behavior (i.e., voice intentions) and the inhibition of immoral behavior (i.e., employee silence). Further, based on social-cognitive theory's premise that moral behavior is jointly regulated by personal and social standards, we propose that a context that endorses this inner pressure to work (i.e., climate of self-interest) strengthens the relationship between workaholism and moral disengagement. Findings from two three-wave time-lagged studies of Italian and UK employees suggest that workaholism—but not workload—is associated with moral disengagement and indirectly with more silence and less moral voice intention. Additionally, Study 2's moderated-mediation model showed that perceived climate of self-interest moderates the relationship between workaholism and moral disengagement and revealed dimension-specific effects of workaholism.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 5","pages":"745-764"},"PeriodicalIF":6.2,"publicationDate":"2025-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2867","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206620","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

CEO Servant Leadership and Organizational Profitability: A Social Exchange Perspective CEO服务型领导与组织盈利能力：社会交换视角

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-02-09 DOI: 10.1002/job.2866

Kyoung Yong Kim, Robert C. Liden

引用次数: 0

Existing Personal Leadership Prototypes Versus Organizational Leadership Prototypes: How Individuals Manage Tensions Between Leading With Authenticity and Conformity During Their Socialization as Leaders in Organizations 现有的个人领导原型与组织领导原型：作为组织领导者社会化过程中，个人如何处理真实性领导与从众性领导之间的紧张关系

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-02-03 DOI: 10.1002/job.2863

Benjamin M. Galvin, Jeffrey S. Bednar, Archie Bates

{"title":"Existing Personal Leadership Prototypes Versus Organizational Leadership Prototypes: How Individuals Manage Tensions Between Leading With Authenticity and Conformity During Their Socialization as Leaders in Organizations","authors":"Benjamin M. Galvin, Jeffrey S. Bednar, Archie Bates","doi":"10.1002/job.2863","DOIUrl":"https://doi.org/10.1002/job.2863","url":null,"abstract":"<div>\u0000 \u0000 Based on qualitative data collected at the United States Military Academy (West Point), this research enhances our understanding of how individuals manage tensions between leading with authenticity and organizational pressures for conformity, resulting from a lack of alignment between their existing personal leadership prototypes and organizational prototypes of leadership. Our theoretical model moves beyond existing research on leader identity construction− which largely treats individuals as blank slates as they construct who they will be as leaders in organizations− by highlighting how individuals learn to enact a leadership approach during socialization that fits within their personal zone of acceptable authenticity and the organization's zone of acceptable conformity. During socialization, individuals may experiment with discarding certain aspects of their existing leadership prototype and/or ignore certain aspects of the organization's leadership prototype, resulting in four primary types of leader–organization fit: Pretender, Believer, Maverick, or Rogue. Our model uncovers important outcomes associated with the varying levels of conformity and authenticity characteristic of these four types of leader–organization fit and highlights how one's fit might evolve over time as individuals engage with and learn from experiences as leaders.\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 5","pages":"701-720"},"PeriodicalIF":6.2,"publicationDate":"2025-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206641","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

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

Well-Being as Having, Loving, Doing, and Being: An Integrative Organizing Framework for Employee Well-Being 作为拥有、爱、做和存在的幸福：员工幸福的综合组织框架

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-26 DOI: 10.1002/job.2862

Frank Martela

{"title":"Well-Being as Having, Loving, Doing, and Being: An Integrative Organizing Framework for Employee Well-Being","authors":"Frank Martela","doi":"10.1002/job.2862","DOIUrl":"https://doi.org/10.1002/job.2862","url":null,"abstract":"Employee well-being is one of the most studied outcomes in organizational research, operationalized variously as job satisfaction, affective well-being, work engagement, work meaningfulness, and eudaimonic well-being. What is lacking is a unified theoretical framework integrating various disparate research streams around separate well-being indicators. The present work offers such an organizing framework, building on self-determination theory and Erik Allardt's multidimensional theory of well-being. In particular, I distinguish functional well-being from perceived well-being, with the former consisting of three existential conditions associated with particular needs: Having focuses on feeling safe and getting the resources required for survival from work, loving focuses on getting one's interpersonal needs met at work, and doing focuses on getting one's agentic needs for autonomy and competence met at work. Perceived well-being (being) focuses on directly experiencing well-being at work, and I propose that it consists of evaluative, affective, and conative well-being, which largely result from having the three types of needs satisfied at work. I also propose a distinction between the fulfillment pathway to well-being and the frustration pathway to ill-being as two partially independent wellness processes. This integrative framework helps both scholars and practitioners make more informed choices about what dimensions of employee well-being to measure.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 5","pages":"641-661"},"PeriodicalIF":6.2,"publicationDate":"2025-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2862","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206926","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

Perceiving the Inevitable: Understanding Observer Reactions to Workplace Mistreatment Through the Lens of System Justification Theory 察觉必然性：从制度正当化理论的视角理解观察者对工作场所虐待的反应

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2025-01-23 DOI: 10.1002/job.2854

Zhanna Lyubykh, Laurie J. Barclay, Nick Turner, M. Sandy Hershcovis

{"title":"Perceiving the Inevitable: Understanding Observer Reactions to Workplace Mistreatment Through the Lens of System Justification Theory","authors":"Zhanna Lyubykh, Laurie J. Barclay, Nick Turner, M. Sandy Hershcovis","doi":"10.1002/job.2854","DOIUrl":"https://doi.org/10.1002/job.2854","url":null,"abstract":"System justification theory posits that individuals tend to justify and maintain the status quo. For workplace mistreatment, we argue this tendency can elicit psychological processes in observers that may further disadvantage targets of mistreatment. We propose that organizational climates that are perceived to tolerate mistreatment increase the likelihood that observers perceive specific instances of mistreatment as inevitable. This can activate system justification tendencies in which observers evaluate the mistreatment incident as more legitimate and the target as less legitimate, prompting harmful observer reactions (e.g., minimizing the incident, negatively gossiping about the target). To investigate system justification in observer reactions, we validate a measure of perceived mistreatment inevitability and conduct a multiwave survey to test our hypotheses. Our findings indicate that organizational climates that tolerate mistreatment increase observers' perceptions that specific instances of mistreatment are inevitable, thereby activating processes that prompt observers to justify and maintain the status quo. Theoretical implications include identifying what activates system justification, why observers justify mistreatment, and how these tendencies elicit harmful reactions further disadvantaging targets. Practically, our findings highlight the importance of addressing organizational climates that tolerate mistreatment, avoiding reliance on observers to intervene constructively, and effectively addressing mistreatment to prevent further harm to targets.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 5","pages":"721-744"},"PeriodicalIF":6.2,"publicationDate":"2025-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2854","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144207018","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

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