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  Subjects -> ENVIRONMENTAL STUDIES (Total: 825 journals)
    - ENVIRONMENTAL STUDIES (754 journals)
    - POLLUTION (23 journals)
    - WASTE MANAGEMENT (9 journals)

ENVIRONMENTAL STUDIES (754 journals)            First | 1 2 3 4     

Showing 601 - 378 of 378 Journals sorted alphabetically
Political Studies Review     Hybrid Journal   (Followers: 15)
Population and Environment     Hybrid Journal   (Followers: 5)
Population Ecology     Hybrid Journal   (Followers: 10)
Population Studies: A Journal of Demography     Hybrid Journal   (Followers: 9)
Postcolonial Studies     Hybrid Journal   (Followers: 10)
Practice Periodical of Hazardous, Toxic, and Radioactive Waste Management     Full-text available via subscription   (Followers: 2)
Presence Teleoperators & Virtual Environments     Hybrid Journal   (Followers: 1)
Present Environment and Sustainable Development     Open Access  
Presidential Studies Quarterly     Hybrid Journal   (Followers: 3)
Procedia Environmental Sciences     Open Access  
Proceedings of the Institution of Civil Engineers - Waste and Resource Management     Hybrid Journal   (Followers: 2)
Proceedings of the Institution of Mechanical Engineers Part M: Journal of Engineering for the Maritime Environment     Hybrid Journal   (Followers: 2)
Proceedings of the International Academy of Ecology and Environmental Sciences     Open Access   (Followers: 3)
Process Safety and Environmental Protection     Hybrid Journal   (Followers: 5)
Progress in Industrial Ecology, An International Journal     Hybrid Journal   (Followers: 4)
Przegląd Prawa Ochrony Środowiska     Open Access  
Psychological Assessment     Full-text available via subscription   (Followers: 7)
Public Money & Management     Hybrid Journal   (Followers: 9)
Public Works Management & Policy     Hybrid Journal   (Followers: 7)
Qatar Foundation Annual Research Forum Proceedings     Open Access   (Followers: 3)
Radioactivity in the Environment     Full-text available via subscription   (Followers: 4)
Regional Environmental Change     Hybrid Journal   (Followers: 3)
Regional Studies     Hybrid Journal   (Followers: 8)
Religious Studies     Hybrid Journal   (Followers: 11)
Remediation Journal     Hybrid Journal   (Followers: 5)
Remote Sensing Letters     Hybrid Journal   (Followers: 14)
Renaissance Studies     Hybrid Journal   (Followers: 15)
Rendiconti Lincei     Hybrid Journal  
Renewable Energy Focus     Full-text available via subscription   (Followers: 8)
Research & Reviews : Journal of Ecology     Full-text available via subscription   (Followers: 1)
Research and Practice for Persons with Severe Disabilities     Full-text available via subscription   (Followers: 4)
Research Journal of Environmental Sciences     Open Access   (Followers: 2)
Research Journal of Environmental Toxicology     Open Access   (Followers: 2)
ReSource     Full-text available via subscription  
Resources     Open Access  
Resources and Environment     Open Access   (Followers: 1)
Resources, Conservation and Recycling     Hybrid Journal   (Followers: 25)
Reuse/Recycle Newsletter     Hybrid Journal   (Followers: 1)
Review of English Studies     Hybrid Journal   (Followers: 6)
Review of Environmental Economics and Policy     Hybrid Journal   (Followers: 7)
Revista AIDIS de Ingeniería y Ciencias Ambientales. Investigación, desarrollo y práctica     Open Access  
Revista Ambivalências     Open Access  
Revista Brasileira de Engenharia Agrícola e Ambiental     Open Access   (Followers: 1)
Revista Capital Científico     Open Access  
Revista Chapingo. Serie Ciencias Forestales y del Ambiente     Open Access  
Revista de Ciências Ambientais     Open Access  
Revista de Ciencias Ambientales     Open Access  
Revista de Gestão Ambiental e Sustentabilidade - GeAS     Open Access  
Revista de Salud Ambiental     Open Access  
Revista Eletrônica de Gestão e Tecnologias Ambientais     Open Access  
Revista Eletrônica em Gestão, Educação e Tecnologia Ambiental     Open Access  
Revista Eletrônica TECCEN     Open Access  
Revista Hábitat Sustenable     Open Access   (Followers: 1)
Revista Internacional de Ciências     Open Access  
Revista Meio Ambiente e Sustentabilidade     Open Access  
Revista Monografias Ambientais     Open Access  
Revista Verde de Agroecologia e Desenvolvimento Sustentável     Open Access   (Followers: 2)
Ring     Open Access   (Followers: 1)
Riparian Ecology and Conservation     Open Access   (Followers: 5)
Rivista di Studi sulla Sostenibilità     Full-text available via subscription  
Russian Journal of Ecology     Hybrid Journal   (Followers: 1)
S.A.P.I.EN.S     Open Access   (Followers: 2)
Safety Science     Hybrid Journal   (Followers: 16)
San Francisco Estuary and Watershed Science     Open Access   (Followers: 1)
SAR and QSAR in Environmental Research     Hybrid Journal  
Scandinavian Journal of Work, Environment & Health     Partially Free   (Followers: 12)
Scandinavian Political Studies     Hybrid Journal   (Followers: 6)
Science of The Total Environment     Hybrid Journal   (Followers: 16)
Sciences Eaux & Territoires : la Revue du Cemagref     Open Access  
Scientific Journal of Environmental Sciences     Open Access   (Followers: 1)
Scientific Studies of Reading     Hybrid Journal   (Followers: 3)
Sepsis     Hybrid Journal  
Slavery & Abolition: A Journal of Slave and Post-Slave Studies     Hybrid Journal   (Followers: 7)
Smart Grid and Renewable Energy     Open Access   (Followers: 8)
Social & Legal Studies     Hybrid Journal   (Followers: 11)
Social and Environmental Accountability Journal     Hybrid Journal   (Followers: 2)
Social Studies of Science     Hybrid Journal   (Followers: 21)
Soil and Sediment Contamination: An International Journal     Hybrid Journal   (Followers: 3)
Soil and Tillage Research     Hybrid Journal   (Followers: 6)
SourceOCDE Environnement et developpement durable     Full-text available via subscription   (Followers: 1)
SourceOECD Environment & Sustainable Development     Full-text available via subscription  
South Pacific Journal of Natural and Applied Sciences     Hybrid Journal  
Southern Forests : a Journal of Forest Science     Hybrid Journal   (Followers: 5)
Stochastic Environmental Research and Risk Assessment     Hybrid Journal   (Followers: 2)
Strategic Planning for Energy and the Environment     Hybrid Journal   (Followers: 4)
Studies in Christian Ethics     Hybrid Journal   (Followers: 7)
Studies in Conservation     Hybrid Journal   (Followers: 9)
Studies in Environmental Science     Full-text available via subscription   (Followers: 6)
Studies in Interreligious Dialogue     Full-text available via subscription   (Followers: 2)
Studies in Spirituality     Full-text available via subscription   (Followers: 7)
Sustainability     Open Access   (Followers: 17)
Sustainability of Water Quality and Ecology     Hybrid Journal   (Followers: 2)
Sustainable Cities and Society     Hybrid Journal   (Followers: 25)
Sustainable Development     Hybrid Journal   (Followers: 16)
Sustainable Development Law & Policy     Open Access   (Followers: 6)
Sustainable Environment Research     Open Access  
Sustainable Technologies, Systems & Policies     Open Access   (Followers: 9)
Sustentabilidade em Debate     Open Access  
TECHNE - Journal of Technology for Architecture and Environment     Open Access   (Followers: 5)
Tecnogestión     Open Access  
Territorio della Ricerca su Insediamenti e Ambiente. Rivista internazionale di cultura urbanistica     Open Access  
Tertiary Education and Management     Hybrid Journal   (Followers: 7)
The Historic Environment : Policy & Practice     Hybrid Journal   (Followers: 4)
The International Journal on Media Management     Hybrid Journal   (Followers: 4)
Theoretical Ecology     Hybrid Journal   (Followers: 9)
Theoretical Ecology Series     Full-text available via subscription   (Followers: 1)
Toxicologic Pathology     Hybrid Journal   (Followers: 15)
Toxicological & Environmental Chemistry     Hybrid Journal   (Followers: 4)
Toxicological Sciences     Hybrid Journal   (Followers: 9)
Toxicology     Hybrid Journal   (Followers: 17)
Toxicology and Applied Pharmacology     Hybrid Journal   (Followers: 16)
Toxicology and Industrial Health     Hybrid Journal   (Followers: 7)
Toxicology in Vitro     Hybrid Journal   (Followers: 11)
Toxicology Letters     Hybrid Journal   (Followers: 12)
Toxicology Mechanisms and Methods     Hybrid Journal   (Followers: 9)
Toxicon     Hybrid Journal   (Followers: 2)
Toxin Reviews     Hybrid Journal   (Followers: 1)
Trace Metals and other Contaminants in the Environment     Full-text available via subscription   (Followers: 2)
Trace Metals in the Environment     Full-text available via subscription   (Followers: 2)
Transition Studies Review     Hybrid Journal  
Transportation Research Part D: Transport and Environment     Hybrid Journal   (Followers: 27)
Transylvanian Review of Systematical and Ecological Research     Open Access  
Trends in Ecology & Evolution     Full-text available via subscription   (Followers: 152)
Trends in Environmental Analytical Chemistry     Hybrid Journal   (Followers: 2)
Trends in Pharmacological Sciences     Full-text available via subscription   (Followers: 26)
Turkish Journal of Engineering and Environmental Sciences     Open Access   (Followers: 1)
UCLA Journal of Environmental Law and Policy     Open Access   (Followers: 4)
UD y la Geomática     Open Access  
Universidad y Ciencia     Open Access   (Followers: 1)
Urban Studies     Hybrid Journal   (Followers: 47)
Veredas do Direito : Direito Ambiental e Desenvolvimento Sustentável     Open Access  
VertigO - la revue électronique en sciences de l’environnement     Open Access   (Followers: 2)
Villanova Environmental Law Journal     Open Access  
Visitor Studies     Hybrid Journal   (Followers: 6)
Waste Management & Research     Hybrid Journal   (Followers: 10)
Water Environment Research     Full-text available via subscription   (Followers: 35)
Water International     Hybrid Journal   (Followers: 10)
Water, Air, & Soil Pollution     Hybrid Journal   (Followers: 22)
Water, Air, & Soil Pollution : Focus     Hybrid Journal   (Followers: 9)
Waterlines     Full-text available via subscription   (Followers: 2)
Weather and Forecasting     Full-text available via subscription   (Followers: 8)
Weather, Climate, and Society     Full-text available via subscription   (Followers: 8)
Web Ecology     Open Access   (Followers: 6)
Wetlands     Hybrid Journal   (Followers: 24)
Wilderness & Environmental Medicine     Hybrid Journal   (Followers: 2)
Wildlife Australia     Full-text available via subscription   (Followers: 2)
Wiley Interdisciplinary Reviews - Climate Change     Hybrid Journal   (Followers: 17)
Wiley Interdisciplinary Reviews : Energy and Environment     Hybrid Journal   (Followers: 4)
William & Mary Environmental Law and Policy Review     Open Access   (Followers: 2)
World Environment     Open Access   (Followers: 1)
World Journal of Entrepreneurship, Management and Sustainable Development     Hybrid Journal   (Followers: 4)
World Journal of Environmental Engineering     Open Access   (Followers: 2)
Worldviews: Global Religions, Culture, and Ecology     Hybrid Journal   (Followers: 8)
Zoology and Ecology     Hybrid Journal   (Followers: 3)
气候与环境研究     Full-text available via subscription   (Followers: 1)

  First | 1 2 3 4     

Journal Cover Journal of Organizational Behavior
  [SJR: 3.102]   [H-I: 95]   [34 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0894-3796 - ISSN (Online) 1099-1379
   Published by John Wiley and Sons Homepage  [1597 journals]
  • When perceived innovation job requirement increases employee innovative
           behavior: A sensemaking perspective
    • Authors: Shung Jae Shin; Feirong Yuan, Jing Zhou
      Abstract: Building on the sensemaking perspective, we theorize and test conditions under which perceived innovation job requirement increases employee innovative behavior. Using data consisting of 311 employee–supervisor pairs from two companies in China, we found that perceived innovation job requirement had a more positive relation with innovative behavior for employees with low intrinsic interest in innovation than for those with high intrinsic interest. In addition, this positive effect for low‐intrinsic‐interest employees was achieved only when these employees interpreted the job requirement as important either because performance‐reward expectancy was high or because perceived value for the organization was high. We discuss the implications of these results for research and practice. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-05-11T01:40:30.918982-05:
      DOI: 10.1002/job.2111
  • Micro‐break activities at work to recover from daily work demands
    • Authors: Sooyeol Kim; YoungAh Park, Qikun Niu
      Abstract: Recovery literature has focused predominantly on recovery processes outside the workplace during nonwork times. Considering a lack of research on momentary recovery at work, we examined four categories of micro‐break activities—relaxation, nutrition‐intake, social, and cognitive activities—as possible recovery mechanisms in the workplace. Using effort recovery and conservation of resources theories, we hypothesized that micro‐break activities attenuate the common stressor–strain relationship between work demands and negative affect. For 10 consecutive workdays, 86 South Korean office workers (842 data points) reported their specific daily work demands right after their lunch hour (Time 1) and then reported their engagement in micro‐break activities during the afternoon and negative affective state at the end of the workday (Time 2). As expected, relaxation and social activities reduced the effects of work demands on end‐of‐workday negative affect. Nutrition intake of beverages and snacks did not have a significant moderating effect. Post hoc analyses, however, revealed that only caffeinated beverages reduced work demands effects on negative affect. Unexpectedly, cognitive activities aggravated the effects of work demands on negative affect. The findings indicate not only the importance of taking micro‐breaks but also which types of break activities are beneficial for recovery. Implications, limitations, and future research directions are discussed. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-05-02T02:51:20.738174-05:
      DOI: 10.1002/job.2109
  • The selection, optimization, and compensation model in the work context: A
           systematic review and meta‐analysis of two decades of research
    • Authors: Darya Moghimi; Hannes Zacher, Susanne Scheibe, Nico W. Van Yperen
      Abstract: Over the past two decades, the selection, optimization, and compensation (SOC) model has been applied in the work context to investigate antecedents and outcomes of employees' use of action regulation strategies. We systematically review, meta‐analyze, and critically discuss the literature on SOC strategy use at work and outline directions for future research and practice. The systematic review illustrates the breadth of constructs that have been studied in relation to SOC strategy use, and that SOC strategy use can mediate and moderate relationships of person and contextual antecedents with work outcomes. Results of the meta‐analysis show that SOC strategy use is positively related to age (rc = .04), job autonomy (rc = .17), self‐reported job performance (rc = .23), non‐self‐reported job performance (rc = .21), job satisfaction (rc = .25), and job engagement (rc = .38), whereas SOC strategy use is not significantly related to job tenure, job demands, and job strain. Overall, our findings underline the importance of the SOC model for the work context, and they also suggest that its measurement and reporting standards need to be improved to become a reliable guide for future research and organizational practice. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-04-05T00:20:44.154843-05:
      DOI: 10.1002/job.2108
  • On the relationship between intragroup conflict and social capital in
           teams: A longitudinal investigation in Taiwan
    • Abstract: In response to the prevalent deployment of teams in organizations, there is a need to jointly consider conflict and social capital within the teams to offer novel ways to understand group process. This study proposes that the association between intragroup conflict and group social capital may be dynamic and reciprocal. Specifically, this study investigates longitudinally how intragroup conflict influences group social capital within cross‐functional teams and recognizes whether the teams with high group social capital can further produce intragroup conflict. The two‐year longitudinal study sampled 527 individuals in 90 teams across two time periods. This study finds that when teams are formed (Time 1), task conflict relates positively to structural social capital, and relationship conflict relates negatively to cognitive social capital. There is an inverted U‐type relationship between task conflict at Time 1 and social capital at Time 2. Established teams (Time 2) with higher levels of social capital experience higher levels of task conflict and lower levels of relationship conflict than teams with lower levels of social capital. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-04-04T23:22:36.774206-05:
      DOI: 10.1002/job.2107
  • When control becomes a liability rather than an asset: Comparing home and
           office days among part‐time teleworkers
    • Authors: Michal Biron; Marc Veldhoven
      Abstract: Past research has mainly examined differences between employees working under conventional versus teleworking arrangements or high‐intensity versus low‐intensity teleworking. Yet because many workers combine days worked from the office with days worked from home (part‐time telework), it may be more appropriate to examine within‐individual variation in office versus home days. Accordingly, we compare diary data from 77 employees on three home days and three office days. This setup enables us to contribute to the theoretical debate on the duality of control and accountability. Specifically, by comparing job locations (home versus office), we identify conditions under which job control (worktime control) is more likely to act as an asset or as a liability. Results suggest that ability to concentrate is higher and need for recovery is lower, on home days than on office days. However, on home days, generally high level of worktime control amplifies the association between job demands and need for recovery—whereas this association is reversed when worktime control is generally moderate. No similar differences are observed on office days. Finally, whereas employees experiencing high job demands are more able to concentrate during home days than during office days, worktime control has no differential effect in this respect. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-04-04T22:51:38.693816-05:
      DOI: 10.1002/job.2106
  • A multilevel perspective of interpersonal trust: Individual, dyadic, and
           cross‐level predictors of performance
    • Authors: Naina Gupta; Violet Ho, Jeffrey M. Pollack, Lei Lai
      Abstract: While it is generally known that interpersonal trust facilitates individual functioning, few studies have examined the role of specific features of the interpersonal trust network — individual, dyadic, third‐party, and network‐level features — on individual performance. We adopt a multilevel perspective of interpersonal trust to examine how individuals' performance is not only predicted by their individual‐level centrality in the interpersonal trust network but also moderated, at the network level, by the overall centralized nature of that network. Further, we examine whether mutual trust relationships at the dyadic level, as well as shared trust ties to common third parties, can predict individuals' performance. We test our hypotheses with 206 members in 15 professional networking groups and find that interpersonal trust operates at multiple levels to predict members' performance in terms of generating income from business referrals. These findings provide theoretical and practical implications on how interpersonal trust relationships operate and can be managed for performance gains. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-29T23:07:35.847621-05:
      DOI: 10.1002/job.2104
  • The multiphase optimization strategy (MOST) and the sequential multiple
           assignment randomized trial (SMART): two novel evaluation methods for
           developing optimal training programs
    • Authors: Matt C. Howard; Rick R. Jacobs
      Abstract: Current methodologies in training evaluation studies largely employ a single method entitled random confirmatory trials, prompting several concerns. First, practitioners and researchers often analyze the effectiveness of their entire omnibus training, rather than the individual elements or identifiable components of the training program. This slows the testing of theory and development of optimal training programs. Second, a common training is typically administered to all employees within an organization or workgroup; however, certain factors may cause individualized training to be more effective. Given these concerns, the current paper presents two training evaluation methodologies to overcome these problems: the multiphase optimization strategy and sequential multiple assignment randomized trials. The multiphase optimization strategy is a method to evaluate a standard training, which emphasizes the importance of a multi‐stage training evaluation process to analyze individual training elements. In contrast, sequential multiple assignment randomized trial is used to evaluate an adaptive training that varies over time and/or trainees. These methodologies jointly overcome the problems noted earlier, and they can be integrated to address several of the key challenges facing training researchers and practitioners. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-29T22:56:49.266048-05:
      DOI: 10.1002/job.2102
  • The challenge of being a young manager: The effects of contingent reward
           and participative leadership on team‐level turnover depend on leader
    • Authors: Claudia Buengeler; Astrid C. Homan, Sven C. Voelpel
      Abstract: Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status‐related characteristics of the leader. In this respect, we propose that younger leaders, by deviating from the leader prototype in terms of age, lack a natural status cue, which will determine the effectiveness of these two leadership behaviors in shaping turnover. Two pilot studies (N = 113 and 121 individuals) confirm that younger leaders are perceived as less prototypical and to have lower status than older leaders. Examining 83 work teams, we show that leader age differently moderates the effects of contingent reward and participative leadership on time‐lagged team turnover. For younger (compared with older) leaders, contingent reward was effective as illustrated by decreased voluntary turnover and increased involuntary turnover, whereas participative leadership, which was associated with increased voluntary turnover and decreased involuntary turnover, was ineffective. These findings point to the importance of incorporating natural status cues of leaders for understanding the effectiveness of different leadership behaviors. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-29T22:36:39.27166-05:0
      DOI: 10.1002/job.2101
  • Daily shifts in regulatory focus: The influence of work events and
           implications for employee well‐being
    • Authors: Jaclyn Koopmann; Klodiana Lanaj, Joyce Bono, Kristie Campana
      Abstract: Although theory suggests that regulatory focus fluctuates within person and such fluctuations impact employee well‐being, there is little empirical investigation of such propositions. These are important research questions to address because work events may elicit within‐person fluctuations in regulatory focus, which can then affect well‐being. The primary purpose of this study is to examine specific predictors of daily regulatory focus at work and the foci's impact on employee well‐being at work and home as indicated by mood and psychosomatic complaints, respectively. We present and test an overarching theoretical framework that integrates conservation of resources theory, the cognitive‐affective processing system framework, and regulatory focus theory to delineate why and when work events affect regulatory focus and how the foci affect well‐being. Consistent with our expectations, we found that positive work events positively predicted daily promotion focus, but this effect was weaker when employees had high‐quality relationships with leaders. Furthermore, daily regulatory focus was associated with employee well‐being (mood and psychosomatic complaints) such that (i) promotion focus improved well‐being; (ii) prevention focus reduced well‐being; and (iii) the effects of promotion focus on well‐being were strongest when prevention focus was low. We discuss theoretical and practical implications and offer directions for future research. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-28T01:30:43.015126-05:
      DOI: 10.1002/job.2105
  • Emotional appeal in recruitment advertising and applicant attraction:
           Unpacking national cultural differences
    • Authors: Jing Han; Juan Ling
      Abstract: We investigated the impact of the type of emotional appeal (ego‐focused vs. other‐focused) used in recruiting advertisements on applicant attraction to firms through two experimental studies across three countries (the United States, China, and Singapore). In Study 1, we made a traditional cultural comparison between the United States and China, whose dominant cultural values are characterized by individualism and collectivism, respectively. We found applicants in the United States were more strongly attracted to firms whose recruiting advertisements were based on an ego‐focused emotional appeal, while applicants in China were more attracted to firms that used ads with an other‐focused emotional appeal. Study 2 was conducted in bicultural Singapore. We primed bicultural applicants to be either the individualistic or collectivistic aspect of their cultural heritage. Applicants with individualist priming were attracted to recruiting advertisements with an ego‐focused emotional appeal, whereas applicants with collectivist priming were attracted to advertisements with an other‐focused emotional appeal. In addition, both studies revealed that a job applicant's regulatory focus (promotion vs. prevention) mediated the influence of national culture on the relationship between type of emotional appeal and applicant attraction to firms. Practical implications and suggestions for future research also are discussed. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-22T00:55:46.715543-05:
      DOI: 10.1002/job.2099
  • Navigating uneven terrain: The roles of political skill and LMX
           differentiation in prediction of work relationship quality and work
    • Authors: Olga Epitropaki; Ilias Kapoutsis, B. Parker Ellen, Gerald R. Ferris, Konstantinos Drivas, Anastasia Ntotsi
      Abstract: Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two‐study investigation examines three levels of LMX differentiation (i.e., individual‐level, meso‐level, and group‐level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and found support for the interactive effect of political skill and individual perceptions of LMX differentiation on LMX quality. We also found partial support for the moderating role of individual‐level LMX differentiation on the indirect effects of political skill on self‐rated task performance and job satisfaction via LMX. In Study 2, we used data from 185 supervisor–subordinate dyads and examined both meso‐level and group‐level LMX differentiation via a multilevel moderated mediation model. Results supported the moderating role of group‐level LMX differentiation and group mean LMX on the indirect effects of political skill on supervisor‐rated task performance and contextual performance/citizenship behavior as well as job satisfaction via relative LMX. Overall, the results suggest that politically skilled employees reap the benefits of LMX differentiation, as they enjoy higher absolute LMX and relative (i.e., to their peers) LMX quality. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-22T00:16:17.984657-05:
      DOI: 10.1002/job.2100
  • Going beyond work and family: A longitudinal study on the role of leisure
           in the work–life interplay
    • Authors: Michaela Knecht; Bettina S. Wiese, Alexandra M. Freund
      Abstract: Going beyond the relation of work and family, the present three‐wave longitudinal study spanning one year assessed different forms of conflict and facilitation between leisure and the life domains work and family and their relation to subjective well‐being. A sample of N = 277 employed men and women reported their perceived conflict and facilitation between leisure, work, and family and subjective well‐being. Results suggest that leisure is a source of facilitation for work and family, and, at the same time, a major recipient of conflict from work and family. Moreover, leisure conflict was negatively correlated and leisure facilitation was positively associated with concurrent subjective well‐being. Both conflict and facilitation between all three life domains remained highly stable over the course of one year. Only few and non‐systematic lagged effects were found, indicating that the variance of the stability of the constructs and their relations over time leave little room for longitudinal predictions. Taken together, the study demonstrates that, similar to work–family relations, conflict and facilitation with the leisure domain are also associated with subjective well‐being and remain highly stable over the course of a year in the lives of young and middle‐aged adults. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-04T05:56:50.833143-05:
      DOI: 10.1002/job.2098
  • Assumptions beyond the science: encouraging cautious conclusions about
    • Authors: Karen Niven; Luke Boorman
      Abstract: Functional magnetic resonance imaging (fMRI) is likely to become the major tool for studying the neural underpinnings of organizational behavior. It is a technique for brain imaging that, according to advocates, provides information about which areas of the brain are activated during organizational processes (e.g., leadership and decision‐making). In this article, we take a critical look at this tool from a technical perspective. In particular, we take the reader through the assumptions that must be made at the three main steps of the research process (study design, data capture, and interpretation of results) in order to draw conclusions about organizational phenomena from fMRI research. Applying this analysis to three case studies demonstrates the gap between what fMRI can actually tell us and the claims often made about the contribution of fMRI to understanding and improving organizational behavior. Our discussion provides researchers with a series of recommendations oriented toward optimizing the use of fMRI to help it live up to its potential in the field of organizational behavior and consumers with a means of evaluating fMRI research in order to draw appropriate and warranted conclusions. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-03-01T01:12:36.32091-05:0
      DOI: 10.1002/job.2097
  • Which factors make the difference for explaining growth in newcomer
           organizational commitment? A latent growth modeling approach
    • Abstract: Previous studies on newcomer socialization have evidenced quite consistently that newcomers' affective commitment tends to decline in the first years of employment. In this paper, we attempt to explain why a minority of Brazilian newcomers in a governmental organization (N = 194) display growth in commitment (33 per cent) in the first 3 years of employment, despite the fact that the odds are clearly in favor of decline (62 per cent). We reasoned that the minority displaying growing commitment may have had qualitatively different work experiences or would have different personal characteristics. We used latent growth modeling and post hoc tests to analyze the hypotheses. Concerning individual differences, newcomers with growing commitment were on average older but did not have higher work centrality. Concerning work experiences, newcomers whose training matched the job (high person–job fit) and whose tasks were challenging were more prevalent in the growing commitment group. The newcomers who showed declining commitment were more likely to feel overwhelmed by the amount of work in the new role (high role overload) and were typically not promoted to higher ranks. Change in commitment also predicted self‐reported performance (productivity and initiative) 3 years after organizational entry. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-24T03:06:36.41484-05:0
      DOI: 10.1002/job.2096
  • When “It depends” amounts to more than simple contingent
           relationships: Three canonical forms of inversions
    • Authors: Fabrice L. Cavarretta; Laura Trinchera, Dong Ook Choi, Sean T. Hannah
      Abstract: Organizational behavior theories can be subject to potential inversions in the nature of the effects expected or described (i.e. an effect inverts from positive to negative or vice versa). Yet, inversions are rarely considered or assessed. We explore three possible canonical inversions: the maximum or minimum point in a quadratic regression model, the point of intersection in disordinal interactions, and the change of slope in a moderated regression model. We describe both the motivation for, and the theoretical and empirical importance of, considering such inversions in theory‐building and testing. We consider common situations in which inversions are misinterpreted empirically and present methods to conduct explorations for potential inversions. Two different cases of errors concerning inversions can occur. In the first case entailing omission, an inversion is occurring but is not observed in the sample. In the second case, researchers wrongly assume an inversion is occurring in their model, yet the prospective inversion would actually occur out of the range of possible values on the focal variable(s), and is thus not significant. We illustrate different types of inversions using simulated examples. Ultimately, we seek to encourage and equip management researchers to identify important theoretical boundary conditions imposed by inversions. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-23T00:21:17.866988-05:
      DOI: 10.1002/job.2093
  • How affective commitment to the organization changes over time: A
           longitudinal analysis of the reciprocal relationships between affective
           organizational commitment and income
    • Abstract: Despite many investigations concerning the outcomes of affective organizational commitment (AC) in the workplace, very few studies so far have analyzed the long‐term development of AC within individuals over time. Existing research either focused on individuals' initial employment stage or was restricted to a specific organizational context. To provide supplemental evidence, we examined the development of AC over 6 years in a group of employees that had passed their initial year of employment. Results from a factorial‐invariant latent change score model with 1004 individuals from different organizations in Korea indicated an overall increase of AC over time. To further explore why individuals differ in their growth patterns, we related intra‐individual changes of AC to individuals' income in two aspects: levels and changes. Cross‐lagged regression models firstly revealed positive reciprocal relationships between AC level and income level, showing an individual accumulation of AC over time. Furthermore, the study showed a significantly positive impact of income changes on AC changes, but not vice versa, illustrating the transition of AC at the individual level. Theoretical and practical implications of these findings are discussed, revealing future research on the development of commitment. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-19T02:41:12.490938-05:
      DOI: 10.1002/job.2088
  • Dignity, face, and honor cultures: A study of negotiation strategy and
           outcomes in three cultures
    • Abstract: This study compares negotiation strategy and outcomes in countries illustrating dignity, face, and honor cultures. Hypotheses predict cultural differences in negotiators' aspirations, use of strategy, and outcomes based on the implications of differences in self‐worth and social structures in dignity, face, and honor cultures. Data were from a face‐to‐face negotiation simulation; participants were intra‐cultural samples from the USA (dignity), China (face), and Qatar (honor). The empirical results provide strong evidence for the predictions concerning the reliance on more competitive negotiation strategies in honor and face cultures relative to dignity cultures in this context of negotiating a new business relationship. The study makes two important theoretical contributions. First, it proposes how and why people in a previously understudied part of the world, that is, the Middle East, use negotiation strategy. Second, it addresses a conundrum in the East Asian literature on negotiation: the theory and research that emphasize the norms of harmony and cooperation in social interaction versus empirical evidence that negotiations in East Asia are highly competitive. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-18T00:47:04.841493-05:
      DOI: 10.1002/job.2095
  • Location, location, location: Contextualizing workplace commitment
    • Abstract: The purpose of the present commentary is to discuss the nature and correlates of workplace commitment across cultures. We asked six organizational behavior scholars, who are intimately familiar with Brazil, China, Denmark, Germany, or Israel as their country of origin or extended residence, to “contextualize” workplace commitment. They did so by explicating institutional and cultural characteristics of their context on the emergence, meaning, and evolution of commitment by reference to their own research and extant local research. Their responses not only supported the utility of three‐component model of commitment but also revealed the differential salience of various commitment constructs (e.g., components and foci of commitment) as well as possible contextual moderators on the development and outcomes of commitment. The commentators also described changes including the growing prevalence of multicultural workforces within national borders and changes in employment relationships and cultural values in their national contexts and considered future research directions in culture and commitment research. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-11T04:03:05.775205-05:
      DOI: 10.1002/job.2094
  • Employees' self‐efficacy and perception of individual learning in
           teams: The cross‐level moderating role of team‐learning
    • Authors: Jeewhan Yoon; D. Christopher Kayes
      Abstract: Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-09T03:29:49.722895-05:
      DOI: 10.1002/job.2092
  • The path(s) to employee trust in direct supervisor in nascent and
           established relationships: A fuzzy set analysis
    • Authors: M. Lance Frazier; Christina Tupper, Stav Fainshmidt
      Abstract: While many of the propositions advanced by Mayer, Davis, and Schoorman's (1995) integrative model of interpersonal trust have been supported empirically, we still know little about how time impacts the relative importance of the model's elements. In addition, there may be situations in which trust can develop with lesser degrees of any of the trustworthiness facets or propensity to trust. Hence, we apply a configurational set‐theoretic perspective to examine what combinations will be sufficient to produce the presence of trust in a direct supervisor across nascent and established relationships. We find three distinct configurations associated with trust in supervisor, which allows us to elaborate theory and provide novel insights to trust research. In particular, we find that in both nascent and established relationships, perceptions of high supervisor ability, benevolence, and integrity constitute a sufficient configuration for high trust in supervisor. In established relationships, however, there were two paths to high trust in supervisor: (i) perceptions of high supervisor ability and integrity, or (ii) perceptions of high supervisor ability and benevolence, accompanied by high propensity to trust. As such, in established relationships, perceptions of high supervisor benevolence and high propensity to trust may be substitutable with perceptions of high supervisor integrity. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-02-01T02:25:53.744872-05:
      DOI: 10.1002/job.2091
  • When do you procrastinate? Sleep quality and social sleep lag jointly
           predict self‐regulatory failure at work
    • Abstract: This study investigates antecedents of procrastination, the tendency to delay the initiation or completion of work activities. We examine this phenomenon from a self‐regulation perspective and argue that depleted self‐regulatory resources are an important pathway to explain why and when employees procrastinate. The restoration of self‐regulatory resources during episodes of non‐work is a prerequisite for the ability to initiate action at work. As sleep offers the opportunity to replenish self‐regulatory resources, employees should procrastinate more after nights with low‐quality sleep and shorter sleep duration. We further propose that people's social sleep lag amplifies this relationship. Social sleep lag arises if individuals' preference for sleep and wake times, known as their chronotype, is misaligned with their work schedule. Over five consecutive workdays, 154 participants completed a diary study comprising online questionnaires. Multilevel analyses showed that employees procrastinated less on days when they had slept better. The more employees suffered from social sleep lag, the more they procrastinated when sleep quality was low. Day‐specific sleep duration, by contrast, was not related to procrastination. We discuss the role of sleep for procrastination in the short run and relate our findings to research highlighting the role of sleep for well‐being in the long run. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-27T20:01:39.790041-05:
      DOI: 10.1002/job.2084
  • Energy's role in the extraversion (dis)advantage: How energy ties and task
           conflict help clarify the relationship between extraversion and proactive
    • Abstract: While academic and practitioner literatures have proposed that extraverts are at an advantage in team‐based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project‐based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team‐based work. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-27T02:58:46.085745-05:
      DOI: 10.1002/job.2087
  • A rigorous test of a model of employees' resource recovery mechanisms
           during a weekend
    • Authors: Jennifer M. Ragsdale; Terry A. Beehr
      Abstract: Employees' recovery from the effects of occupational stress can be affected by their actions during time away from work. Conservation of resources theory argues that a key to an effective stress recovery process is the replenishment of resources during off‐work time (a weekend in the present study). We test a model of the stress recovery process during a weekend whereby two recovery mechanisms (weekend activities and recovery experiences) improve two personal resources (self‐regulatory capacity and state optimism), subsequently affecting psychological outcomes (work engagement and burnout) at the start of the next workweek. Employees (n = 233) from various jobs responded to online surveys before and after a weekend. Controlling for pre‐weekend resource levels and psychological outcomes assessed on Friday, the two weekend stress recovery mechanisms (weekend activities and recovery experiences) contributed to improving or maintaining self‐regulatory and optimism resources on Monday. Of note, psychological detachment may result in less rather than more of the resource of state optimism on Monday. Monday resource levels were linked to improved work engagement and burnout. As proposed by conservation of resources theory, employees can benefit from participating in activities that replenish resources necessary to meet work demands upon returning to work after a weekend. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-26T01:46:59.279455-05:
      DOI: 10.1002/job.2086
  • A person‐centered approach to commitment research: Theory, research,
           and methodology
    • Authors: John P. Meyer; Alexandre J.S. Morin
      Abstract: There has been a recent increase in the application of person‐centered research strategies in the investigation of workplace commitments. To date, research has focused primarily on the identification, within a population, of subgroups presenting different cross‐sectional or longitudinal configurations of commitment mindsets (affective, normative, and continuance) and/or targets (e.g., organization, occupation, and supervisor), but other applications are possible. In an effort to promote a substantive methodological synergy, we begin by explaining why some aspects of commitment theory are best tested using a person‐centered approach. We then summarize the results of existing research and suggest applications to other research questions. Next, we turn our attention to methodological issues, including strategies for identifying the best profile structure, testing for consistency across samples, time, culture, and so on, and incorporating other variables in the models to test theory regarding profile development, consequences, and change trajectories. We conclude with a discussion of the practical implications of taking a person‐centered approach to the study of commitment as a complement to the more traditional variable‐centered approach. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-22T01:39:44.526208-05:
      DOI: 10.1002/job.2085
  • Justice and job engagement: The role of senior management trust
    • Authors: Jeffrey J. Haynie; Kevin W. Mossholder, Stanley G. Harris
      Abstract: We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-19T05:30:43.317528-05:
      DOI: 10.1002/job.2082
  • It is also in our nature: Genetic influences on work characteristics and
           in explaining their relationships with well‐being
    • Abstract: Work design research typically views employee work characteristics as being primarily determined by the work environment and has thus paid less attention to the possibility that the person may also influence employee work characteristics and in turn accounts for the work characteristics–well‐being relationships through selection. Challenging this conventional view, we investigated the role of a fundamental individual difference variable—people's genetic makeup—in affecting work characteristics (i.e., job demands, job control, social support at work, and job complexity) and in explaining why work characteristics relate to subjective and physical well‐being. Our findings based on a national US twin sample show sizable genetic influences on job demands, job control, and job complexity, but not on social support at work. Such genetic influences were partly attributed to genetic factors associated with core self‐evaluations. Both genetic and environmental influences accounted for the relationships between work characteristics and well‐being, but to varying degrees. The results underscore the importance of the person, in addition to the work environment, in influencing employee work characteristics and explaining the underlying nature of the relationships between employee work characteristics and their well‐being. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-15T12:35:25.372711-05:
      DOI: 10.1002/job.2079
  • Perceived organizational support and affective organizational commitment:
           Moderating influence of perceived organizational competence
    • Authors: Kyoung Yong Kim; Robert Eisenberger, Kibok Baik
      Abstract: Perceived organizational support (POS), involving employees' perception that the organization values their contributions and cares about their well‐being, has been found to be the work experience most strongly linked to their emotional bond to the organization (affective organizational commitment, or AC). We suggest that employees' perception concerning the organization's ability to achieve its goals and objectives (perceived organizational competence, or POC) may enhance this relationship by more effectively fulfilling socio‐emotional needs. We conducted three studies with employees in the United States and South Korea to assess the interactive relationship between POS and POC and their distinctive antecedents. Our hierarchical linear modeling and ordinary least squared regression results showed that POC strengthened the relationship between POS and AC and that this association carried over to extra‐role performance. Further, leader initiating structure contributed more to POC than to POS, whereas leader consideration contributed more to POS than to POC. These findings suggest POC plays an important role in moderating the relationship between POS and AC. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-10T22:48:43.215391-05:
      DOI: 10.1002/job.2081
  • The more I want, the less I have left to give: The moderating role of
           psychological entitlement on the relationship between psychological
           contract violation, depressive mood states, and citizenship behavior
    • Authors: Manuela Priesemuth; Regina M. Taylor
      Abstract: Research has emphasized the negative effects of organizations' broken promises and failed obligations on employee attitudes and behaviors. However, not all employees respond in the same manner. This paper integrates research on psychological contracts and psychological entitlement to examine how individuals with exceedingly high demands and expectations react to a perceived letdown by the organization. Drawing on conservation of resources theory, we argue that a psychological contract violation is associated with employee depressive mood states, which, in turn, influence the amount of citizenship behavior displayed. We further posit that psychological entitlement moderates the link between contract violation and depressive mood states. Using Hayes' PROCESS macro to assess a moderated mediation model, findings from a multi‐source field study support our predictions. This research contributes to the work on psychological contracts and psychological entitlement on multiple fronts. Suggestions for future research and practical implications for managers are discussed. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-01-05T04:21:54.315669-05:
      DOI: 10.1002/job.2080
  • Issue Info ‐ TOC
    • Pages: 487 - 487
      Abstract: No abstract is available for this article.
      PubDate: 2016-04-26T23:29:37.035584-05:
      DOI: 10.1002/job.2073
  • Issue Information Page
    • Pages: 488 - 488
      Abstract: No abstract is available for this article.
      PubDate: 2016-04-26T23:29:36.138145-05:
      DOI: 10.1002/job.2074
  • Commitment in organizational contexts: Introduction to the special issue
    • Authors: Howard J. Klein
      Pages: 489 - 493
      PubDate: 2016-04-26T23:29:37.080622-05:
      DOI: 10.1002/job.2103
  • A new look at the psychological contract during organizational
           socialization: The role of newcomers' obligations at entry
    • Abstract: Previous studies have demonstrated that the psychological contract is largely shaped during socialization. This study adopts a complementary perspective and analyzes how the psychological contract at the start of employment shapes the subsequent socialization process. Drawing upon social exchange theory, we propose that newcomers with a higher sense of their personal obligations at entry will perceive orientation training as more useful and develop better relationships with their supervisors and peers, which in turn will facilitate their work adjustment. Results of a longitudinal survey on a sample of 144 recruits from a European Army show that newcomers with a higher initial sense of their employee obligations toward their employer report higher perceived training utility, higher leader–member exchange (LMX) with their instructors, and higher team–member exchange (TMX) with their platoon peers. Moreover, perceived training utility and LMX predict the fulfillment of employers' obligations; and training utility predicts the level of newcomers' employee obligations. Finally, training utility, LMX, and TMX predict some of three indicators of newcomers' adjustment, namely, role clarity (training utility and LMX), group integration (TMX), and organizational values understanding (training utility). These results highlight how newcomers' obligations at the start of employment contribute to the social exchange dynamic underlying organizational socialization. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-12-27T23:33:49.882029-05:
      DOI: 10.1002/job.2078
  • Job engagement, perceived organizational support, high‐performance
           human resource practices, and cultural value orientations: A
           cross‐level investigation
    • Authors: Lifeng Zhong; Sandy J. Wayne, Robert C. Liden
      Abstract: Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-12-16T02:27:22.17418-05:0
      DOI: 10.1002/job.2076
  • Contextualizing leaders' interpretations of proactive followership
    • Authors: Alex J. Benson; James Hardy, Mark Eys
      Abstract: Although proactive followership behavior is often viewed as instrumental to group success, leaders do not always respond favorably to the actions of overly eager followers. Guided by a constructivist perspective, we investigated how interpretations of followership differ across the settings in which acts of leadership and followership emerge. In thematically analyzing data from semi‐structured interviews with leaders of high‐performing teams, we depict how the construal of follower behaviors relates to various contextual factors underscoring leader–follower interactions. Prototypical characteristics were described in relation to ideal followership (i.e., active independent thought, ability to process self‐related information accurately, collective orientation, and relational transparency). However, proactive followership behaviors were subject to the situational and relational demands that were salient during leader–follower interactions. Notably, the presence of third‐party observers, the demands of the task, stage in the decision‐making process, suitability of the targeted issue, and relational dynamics influenced which follower behaviors were viewed as appropriate from the leader's perspective. These findings provide insight into when leaders are more likely to endorse proactive followership, suggesting that proactive followership requires an awareness of how to calibrate one's actions in accordance with prevailing circumstances. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-12-14T01:31:47.286398-05:
      DOI: 10.1002/job.2077
  • Can self‐sacrificial leadership promote subordinate taking
           charge? The mediating role of organizational identification and the
           moderating role of risk aversion
    • Abstract: The extant literature on the relationship between self‐sacrificial leadership and subordinate behavioral outcomes has primarily focused on the influence of this leadership on subordinate affiliative behaviors. Our research proposed a theoretical model explaining why and when self‐sacrificial leadership might promote taking charge, an exemplar of challenging behaviors. We tested this model across two studies conducted in China. In addition, we also examined the differences in the boundary conditions for self‐sacrificial leadership to influence taking charge and affiliative behaviors (cooperation in Study 1 and helping in Study 1). Our results revealed that (i) self‐sacrificial leadership was positively related to subordinate taking charge, with organizational identification acting as a mediator for this relationship, and (ii) risk aversion moderated both the self‐sacrificial leadership–subordinate taking charge relationship and the mediating effect of organizational identification, such that the relationship and its mediating mechanism were weaker for subordinates high rather than low in risk aversion. These moderating effects, however, could not generalize to cooperation and helping. Finally, the theoretical and practical implications of our results and directions for future research were discussed. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-12-14T01:25:30.011146-05:
      DOI: 10.1002/job.2068
  • Juggling work and family responsibilities when involuntarily working more
           from home: A multiwave study of financial sales professionals
    • Authors: Laurent M. Lapierre; Elianne F. Steenbergen, Maria C. W. Peeters, Esther S. Kluwer
      Abstract: Using multiwave survey data collected among 251 financial sales professionals, we tested whether involuntarily working more from home (teleworking) was related to higher time‐based and strain‐based work‐to‐family conflict (WFC). Employees' boundary management strategy (integration vs. segmentation) and work–family balance self‐efficacy were considered as moderators of these relationships. Data were collected one month before, three months after, and 12 months after the implementation of a new cost‐saving policy that eliminated employees' access to office space in a centralized work location. The policy resulted in employees being forced to work more from home. A voluntary telework program had been in effect before the new policy, implying that working more from home as a result of the new policy was involuntary in nature. Results revealed that involuntarily working more from home was associated with higher strain‐based WFC but not higher time‐based WFC. However, moderator analyses revealed that the positive association between involuntarily working more from home and both types of WFC was significantly stronger among employees with weaker self‐efficacy in balancing work and family. Boundary management strategy had no detectable moderating effect. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-12-07T03:50:56.924754-05:
      DOI: 10.1002/job.2075
  • The place and role of (moral) anger in organizational behavior studies
    • Authors: Dirk Lindebaum; Deanna Geddes
      Abstract: The aim of this article is to conceptually delineate moral anger from other related constructs. Drawing upon social functional accounts of anger, we contend that distilling the finer nuances of morally motivated anger and its expression can increase the precision with which we examine prosocial forms of anger (e.g., redressing injustice), in general, and moral anger, in particular. Without this differentiation, we assert that (i) moral anger remains theoretically elusive, (ii) that this thwarts our ability to methodologically capture the unique variance moral anger can explain in important work outcomes, and that (iii) this can promote ill‐informed organizational policies and practice. We offer a four‐factor definition of moral anger and demonstrate the utility of this characterization as a distinct construct with application for workplace phenomena such as, but not limited to, whistle‐blowing. Next, we outline a future research agenda, including how to operationalize the construct and address issues of construct, discriminant, and convergent validity. Finally, we argue for greater appreciation of anger's prosocial functions and concomitant understanding that many anger displays can be justified and lack harmful intent. If allowed and addressed with interest and concern, these emotional displays can lead to improved organizational practice. © 2015 The
      Authors . Journal of Organizational Behavior published by John Wiley & Sons Ltd.
      PubDate: 2015-12-07T03:30:59.919417-05:
      DOI: 10.1002/job.2065
  • 100 years running: The need to understand why employee physical
           activity benefits organizations
    • Authors: Charles Calderwood; Allison S. Gabriel, Christopher C. Rosen, Lauren S. Simon, Joel Koopman
      Abstract: Employee physical activity initiatives are commonplace, but management scholarship has not kept pace with theoretical and empirical work to validate such initiatives. In this Incubator, we clarify the employee physical activity construct, present mechanisms linking physical activity to organizationally valued outcomes, and consider the dark side of employee physical activity initiatives. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-11-24T02:56:07.086196-05:
      DOI: 10.1002/job.2064
  • Not if, but when we need resilience in the workplace
    • Authors: Danielle D. King; Alexander Newman, Fred Luthans
      Abstract: Workplace resilience is a necessity for organizations and employees given it assists them in overcoming adversity and ultimately succeeding. However, organizational scholars have largely overlooked this construct. In this Incubator, we briefly summarize extant research on workplace resilience to highlight opportunities for theory building and advancement of empirical research. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-11-18T22:41:15.506385-05:
      DOI: 10.1002/job.2063
  • An experimental study of the interaction effects of incentive
           compensation, career ambition, and task attention on Chinese managers'
           strategic risk behaviors
    • Authors: Daniel Han Ming Chng; Joyce Cong Ying Wang
      Abstract: Building on the person–pay interaction model, we developed and tested a model for the influence of managers' career ambition and task attention on their responses to incentive compensation under different conditions of firm performance. We argued that managers with greater career ambition and task attention will be more responsive to incentive compensation, thereby engaging in more strategic risk behaviors, such as strategic risk taking and strategic change. Results of our experiment using a managerial decision‐making game with a sample of Chinese managers partially supported this contingency perspective. Under the condition of performance decline, managers' career ambition only accentuated the positive relationship between incentive compensation and strategic change. By contrast, task attention strengthened the positive relationships between incentive compensation and both strategic risk taking and strategic change. However, under the condition of performance growth, neither managers' career ambition nor their task attention influenced their responses to incentive compensation. We discuss the implications for how organizational leaders can use incentive compensation to influence the strategic risk behaviors of managers. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-11-10T23:54:19.133936-05:
      DOI: 10.1002/job.2062
  • An empirical examination of personal learning within the context of teams
    • Authors: Yuan Jiang; Susan E. Jackson, Saba Colakoglu
      Abstract: Using a sample of 588 employees in 59 work teams, we tested a model that situates personal learning within the context of teams, viewing it as a joint function of teams' leadership climate (i.e., transformational leadership) and task characteristics (i.e., task routineness and task interdependence). Consistent with our hypotheses, we found that the positive relationships between transformational leadership climate and the two dimensions of personal learning (relational job learning and personal skill development) were moderated by the nature of the teams' tasks. Specifically, transformational leadership climate was more strongly associated with personal learning for members of teams working on tasks that were less routine, rather than more routine. However, no significant moderation was found for leadership climate and task interdependence. Our findings underscore the importance of taking into account the contextual conditions within which leadership influence occurs while also demonstrating the potential role that leaders can play in promoting employees' personal learning. Overall, our study bolsters theories that conceptualize adult learning as a transaction between people and their social environments and points to a practical need to match leadership styles with team task characteristics to unleash transformational leadership effects. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-11-05T02:54:09.50715-05:0
      DOI: 10.1002/job.2058
  • Got milk? Workplace factors related to breastfeeding among working
    • Authors: Christiane Spitzmueller; Zhuxi Wang, Jing Zhang, Candice L. Thomas, Gwenith G. Fisher, Russell A. Matthews, Lane Strathearn
      Abstract: The American Academy of Pediatrics recommends that women breastfeed because of improved health outcomes for mothers and children. Because maternal employment during the first year of the child's life has been identified as a reason for breastfeeding cessation, we develop and test a role‐theory‐based framework to explain women's continuation of breastfeeding after return to work (Study 1) and report results of an exploratory study linking breastfeeding at work with job attitudes and well‐being (Study 2). Applying survival analysis to a longitudinal dataset gathered by the Centers for Disease Control (Study 1), we identify pregnant women's perceived employer support for breastfeeding as a predictor of women's breastfeeding goal intentions. Supervisors' negative workplace remarks about breastfeeding related to an eightfold increase of women's likelihood to discontinue exclusive breastfeeding and perceived support for breastfeeding after return to work predicted exclusive breastfeeding continuation. Results of Study 2 suggest that women who return to work and continue breastfeeding experience more family‐to‐work conflict and overload than women who do not reconcile work and breastfeeding. Further, results of Study 2 provide preliminary evidence suggesting that perceptions of supervisor and coworker support for breastfeeding relate positively to general perceptions of organizational support and negatively to depressive symptoms. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-11-04T01:27:55.100733-05:
      DOI: 10.1002/job.2061
  • Good relationships at work: The effects of Leader–Member Exchange
           and Team–Member Exchange on psychological empowerment, emotional
           exhaustion, and depression
    • Authors: Carsten C. Schermuly; Bertolt Meyer
      Abstract: Emotional exhaustion and depression pose a threat to employees' psychological health. Social relationships at work are important potential buffers against these threats, but the corresponding psychological processes are still unclear. We propose that the subjective experience of high‐quality relationships with supervisors (i.e., Leader–Member Exchange [LMX]) is one of the protective factors against psychological health issues at work and that this effect is mediated by psychological empowerment. We tested these assumptions with two studies (one cross‐sectional and one time lagged) on diverse samples of employees from different organizations. The first study employed emotional exhaustion as the outcome measure; the second used depression. Results from both studies support the proposed process by showing that LMX positively affects empowerment, which negatively affects emotional exhaustion (Study 1) and depression (Study 2). Additionally, Study 2 also showed that Team–Member Exchange is as important as LMX for preventing psychological health issues among employees. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-11-02T19:56:09.274888-05:
      DOI: 10.1002/job.2060
  • Psychological ownership: A review and research agenda
    • Authors: Sarah Dawkins; Amy Wei Tian, Alexander Newman, Angela Martin
      Abstract: The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are areas of continued debate in the literature. In this article, we provide a narrative review of extant PO literature with the aim of developing a research agenda that encourages scholars to target opportunities for future research. In particular, we highlight the need for continued refinement of the conceptualization and measurement of PO, and development of its nomological network. In addition, we call for greater investigation of PO towards different objects or foci; examination of possible multilevel applications of PO research; identification of potential boundary conditions of PO; and exploration of the influence of culture and individual differences on the development and influence of PO. We also introduce alternative theoretical approaches for understanding and investigating PO. In doing so, we provide a roadmap for scholars to progress the development of the field. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-10-12T04:42:05.308068-05:
      DOI: 10.1002/job.2057
  • Perceived social impact, social worth, and job performance: Mediation by
    • Authors: Filipa Castanheira
      Abstract: This study was designed to test the relationship between perceived social impact, social worth, supervisor‐rated job performance (1 month later), and mediating effects by commitment to customers and work engagement. The hypotheses were tested with structural equation modeling analysis in a field study with 370 customer‐service employees from bank, retail, and sales positions. Results confirm that perceived social impact is associated with better job performance and that this relationship is mediated by work engagement. Furthermore, results support a second mediating mechanism in which perceived social impact and social worth are associated with engagement through affective commitment to customers. Finally, it was found that engaged employees are rated as better performers by supervisors 1 month later. This study supports the motivational approach to performance and highlights the role that interactions with customers may play in motivating service employees. Practical implications are discussed by highlighting the need to consider the social dynamics in service contexts. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-10-06T02:48:51.759493-05:
      DOI: 10.1002/job.2056
  • When are overqualified employees creative? It depends on contextual
    • Authors: Aleksandra Luksyte; Christiane Spitzmueller
      Abstract: The research on perceived overqualification has mainly examined its negative consequences. Defined, employees who feel overqualified have surplus talent and thus can be excellent workers if managed properly; yet, empirical evidence in this domain is lacking. Building on person–environment fit theory, this research explored whether, when, and how employees who feel overqualified can engage in creative performance. The results of a multi‐source field study (N = 113 employees and 19 supervisors) supported theoretical predictions. Perceived overqualification was related positively to supervisor‐rated creative performance when these workers felt supported and appreciated and successfully negotiated developmental idiosyncratic deals. Opportunities to mentor others had an impact on the relationship between perceived overqualification and supervisor‐rated creativity, although the simple slopes were non‐significant. This study is novel in that it unpacked actionable steps that organizations can utilize to motivate this large segment of workforce to use their surplus qualifications constructively by, for example, engaging in creative performance. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-09-28T00:47:40.41983-05:0
      DOI: 10.1002/job.2054
  • An accountability account: A review and synthesis of the theoretical and
           empirical research on felt accountability
    • Authors: Angela T. Hall; Dwight D. Frink, M. Ronald Buckley
      Abstract: Accountability is a fundamental element of all societies and the organizations that operate within them. This paper focuses on the individual‐level accountability concept of felt accountability (also referred to in the literature as simply accountability), which can be described as the perceptions of one's personal accountability. We describe key theories that have formed the theoretical groundwork for the body of felt accountability literature, and discuss the empirical research published since the last major review of the accountability literature in the late 1990s. Empirical research has revealed that accountability has both constructive and deleterious consequences. Moreover, research examining accountability and key outcomes has produced mixed results, suggesting that consideration of moderators and nonlinear relationships are important when examining accountability. Although accountability is an important construct, there are many issues that have yet to be investigated by scholars. We identify limitations and gaps in the current body of the empirical research and conclude the paper with suggestions for scholars striving to make contributions to this line of research. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-09-01T00:19:47.406624-05:
      DOI: 10.1002/job.2052
  • Bouncing back from psychological contract breach: How commitment recovers
           over time
    • Authors: Omar N. Solinger; Joeri Hofmans, P. Matthijs Bal, Paul G. W. Jansen
      Abstract: The post‐violation model of the psychological contract outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post‐breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine‐grained longitudinal design in a sample of young academics who reported breach events while undergoing job changes (N = 109). By tracking organizational commitment up until 10 weeks after the first reported breach event, we ascertain that employees may indeed bounce back from a breach incidence, albeit that some employees do so more successfully than others. We further demonstrate that the emotional impact of the breach and post‐breach perceived organizational support are related to the success of the breach resolution process. Additionally, we reveal a nonlinear component in post‐breach trajectories of commitment that suggests that processes determining breach resolution success are more complex than currently assumed. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-08-18T07:58:41.003297-05:
      DOI: 10.1002/job.2047
  • Harnessing demographic differences in organizations: What moderates the
           effects of workplace diversity?
    • Abstract: To account for the double‐edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well‐being‐related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization‐Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well‐being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-07-22T22:06:15.105918-05:
      DOI: 10.1002/job.2040
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