Journal of Organizational Behavior最新文献_第7页

The Bystander Typology Scale: Development and Validation of a Workplace Bullying Bystander Response Measure 旁观者类型量表：工作场所欺凌旁观者反应量表的开发与验证

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-09-16 DOI: 10.1002/job.70027

Kara Ng, Karen Niven

{"title":"The Bystander Typology Scale: Development and Validation of a Workplace Bullying Bystander Response Measure","authors":"Kara Ng, Karen Niven","doi":"10.1002/job.70027","DOIUrl":"https://doi.org/10.1002/job.70027","url":null,"abstract":"Bystanders, organizational members who witness but are not directly involved in workplace bullying, are increasingly viewed as integral in addressing bullying. However, empirical evidence about how bystanders act and why is limited, having been hampered by the lack of a validated measure to capture bystander behavior. Drawing from previous typologies and extending a sensemaking model of bystanders, we theorize that there are four main classes of bystander behavior and that individual and organizational factors influence which of these is enacted when workplace bullying is witnessed. We develop the Bystander Typology Scale (BTS) to test our propositions, validating the new measure across three studies (NStudy 1a = 588; NStudy 1b = 361; NStudy 1c = 251), which show that the BTS captures four distinctive bystander behaviors: active constructive (e.g., confronting the perpetrator), passive constructive (e.g., offering emotional support), passive destructive (e.g., ignoring the situation), and active destructive (e.g., revictimization). Our main study (NStudy 2 = 374) shows that self-efficacy, dark triad traits, and organizational conflict cultures influence bystander behavior in distinctive ways. Our research contributes to a greater understanding of how bystanders behave when witnessing bullying and why, alongside a tool for researchers to examine bullying bystanders systemically and for practitioners to evaluate interventions.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"122-144"},"PeriodicalIF":6.8,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70027","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145931055","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

Applying the Sociogenomic Model of Personality to Organizational Psychology 人格的社会基因组模型在组织心理学中的应用

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-09-11 DOI: 10.1002/job.70019

Brent W. Roberts, Cavan V. Bonner

引用次数: 0

From Personality Traits to Personality Dynamics: New Approaches to Personality Research in Organizations 从人格特质到人格动力学：组织中人格研究的新途径

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-09-04 DOI: 10.1002/job.70016

Wen-Dong Li, In-Sue Oh, Chia-huei Wu, Christopher Nye, Filip De Fruyt, Sharon Parker, Filip Lievens

引用次数: 0

The Paradoxical Effects of Overqualification on Helping: An Exchange-Based Framework 资格过高对帮助的矛盾影响：一个基于交换的框架

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-09-01 DOI: 10.1002/job.70024

Baihe Song, Jingjing Ma, Bin Wang, Jing Qian

{"title":"The Paradoxical Effects of Overqualification on Helping: An Exchange-Based Framework","authors":"Baihe Song, Jingjing Ma, Bin Wang, Jing Qian","doi":"10.1002/job.70024","DOIUrl":"https://doi.org/10.1002/job.70024","url":null,"abstract":"<div>\u0000 \u0000 Existing studies have viewed overqualification as either a demotivating state of underutilizing surplus qualifications or a favorable condition of possessing superior capabilities, generating mixed results regarding the impact of overqualification on employees' extra-role performance. To reconcile this contradiction, the current paper draws on social exchange theory to account for the negative and positive impact of perceived overqualification on helping simultaneously. We build an exchange-based model and posit that overqualification is a double-edged sword that affects employees' helping through two opposing pathways. On the one hand, overqualified employees' superior capabilities enable them to feel respected and admired at work, which is captured by perceived status. Such positive social recognition motivates them to reciprocate with increased helping behavior. On the other hand, overqualified employees may perceive their mismatched job positions, where their surplus qualifications are underutilized, as indicative of poor treatment by their employers. In response to this unfavorable employment relationship, overqualified employees may depersonalize coworkers and withhold their helping behavior. Two studies with complementary designs (Study 1: A pre-registered experimental study, Study 2: A multi-wave and multisource field study) provided support for our theorizing. Furthermore, we found that the paradoxical effects of perceived overqualification on helping via perceived status and depersonalization were moderated by task and goal interdependence. Theoretical and practical implications are also discussed.\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"145-163"},"PeriodicalIF":6.8,"publicationDate":"2025-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145931049","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

Rethinking Trait Theory 重新思考特质理论

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-08-28 DOI: 10.1002/job.70021

Robert Hogan, Ryne A. Sherman

引用次数: 0

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-08-25

引用次数: 0

From Harmful Acts to Helping Hands: When and How Employee Deceptive Knowledge Hiding Promotes Workplace Helping Behavior 从有害行为到援助之手：员工的欺骗性知识隐藏何时以及如何促进工作场所的帮助行为

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-08-25 DOI: 10.1002/job.70012

Peixu He, Hanhui Zhou, Qiongyao Zhou, Xiayi Liu, Zhixing Xu

{"title":"From Harmful Acts to Helping Hands: When and How Employee Deceptive Knowledge Hiding Promotes Workplace Helping Behavior","authors":"Peixu He, Hanhui Zhou, Qiongyao Zhou, Xiayi Liu, Zhixing Xu","doi":"10.1002/job.70012","DOIUrl":"https://doi.org/10.1002/job.70012","url":null,"abstract":"<div>\u0000 \u0000 This research examines the morally compensatory behavioral consequence, wherein employees engage in subsequent helping behavior to repair prior deceptive knowledge hiding. Grounded in moral cleansing theory, we propose and validate a parallel path mediation model that accounts for emotional (self-conscious moral emotions) and cognitive (moral self-regulation) processes. Through a multimethod design combining a vignette experiment (Study 1) with a two-wave field survey involving 181 employee-coworker dyads (Study 2), we find that, first, deceptive knowledge hiding triggers morally compensatory helping behavior, demonstrating the behavioral transformation of this implicitly immoral behavior; second, guilt experience (an emotional mechanism) and perceived loss of moral credits (a cognitive mechanism) mediate the deceptive knowledge hiding–helping behavior relationship; and third, reflective moral attentiveness amplifies the effects of deceptive knowledge hiding on both those mediators and the indirect effects of deceptive knowledge hiding on helping behavior through those mediators, establishing this individual moral trait as a boundary condition. Our research enriches the knowledge management literature by uncovering the moral compensation processes that follow deceptive knowledge hiding. It also highlights implications for managing posttransgression behaviors in organizations.\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1247-1264"},"PeriodicalIF":6.8,"publicationDate":"2025-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145487011","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

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-08-22

引用次数: 0

Starting a Proactive Workday by Reattaching to Work: How Reattachment and Supervisor Support for Self-Management Prompt Daily Proactivity 通过重新依恋工作开始一个积极主动的工作日：重新依恋和主管对自我管理的支持如何促使日常积极主动

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-08-10 DOI: 10.1002/job.70008

Bonnie Hayden Cheng, Yaxian Zhou, Sabine Sonnentag

{"title":"Starting a Proactive Workday by Reattaching to Work: How Reattachment and Supervisor Support for Self-Management Prompt Daily Proactivity","authors":"Bonnie Hayden Cheng, Yaxian Zhou, Sabine Sonnentag","doi":"10.1002/job.70008","DOIUrl":"https://doi.org/10.1002/job.70008","url":null,"abstract":"Proactive behavior is important in today's organizations. To mobilize psychological resources needed for proactive motivation, employees benefit from reattaching to work at the start of the workday. Reattaching to work is a daily mental process that enables employees to transition smoothly between nonwork and work periods. Integrating the literatures on proactivity and reattachment, we develop a model in which morning reattachment to work initiates employees' daily proactive behavior via proactive motivational states—high-activated positive affect (energized to motivation), autonomous motivation (reason to motivation), and organization-based self-esteem (can do motivation). We further identify perceived supervisor support for self-management as a cross-level moderating factor strengthening the association of reattachment with proactive motivational states and subsequently proactivity. Building through two 10-day experience sampling studies with Chinese (Study 1) and US (Study 2) samples, we found support for our model in which morning reattachment promoted high-activated positive affect and autonomous motivation and consequently led to more daily proactive behavior. Supervisor support for self-management strengthened the associations of reattachment with these proactive motivational states. We advance the research on proactivity by integrating the emerging literature on reattachment to work to delineate a process through which reattaching to work represents an effective cognitive strategy connecting nonwork and work periods to generate proactivity on a daily basis.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1324-1345"},"PeriodicalIF":6.8,"publicationDate":"2025-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145486938","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

Can Ally Work Mobilize Voice? Male Leaders' Ally Work on Women's Pro-Group Voice 联盟工作能调动声音吗？男性领导人的盟友致力于女性支持团体的声音

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2025-07-31 DOI: 10.1002/job.70007

Carolyn T. Dang, Soojin Oh, Aparna Joshi

{"title":"Can Ally Work Mobilize Voice? Male Leaders' Ally Work on Women's Pro-Group Voice","authors":"Carolyn T. Dang, Soojin Oh, Aparna Joshi","doi":"10.1002/job.70007","DOIUrl":"https://doi.org/10.1002/job.70007","url":null,"abstract":"Organizations rely on members from relatively advantaged social groups to act as allies. Yet, whether these individuals' ally work enables or inhibits those from relatively disadvantaged social groups to engage in social change efforts remains unclear. We focus on male leaders' ally work and draw on intergroup relations research to theorize its consequences. We expect that the type of ally work male leaders engage in can differentially impact female employees' pro-group voice. Specifically, we expect self-focused ally work (or when male leaders critically examine themselves) to be more effective in promoting women's pro-group voice when compared to relational-focused ally work (or when male leaders focus on building supportive relationships with women). Across three studies—a field study with working female employees (Study 1) and two experiments (Studies 2 and 3)—we test this prediction and find some support that the indirect effect of male leaders' self (vs. relational) ally work is mediated by female employees' increased feelings of hopefulness. Moreover, we theorize and find full support for our prediction that the indirect effect is stronger when female employees hold fixed (vs. incremental) theory about intelligence. Implications for theory and practice are discussed.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"25-43"},"PeriodicalIF":6.8,"publicationDate":"2025-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145931232","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