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Switch to: References
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Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant (...) |
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Although empirical evidence has shown that socially responsible human resource management practices positively influence employees’ outcomes, knowledge on the social impact of SRHRM practices on employee well-being has been limited. Drawing upon the social information processing theory and attribution theory, we investigate whether, how, and when SRHRM practices increase the well-being of employees. Using multiphase and multilevel data from 474 employees in 50 companies, we find that SRHRM practices positively predict employee well-being and that the relationship is mediated by employees’ (...) |
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The academic literature on unethical leadership is witnessing an upward trend, perhaps given the magnitude of unethical conduct in organisations, which is manifested in increasing corporate fraud and scandals in the contemporary business landscape. Despite a recent increase, scholarly interest in this area has, by and large, remained scant due to the proliferation of concepts that are often and mistakenly considered interchangeable. Nevertheless, scholarly investigation in this field of inquiry has picked up the pace, which warrants a critical appraisal of (...) |
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Manager stewardship behavior, defined as an ethical initiative whereby managers subjugate their personal interests to protect their organization’s long-term welfare, has been widely considered beneficial for organizations and subordinates. However, is manager stewardship behavior also viewed as good in the eyes of peers? This research examines peer reactions to manager stewardship behavior. Drawing on person perception theory, we expect that a peer may credit and support manager stewardship behavior or stigmatize and undermine it depending on his or her attributions (organizational (...) |
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This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirect—via distrust in supervisor—relationships between supervisor knowledge hiding and supervisee organizational citizenship behavior directed at the supervisor in the context of the Middle East. Using a supervisor–supervisee dyadic design, two-source data were obtained from 317 employees of 41 Saudi firms. The findings suggest that supervisees’ distrust in their supervisors (...) |
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The COVID-19 pandemic gave rise to social and economic problems and pose a threat to most of enterprise. Faced with crisis and challenge, effective leaders and devoted employees are important factors for enterprises to overcome difficulties. We propose a moderated mediation model wherein narcissistic leader predicts subordinate’s followership through leader self-interest behavior perceived by subordinates, with organizational identification of leader acting as the contextual condition. Two-wave data collected from 303 employees in the manufacturing and technology industry in China supported our (...) |
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Employee creativity is the foundation of organizational competitiveness, and it is also the important theme of creativity research. Based on the knowledge graph theory, this article uses the Citespace software to conduct a bibliometric analysis of 1,168 importance literature from the Web of Science and draws the co-citation and co-word clustering knowledge graph to explore research hotspots and trends of employee creativity. The research found that: First, the research on the connotation, dimensions, and behavior of employee creativity is still in (...) |
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Whether team task conflict is beneficial or harmful to team innovation has long been controversial, and empirical studies on the team task conflict–team innovation relationship were inconsistent. Drawing on the contingency model of team innovation, the current study examined how team task conflict interacts with two types of team supportive climates, namely team support for innovation (TSFI) and team psychological safety (TPS), in predicting team innovation via team information elaboration. We tested our hypotheses using multi-source and lagged data collected from (...) |
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The underlying aim of this study was to investigate the impact of interpersonal injustice on emotional exhaustion and the three main facets of knowledge hiding, i.e., evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. This study also investigates the moderating role of high-performance work stress in the relationship between interpersonal injustice and emotional exhaustion. A questionnaire was adopted to obtain data from 539 employees working in the telecom sector of China. The Smart-PLS software was used to analyze the data (...) |
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Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader. We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods, we predict and find evidence that the (...) |
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This study investigates how lack of perceived organizational integrity by managers negatively affects bottom-up improvement-oriented behaviors at lower hierarchical levels. It is expected that expressions of tyrannical leadership by the manager, a self-serving type of leadership, will mediate the relation between POI and job improvement behaviors. Further, this study investigates the role of mimicry of manager behaviors and of other supervisor’s responses to understand how manager tyrannical leadership effect is carried through to the lowest level. Our initial postulate is that (...) |
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