Journal of Organizational Behavior最新文献

{"title":"Correction to “Unraveling the Power of Leisure Crafting for Unengaged Employees: Implications for Creativity and Meaning at Work”","authors":"","doi":"10.1002/job.70006","DOIUrl":"https://doi.org/10.1002/job.70006","url":null,"abstract":"<p>\u0000 <span>Petrou, P.</span>, <span>Hamrick, A. B.</span>, & <span>Abdel Hadi, S.</span> (<span>2024</span>). <span>Unraveling the Power of Leisure Crafting for Unengaged Employees: Implications for Creativity and Meaning at Work</span>. <i>Journal of Organizational Behavior</i>, <span>45</span>(<span>8</span>), <span>1170</span>–<span>1188</span>.</p><p>In the current paper, the results for the tests of Hypothesis 3 (Study 1) and Hypotheses 4 and 5 (Study 2) are mistakenly labelled as using 95% CIs and should be labelled as 90% CIs. To test Hypotheses 3–5, we followed previous empirical practice (Parker et al. <span>2020</span>) and methodological recommendations (Preacher et al. <span>2010</span>) suggesting that one-tailed 90% CIs are justified for the calculation of indirect effects.</p><p>In the data analyses section on page 1176, the following sentence was omitted in the originally published article and should be included:</p><p>To test Hypothesis 3 (and Hypotheses 4 and 5 in Study 2), we followed previous empirical practice (Parker et al. <span>2020</span>) and methodological recommendations (Preacher et al. <span>2010</span>), suggesting that one-tailed 90% CIs are justified for the calculation of indirect effects.</p><p>We have listed the page numbers and correct reporting for each hypothesis test below.</p><p>Page 1177, the text should report the following:</p><p>“Results revealed that the indirect effect was positive and significant for 1 SD, lower than the mean of baseline work engagement; 90% CI ranged between 0.012 and 0.082; while the indirect effect was non-significant for 1 SD, higher than the mean of baseline work engagement, 90% CI ranged between −0.076 and 0.005. The difference of the two indirect effects for low and high work engagement was significant (90% CI [0.014/0.140]).”</p><p>Page 1180, the text should report the following:</p><p>“The indirect effect of Week 1 leisure crafting on Week 3 creativity via Week 2 cognitive developmental resources did not include zero (90% CI [0.002/0.023]), while the indirect effect via Week 2 affective resources did (90% CI [0.000/0.017]), which supports Hypothesis 4a but not Hypothesis 4b.”</p><p>Pages 1180–1181, the text should report the following:</p><p>“The indirect effect of Week 1 leisure crafting on Week 3 creativity via cognitive developmental resources was significant for low levels of work engagement (90% CI [0.001/0.023]), for moderate levels of work engagement (90% CI [0.002/0.024]) and for high levels (90% CI [0.002/0.028]). However, the indirect effects for low and high levels of work engagement did not differ from each other (90% CI [−0.014/0.002]). In addition, the indirect effect of Week 1 leisure crafting on Week 3 creativity via affective resources was significant for low levels of work engagement (90% CI [0.002/0.030]) but not for high work engagement (90% CI [−0.010/0.004]). The two indirect effects for low and for high work engagement were signif","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 8","pages":"1167-1168"},"PeriodicalIF":6.8,"publicationDate":"2025-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70006","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145243189","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":"(In)justice Dynamics Around Maternity Leave: How Push and Pull Factors Intertwine to Create Career Disadvantages for Mothers","authors":"Camille Desjardins,&nbsp;Marion Fortin","doi":"10.1002/job.70005","DOIUrl":"https://doi.org/10.1002/job.70005","url":null,"abstract":"<div>\u0000 \u0000 <p>Maternity leave and motherhood are typically associated with severe career penalties for women. Some literature suggests that this may be due to women opting out (i.e., pull dynamics), while other studies show that mothers may be pushed out by organizations (i.e., push dynamics). We adopt an organizational justice lens to investigate push and pull dynamics around maternity leave. Through a four-wave interview study with 35 highly educated women in France (134 interviews), we investigate their personal (un)fairness experiences at work as well as their changing career and work-life priorities and choices. Using a contemporary approach to grounded theory, we find that injustice events and inactions interlink to form injustice episodes, which often change and extend over time. Injustice episodes (push factors) and changing career and work-life priorities (pull factors) are found to influence each other and to exert both direct and indirect effects on career withdrawal over time, illustrating how pushes and pulls intertwine to create career disadvantages for women when they become mothers. This research highlights the important role of organizational justice in gender equality at work and, more generally, how motivated justice dynamics unfold in career transitions.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"1-24"},"PeriodicalIF":6.8,"publicationDate":"2025-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145931090","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":"","authors":"","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 4","pages":"648-664"},"PeriodicalIF":6.8,"publicationDate":"2025-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148072144","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":"Featured Cover","authors":"André Wagner,&nbsp;Daan van Knippenberg,&nbsp;Lauren D'Innocenzo","doi":"10.1002/job.70003","DOIUrl":"https://doi.org/10.1002/job.70003","url":null,"abstract":"<p>The cover image is based on the article <i>Customer-Oriented Boundary Spanning, Functional Diversity, and Customer Adoption</i> by André Wagner et al., https://doi.org/10.1002/job.2884\u0000 \u0000 <figure>\u0000 <div><picture>\u0000 <source></source></picture><p></p>\u0000 </div>\u0000 </figure></p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":""},"PeriodicalIF":6.2,"publicationDate":"2025-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70003","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144550823","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":"Organizational Behavior in the Gig Economy: Contributions, Challenges, and New Directions","authors":"Jason L. Huang,&nbsp;Nathan A. Bowling,&nbsp;Dongyuan Wu","doi":"10.1002/job.70001","DOIUrl":"https://doi.org/10.1002/job.70001","url":null,"abstract":"<div>\u0000 \u0000 <p>The rise of gig work—flexible, short-term, task-based labor, often mediated by digital platforms—has significantly reshaped the employment landscape. This special issue presents five articles that investigate gig work through the lens of organizational behavior (OB), offering new theoretical perspectives and practical insights into this rapidly growing labor segment. The articles examine a range of psychological processes central to gig work, including identity regulation, flow experience, psychological detachment, safety and risk assessments, and algorithmic management. Taken together, they demonstrate that gig work represents more than just a novel context for applying existing theories; it also provides opportunities to rethink foundational OB constructs such as autonomy, motivation, emotional well-being, and managerial control. This special issue illustrates how distinctive features of gig work—algorithmic oversight, precariousness, and limited organizational attachment—challenge traditional assumptions embedded in existing OB theories. Furthermore, it highlights methodological challenges and opportunities unique to gig research. By showcasing gig work's theoretical richness and methodological distinctiveness, we aim to stimulate future research that positions gig work not as peripheral, but as a central domain in the evolution of OB.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 7","pages":"973-979"},"PeriodicalIF":6.8,"publicationDate":"2025-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145012790","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":"Designing Teams for the Future: How a “Permeable Organizational Design” Intervention Enables Environmental Prognostication to Promote Turning Points in Team Trajectories","authors":"Catherine G. Collins,&nbsp;Cristina Gibson","doi":"10.1002/job.2888","DOIUrl":"https://doi.org/10.1002/job.2888","url":null,"abstract":"<p>Teams often struggle to sustain performance improvement over time, yet there is a lack of research on how to shift stagnant performance to a positive performance trajectory to create what we refer to as positive <i>team turning points</i>. We utilize situation awareness theory to explain how such change can be prompted by a design intervention that improves the permeability of the organization and increases environmental prognostication—utilizing knowledge from the external environment to take actions today that can help overcome challenges that will likely exist in the future. We test this theory with a quasi-experiment pooled interrupted time series design. The intervention involved implementing the permeable organizational design by creating a hub of specialists outside the team who were enlisted to bring information to the team, so knowledge acquisition processes are experienced as support. The sample was 57 sales teams across 3 years tracking quarterly gross profit. We hypothesized and found that for the teams in the intervention condition, a positive team turning point emerged in team performance, whereas the control condition continued to struggle with flat performance trajectories. In a subsample of 33 teams, we found that environmental prognostication was significantly higher in the intervention condition compared to the control condition and that environmental prognostication mediated the link between the quasi-experimental condition and positive turning point in team performance. We also showed that alternative knowledge processes (e.g., less advanced forms of situation awareness, external information gathering, and reflexivity) and perceived access to organizational resources did not account for the relationship as mediators. We discuss the implications for theory, future research, and practice.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1169-1191"},"PeriodicalIF":6.8,"publicationDate":"2025-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2888","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145486817","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":"Leader Role Transition: A Systematic Review and Agenda for Future Research","authors":"Xuting Jiang,&nbsp;Anastasiia Agolli,&nbsp;Crystal M. Harold","doi":"10.1002/job.2897","DOIUrl":"https://doi.org/10.1002/job.2897","url":null,"abstract":"<div>\u0000 \u0000 <p>Leader role transition is a critical stage in which new leaders learn leadership skills, develop their leader identity, and gain social validation. As the successful transition to one's leader role has important implications for individual career success and organizational performance, research interest in this topic has steadily grown over the last decade. However, this literature is developing in a rather fragmented and isolated manner. The absence of a unifying conceptual framework stands to potentially stymy progress and understanding of this phenomenon. Therefore, we highlight leader role transition as a unique leadership topic and aim to provide a holistic understanding of leader role transition as a dynamic process. In a systematic review of 136 articles, we identify three key lines of inquiry (i.e., adjustment, identity transformation, and social construction) and synthesize them through the lens of role transition theory. In doing so, we develop an integrative framework that aims to move this literature toward a more comprehensive and process-based understanding of leader role transition. We conclude our review with recommendations for future research directions.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 2","pages":"288-311"},"PeriodicalIF":6.8,"publicationDate":"2025-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146176203","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":"A Meta-Analysis of Antecedents and Outcomes of Flexible Working Arrangements","authors":"Niamh Harrop,&nbsp;Lixin Jiang,&nbsp;Nickola Overall","doi":"10.1002/job.2896","DOIUrl":"https://doi.org/10.1002/job.2896","url":null,"abstract":"<p>Flexible working arrangements (FWAs) are increasingly available and used across diverse settings, particularly following the COVID-19 pandemic. Yet, knowledge of the antecedents and outcomes of FWAs is incomplete and inconclusive. It remains unclear what factors facilitate the perceived availability and use of FWAs, and under what conditions FWAs are most beneficial, including (1) whether flexibility in work schedule (flextime), work location (flexplace) or both (flextime + place) is most beneficial, and (2) whether employees must use FWAs to reap their benefits. To address these gaps, we conduct a comprehensive meta-analysis to examine theoretically derived antecedents and outcomes of FWAs. We also examine whether different types of FWAs—flextime versus flexplace versus flextime + place, and FWA availability versus FWA use—moderate the relationships between FWAs and outcomes. Meta-analytic results based on 113 studies with 88 618 participants identify a host of important antecedences of FWAs, such as managerial status, self-efficacy, and task interdependency. Consistent with social exchange theory, Conservation of Resources theory and boundary theory, FWAs were significantly associated with beneficial outcomes, such as greater job satisfaction, organisational commitment, job autonomy, life satisfaction, better work-family interface and family satisfaction. Significant moderation indicate that more beneficial employee outcomes were associated with (1) having both flextime and flexplace compared to flextime or flexplace alone, (2) flextime compared to flexplace and (3) the availability compared to use of FWAs. These results provide a comprehensive, systematic understanding of the personal, work-related, and familial antecedents and outcomes associated with different types of FWAs.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 2","pages":"208-236"},"PeriodicalIF":6.8,"publicationDate":"2025-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2896","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146176656","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":"Coevolution of Trust and Helping Behavior: A Social Network Examination of Dyadic and Third-Party Influences","authors":"Yimin He,&nbsp;Zitong Sheng,&nbsp;Bailey Lytle,&nbsp;Xiang Yao","doi":"10.1002/job.2895","DOIUrl":"https://doi.org/10.1002/job.2895","url":null,"abstract":"<div>\u0000 \u0000 <p>Trust and helping both reflect positive relationships between organizational members and are vital to organizational success. Although prior research has demonstrated their connection with each other, most studies have examined trust and helping behavior in a static manner. Relatedly, although recent research has started to utilize network methods to consider the role of the surrounding social context in shaping trust, these inquiries remain limited by a static, aggregate view, looking at network structures such as one's network size or position in the network. The current study aims to advance our understanding by examining how trust and helping behaviors coevolve dynamically within social networks, incorporating both dyadic and triadic (third-party) influences. Integrating social information processing theory with social exchange theory, the current study explores how individuals develop trust and engage in helping behaviors in a triad through interacting with each other and observing the informational and social elements in the triad. Based on three-wave social network data from a Chinese hospital, we used stochastic actor–based modeling to examine the dynamic coevolution of trust and helping ties over time. The results demonstrated that trust and helping networks evolve reciprocally, influenced by the types of relationships and agents involved. Specifically, interpersonal helping fosters trust within dyads, and trust can be transferred through third-party connections. Employees are more likely to trust a coworker when they receive indirect help from the coworker or when the coworker engages in helping behaviors with others. Employees also tend to help a coworker when both are trusted by a third party. Overall, these results highlight the importance of third-party influences in shaping trust and helping behaviors, offering new insights for both theory and practice.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1305-1323"},"PeriodicalIF":6.8,"publicationDate":"2025-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145487056","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":"Money or Charity: Is It Irrelevant What Employees Strive for as Long as They Fit the Organization's Values?","authors":"Eva Straus,&nbsp;Anja Van den Broeck,&nbsp;Jeffrey R. Edwards,&nbsp;Christian Korunka","doi":"10.1002/job.2894","DOIUrl":"https://doi.org/10.1002/job.2894","url":null,"abstract":"<div>\u0000 \u0000 <p>Value congruence research is based on the assumption that the alignment of individual and organizational values leads to positive outcomes, irrespective of the particular values involved. This assumption can, however, be questioned based on research indicating that different types of values are related to diverging outcomes. A prime example of this research draws from self-determination theory (SDT), which asserts that intrinsic values (e.g., contributing to society) are positively related to beneficial outcomes (e.g., well-being, commitment, OCB), whereas extrinsic values (e.g., fame) are negatively related to such outcomes. We integrate SDT with value congruence research to answer whether outcomes depend on the congruence between individual and organizational values as well as on the content of the values involved. Using longitudinal data from 740 employees and applying polynomial regression analysis, we show that the relationships of individual and organizational values with outcomes depend on the content of values. For instance, when intrinsic values are congruent, work engagement increases with rising individual and organizational values. Conversely, the presence of extrinsic values is associated with increased deviant behavior and emotional exhaustion, even under conditions of value congruence. Our findings advocate a contingency approach to value congruence research, which considers the critical importance of the content of values. We conclude by discussing practical implications and directions for future research.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 9","pages":"1192-1225"},"PeriodicalIF":6.8,"publicationDate":"2025-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145486850","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}