Journal of Organizational Behavior最新文献

{"title":"Trimming the fat: Identifying 15 underlying concepts from 26 in the social skills domain","authors":"Roxanne L. Ross,&nbsp;Allison A. Toth,&nbsp;Eric D. Heggestad,&nbsp;George C. Banks","doi":"10.1002/job.2846","DOIUrl":"https://doi.org/10.1002/job.2846","url":null,"abstract":"<p>A large number of concepts have been proposed to describe social skills and explain social goal attainment. In this work, we identified dozens of such concepts, which have been studied for many decades across a wide variety of social science disciplines. It has been suggested that the social skills literature lacks parsimony and conceptual clarity. We take stock of these challenges and describe their origins. We identify three conceptual limitations that impede progress studying social skills and social goal attainment: redundancy (i.e., jangle fallacy), conflation (i.e., haphazard mixing of different conceptual types), and drift (i.e., jingle fallacy). We used best practices for concept revision and development, assisted by the use of machine learning, to undertake domain-level conceptual clarification, analyzing 756 definitions across six decades of research. This process led us to propose 15 core social skills-related concepts (a 42% reduction). These concepts were located within the social skills framework to begin to depict how they might relate to one another during the pursuit of social goals. This paper contributes to theory by decluttering, organizing, and simplifying the messy and redundant social skills literature and, by doing so, improves theoretical clarity. We close by suggesting areas for future research.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"466-485"},"PeriodicalIF":6.2,"publicationDate":"2024-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2846","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530662","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}

{"title":"Fresh as a daisy: Within-person associations between sleep, vitality, and self- and other-rated job performance","authors":"Loes Abrahams,&nbsp;Joeri Hofmans,&nbsp;Filip De Fruyt","doi":"10.1002/job.2844","DOIUrl":"https://doi.org/10.1002/job.2844","url":null,"abstract":"<p>From a resource perspective, employees' sleep quality, sleep duration, and feelings of vitality are believed to predict important work-related outcomes. However, many studies ignore the dynamic nature of the constructs or rely primarily on self-reported data. Including both self- and other-ratings of daily job performance, we examined the extent to which daily sleep quality and duration predict daily job performance, and whether these relationships are mediated by vitality. Student teachers (<i>N</i> = 165), internship supervisors (<i>N</i> = 97), and students (i.e., targets; <i>N</i> = 69 classes) participated in an experience sampling study with morning assessments of sleep duration and quality (<i>n</i> = 1,762 and <i>n</i> = 869), and two daily assessments of vitality (<i>n</i> = 2,207) and performance (self-, supervisor-, and target-rated; <i>n</i> = 2,160, <i>n</i> = 1,113, and <i>n</i> = 1,087). Multilevel path analyses suggested that 1) sleep quality but not duration predicted individuals' vitality and self- and target-rated job performance, 2) vitality was positively associated with performance according to each rating source, and 3) midday vitality did not predict afternoon performance, nor did it mediate the relationship between sleep and afternoon performance. Implications for theory and practice are discussed.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"448-465"},"PeriodicalIF":6.2,"publicationDate":"2024-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2844","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530625","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}

{"title":"Flattering or embarrassing your boss? An integrated perspective on newcomers' ingratiation, supervisors' responses, and work outcomes","authors":"Shaoxue Wu,&nbsp;Michelle Xue Zheng,&nbsp;Dan Ni,&nbsp;Chong Chen,&nbsp;Manyi Wang,&nbsp;Wen Wu,&nbsp;Huaiyuan Zhai","doi":"10.1002/job.2843","DOIUrl":"https://doi.org/10.1002/job.2843","url":null,"abstract":"<div>\u0000 \u0000 <p>Ingratiation seems to be extremely useful in the initial stage of interpersonal interaction. Recently, scholars have drawn attention to the role of ingratiation in the special context of newcomer socialization, arguing that ingratiation can help newcomers build a positive image in the work setting. In this research, we first propose that two types of ingratiation—<i>excessive ingratiation</i> and <i>seamless ingratiation</i>—can be distinguished and develop a measurement instrument for them. Second, based on affective events theory, we explore how newcomers' excessive ingratiation and seamless ingratiation lead to different socialization outcomes by stimulating distinct emotional and behavioral responses from their supervisors. The results of two experiments and a multisource weekly survey conducted for 10 consecutive weeks reveal that newcomers' excessive ingratiation triggers supervisors' embarrassment and interaction avoidance, and ultimately hinders newcomer socialization; in contrast, seamless ingratiation evokes supervisors' pride and information sharing and ultimately promotes socialization outcomes. Supervisor narcissism weakens the relationship between excessive ingratiation and embarrassment but strengthens the relationship between seamless ingratiation and pride. Theoretical contributions, practical implications, and directions for future research are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"421-447"},"PeriodicalIF":6.2,"publicationDate":"2024-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530231","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}

{"title":"Unveiling the nature of peer development groups: A systematic review, conceptual framework, and research pathways","authors":"Roman Terekhin,&nbsp;S. R. Aurora","doi":"10.1002/job.2845","DOIUrl":"https://doi.org/10.1002/job.2845","url":null,"abstract":"<p>This research provides a systematic review of the literature on peer development groups (PDGs), a promising yet underexplored tool for individual and leadership development. Despite the growing interest in PDGs from both scholars and practitioners, the field remains fragmented, with inconsistent terminologies and limited theoretical grounding. This review seeks to clarify the core components, boundary conditions, inputs, processes, and outcomes of effective PDGs in professional settings, addressing the confusion and gaps in existing research. By adopting an adjudication approach, we provide a comprehensive synthesis of the evidence regarding the defining characteristics of PDGs and their impacts on individual development. We propose a new, scholarly definition of PDGs as organized small groups consisting of members of perceived similar status and roles who regularly meet to foster mutual growth by providing a supportive environment and a flexible agenda. We develop a conceptual framework that links key variables influencing PDG effectiveness and offers actionable insights for both researchers and practitioners. Our findings highlight opportunities for future research and suggest practical implications for implementing PDGs in organizational settings, ultimately contributing to a more cohesive and theoretically informed understanding of this valuable developmental practice.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 2","pages":"314-332"},"PeriodicalIF":6.2,"publicationDate":"2024-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2845","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143362320","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}

{"title":"Only time will tell: How teams centralize their voice around competent members over time to perform better","authors":"Jing Wu,&nbsp;Subrahmaniam Tangirala,&nbsp;Daan van Knippenberg,&nbsp;Rui Shu","doi":"10.1002/job.2842","DOIUrl":"https://doi.org/10.1002/job.2842","url":null,"abstract":"<div>\u0000 \u0000 <p>We posit that time significantly impacts how voice—members' expression of work-related ideas—becomes unequally distributed within teams. Building upon insights from expectation states theory (EST), we propose that over time, voice becomes more centralized in teams, especially around members who are more competent than others. Moreover, we argue that teams whose members are higher in conscientiousness or openness to experience are better able to place more competent members in central speaking roles early on as well as progressively replace less competent members with more competent ones in those roles. Finally, we predict that, in comparison to teams that have egalitarian voice distributions, those that end up with more centralized voice distributions perform better when they give their most competent members more dominant speaking roles and perform worse when they do not. We found general support for these arguments in a study using four waves of data collected over time from 175 student project teams. Thus, we highlight how voice centralization does not always have negative consequences for teams but can benefit teams in certain circumstances. We discuss the implications of our findings for theory and practice.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 3","pages":"401-420"},"PeriodicalIF":6.2,"publicationDate":"2024-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530171","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}

{"title":"“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives","authors":"Marie T. Dasborough","doi":"10.1002/job.2841","DOIUrl":"https://doi.org/10.1002/job.2841","url":null,"abstract":"&lt;p&gt;Diversity, equity, and inclusion (DEI) initiatives have become central to organizational strategies across various sectors. These initiatives, aimed at fostering a more inclusive and representative workplace, have sparked considerable debate among practitioners and scholars (Hellerstedt et al., &lt;span&gt;2024&lt;/span&gt;; Opoku-Dakwa &amp; Rice, &lt;span&gt;2023&lt;/span&gt;; Prasad &amp; Śliwa, &lt;span&gt;2024&lt;/span&gt;; Thomason et al., &lt;span&gt;2023&lt;/span&gt;). While some scholars are of the belief that DEI is a beneficial necessity for organizations, others have questioned how effective DEI initiatives really are and if they have any real long-term impact. Recently, tensions around these debates have risen and despite research advances, many challenges remain (DiTomaso, &lt;span&gt;2024&lt;/span&gt;; Roberson et al., &lt;span&gt;2024&lt;/span&gt;; Thomason &amp; Sitzmann, &lt;span&gt;2023&lt;/span&gt;). In this point–counterpoint exchange, we present two compelling perspectives on the current state and the future of workplace DEI programs.&lt;/p&gt;&lt;p&gt;In the first article, “DEI Programs' Emphasis on Symbolism: Causes and Consequences,” Ariel Levi and Yitzhak Fried examine the proliferation of DEI programs through a critical lens. The authors argue that societal pressures have driven organizations to adopt symbolic measures of diversity, such as mission statements and DEI units, which often focus more on appearance than substantive change. This symbolic emphasis, they suggest, results in unintentional adverse outcomes, such as allegations of insincerity and the recurrent establishment of progressively unattainable diversity objectives. The authors also highlight the risks of prioritizing visible diversity (e.g., race, gender) over deeper aspects of diversity (e.g., expertise), potentially undermining the true benefits of a diverse workforce. They champion a more circumspect approach to DEI program development and implementation.&lt;/p&gt;&lt;p&gt;The counterpoint article, “Despite the Haters: The Immense Promise and Progress of DEI Initiatives” by Christine Nittrouer, David Arena Jr., Elisabeth Silver, Derek Avery, and Mikki Hebl, promotes the positive impact and promise of DEI initiatives. They emphasize the historical roots of DEI initiatives and the significant progress that has been achieved. In the face of pushback and blowback by “the haters,” the authors underscore the empirical evidence supporting the effectiveness of DEI programs. They discuss various successful DEI initiatives that focus on both representation and inclusion and highlight the long-term benefits that emerge from such initiatives. By engaging in responsible science and gathering trustworthy data, the authors contend that the long-term benefits of DEI initiatives outweigh the possible short-term risks, presenting a hopeful outlook for the future of organizational diversity efforts.&lt;/p&gt;&lt;p&gt;The introduction of this counterpoint article begins with a quote by Voltaire that warns against allowing perfectionism to stand in the way of what is good. When I read t","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"170-171"},"PeriodicalIF":6.2,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2841","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143121134","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}

{"title":"The role of resilience in navigating work stress and achieving daily work goals","authors":"Ze Zhu,&nbsp;Xinyu Hu,&nbsp;Bo Zhang","doi":"10.1002/job.2839","DOIUrl":"https://doi.org/10.1002/job.2839","url":null,"abstract":"<p>On a daily basis, resilience is critical for employees to cope with difficulties and challenges in achieving work goals. Understanding the dynamic resilience process throughout the workday is crucial for gaining insights into how employees can effectively leverage their resilience to meet their daily work goals. The present study aims to examine this dynamic resilience process in response to work stress while pursuing work goals among employees with different levels of trait resilience. Drawing on resilience literature and the conservation of resources theory, we propose a resilience-depleting process in response to morning work stress within a short, half-day timeframe. We further examine whether state resilience impacts subsequent work goal striving at the within-person level. Additionally, we explore the buffering effect of trait resilience on the resilience-depleting process after experiencing work stress. To test our hypotheses, we employed the experience sampling methodology with 108 full-time employees over five consecutive workdays. Multilevel analyses revealed that morning work stress significantly diminished state resilience, indirectly influencing daily work goal progress through work goal activation. Notably, trait resilience buffered the negative impact of work stress on state resilience. These results offer insights into theoretical understanding and practical implications for managing employee state resilience in the face of work stress to achieve daily work goals.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 8","pages":"1107-1119"},"PeriodicalIF":6.8,"publicationDate":"2024-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2839","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145243046","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}

{"title":"Working from everywhere: The future of work and inclusive organizational behavior (IOB)","authors":"Andri Georgiadou,&nbsp;Mustafa Özbilgin,&nbsp;Banu Özkazanç-Pan","doi":"10.1002/job.2840","DOIUrl":"https://doi.org/10.1002/job.2840","url":null,"abstract":"<div>\u0000 \u0000 <p>The rapid digitalization of work, accelerated by the COVID-19 pandemic, has fundamentally transformed organizational behavior and necessitated a reconceptualization of inclusion in virtual spaces. This editorial synthesizes six groundbreaking studies that advance our understanding of inclusive organizational behavior (IOB) in digital contexts. Drawing on these contributions, we propose a novel, multilevel framework for digital IOB that integrates individual, group, and organizational factors shaping inclusive experiences in virtual and hybrid work arrangements. Key themes emerging from the studies include (1) reconceptualizing inclusion for digital contexts, (2) multilevel dynamics of digital inclusion, and (3) technology as both enabler and barrier to inclusion. Our framework conceptualizes digital IOB as arising from complex interactions between individual, group, and organizational factors, mediated and moderated by technological infrastructures and practices. We discuss theoretical and practical implications, highlighting the need for holistic, systemic approaches to fostering digital inclusion and outlining promising avenues for future research in this critical area.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 9","pages":"1307-1314"},"PeriodicalIF":6.2,"publicationDate":"2024-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2840","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142724220","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}

{"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,&nbsp;Alyson Byrne","doi":"10.1002/job.2837","DOIUrl":"10.1002/job.2837","url":null,"abstract":"<p>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.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"90-107"},"PeriodicalIF":6.2,"publicationDate":"2024-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2837","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":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How and when do frequent daily work interruptions contribute to or undermine daily job satisfaction? A stress appraisal perspective","authors":"Barbara Körner,&nbsp;Maike E. Debus,&nbsp;Chia-Huei Wu,&nbsp;Martin Kleinmann","doi":"10.1002/job.2833","DOIUrl":"10.1002/job.2833","url":null,"abstract":"<p>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.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"1-23"},"PeriodicalIF":6.2,"publicationDate":"2024-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2833","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":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}