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Authors:Son; SuJin, Yang, Tae Seok, Park, Junsu Pages: 266 - 286 Abstract: Drawing upon the conservation of resources theory and self-determination theory, this study examines the subjective social status (SSS) of employees and how it moderates the two-way interaction effect of job insecurity and perceived organizational politics on the types of silence (i.e., acquiescent, and defensive silence [DS]). Using data of about 350 employees in South Korea, it was found that the relationship between job insecurity and employees' acquiescent silence (AS) was stronger for individuals who perceived their organizations as highly political. The results also indicated a three-way interaction between job insecurity, perceived organizational politics, and employees' SSS on employees' AS, such that in a highly political work environment, the relationship between job insecurity and employees' AS was stronger especially for employees with low social status. However, the same pattern did not exist between job insecurity and DS. PubDate: 2022-06-29 DOI: 10.1017/jmo.2022.54
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Authors:Philip; Jestine Pages: 207 - 226 Abstract: The current research examines the combined role of proactive personality and political skill in job crafting and work engagement by integrating the job demands-resources (JD-R) model and trait activation theory. Self-reported survey responses collected from three samples – university students (study 1, N = 363) and panel data (study 2, N = 300 and study 3, N = 206) – were analyzed using the PROCESS macro. Results revealed that political skill strengthened the relationship between proactive personality and work engagement and between proactive personality and job crafting when trait activated. Furthermore, perceived supervisor support did not interact with the job crafting–work engagement relationship with trait activation, suggesting that proactive individuals rely on self-resources to improve engagement when presented with trait-relevant situational cues. The findings extend JD-R theory to offer the interplay of proactive trait and political skill in facilitating overall job crating. JD-R is identified as a contextual condition for trait activation. PubDate: 2021-02-15 DOI: 10.1017/jmo.2021.1
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Authors:Sibunruang; Hataya, Kawai, Norifumi Pages: 227 - 246 Abstract: Informed by social resources theory, we provide an explanation for how political skill enables employees' access to social resources, notably expressive network resources and developmental feedback granted by supervisors, thereby enhancing their potential for career growth. Employees can further leverage the attained resources to maximize their chances for career growth by exercising ingratiation toward their supervisors. Data from 399 independently matched subordinate-supervisor dyads in Japan partially support our predictions. While supervisor-focused expressive network resources and supervisor developmental feedback account for mediating mechanisms through which political skill could predict career growth potential, the use of ingratiation to further leverage these social resources is rather deemed insignificant. Theoretical and practical implications of the findings are discussed. PubDate: 2021-06-30 DOI: 10.1017/jmo.2021.25
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Authors:De Clercq; Dirk, Khan, Muhammad Arshad, Haq, Inam Ul Pages: 247 - 265 Abstract: With a basis in conservation of resources theory, this study investigates how social adaptive behavior might mediate the relationship between employees' perceptions of organizational politics and their turnover intentions, as well as a buffering role of their emotional regulation skills as a critical personal resource. Data collected from employees in the food sector reveal that beliefs about dysfunctional political games spur turnover intentions, driven by employees' unwillingness to adjust themselves to the actions of their organizational colleagues. This mediating role of social adaptive behavior, or its lack, is less salient when employees have a greater ability to control their own emotions though. For organizations, this study accordingly pinpoints a key mechanism—a reluctance to accommodate other members' preferences—by which perceived organizational politics can escalate into a desire to leave the organization. It also reveals how this mechanism can be better contained by employees' ability to remain calm, even in difficult situations. PubDate: 2021-06-21 DOI: 10.1017/jmo.2021.26
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Authors:Chouchane; Rahma, Fernet, Claude, Austin, Stéphanie, Karoui Zouaoui, Samia Pages: 366 - 382 Abstract: Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship. PubDate: 2021-05-17 DOI: 10.1017/jmo.2021.14
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Authors:Kmieciak; Roman Pages: 383 - 399 Abstract: The purpose of this paper is to explore factors that have an impact on information technology (IT) specialists' concealment of knowledge from their supervisors. A survey questionnaire was used to collect data from 118 IT specialists from a large Polish software company. The data analyses were conducted using partial least-squares path modelling. The results revealed that perceived work overload (PWO) is positively related to perceived job insecurity (PJI), and that PJI is positively related to vertical knowledge withholding (VKW). Contrary to expectations, no significant relation was found between PWO and VKW. Moreover, there is a negative relationship between supervisor support (SS) and VKW. This study introduces the concept of VKW and places it in the context of the relationship between subordinates and superiors. Managers can use the results to limit knowledge withholding among IT specialists. To confirm achieved results, future research can use larger samples and be conducted in different sectors. PubDate: 2021-05-21 DOI: 10.1017/jmo.2021.18
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Authors:Azeem; Sundas, Zafar, Mueen Aizaz, Khan, Abdul Karim Pages: 287 - 303 Abstract: Arguing that it would serve scholars and practitioners better to view impression management (IM) from a coworker's perspective than from that of an actor's outcomes, this study demonstrates that IM by a coworker triggers a self-serving attributional process. The authors reason that denial of another's relative advantage leads the observing coworker to attribute this behavior to the actor's incompetence, consequently leading to counterproductive behavior toward them in efforts to reduce their own relative disadvantage. Data were collected at T1 and T2 from 142 service sector employees. Our results were consistent with our hypotheses. However, the moderated-mediation models for conditional effects of hostile attributional style were not supported. This study offers an integrated view of previously isolated domains of IM and attribution, suggesting future literature considers a similar perspective for more meaningful investigations. PubDate: 2020-02-27 DOI: 10.1017/jmo.2020.2
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Authors:Ahmad; Ahmad Bayiz, Butt, Atif Saleem, Chen, Dingxiang, Liu, Bangcheng Pages: 345 - 365 Abstract: This study positions perceived organizational culture's (OC) as an important internal contextual factor that influences employee reactions to change. Drawing on the theory of planned behavior (TPB) and organization theory research, we analyze the mechanisms through which employee perceptions of OC generate its effect on employee responses to organizational change. Data from a field study of 171 employees in Kurdistan Region of Iraq's public school teachers showed that employee perceptions of developmental culture were positively and directly related to their change-supportive intentions (CSIs) and, as suggested by the TPB, its effects are simultaneously mediated by change-related attitude (CRA), subjective norm and perceived behavioral control. However, our findings demonstrated that hierarchical culture was only indirectly related to employee CSIs; this relationship was mediated only by CRA and subjective norm. This study is important because it broadens the remit of OC's role as change agent and provides valuable insight into how OC influences employee responses to change efforts in public organizations. PubDate: 2020-12-18 DOI: 10.1017/jmo.2020.41
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