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    - ENVIRONMENTAL STUDIES (682 journals)
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ENVIRONMENTAL STUDIES (682 journals)            First | 1 2 3 4     

Showing 601 - 378 of 378 Journals sorted alphabetically
Scandinavian Journal of Work, Environment & Health     Partially Free   (Followers: 12)
Science of The Total Environment     Hybrid Journal   (Followers: 18)
Sciences Eaux & Territoires : la Revue du Cemagref     Open Access  
Scientific Journal of Environmental Sciences     Open Access   (Followers: 1)
Sepsis     Hybrid Journal  
Smart Grid and Renewable Energy     Open Access   (Followers: 8)
Social and Environmental Accountability Journal     Hybrid Journal   (Followers: 2)
Soil and Sediment Contamination: An International Journal     Hybrid Journal   (Followers: 2)
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: 6)
Stochastic Environmental Research and Risk Assessment     Hybrid Journal   (Followers: 4)
Strategic Behavior and the Environment     Full-text available via subscription  
Strategic Planning for Energy and the Environment     Hybrid Journal   (Followers: 4)
Studies in Conservation     Hybrid Journal   (Followers: 11)
Studies in Environmental Science     Full-text available via subscription   (Followers: 6)
Sustainability     Open Access   (Followers: 17)
Sustainability in Environment     Open Access  
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 Development Strategy and Practise     Open Access  
Sustainable Environment Research     Open Access  
Sustainable Technologies, Systems & Policies     Open Access   (Followers: 9)
TECHNE - Journal of Technology for Architecture and Environment     Open Access   (Followers: 7)
Tecnogestión     Open Access  
Territorio della Ricerca su Insediamenti e Ambiente. Rivista internazionale di cultura urbanistica     Open Access  
The Historic Environment : Policy & Practice     Hybrid Journal   (Followers: 4)
The International Journal on Media Management     Hybrid Journal   (Followers: 5)
Theoretical Ecology     Hybrid Journal   (Followers: 8)
Theoretical Ecology Series     Full-text available via subscription   (Followers: 1)
Toxicologic Pathology     Hybrid Journal   (Followers: 16)
Toxicological & Environmental Chemistry     Hybrid Journal   (Followers: 5)
Toxicological Sciences     Hybrid Journal   (Followers: 11)
Toxicology     Hybrid Journal   (Followers: 17)
Toxicology and Applied Pharmacology     Hybrid Journal   (Followers: 17)
Toxicology and Industrial Health     Hybrid Journal   (Followers: 7)
Toxicology in Vitro     Hybrid Journal   (Followers: 12)
Toxicology Letters     Hybrid Journal   (Followers: 12)
Toxicology Mechanisms and Methods     Hybrid Journal   (Followers: 10)
Toxicon     Hybrid Journal   (Followers: 4)
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)
Transportation Research Part D: Transport and Environment     Hybrid Journal   (Followers: 26)
Transylvanian Review of Systematical and Ecological Research     Open Access  
Trends in Ecology & Evolution     Full-text available via subscription   (Followers: 180)
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: 5)
UD y la Geomática     Open Access  
Universidad y Ciencia     Open Access   (Followers: 1)
Urban Studies     Hybrid Journal   (Followers: 50)
Veredas do Direito : Direito Ambiental e Desenvolvimento Sustentável     Open Access  
VertigO - la revue électronique en sciences de l’environnement     Open Access   (Followers: 3)
Villanova Environmental Law Journal     Open Access  
Waste Management & Research     Hybrid Journal   (Followers: 8)
Water Environment Research     Full-text available via subscription   (Followers: 37)
Water International     Hybrid Journal   (Followers: 12)
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: 15)
Weather, Climate, and Society     Full-text available via subscription   (Followers: 10)
Web Ecology     Open Access   (Followers: 6)
Wetlands     Hybrid Journal   (Followers: 25)
Wilderness & Environmental Medicine     Hybrid Journal   (Followers: 3)
Wildlife Australia     Full-text available via subscription   (Followers: 2)
Wiley Interdisciplinary Reviews - Climate Change     Hybrid Journal   (Followers: 18)
Wiley Interdisciplinary Reviews : Energy and Environment     Hybrid Journal   (Followers: 5)
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)
World Journal of Environmental Research     Open Access   (Followers: 1)
Worldviews: Global Religions, Culture, and Ecology     Hybrid Journal   (Followers: 8)
Zoology and Ecology     Hybrid Journal   (Followers: 5)
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: 2.412]   [H-I: 119]   [36 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  [1612 journals]
  • Organization-specific prosocial helping identity: Doing and belonging as
           the basis of “being fully there”
    • Authors: Steven M. Farmer; Linn Van Dyne
      Abstract: Identity theory and social identity theory focus on doing and belonging, respectively, but neither provides a complete picture of being “fully there” at work (Kahn, ). This three-wave lagged field study links these two perspectives by proposing that beneficiary-specific prosocial helping identity, met expectations for prosocial helping, and their interaction predict the strength of a contextualized, organization-specific prosocial helping identity (OSPHI) targeted at those same beneficiaries and that OSPHI leads to positive employee work outcomes. Results provide strong support for the model and demonstrate that beneficiary-specific prosocial helping identity had indirect relationships with intent to stay with the organization, experienced work meaning, and emotional exhaustion (negative), via OSPHI, only when met expectations for prosocial helping were weak. We discuss the value of OSPHI as an important construct that reflects the psychological state of “being fully there” at work and predicts subsequent employee work outcomes. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-12-07T21:29:29.568372-05:
      DOI: 10.1002/job.2166
  • Under what conditions does job control moderate the relationship between
           time pressure and employee well-being? Investigating the role of match and
           personal control beliefs
    • Authors: Barbara Stiglbauer
      Abstract: Drawing upon the concept of match, this two-wave study of 206 employees investigated job control (facets of autonomy) and personal control beliefs (locus of control, LOC) as moderators of time pressure–work engagement (WE) and the time pressure–general subjective well-being (SWB) relationships. It was hypothesized that autonomy would accentuate the positive relationship of time pressure with WE and attenuate the negative relationship with SWB and that these moderations would occur only for employees with an internal LOC. Additionally, it was expected that a facet of job control (timing autonomy) that matched the specific demand (time pressure) would be more likely to act as a moderator than “less-matching” facets (decision making or method autonomy). The results revealed that the interaction between time pressure, autonomy, and LOC for WE was strongest and for SWB only significant when the timing facet of autonomy served as the moderator (thus, when the autonomy facet matched the demand). However, the pattern of moderation was contrary to that expected. When time pressure increased, high autonomy became beneficial for the WE of employees with an external LOC but detrimental for the WE and SWB of employees with an internal LOC. Explanations for the unexpected findings are provided. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-11-29T04:25:38.794625-05:
      DOI: 10.1002/job.2165
  • Where there is light, there is dark: A review of the detrimental outcomes
           of high organizational identification
    • Authors: Samantha Conroy; Christine A. Henle, Lynn Shore, Samantha Stelman
      Abstract: An extensive body of research on organizational identification has developed over the last 25 years. This work has typically taken the view that organizational identification is good for individuals and organizations. However, the underlying social identity processes of organizational identification do not suggest that only positive outcomes should be expected. We review the work addressing organizational identification's dark side. Our review suggests that organizational identification can lead to unethical behaviors, resistance to organizational change, lower performance, interpersonal conflict, negative emotions, and reduced well-being. Conditions facilitating these undesirable outcomes include situation factors (e.g., identity threats, work characteristics) and person factors (e.g., morality, other identifications). By providing a counterpoint to the generally positive approach to organizational identification, we attempt to move the literature toward a more balanced view. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-11-27T22:15:27.088756-05:
      DOI: 10.1002/job.2164
  • Analyzing if and how international organizations contribute to the
           sustainable development goals: Combining power and behavior
    • Authors: Ben Cormier
      Abstract: Can International Organizations (IOs) such as the World Bank, United Nations, and International Labor Organization contribute to the Sustainable Development Goals (SDGs)? This article argues that this is best analyzed by simultaneously considering two sets of factors: the international political constraints external to IOs and the organizational processes and structures internal to IOs. More specifically, this article suggests that such analyses can take place by combining scholarship on International Relations (IR) and Organizational Behavior (OB). The article defines international power, outlines various constraints on IO autonomy, and suggests that OB and IR are well positioned to jointly improve the study of IO employment practices, organizational structures, bureaucratic politics, and inter-organizational effects. The core aim is to provide justification and material for combining IR and OB in further research on IOs. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-11-22T03:55:34.477412-05:
      DOI: 10.1002/job.2163
  • Intra-individual variability in job complexity over time: Examining the
           effect of job complexity trajectory on employee job strain
    • Authors: Junchao (Jason) Li; Tyler C. Burch, Thomas W. Lee
      Abstract: Drawing on gestalt characteristics theory, we advance the literature on the effect of job complexity on employee well-being by considering intra-individual variability of job complexity over time. Specifically, we examine how the trend, or trajectory, of job complexity over time can explain unique variance of employee job strain. Across two longitudinal data sets, we consistently find that, with the average level of job complexity during a given period held constant, a positive job complexity trajectory (i.e., an increasing trend in complexity) is associated with higher employee job strain. Based on job-demand-control theory and the exposure-reactivity model, we further establish that job autonomy and employee emotional stability jointly moderate the relationship between job complexity trajectory and employee job strain. Specifically, for employees with high emotional stability, job autonomy mitigates the job strain brought by positive job complexity trajectory, whereas for employees with low emotional stability, job autonomy does not help to reduce the adverse effect of the increasing trend. These findings not only contribute to extend the understanding of the job complexity – strain relationship, but also suggest a promising, dynamic avenue to study the effects of work characteristics on employee well-being as well as other outcomes. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-11-10T23:41:17.588425-05:
      DOI: 10.1002/job.2158
  • Transformational leadership and employee voice behavior: A Pygmalion
    • Authors: Jinyun Duan; Chenwei Li, Yue Xu, Chia-huei Wu
      Abstract: We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time-lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-11-07T01:06:21.629136-05:
      DOI: 10.1002/job.2157
  • The different paths to post-merger identification for employees from high
           and low status pre-merger organizations
    • Authors: Jukka Lipponen; Barbara Wisse, Jolanda Jetten
      Abstract: A well-known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post-merger identification requires taking the pre-merger status of the merger partners relative to each other into account. This is because relative pre-merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for employees of a high status pre-merger organization, we expected post-merger identification to be strongly influenced by (i) pre-merger identification and (ii) the perceived change in the status. In contrast, we expected post-merger identification of employees of a low status pre-merger organization to be strongly affected by the perceived justice of the merger event. Longitudinal data were obtained from a merger of two public sector organizations and the results supported our hypotheses. Our study shows that the extent to which pre-merger identification, status change, and justice are important determinants of post-merger identification depends on the relative pre-merger status of the merger partners. Our discussion focuses on theoretical implications and managerial ramifications of these findings. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-11-02T03:39:05.755995-05:
      DOI: 10.1002/job.2159
  • Understanding trust development in negotiations: An interdependent
    • Authors: Jingjing Yao; Zhi-Xue Zhang, Jeanne M. Brett
      Abstract: What affects the way that trust develops in negotiations? In two studies, we used an actor–partner interdependence model to investigate how both negotiators' trust propensity prior to the negotiation and two types of behavior during the negotiation affect negotiators' trust development. Study 1 demonstrated that both focal negotiators' (actors') and their counterparts' (partners') trust propensity were positively associated with negotiators' trust development. Study 2 showed that actors' and partners' trust propensity had an indirect effect on trust development via both actors' and partners' negotiation behaviors. Negotiators' trust propensity positively affected their use of Q&A (questions and answers about interests) and negatively affected their use of S&O (substantiation about positions and single-issue offers). Actors and partners' negotiation behaviors in turn affected their own and their partners' trust development. Our studies propose and test a model to understand how negotiators' trust propensity and negotiation behaviors affect the development of trust in negotiation. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-10-21T00:50:45.225535-05:
      DOI: 10.1002/job.2160
  • How negative social interactions at work seep into the home: A prosocial
           and an antisocial pathway
    • Authors: Petra L. Klumb; Manuel C. Voelkle, Sebastian Siegler
      Abstract: We combined Bakker and Demerouti's spillover–crossover model with Taylor's biobehavioral perspective, tested the comprehensive model, and pursued a set of gender-related research questions. Negative work interactions were expected to entail two strain responses, high- and low-arousal negative affect. Both should be related to cortisol secretion but transmitted via different social pathways, a positive and a negative one. During a 7-day ambulatory assessment with 56 couples, we assessed daily variations in the severity of negative social interactions at work and at home along with participants' affect and cortisol levels. Using multilevel structural equation modeling, we found evidence for the three hypothesized processes: strain at work as a consequence of social stress, spillover of strain into the home, and crossover to the partner. On socially more stressful days, participants showed increased high- and low-arousal negative affect at work. Low-arousal negative affect spilled over into the home. Only for men, high-arousal negative affect spilled over, and only women showed a tendency for slowed decline of cortisol levels on more socially stressful days (i.e., slower recovery). Surprisingly, high-arousal negative affect at work tended to be negatively related to partners' high-arousal negative affect. Commonalities predominated differences between men and women. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-10-10T03:30:53.194379-05:
      DOI: 10.1002/job.2154
  • The effect of change in supervisor support and job control on change in
           vigor: Differential relationships for immigrant and native employees in
    • Authors: Annekatrin Hoppe; Sharon Toker, Vivian Schachler, Matthias Ziegler
      Abstract: Building on the premises of the conservation of resources theory, the aim of this study was to investigate long-term effects of job resources on vigor among native and immigrant employees in Israel. More specifically, we investigated the effects of baseline and change in job control and supervisor support on change in vigor levels, as well as the degree to which these effects differ among educated native and immigrant employees in Israel. We surveyed 235 white-collar Eastern European and Russian immigrants and 235 white-collar native Israelis matched on occupational and demographic characteristics at two points of measurement with a 30-month time lag. Latent change score modeling revealed that among both immigrants and natives, change in job control was related to change in vigor. Multiple group analyses further revealed that among immigrant employees only, baseline levels of supervisor support were associated with change in vigor. In conclusion, these findings suggest that the utilization of resources as a means of acquiring new resources may be influenced by immigrant background. Managerial implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-10-10T03:15:55.704313-05:
      DOI: 10.1002/job.2151
  • Leadership behaviors and follower performance: Deductive and inductive
           examination of theoretical rationales and underlying mechanisms
    • Authors: Ryan K. Gottfredson; Herman Aguinis
      Abstract: There are competing theoretical rationales and mechanisms used to explain the relation between leadership behaviors (e.g., consideration, initiating structure, contingent rewards, and transformational leadership) and follower performance (e.g., task performance and organizational citizenship behaviors). We conducted two studies to critically examine and clarify the leadership behaviors–follower performance relation by pitting the various theoretical rationales and mechanisms against each other. We first engaged in deductive (Study 1) and then inductive (Study 2) theorizing and relied upon 35 meta-analyses involving 3327 primary-level studies and 930 349 observations as input for meta-analytic structural equation modeling. Results of our dual deductive–inductive approach revealed an unexpected yet surprisingly consistent explanation for why leadership behaviors affect follower performance. Specifically, leader–member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance. This result represents a departure from current conceptualizations and points to a common underlying mechanism that parsimoniously explains how leadership behaviors relate to follower performance. Also, results lead to a shift in terms of recommendations for what leaders should focus on to bring about improved follower performance. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-10-05T04:11:14.366116-05:
      DOI: 10.1002/job.2152
  • Boundary control and controlled boundaries: Organizational expectations
           for technology use at the work–family interface
    • Authors: Matthew M. Piszczek
      Abstract: Some studies have argued that information and communication technologies such as smartphones can pressure employees to work more from home, while others argue that they help employees manage transitions between work and family role domains. Leveraging boundary theory and the job demands–resources model, the present study examines the conditions under which work–family technology use is associated with greater boundary control. Findings show that technology use is associated with higher boundary control for those who prefer role integration and lower boundary control for those who prefer role segmentation. Findings also show that boundary control is linked to emotional exhaustion and that organizational after-hours electronic communication expectations can compel work–family technology use despite individual preferences. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-09-29T03:52:20.75912-05:0
      DOI: 10.1002/job.2153
  • Managers' practice of managing diversity revealed: A
           practice‐theoretical account
    • Authors: Jane O'Leary; Jörgen Sandberg
      Abstract: Despite the centrality of managing diversity effectively in contemporary organizations, existing literature gives disparate and incomplete accounts of how managers actually manage diversity in practice. The prevailing managerial literature focuses on what diversity activities should be involved in managing diversity but does not identify how managers actually undertake these activities in practice. The growing interpretive/critical literature focuses on how people's understandings define managing diversity, but is silent on how managers translate their understandings into specific diversity activities in practice. We applied a practice perspective in conjunction with phenomenography as a methodological approach to investigate how managers actually manage diversity in practice in the empirical context of professional services firms. The results show that managers' practice of managing diversity is constituted by four understandings of managing diversity that distinguish and organize diversity activities into four different and progressively more comprehensive ways of managing diversity. This practice‐theoretical account transcends the existing literature's partial accounts in significant ways by offering a new and considerably broader and more precise conceptualization of managers' practice of managing diversity, including which ways of managing diversity may be more effective than others. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-09-21T02:48:37.582208-05:
      DOI: 10.1002/job.2132
  • Enhancing employee creativity via individual skill development and team
           knowledge sharing: Influences of dual‐focused transformational
    • Authors: Yuntao Dong; Kathryn M. Bartol, Zhi‐Xue Zhang, Chenwei Li
      Abstract: Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual‐focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high‐technology firms, we found that individual‐focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team‐focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross‐level contextual factor that moderated the relationship among individual‐focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-09-14T03:55:22.133594-05:
      DOI: 10.1002/job.2134
  • Injunctive and descriptive logics during newcomer socialization: The
           impact on organizational identification, trustworthiness, and
    • Authors: Laura G. E. Smith; Nicole Gillespie, Victor J. Callan, Terrance W. Fitzsimmons, Neil Paulsen
      Abstract: Failure to adjust to a new organization has major personal, team, and organizational costs. Yet, we know little about how newcomers' pre‐entry institutional assumptions influence and shape their subsequent socialization. To address this issue, we propose and test a model examining whether the discrepancy between newcomers' injunctive logics (pre‐entry beliefs about what institutional practices ought to be) and their descriptive logics (actual experience of these institutional practices) influences the development of organizational identification, perceived organizational trustworthiness, and self‐efficacy. We examined the impact of discrepant logics in a healthcare context by surveying new staff on their first day of employment and then again six weeks later (N = 264). We found that when there was a negative discrepancy between injunctive and descriptive logics (that is, when the prevailing logics did not match what newcomers thought they ought to be), organizational identification and perceived organizational trustworthiness decreased over time and consequently so did self‐efficacy. The results highlight the important role of institutional logics in shaping socialization processes and outcomes soon after organizational entry. We conclude that histories and personal and professional moral codes provide a background against which newcomers evaluate their new institutional, social, and work context. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-09-13T00:30:26.405814-05:
      DOI: 10.1002/job.2131
  • Younger supervisors, older subordinates: An organizational‐level study
           of age differences, emotions, and performance
    • Authors: Florian Kunze; Jochen I. Menges
      Abstract: Younger employees are often promoted into supervisory positions in which they then manage older subordinates. Do companies benefit or suffer when supervisors and subordinates have inverse age differences? In this study, we examine how average age differences between younger supervisors and older subordinates are linked to the emotions that prevail in the workforce, and to company performance. We propose that the average age differences determine how frequently older subordinates and their coworkers experience negative emotions, and that these emotion frequency levels in turn relate to company performance. The indirect relationship between age differences and performance occurs only if subordinates express their feelings toward their supervisor, but the association is neutralized if emotions are suppressed. We find consistent evidence for this theoretical model in a study of 61 companies with multiple respondents. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-09-04T22:15:12.376072-05:
      DOI: 10.1002/job.2129
  • Interactional justice, leader–member exchange, and employee performance:
           Examining the moderating role of justice differentiation
    • Authors: Wei He; Ryan Fehr, Kai Chi Yam, Li‐Rong Long, Po Hao
      Abstract: Past research suggests that interactional justice plays a pivotal role in facilitating high‐quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-09-01T00:45:27.865888-05:
      DOI: 10.1002/job.2133
  • Differentiating HR systems' impact: moderating effects of age on the HR
           system–work outcome association
    • Authors: Jörg Korff; Torsten Biemann, Sven C. Voelpel
      Abstract: Combining the macro perspective of strategic human resource (HR) management with applied psychology's micro approaches, this paper helps to differentiate the effects of HR practices on individual‐level outcomes by introducing two distinct HR practice bundles. We draw on social exchange theory to hypothesize (i) main effects of both growth‐enhancing and maintenance‐enhancing bundles on affective organizational commitment and in‐role behavior and (ii) moderating effects of age and maintenance‐enhancing practices on work outcomes, such that increasing employee age attenuates the positive impact of HR practices. The results of a multilevel study comprising 600 employees and their direct supervisors in 64 business units provide support for the hypothesized main effects on affective commitment and the interaction between age and maintenance‐enhancing practices on work outcomes. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-08-31T00:20:41.170071-05:
      DOI: 10.1002/job.2130
  • Exploring the activation dimension of affect in organizations: A focus on
           trait‐level activation, climate‐level activation, and work‐related
    • Authors: Hakan Ozcelik
      Abstract: This study explores the activation dimension of affect in organizations by focusing on both individual employees and their work climate. Drawing on affect research and demands‐abilities fit perspective, I have developed a model predicting that climate‐level activation would deplete employees' emotional resources and trait‐level action would function as an inner resource helping employees buffer themselves from their work demands. The results of a cross‐level study, conducted in a sample of 257 employees and their supervisors within 40 work units across 11 organizations, supported all but one of the hypotheses. Employees whose trait‐level activation was lower than the activation level of their work climate experienced higher levels of emotional exhaustion and thus were more likely to disengage from their work in forms of increased surface acting with their coworkers and psychological withdrawal, and reduced affective commitment to and intention to remain in their organization. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-08-23T02:35:56.420818-05:
      DOI: 10.1002/job.2127
  • The sound of cooperation: Musical influences on cooperative behavior
    • Authors: Kevin M. Kniffin; Jubo Yan, Brian Wansink, William D. Schulze
      Abstract: Music as an environmental aspect of professional workplaces has been closely studied with respect to consumer behavior while sparse attention has been given to its relevance for employee behavior. In this article, we focus on the influence of music upon cooperative behavior within decision‐making groups. Based on results from two extended 20‐round public goods experiments, we find that happy music significantly and positively influences cooperative behavior. We also find a significant positive association between mood and cooperative behavior. Consequently, while our studies provide partial support for the relevance of affect in relation to cooperation within groups, we also show an independently important function of happy music that fits with a theory of synchronous and rhythmic activity as a social lubricant. More generally, our findings indicate that music and perhaps other atmospheric variables that are designed to prime consumer behavior might have comparably important effects for employees and consequently warrant closer investigation. Copyright © 2016 The
      Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.
      PubDate: 2016-08-09T06:02:12.412931-05:
      DOI: 10.1002/job.2128
  • Leadership, followers' mental health and job performance in organizations:
           A comprehensive meta‐analysis from an occupational health perspective
    • Authors: Diego Montano; Anna Reeske, Franziska Franke, Joachim Hüffmeier
      Abstract: The present meta‐analysis investigates the associations between leadership, followers' mental health, and job performance by taking into account different groups of leadership constructs including transformational leadership, relations‐oriented leadership, task‐oriented leadership, destructive leadership, and leader–member exchange. Six categories of mental health‐related outcomes are considered representing both negative and positive mental health states of followers, namely, affective symptoms, burnout, stress, well‐being, psychological functioning, and health complaints. Meta‐analytic models are used to estimate the association between these categories of leadership and mental health. Our results reveal that transformational leadership, a high quality of relations‐oriented and task‐oriented leadership behavior, as well as a high quality of leader–follower interaction are positively associated with mental health. In contrast, destructive leadership is strongly negatively associated with mental health. In addition, the mediation effects of leadership on job performance via mental health are estimated. Results partially support the mediating role of mental health concerning the relationship between leadership and job performance. Our results emphasize the importance of leadership as an occupational health factor, and they may serve as basis for the planning and designing of occupational health policies and interventions despite existing research limitations. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-21T02:11:36.338295-05:
      DOI: 10.1002/job.2124
  • Supervisor role overload and frustration as antecedents of abusive
           supervision: The moderating role of supervisor personality
    • Authors: Gabi Eissa; Scott W. Lester
      Abstract: The current research explores supervisor‐level antecedents of abusive supervision in the workplace. Specifically, this study introduces affective events theory to the abusive supervision literature to suggest that supervisor role overload, a work‐related event, leads to supervisor frustration. As an intense negative emotional reaction, frustration, in turn, triggers supervisors to exhibit abusive behaviors in the workplace. Supervisor personality traits—namely, neuroticism, conscientiousness, and agreeableness—are also posited to moderate these hypothesized relationships. Specifically, neuroticism is expected to moderate the relationship between role overload and frustration while conscientiousness and agreeableness are expected to moderate the relationship between frustration and abusive supervision. Ultimately, we propose and examine a moderated‐mediation model. Multisource field data demonstrate general support for the hypothesized relationships. We conclude with theoretical and practical implications as well as future research avenues. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-15T03:05:34.498458-05:
      DOI: 10.1002/job.2123
  • The Workplace Intergenerational Climate Scale (WICS): A self‐report
           instrument measuring ageism in the workplace
    • Authors: Scott P. King; Fred B. Bryant
      Abstract: The Workplace Intergenerational Climate Scale (WICS) is designed to measure employees' attitudes and perceptions about workers of different ages in the workplace. In Study 1, an initial 18‐item measure was developed, reflecting five subscales: Intergenerational Contact, Workplace Intergenerational Retention, Positive Intergenerational Affect, Workplace Generational Inclusiveness, and Lack of Generational Stereotypes. Scores on the five WICS subscales were linked to workplace mentoring, opinions about older workers, and job satisfaction. In Study 2, the WICS items and subscales were further refined, and subscale relationships with similar constructs were explored via structural equation modeling. In Study 3, a more occupationally diverse sample was used to support criterion, incremental, discriminant, and external validity. Evidence supports the use of the WICS as a valid and reliable multidimensional measure of an organization's intergenerational climate. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-14T00:20:28.414615-05:
      DOI: 10.1002/job.2118
  • Point/Counterpoint introduction: The future of theory in organizational
           behavior research
    • Authors: Jessica M. Nicklin; Paul E. Spector
      PubDate: 2016-07-13T10:07:38.386199-05:
      DOI: 10.1002/job.2116
  • Pseudotheory proliferation is damaging the organizational sciences
    • Authors: Jeffrey M. Cucina; Michael A. McDaniel
      Abstract: In recent years, there has been an increasing emphasis on the role of theory in organizational behavior (OB) research.
      Authors are strongly encouraged to develop “theory” in their manuscripts and to make “theoretical contributions.” This trend is in stark contrast to the process used in other fields of science. Our counterparts in those fields follow the scientific method and define theory as a concise and elegant hypothesis that has survived extensive empirical testing. Rather than being based on extensive empirical research, many of OB's theories are based on a limited number of primary studies (at best) or speculation and conjecture (at worst). OB researchers are discouraged from testing other researchers' theories or replicating previously published work. Consequently, many OB theories do not meet the criteria for a true scientific theory. We propose that OB researchers should re‐embrace the scientific method and focus on creating a body of empirical research that could be used in the future to establish true scientific theories (through extensive hypothesis testing, empirical research, and conceptual replications) rather than concocting pseudotheories. Research in the personnel selection subfield of OB provides a reasonable exemplar of this model, yet it has been derided of late for being too atheoretical. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-13T04:45:21.274357-05:
      DOI: 10.1002/job.2117
  • Why we need theory in the organization sciences
    • Authors: Neal M. Ashkanasy
      Abstract: To make the case that theory is a necessary part of research in the organization sciences, I develop three lines of argument. In the first, drawing upon Staw and Sutton's (1995, “What theory is not” Administrative Science Quarterly, 40, 371–384) classic piece, I outline the boundaries of theory and, using a recently published empirical article as an example, demonstrate how research based on literature references and line‐and‐box diagrams instead of explanatory theory can make only a limited contribution to the literature. I next discuss more generally the pitfalls of conducting research without first developing theory, citing the example of malaria. In the final section of the article, I defend the role of theory‐review articles, such as those published in the Academy of Management Review, and illustrate (again by reference to an example) how such articles are critical to advancing organizational research. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-13T03:40:30.228006-05:
      DOI: 10.1002/job.2113
  • The problem with [in] management theory
    • Authors: John E. Mathieu
      Abstract: Theory is essential to everything that we do as people studying and practicing industrial/organizational psychology and organizational behavior. But, I think that our field has lost its way recently and become enamored by shiny objects and interesting puzzles. Advancing management theory seems to have become an end state in and of itself. We seemed to be far more concerned with the entertainment value of theories than we are with their scientific rigor or real‐world value. Top journals in our field are mandating that all articles must make a theoretical contribution, and theoretical contributions are being gauged primarily in terms of how innovative, counter‐intuitive, surprising, and interesting they may be. I advocate for a more balanced approach, and in particular, for greater use of abductive inference. I argue that if you start with a real‐world challenge and draw from existing theory, and then develop new theory to understand and change things, you are also making a theoretical contribution. Whether or not we are guided by theory is not really at issue—at issue is how well developed are our theories, how accurate are they, and do they help us to improve organizational life for everyone involved? Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-13T03:00:20.824202-05:
      DOI: 10.1002/job.2114
  • Defining and operationalizing theory
    • Authors: Jose M. Cortina
      Abstract: Over the last 50 years, the organizational sciences have gone from being largely atheoretical to relying heavily on theory. For various reasons, our approach to theory building has strayed from the principles of scientific acceptability. In this paper, I explore the problems with our approach to theory, the systemic causes of these problems, and the changes that are needed to get us back on track. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-13T00:15:31.587377-05:
      DOI: 10.1002/job.2121
  • He thought, she thought: The importance of subjective patterns to
           understanding team processes
    • Authors: Kyle J. Emich; Li Lu
      Abstract: Teams are often described using the mean and variance of their member's characteristics. Recently, research has advanced this paradigm by beginning to explore the importance of patterns of team member perceptions regarding themselves, their teammates, and their teams. We highlight this work and suggest several directions for future research. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-07-07T21:45:26.984869-05:
      DOI: 10.1002/job.2122
  • Thriving on challenge stressors? Exploring time pressure and learning
           demands as antecedents of thriving at work
    • Authors: Roman Prem; Sandra Ohly, Bettina Kubicek, Christian Korunka
      Abstract: In the conceptualization of thriving at work, it is emphasized that employees' learning and vitality are two equally important components of thriving and that thriving is facilitated by contextual features and available resources. In this study, we examined the effects of two challenge stressors (time pressure and learning demands) on thriving at work. Based on the literature on challenge and hindrance stressors, we proposed that challenge stressors positively affect learning and negatively affect vitality. To uncover underlying mechanisms, we measured challenge appraisal and hindrance appraisal of work situations in a diary study. A sample of 124 knowledge workers responded to three daily surveys (before the lunch break, during the afternoon, and at the end of the workday) for a period of five workdays. Results indicate that the indirect effects of learning demands and time pressure on learning are mediated by challenge appraisal, whereas indirect effects of learning demands on vitality are mediated by hindrance appraisal. Overall, our study shows that challenge stressors have a positive total effect on learning but no total effect on vitality. These differential relationships call for a finer distinction between the two components of thriving at work in future research. Copyright © 2016 The
      Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.
      PubDate: 2016-06-30T00:42:59.837598-05:
      DOI: 10.1002/job.2115
  • Personal need for structure as a boundary condition for humor in
    • Authors: Alexander Pundt; Laura Venz
      Abstract: Recent research has established a positive relationship between humor in leadership and organizational behavior variables. However, neither the mechanisms nor the boundary conditions of the positive effects of humor in leadership are completely understood. In this study, we contribute to these questions by investigating the relationship between humor in leadership and follower commitment and burnout in more detail. We propose that these relationships unfold via a relational process and specified this relational process in terms of leader–member exchange. Moreover, we assume that these relationships depend on followers' personal need for structure. We tested the hypothesized moderated‐mediation model in a two‐wave survey study with 142 employees. Our results support the proposed model. We found the predicted indirect effect of humor on commitment and disengagement to be stronger for followers low in need for structure. However, we did not find the proposed effects for emotional exhaustion. We discuss implications for leadership theory, humor theory, and for leadership training and practice. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-06-20T10:15:38.72847-05:0
      DOI: 10.1002/job.2112
  • Human resource management systems and work attitudes: The mediating role
           of future time perspective
    • Authors: Jörg Korff; Torsten Biemann, Sven C. Voelpel
      Abstract: This paper examines the role of employees' future time perspective (FTP) in the association between human resource management (HRM) systems and work‐related attitudes. Drawing on social exchange theory, signaling theory, and affective events theory, we hypothesize HRM systems' indirect effects on individual‐level job satisfaction and affective organizational commitment as mediated by FTP. The results of this multilevel study, comprising 913 employees of 76 business units, provide evidence that HRM systems have (i) direct effects on employees' FTP and (ii) indirect effects on job satisfaction and organizational commitment via FTP. In addition, three HRM bundles' (i.e., knowledge, skills, and abilities enhancing; motivation enhancing; and opportunity enhancing) corresponding indirect effects are explored. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.
      PubDate: 2016-05-18T23:30:53.400595-05:
      DOI: 10.1002/job.2110
  • 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
    • Authors: Man‐Ling Chang
      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 age
    • 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
  • 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
  • Dignity, face, and honor cultures: A study of negotiation strategy and
           outcomes in three cultures
    • Authors: Soroush Aslani; Jimena Ramirez‐Marin, Jeanne Brett, Jingjing Yao, Zhaleh Semnani‐Azad, Zhi‐Xue Zhang, Catherine Tinsley, Laurie Weingart, Wendi Adair
      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
  • Issue Info - TOC
    • Pages: 1111 - 1111
      Abstract: No abstract is available for this article.
      PubDate: 2016-11-02T23:49:03.86812-05:0
      DOI: 10.1002/job.2161
  • Issue Information Page
    • Pages: 1112 - 1112
      Abstract: No abstract is available for this article.
      PubDate: 2016-11-02T23:48:58.263108-05:
      DOI: 10.1002/job.2162
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