Journal of Organizational Behavior最新文献_第4页

Empowering or burdening? The short-term benefits and costs of upward networking at work 增强能力还是增加负担？工作中向上联系的短期效益和成本

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-05-21 DOI: 10.1002/job.2798

Song Wang, Kun Luan, Xin Qin

{"title":"Empowering or burdening? The short-term benefits and costs of upward networking at work","authors":"Song Wang, Kun Luan, Xin Qin","doi":"10.1002/job.2798","DOIUrl":"10.1002/job.2798","url":null,"abstract":"<div>\u0000 \u0000 <p>Research on social networking primarily focuses on the long-term benefits of upward networking on career success. However, how it influences employees in the short term is largely overlooked. Integrating conservation of resources theory and self-control strength model, we developed a moderated dual-pathway model that simultaneously examines the immediate benefit and cost of upward networking and investigates how trait self-control moderates the dual-pathway mechanism. Based on two experiments and a time-lagged experience sampling study, we examined the moderated effects of trait self-control, as well as the conditionally indirect relationship between upward networking and work engagement through the resource gain of perceived impact at work and the resource loss of ego depletion. We found that, on the one hand, for employees high in trait self-control, engaging in upward networking is likely to be related to perceived impact at work and indirectly affects work engagement. On the other hand, for employees with low trait self-control, engaging in upward networking is likely to increase ego depletion and indirectly affects work engagement. Overall, our findings contribute to theories of social networking and self-control and specifically highlight the complexity of upward networking, which both empowers and burdens employees in terms of immediate work outcomes.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"981-1002"},"PeriodicalIF":6.2,"publicationDate":"2024-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141114296","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

Initial development of perceptions of ability and intent factors of (un)trustworthiness in short-term teams 对短期团队（不）值得信赖的能力和意图因素的初步认识发展

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-05-10 DOI: 10.1002/job.2795

Keaton A. Fletcher, James K. Summers, Wendy L. Bedwell-Torres, Stephen E. Humphrey, Sarah E. Thomas, P. Scott Ramsay

{"title":"Initial development of perceptions of ability and intent factors of (un)trustworthiness in short-term teams","authors":"Keaton A. Fletcher, James K. Summers, Wendy L. Bedwell-Torres, Stephen E. Humphrey, Sarah E. Thomas, P. Scott Ramsay","doi":"10.1002/job.2795","DOIUrl":"10.1002/job.2795","url":null,"abstract":"<p>Individual perceptions of team trustworthiness are critical antecedents to the development of relationships within teams. Yet, clarity is needed regarding the focus of these individual perceptions and how they change, particularly at the outset of team interactions. Two distinct research streams have emerged regarding trustworthiness. One proposes a difference between perceived ability and intent, whereas the other proposes a difference between confident positive and negative expectations of others. Regardless of their structure, theory suggests that perceptions of team trustworthiness ought to develop across performance episodes as individuals identify more with their team and have more information about how they are performing. We explore these relationships across three distinct performance episodes in newly formed short-term teams. Our results support a four-factor model of trustworthiness within the context of short-term, lab-based teams. Further, perceptions regarding teammates' abilities tended to change quickly and curvilinearly while those regarding teammates' intents changed linearly. Positive team performance signals bolstered individual perceptions of team trustworthiness in ability and intent but not perceived team untrustworthiness. Negative team performance signals bolstered individual perceptions of team untrustworthiness in ability and intent while harming both types of individual perceptions of team trustworthiness. This study supports propositions from the model of trust over time and lays the groundwork for a comprehensive approach toward trust research within teams.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1025-1046"},"PeriodicalIF":6.2,"publicationDate":"2024-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2795","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140932092","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

How do humble leaders unleash followers' leadership potential? The roles of workplace status and individualistic orientation 谦虚的领导者如何释放追随者的领导潜能？职场地位和个人主义取向的作用

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-05-05 DOI: 10.1002/job.2793

Xiaoshuang Lin, Herman H. M. Tse, Bo Shao, Jinyun Duan

引用次数: 0

Not detaching from work during leisure time: A control-theory perspective on job-related cognitions 闲暇时间不脱离工作：从控制论角度看与工作有关的认知

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-25 DOI: 10.1002/job.2792

Sabine Sonnentag, Monika Wiegelmann

{"title":"Not detaching from work during leisure time: A control-theory perspective on job-related cognitions","authors":"Sabine Sonnentag, Monika Wiegelmann","doi":"10.1002/job.2792","DOIUrl":"10.1002/job.2792","url":null,"abstract":"<p>Lack of psychological detachment from work during leisure time is related to unfavorable affective states and poor well-being but little is known about the processes that drive this relationship. We propose that lack of detachment from work translates into next-day negative and positive affect by specific thought processes. Building on a control-theory approach to repetitive thought and rumination, we introduce a refined conceptualization of job-related cognitions during leisure time that integrates a valence perspective (referring to negative versus positive events) with a temporal-direction perspective (backward-oriented vs. forward-oriented). Using daily-survey data collected from 243 employees over two workweeks, multilevel path analysis revealed that lack of detachment from negative events predicted backward-oriented negative rumination and forward-oriented solution seeking. Lack of detachment from positive events predicted backward-oriented positive rumination and forward-oriented goal generation. Only backward-oriented negative rumination, in turn, predicted next-day negative affect. Neuroticism and extraversion moderated the relationships between lack of detachment and job-related cognitions, resulting in a particularly strong serial indirect effect between lack of detachment from negative events and next-day negative affect for persons high in neuroticism. Our study helps to understand why and for whom lack of psychological detachment from work during leisure time is particularly adverse.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1003-1024"},"PeriodicalIF":6.2,"publicationDate":"2024-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2792","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140805445","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

Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power 中层权力游戏：马赫式中层管理者如何以及何时利用向下滥用权力和向上关系来获得和维持权力

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-23 DOI: 10.1002/job.2794

Fong Keng-Highberger, Zhiyu Feng, Kai Chi Yam, Xiao-Ping Chen, Hu Li

{"title":"Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power","authors":"Fong Keng-Highberger, Zhiyu Feng, Kai Chi Yam, Xiao-Ping Chen, Hu Li","doi":"10.1002/job.2794","DOIUrl":"10.1002/job.2794","url":null,"abstract":"<div>\u0000 \u0000 <p>Given Machiavellianism's strong historical and theoretical roots in power and politics, there are surprisingly few empirical studies, if any, that directly examine <i>how</i> Machiavellians attain and maintain power in organizations. Understanding this is important because Machiavellian employees have managed to effectively gain power to reach managerial positions of influence in organizations despite their negative reputation. Further, there are contradictory theories and peripheral empirical findings that suggest they gain power either by strategically forging important connections or through coercive force. We propose that a Mach middle manager perspective can help illuminate which power-gaining strategy is used. Drawing from the Machiavellianism literature and power dependence theory, we theorize how Mach middle managers <i>gain</i> coercive power through abusive supervision on those with less power (their subordinates), while building close <i>guanxi</i> with those with more power (their senior manager) to obtain relational empowerment. Moreover, we theorize that they <i>maintain</i> power by increasing both power-gaining strategies when Mach middle managers perceive a high threat to hierarchy from subordinates, suggesting these parallel relations are positively connected. We found support for our theoretical model using data from a multi-confederate experimental lab study and two multi-wave field studies. The theoretical and empirical implications of our findings are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1088-1116"},"PeriodicalIF":6.2,"publicationDate":"2024-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140668974","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

When competitive rewards create obsessions with bottom-line outcomes: A social interdependence theory perspective of the mediating role of bottom-line mentality 当竞争性奖励造成对底线结果的迷恋时：从社会相互依存理论角度看底线思维的中介作用

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-22 DOI: 10.1002/job.2791

Mary B. Mawritz, Rebecca L. Greenbaum, Yingli Deng, Blythe L. Rosikiewicz, Andrea C. Farro, Mark Mitchell

{"title":"When competitive rewards create obsessions with bottom-line outcomes: A social interdependence theory perspective of the mediating role of bottom-line mentality","authors":"Mary B. Mawritz, Rebecca L. Greenbaum, Yingli Deng, Blythe L. Rosikiewicz, Andrea C. Farro, Mark Mitchell","doi":"10.1002/job.2791","DOIUrl":"10.1002/job.2791","url":null,"abstract":"<div>\u0000 \u0000 <p>We rely on social interdependence theory to examine bottom-line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, suggesting that in comparison to employees low on learning goal orientation, employees high on the attribute are less likely to respond to their BLMs (that result from competitive rewards) with dysfunctional behaviors, because these employees will pursue their bottom-line outcomes with an innate motivation to learn. We tested our hypotheses with three studies: an experimental study, a multisource, field study from a U.S. corporation, and a diverse, multisource, time-lagged field study. Results from the experimental study and first field study revealed that BLM mediated the negative relationship between competitive rewards and OCBI; the second field study replicated these findings and demonstrated support for our full moderated mediation model. We provide theoretical and empirical support for the notion that BLM can serve as a motivational state that explains the effects of competition on workplace behaviors and learning goal orientation influences these effects.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1231-1248"},"PeriodicalIF":6.2,"publicationDate":"2024-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140677591","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

Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior 一起重新构想我们的未来：包容性组织行为的早期鸟瞰图

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-08 DOI: 10.1002/job.2776

Amandeep Dhir, Puneet Kaur, Sharfa Hassan, Demetris Vrontis

{"title":"Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior","authors":"Amandeep Dhir, Puneet Kaur, Sharfa Hassan, Demetris Vrontis","doi":"10.1002/job.2776","DOIUrl":"https://doi.org/10.1002/job.2776","url":null,"abstract":"SummaryThe world has witnessed high‐intensity and low‐occurrence crises such as the COVID‐19 pandemic that have radically changed not only the discourses of health and safety but also permanently changed the realities of the workplace. The COVID‐19 pandemic‐related new normal has resulted in the exponential increase in the acceptance of “homeplace” or “work from home” in work‐related domains. With this sudden dramatic shift in the way the present and future work is being conceptualized, there is every reason to believe that employees struggle with a plethora of intertwined thoughts and emotions, particularly a heightened sense of social isolation and exclusion from their work environment. The present study is an attempt to address this concern in the broader ambit of inclusive organizational behavior. Using an interpretivist research approach, we dwell on the genesis of organizational behavior in changing times, particularly digitalization and social isolation. We employ inductive analysis of the employee data generated over two waves and use grounded theory to explain how inclusive behavior could be fostered within organizations. Our study provides an early conceptualization of inclusive organizational behavior by identifying four factors, namely, inclusive support, inclusive work design, inclusive culture, and inclusive mindset. Furthermore, based on the findings of the study, a three‐tier model of inclusive organizational behavior is proposed that links individual, group, and system‐level dynamics in the organizations.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"1 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589257","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

The brothers are watching: The peer monitoring mechanism of rivalry in reducing cheating behavior at work 兄弟们都在看：竞争对手的同伴监督机制可减少工作中的作弊行为

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-02 DOI: 10.1002/job.2789

Ruo Mo, Meena Andiappan

{"title":"The brothers are watching: The peer monitoring mechanism of rivalry in reducing cheating behavior at work","authors":"Ruo Mo, Meena Andiappan","doi":"10.1002/job.2789","DOIUrl":"10.1002/job.2789","url":null,"abstract":"<div>\u0000 \u0000 <p>The consensus of the literature has suggested that competition prompts individuals to act unethically. However, prior research that explored the ethical implication of competition has largely ignored the role of contexts within its examination—studying competition generally independent of other social relationships/actors. Drawing on the relational perspective of competition (i.e., rivalry), we propose that broader social relationships in which rivalry relationships are embedded will give rise to alternative psychological processes that can account for a curbing effect of rivalry on workplace cheating behavior. Results from one pre-registered experiment and three surveys on working professionals suggest that exposure to rivalry leads to a heightened perception of peer monitoring, which in turn is associated with lower cheating behavior at work. We further find that the effect of rivalry on the perception of peer monitoring is stronger (weaker) when employees' leader–member exchange (LMX) relationship with their supervisor is lower (higher), highlighting the significance of other social actors in the rivalry process. This research complements the literature with a balanced perspective regarding the ethical implication of competition and contributes to the theory building of rivalry by providing an interpersonal lens to the psychology of rivalry.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"1070-1087"},"PeriodicalIF":6.2,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589508","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

A neurocognitive framework of attention and creativity: Maximizing usefulness and novelty via directed and undirected pathways 注意力和创造力的神经认知框架：通过定向和非定向途径实现有用性和新颖性的最大化

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-01 DOI: 10.1002/job.2787

Gillian B. Yeo, Nicole A. Celestine, Sharon K. Parker, March L. To, Giles Hirst

{"title":"A neurocognitive framework of attention and creativity: Maximizing usefulness and novelty via directed and undirected pathways","authors":"Gillian B. Yeo, Nicole A. Celestine, Sharon K. Parker, March L. To, Giles Hirst","doi":"10.1002/job.2787","DOIUrl":"10.1002/job.2787","url":null,"abstract":"<p>Coming up with creative ideas is not easy. In this conceptual article, we integrate organizational behavior, cognitive psychology, and neuroscience literatures to propose that different forms of attention may be a key to maximizing creative usefulness and novelty. Specifically, we develop a neurocognitive framework of attentional control to propose differential pathways from creative goal-directed attention (a narrow and selective focus) to deliberate information processing, and from undirected attention (a wide and unconstrained focus) to spontaneous information processing. These propositions have implications for creative usefulness and novelty, respectively—namely, that creative goal-directed attention should facilitate the usefulness of creative outputs to a greater extent than their novelty, whereas undirected attention should promote the novelty of creative outputs to a greater extent than their usefulness. Our framework further suggests that time spent experiencing creative goal-directed attention followed by undirected attention is the optimal sequence for maximizing both the usefulness and novelty of creative outputs. In combination, our framework advances theoretical understanding of attentional pathways to creative outcomes and offers practical implications for maximizing creative potential at work.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 6","pages":"912-934"},"PeriodicalIF":6.2,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2787","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589261","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

Leaders pressuring teams and teams engaged in deviance: An examination of leader–team extraversion incongruence 领导者对团队施压与团队参与偏差：对领导者-团队外向性不一致性的研究

IF 6.2 2区管理学

Journal of Organizational Behavior Pub Date : 2024-04-01 DOI: 10.1002/job.2785

Brian W. McCormick, Erik Gonzalez-Mulé, Jee Young Seong

{"title":"Leaders pressuring teams and teams engaged in deviance: An examination of leader–team extraversion incongruence","authors":"Brian W. McCormick, Erik Gonzalez-Mulé, Jee Young Seong","doi":"10.1002/job.2785","DOIUrl":"10.1002/job.2785","url":null,"abstract":"<div>\u0000 \u0000 <p>Researchers have cited the need to account for subordinates in the leadership process, and the leader–team fit paradigm provides a framework for simultaneously considering the characteristics of leaders and those of their subordinate teams. Drawing on extraversion personality theory stipulating extraversion's implications on motivation and communication styles and preferences, we seek to add nuance to the study of a trait that has been widely assumed to exert positive effects in leaders and teams. Integrating theorizing on extraversion and fit, we posit in this research that counterproductive leader and team behaviors will be associated with misfit leader–team pairings in which extraversion incongruence exists (leaders higher in extraversion paired with teams lower in extraversion or leaders lower in extraversion paired with teams higher in extraversion). We test our predictions in a time-lagged field survey study of leaders and their respective teams in the nuclear power industry, using polynomial regression analyses to find support for hypotheses about the association of leader–team extraversion incongruence and detrimental leader (use of pressure influence tactics) and team (deviance directed at the organization) behaviors. We discuss the implications of our findings for research and practice on leaders, teams, deviance, and extraversion.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 6","pages":"877-895"},"PeriodicalIF":6.2,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589580","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