Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.     

A cross‐level model of shared leadership,meaning, and individual creativity

Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity. We argue that shared leadership has a cross‐level influence on individual creativity that is mediated by the experience of meaning of work and moderated by individual differences in power distance value: for individuals lower on power distance, shared leadership has a positive linear relationship with individual creativity; for individuals higher on power distance, shared leadership has a curvilinear relationship with individual creativity that is decreasingly positive. Using a sample of 623 members from 95 teams in 34 Chinese organizations, we find support for this multilevel model. Findings offer theoretical implications for shared leadership and creativity research and provide managerial implications.     

Good marriage at home,creativity at work: Family–work enrichment effect on workplace creativity

To advance the understanding of socio‐relational sources of employee creativity, we investigate the effect of a good marriage on workplace creativity. Drawing on family–work enrichment theory, we propose and test the idea that a satisfying marriage boosts a spillover of psychological resources from family to work that enhances employees' workplace creativity. Using survey data collected from 548 spouse–employee–supervisor triads, we find an indirect positive relationship between employees' marital satisfaction and workplace creativity through a spillover of psychological resources from family to work. We also find that this spillover is most pronounced when both employees and their spouses are satisfied with their marriage. The results further demonstrate that the indirect effect of marital satisfaction on workplace creativity through the spillover of psychological resources is significant for employees with a low creative personality, but not for those with a high creative personality. Copyright © 2017 John Wiley & Sons, Ltd.     

Antecedents of organizational and community embeddedness: The roles of support,psychological safety,and need to belong

Defining embeddedness as a psychological construct that influences individuals to stay, we draw on conservation of resources theory to develop and test a model of the influence of contextual social support resources on both organizational and community forms of embeddedness. In addition to the direct relationship between support and embeddedness, we also assess the mediating influence of organizational and community psychological safety and the moderating impact of need to belong. Using a multisource sample of employees and coworkers (N = 165), we found support for most of the hypotheses. Social support resources emanating from the organization and the community were positively associated with embeddedness in each domain, and psychological safety mediated these relationships. We also found that need to belong was an important boundary condition in the determination of organizational embeddedness. We discuss the theoretical contributions and practical implications of our findings.     

Leadership, psychological capital and safety research: Conceptual issues and future research questions

In this theory-driven literature review we examine how leadership and emerging research in positive organizational behaviour (POB) may inform our understanding of human mechanisms that affect safety outcomes. According to authentic leadership theory, leader self-awareness and self-regulation processes are vital mechanisms in the leader-follower exchange. From emerging research on authentic leadership, we propose that production management values, attitudes, and behaviour are linked to safety climate and safety outcomes in safety critical organizations (SCOs). According to recent developments in management theory, “psychological capital” is comprised of four distinct aspects that can be linked to desirable organizational outcomes and sustained high quality performance in individual workers. From this we offer a research model and five research propositions implicating that authentic leadership directly affects safety outcomes via promoting positive safety climate perceptions. Furthermore, we propose a second path where psychological capital mediates the relationship between authentic leadership, safety climate and safety outcomes in SCOs.     

Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

Researchers have examined the effects of individual job‐related anxiety on employee attitudes and behaviors but have yet to examine whether team job‐related anxiety would have similar or different effects. Building on prior research on negative group affective tone and creativity, we propose that team job‐related anxiety has an inverted U‐shaped curvilinear relationship with both team and individual creativity. Furthermore, we posit that team cooperativeness moderates those curvilinear relationships. Using a two‐wave research design and matched employee‐supervisor data from 290 employees nested in 65 teams, we found support for the proposed inverted U‐shaped relationships. Moreover, the intermediate level of team job‐related anxiety was associated with higher individual creativity in teams with higher cooperativeness. We conclude the study with a discussion of the theoretical and practical implications of our findings.     

Positive group affective tone and team creativity: Negative group affective tone and team trust as boundary conditions

Drawing on multiple group‐level theories, we explored boundary conditions of the relationship between positive group affective tone (PGAT) and team creativity. We collected data from members and leaders of 68 research and development teams and performed hierarchical linear modeling analyses to test our hypotheses. Consistent with the “group‐centrism” perspective, we found that PGAT was beneficial for team creativity only when team trust was low; when trust was high, PGAT had a negative relationship with team creativity. In accord with the “dual‐tuning” perspective, the positive effect of PGAT on creativity was present only when team trust was low but negative group affective tone was high. We discussed the theoretical and practical implications. Copyright © 2011 John Wiley & Sons, Ltd.     

Knowledge management behavior and individual creativity: Goal orientations as antecedents and in‐group social status as moderating contingency

Creativity is an increasingly important domain of performance largely based on knowledge held and exchanged among employees. Despite the necessity of knowledge exchange, individual employees tend to experience mixed motivation caused by the inherent social dilemma of knowledge sharing. To pragmatically explain how individuals deal with this motivational dilemma, we propose an expanded framework of knowledge management behavior (KMB) that includes knowledge sharing, hiding, and manipulation. Individual choices among these KMBs may be driven by dispositional goal orientations. We also propose that the effects of KMB on creativity of employees vary depending on their social status in a work group. Our analyses based on 214 employees from 37 teams reveal that (i) learning goal orientation increases knowledge sharing and decreases knowledge manipulation; (ii) avoiding goal orientation increases knowledge sharing and manipulation; and (iii) proving goal orientation increases knowledge hiding and manipulation. Knowledge hiding is negatively related to employee creativity, particularly for employees with high social status. Knowledge manipulation is positively related to creativity, particularly for those with high social status. This study develops and validates a theoretical framework explaining the formative process and distinct outcomes of the multifaceted and strategic approaches to KMB at the individual level. Copyright © 2016 John Wiley & Sons, Ltd.     

Empowering leadership: A meta‐analytic examination of incremental contribution,mediation, and moderation

The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential boundary conditions and the incremental contribution of EL over transformational leadership and leader–member exchange. Furthermore, at the individual level, both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity. We also found evidence that leader–member exchange was a significant mediator between EL and task performance. At the team level, empowerment mediated the effects of EL on team performance, whereas knowledge sharing showed no significant indirect effect. Our results have important theoretical and practical implications and suggest some areas that require further research.     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

Behaving safely under pressure: The effects of job demands,resources, and safety climate on employee physical and psychosocial safety behavior

Introduction: Previous research has shown that employees who experience high job demands are more inclined to show unsafe behaviors in the workplace. In this paper, we examine why some employees behave safely when faced with these demands while others do not. We add to the literature by incorporating both physical and psychosocial safety climate in the job demands and resources (JD-R) model and extending it to include physical and psychosocial variants of safety behavior. Method: Using a sample of 6230 health care employees nested within 52 organizations, we examined the relationship between job demands and (a) resources, (b) safety climate, and (c) safety behavior. We conducted multilevel analyses to test our hypotheses. Results: Job demands (i.e., work pressure), job resources (i.e., job autonomy, supervisor support, and co-worker support) and safety climate (both physical and psychosocial safety climate) are directly associated with, respectively, lower and higher physical and psychosocial safety behavior. We also found some evidence that safety climate buffers the negative impact of job demands (i.e., work–family conflict and job insecurity) on safety behavior and strengthens the positive impact of job resources (i.e., co-worker support) on safety behavior. Conclusions: Regardless of whether the focus is physical or psychological safety, our results show that strengthening the safety climate within an organization can increase employees' safety behavior. Practical implication: An organization's safety climate is an optimal target of intervention to prevent and ameliorate negative physical and psychological health and safety outcomes, especially in times of uncertainty and change.     

High‐quality relationships,psychological safety,and learning from failures in work organizations

How can organizations support employees to engage in learning from failures? In this paper, we draw on the concept of high‐quality relationships to explore the relational underpinnings of learning from failures in organizations. We focus on relational coordination as a specific manifestation of high‐quality relationships and examine how the relational dimensions of relational coordination—shared goals, shared knowledge, and mutual respect—foster psychological safety and thus enable organizational members to engage in learning from failures. The results of two separate studies support our mediation model where psychological safety mediates the link between high‐quality relationships and learning from failures in organizations. Copyright © 2008 John Wiley & Sons, Ltd.     

Innovation is not enough: climates for initiative and psychological safety,process innovations,and firm performance

This paper contributes to the discussion on contingencies of process innovations by focusing on and introducing organizational‐level constructs of climate for initiative and psychological safety. We argue that process innovations, defined as deliberate and new organizational attempts to change production and service processes, need to be accompanied by climates that complement the adoption and implementation of such innovations. Our study of 47 mid‐sized German companies examines the relation between process innovations, climates for initiative and psychological safety, and firm performance. Results show that climates for initiative and psychological safety were positively related to two measures of firm performance—longitudinal change in return on assets (holding prior return on assets constant) and firm goal achievement—and moderated the relation between process innovations and firm performance. Copyright © 2003 John Wiley & Sons, Ltd.     

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

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.     

Explaining task performance and creativity from perceived organizational support theory: Which mechanisms are more important?

Perceived organizational support (POS) theory specifies three mechanisms—felt obligation, group identification, and outcome expectancy—to explain the effects of organizational support on employee work outcomes. These mechanisms have usually been examined in isolation so that it is not possible to assess their relative explanatory power. The present study aims to remedy this problem by examining the three mechanisms simultaneously using structural equation modeling. On the basis of a sample of 206 bank employees in China, we focus on two types of employee performance—task performance and creativity—as dependent variables. Drawing on self‐determination theory and characteristics of the research context, we propose that task performance is more strongly predicted by felt obligation than by the other two mechanisms, whereas identification and expectancy more strongly predict creativity than felt obligation. We conclude by discussing our contribution to POS and creativity research, and highlight some important implications of our findings. Copyright © 2012 John Wiley & Sons, Ltd.     

基于场动力理论的建筑工人人格特质、情绪与不安全行为关系研究*

为深入探讨建筑工人人格特质、情绪与不安全行为之间的作用关系,提高建筑工人安全认知能力,以293名一线建筑工人为调查对象,基于场动力理论,构建人格特质和情绪对不安全行为影响机制的理论模型,实证检验人格特质和情绪对不安全行为的预测作用以及情绪调节效应。研究结果表明:外倾性、神经质、开放性3种人格正向预测不安全行为显著;正负性情绪对不安全行为水平具有显著影响,正性情绪在外倾性-不安全行为和神经质-不安全行为间具有显著调节效应,负性情绪在责任心-不安全行为和开放性-不安全行为间具有显著调节效应。研究结果可为建筑施工企业根据工人个性化心理特征,溯源工人自身安全问题,为后续开展分类干预管理和矫正不安全行为提供理论支持。     

Masters of the long haul: Pursuing long‐term work goals

We investigate work motivation in the unstudied domain of individuals who pursue very long‐term goals. We highlight the fact that the preponderance of research findings on the psychology of work motivation is based on short‐term studies and discuss the potential relevance to long‐term motivation of literatures including long‐term thinking and time horizons, long‐term goals and goal pursuit, and self‐regulation. We adopt the qualitative research strategy of theory elaboration, with a specific intention of elaborating goal‐setting theory. Analysis of interview data from a unique sample of scientists and others pursuing goals spanning decades or more yielded a structure of psychological factors that can enhance, support, and sustain motivation for the long term. Reconciling our findings with existing goal theories, we develop an integrative model of motivating factors and self‐regulation processes underlying long‐term goal pursuit. We discuss the implications, including an expanded focus for our field on motivating people for the long run. Copyright © 2012 John Wiley & Sons, Ltd.     

机场不停航施工安全监管策略博弈分析

为了有效提高机场不停航施工的安全监管效果,减少施工人员不安全行为,结合机场不停航施工特点,充分考虑安全监管和施工人员的有限理性及心理作用,基于前景理论和心理账户理论对传统博弈价值感知矩阵进行优化,进而构建安全监管演化博弈模型并对关键因素的影响情况进行模拟仿真研究。研究结果表明：决策群体初始安全能力、低估安全事故损失、安全监管和施工成本等因素对安全施工和监管行为策略选择的影响显著。机场管理部门和施工单位可以从提高工作人员安全能力,加强安全知识宣讲、警示教育、心理疏导,努力降低监管和施工成本等方面入手,进一步完善机场不停航施工安全管理和相应监管制度,充分引导施工和监管人员从事安全生产,遵守安全管理规定。     

风险感知对非适应性应急疏散行为的影响

为研究安全风险感知对非适应性应急疏散行为的影响机制,提升应急疏散的安全性,进而保障公众生命财产安全,建立包含风险感知、心理韧性、安全氛围、群体恐慌和非适应性应急疏散行为5个变量的理论模型,采用问卷调查法研究5个变量之间的关系,应用AMOS软件搭建结构方程模型,并结合调研数据进行分析。研究结果表明：风险感知对发生突发事件后人的非适应性应急疏散行为产生主要正向作用,群体恐慌通过调节作用提高风险感知,也会对人的非适应性应急疏散行为产生相应正向影响;安全氛围和心理韧性通过风险感知的中介作用会,对人的非适应性应急疏散行为产生一定负向影响;可通过加强安全氛围建设、安全知识科普、提高现场管理人员能力等方法,减少突发事件中非适应性应急疏散行为的产生。     

心理资本对员工不安全行为的影响——基于犬儒主义的中介作用

为预防和控制新生代员工不安全行为的出现,探讨心理资本、犬儒主义与工作场所不安全行为之间的关系,并以行为实验方式检验心理资本干预的有效性。基于构建的假设理论框架,通过行为实验对心理资本开发干预在增加心理资本、减少犬儒主义和不安全行为方面的有效性进行测试。结果表明:心理资本与不安全行为负相关;犬儒主义与不安全行为正相关;心理资本与犬儒主义负相关。心理资本干预措施效果良好,能够直接减少犬儒主义,间接降低不安全行为出现概率,支持心理资本干预的有效性,多组中介模型分析支持假设提出的犬儒主义中介作用。研究结论为提升新生代员工安全管理水平,深化心理资本和犬儒主义领域的理论与实践研究提供参考和借鉴。