观察者对同伴声音认可反应的双重路径模型:工具归因的作用

IF 6.2 2区 管理学 Q1 BUSINESS
Dan Ni, Mengxi Yang, Wansi Chen
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引用次数: 0

摘要

在工作场所,同伴的声音认可非常普遍。本文借鉴社会信息处理理论和社会功能观,提出观察者对同伴声音认可的心理和行为反应(包括消极和积极)取决于他们对同伴声音的工具性归因。具体来说,当观察者的工具性归因水平较高时,同伴的声音背书与地位威胁更积极地相关联,进而影响观察者的消极流言。当观察者的工具性归因水平较低时,同伴声音认可与感知到的同伴能力有更积极的联系,这反过来又会影响观察者的榜样主动行为。这些结果在很大程度上得到了多波实地研究和两种实验设计数据的支持。本文阐述了本研究的理论和实践意义以及未来的研究方向。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
A dual-path model of observers' responses to peer voice endorsement: The role of instrumental attribution

Peer voice endorsement is widespread in the workplace. Drawing on social information processing theory and sociofunctional view, this paper proposes that observers' (both negative and positive) psychological and behavioral responses to peer voice endorsement depend on their instrumental attribution for peer voice. Specifically, when observers have a higher level of instrumental attribution, peer voice endorsement is more positively associated with status threat, in turn affecting observers' negative gossip. When observers have a lower level of instrumental attribution, peer voice endorsement is more positively associated with perceived peer competence, which in turn affects observers' role modeling proactive behavior. These results are largely supported by data from a multi-wave field study and two experimental designs. The theoretical and practical implications of this study and future research directions are presented.

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来源期刊
CiteScore
10.50
自引率
5.90%
发文量
98
期刊介绍: The Journal of Organizational Behavior aims to publish empirical reports and theoretical reviews of research in the field of organizational behavior, wherever in the world that work is conducted. The journal will focus on research and theory in all topics associated with organizational behavior within and across individual, group and organizational levels of analysis, including: -At the individual level: personality, perception, beliefs, attitudes, values, motivation, career behavior, stress, emotions, judgment, and commitment. -At the group level: size, composition, structure, leadership, power, group affect, and politics. -At the organizational level: structure, change, goal-setting, creativity, and human resource management policies and practices. -Across levels: decision-making, performance, job satisfaction, turnover and absenteeism, diversity, careers and career development, equal opportunities, work-life balance, identification, organizational culture and climate, inter-organizational processes, and multi-national and cross-national issues. -Research methodologies in studies of organizational behavior.
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