Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work

Emerging research evidence across multiple industries suggests that thriving at work is critically important for creating sustainable organizational performance. However, we possess little understanding of how factors across different organizational levels stimulate thriving at work. To address this gap, the current study proposes a multilevel model that simultaneously examines contextual and individual factors that facilitate thriving at work and how thriving relates to positive health and overall unit performance. Analysis of data collected from 275 employees, at multiple time periods, and their immediate supervisors, representing 94 work units, revealed that servant leadership and core self‐evaluations are 2 important contextual and individual factors that significantly relate to thriving at work. The results further indicated that thriving positively relates to positive health at the individual level, with this relationship partially mediated by affective commitment. Our results also showed that collective thriving at work positively relates to collective affective commitment, which in turn, positively relates to overall unit performance. Taken together, these findings suggest that work context and individual characteristics play significant roles in facilitating thriving at work and that thriving is an important means by which managers and their organizations can improve employees' positive health and unit performance.     

Attribution theory: An introduction to the special issue

This special issue of the Journal of Organizational Behavior was developed to further extend attribution theory and its application to the field of organizational behavior. In this introduction, we provide a brief overview of the motivation for this special issue, a concise summary of the papers included in it, a discussion about progress toward the field's goals, and suggestions for how future research can move the field forward. In doing so, we describe how applying attribution theory to studies that utilize a broad range of study designs, research contexts, and focal topics results in insights that enhance our understanding of how attributional processes predict and explain individuals' emotions and behaviors. We also provide suggestions for how to further develop attribution theory so we can more clearly describe the generalizability of relationships across a wide variety of organizational contexts.     

Thriving at work: Toward its measurement,construct validation,and theoretical refinement

Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initial support for the two‐dimensional structure of thriving. We provided evidence for the convergent and discriminant validity of thriving in relation to theoretically related constructs, such as positive and negative affects, learning and performance goal orientations, proactive personality, and core self‐evaluations. In Study 2, across two different samples, we further assessed construct validity by establishing a relationship between thriving and career development initiative, burnout, health, and individual job performance, explaining significant variance beyond traditional attitudinal predictors, such as job satisfaction and organizational commitment. Finally, in Study 3, we focused on understanding the contextual embeddedness of thriving. We found differences in reports of thriving across two points in time, when substantial changes are occurring in peoples' work lives and across contexts (i.e., work and non‐work). Implications for theory and practice, as well as directions for future research, are discussed. Copyright © 2011 John Wiley & Sons, Ltd.     

The dyadic level of conceptualization and analysis: A missing link in multilevel OB research?

Despite burgeoning multilevel research in organizational behavior over the past two decades, our understanding of dyadic relationships at work remains underdeveloped. Focusing on leader–member exchange, we discuss conceptual and methodological challenges that have hampered research at this level and illustrate how and why such analysis might provide new insights. Copyright © 2015 John Wiley & Sons, Ltd.     

An examination of shared leadership configurations and their effectiveness in teams

A key challenge in the shared leadership literature has been a limited understanding of how multiple leadership activities are shared across team members and roles. We address this issue by conceptualizing and operationalizing shared leadership using both its content (i.e., what leadership roles are shared) and distribution (i.e., how leadership is shared across members and roles). In an exploratory study comprised of 129 work teams, we use latent profile analysis (LPA) to identify multiple shared leadership configurations that vary in the extent of sharing. Our second study of 103 MBA teams supports these findings and further (a) considers what shared leadership configurations have the greatest influence on team effectiveness, (b) examines the mediating role of teamwork processes, and (c) investigates the moderating role of temporal dispersion. We advance current research by demonstrating that shared leadership typically manifests in collective (i.e., members share all leadership roles) and distributed configurations (i.e., members hold one leadership role while other members hold other leadership roles), which has implications for team processes and effectiveness. Specifically, we show that collective configurations have higher team effectiveness (compared to distributed configurations) owing to improved teamwork processes and observe that these effects are more pronounced when temporal dispersion is high.     

Double-conscious professional self-expression of racial minority scientists-in-training

Double-consciousness pervades the workplace experiences of minority professionals. Prior research captures various manifestations of double-consciousness in the workplace, yet much of what we know comes from understanding the experiences of minority professionals in predominantly White workplaces. Inherent in conceptions of double-consciousness is the sense of twoness in one's self concept that arises from seeing oneself through the eyes of both the predominantly White profession and one's own racial community. In this study, we examine contrasts as well as commonalities in experiences of double-consciousness across different social contexts in the socialization of minority scientists-in-training. We draw from qualitative data collected from 64 individuals (including 39 underrepresented minority doctoral students, and 25 faculty, staff, and administrators) in science, technology, engineering, and mathematics (STEM) doctoral programs in both predominantly White and historically Black institutions to examine and compare the factors across different contexts that influence how minority scientists-in-training are able to express their emerging professional identity. Our findings reveal how minority scientists-in-training experience twoness as both a struggle and a strength, and we develop an inductive model of how different socializations influence the double-conscious professional self-expressions of minority scientists in training.     

On the subjective experience and correlates of downtime at work: A mixed‐method examination

In the current paper, we studied downtime at work. Downtime represents a unique aspect of work time, as employees have low workload and more discretion about their activities but are still paid to be at work. Despite its prevalence and potentially significant implications for productivity and well‐being, the experience of downtime has not been a focus in the literature. To study this phenomenon, we first used a qualitative method involving 15 focus groups. Results from 95 employees showed that downtime is distinct from formal breaks and withdrawal behavior and is generally a negative subjective experience. Categories of antecedents of experience and downtime activities were classified. Next, to further explore the phenomenon, and based on Study 1 and relevant literature, we proposed several hypotheses and tested them using an experience sampling method. Results from 86 employees (across 5 workdays and 689 data points) indicated that the amount of downtime was negatively related to day level job satisfaction, job performance, and subjective health. The duration of relaxation activities during downtime mitigated the negative effects of downtime on fatigue. The effects of enjoyment level of the activities, job autonomy, work engagement, and boredom proneness were also examined. Implications, limitations, and future research are discussed.     

How does it feel and how does it look? The role of employee motivation in organizational learning type

Employees' work outcomes vary as a function of their focus on exploring new possibilities versus exploiting current opportunities. But what determines how employees divide their attention between these contrasting work behaviors? Drawing on studies on work motivation and employees' impression management concerns, we examine how intrinsic work motivation and self‐enhancement motivation relate to the exploration–exploitation balance and how environmental dynamism moderates these relationships. Based on the analyses of a sample of 638 employees in 34 organizations in Finland, we find that intrinsic work motivation is positively associated with employees' focus on exploration relative to exploitation. By contrast, self‐enhancement motivation negatively associates with exploration relative to exploitation, but this relationship is nonlinear, such that as self‐enhancement motivation increases, its positive association with exploitation diminishes. The findings also show that the hypothesized nonlinear relationship between self‐enhancement motivation and exploration is particularly pronounced in stable business environments. Our findings contribute to organizational learning research and provide a new theoretical perspective on pursuing exploration and exploitation in organizations.     

Applying models of employee identity management across cultures: Christianity in the USA and South Korea

Identity management refers to the decisions individuals make about how they present their social identities to others. We examined cross‐cultural differences in distancing and affirming identity management strategies of Christian‐identified employees utilizing samples from the USA and South Korea. Religious centrality, risks of disclosure, pressure to assimilate to organizational norms, and nation were key antecedents of chosen identity management strategies. Risks of disclosure and pressure to assimilate related to more distancing and less affirming strategies when religious centrality was low, but nation served as a boundary condition for the moderating effects of religious centrality. Distancing strategies related to negative outcomes regardless of religious centrality, but affirming strategies only related to positive outcomes when religious centrality was low. We discuss how this work contributes to theoretical and practical understanding of identity management in the workplace and across cultures. Copyright © 2014 John Wiley & Sons, Ltd.     

Hardworking coworkers: A multilevel cross‐national look at group work hours and work–family conflict

This study investigates the relationship between coworker work hours and perceived work‐to‐family conflict (WFC) in a multinational sample of professional service employees. Building on recent research on the ways in which workgroups influence individual WFC, we demonstrate that the average hours worked by coworkers has a significant relationship to reported WFC independent of an employee's own work hours. Although this finding is universal across the multinational sample, national cultural differences were found to moderate the relationship, such that employees in more collectivist countries are more strongly influenced by average coworker hours than their counterparts in less collectivist countries. The multilevel analysis was conducted using a sample of 7,600 professional service employees in 497 different workgroups across 20 countries. The results provide support for the effect of culture on the relationship between group average hours and perceptions of WFC. We conclude with a discussion of how national culture affects WFC.     

Subjective theories of organizing and learning from events

The present paper outlines potential shortcomings of analyzing events in high hazard systems. We argue that the efficiency of organizational learning within high hazard systems is at least partially undermined by the subjective theories of organizing held by their members. These subjective theories basically reflect an “engineering” understanding of “how a system and its components perform”, and are assumed to involve (social-) psychological blind spots when applied to the analysis of events. More specifically, we argue that they neglect individual motives and goals that critically drive work performance and social interactions in high hazard systems. First, we focus on the process of identifying the causes of failed organizing within the course of an event analysis. Our analysis reveals a mismatch between the basic functional assumptions of the event analyst on the motives of social actors involved in an event and on the other hand, the perspective held by the social actors themselves. Second, we discuss the process of correcting failed social system performance after events. Thereby we draw on blind spots that emerge from the direct application of technical safety principles (i.e., standardization and redundancy) to the organization of social systems. Finally, we propose some future research strategies for developing event analysis methods which are aimed at improving an organization’s learning potential.     

On risk governance deficits

The International Risk Governance Council (IRGC) has recently presented a report comprising an analysis and illustration of the most common deficits in risk governance. The work covers issues related to both assessments and management of risk. In this paper we take a closer look into this report. We acknowledge the work as an important contribution to the risk governance field, how risk decision-makers and practitioners in government and industry can improve the risk governance, but we also point to some weaknesses in the analysis, which are critical for the understanding and use of the IRGC document. Most of these relate to the understanding of fundamental ideas and phenomena, in particular risk and uncertainty. The rationale for several defined deficits is questioned, including “missing, ignoring or exaggerating early signals of risk” and “failure of managers to respond and take action when risk assessors have determined from early signals that a risk is emerging”. Simple examples are used to illustrate the problems and show how they can be rectified.     

Memento Mori: The development and validation of the Death Reflection Scale

Despite its potential for advancing organizational behavior (OB) research, the topic of death awareness has been vastly understudied. Moreover, research on death awareness has predominantly focused on the anxiety‐provoking aspect of death‐related cognitions, thus overlooking the positive aspect of death awareness, death reflection. This gap is exacerbated by the lack of a valid research instrument to measure death reflection. To address this issue, we offer a systematic conceptualization of death reflection, develop the Death Reflection Scale, and assess its psychometric properties across four studies. Further, using a sample of 268 firefighters, we examine whether death reflection buffers the detrimental impact of mortality cues at work on employee well‐being and safety performance. Results provide strong support for the psychometric properties of the Death Reflection Scale. Further, moderation analysis indicates death reflection weakens the negative effect of mortality cues on firefighters' safety performance. Overall, these findings suggest the newly developed Death Reflection Scale will prove useful in future research on death‐related cognitions.     

Societal individualism–collectivism and uncertainty avoidance as cultural moderators of relationships between job resources and strain

The job demands–resources model is a dominant theoretical framework that describes the influence of job demands and job resources on employee strain. Recent research has highlighted that the effects of job demands on strain vary across cultures, but similar work has not explored whether this is true for job resources. Given that societal characteristics can influence individuals' cognitive structures and, to a lesser extent, values in a culture, we address this gap in the literature and argue that individuals' strain in reaction to job resources may differ across cultures. Specifically, we theorize that the societal cultural dimensions of individualism–collectivism and uncertainty avoidance shape individual‐level job resource–strain relationships, as they dictate which types of resources (i.e., individual vs. group preference‐oriented and uncertainty‐reducing vs. not) are more likely to be valued, used, or effective in combating strain within a culture. Results revealed that societal individualism–collectivism and uncertainty avoidance independently moderated the relationships between certain job resources (i.e., job control, participation in decision making, and clear goals and performance feedback) and strain (i.e., job satisfaction and turnover intentions). This study expands our understanding of the cross‐cultural specificity versus generalizability of the job demands–resources model.     

The place and role of (moral) anger in organizational behavior studies

The aim of this article is to conceptually delineate moral anger from other related constructs. Drawing upon social functional accounts of anger, we contend that distilling the finer nuances of morally motivated anger and its expression can increase the precision with which we examine prosocial forms of anger (e.g., redressing injustice), in general, and moral anger, in particular. Without this differentiation, we assert that (i) moral anger remains theoretically elusive, (ii) that this thwarts our ability to methodologically capture the unique variance moral anger can explain in important work outcomes, and that (iii) this can promote ill‐informed organizational policies and practice. We offer a four‐factor definition of moral anger and demonstrate the utility of this characterization as a distinct construct with application for workplace phenomena such as, but not limited to, whistle‐blowing. Next, we outline a future research agenda, including how to operationalize the construct and address issues of construct, discriminant, and convergent validity. Finally, we argue for greater appreciation of anger's prosocial functions and concomitant understanding that many anger displays can be justified and lack harmful intent. If allowed and addressed with interest and concern, these emotional displays can lead to improved organizational practice. © 2015 The Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.     

The need to consider time,level, and trends: A turnover perspective

We focus on the contributions to research generated by considering attitudes and behaviors as dynamic over time and across different levels. Using turnover research as an example, we demonstrate how a past, present, and future focus, across levels, may enhance both theory and methodology. Copyright © 2013 John Wiley & Sons, Ltd.     

The allocation of prestigious positions in organizational science: accumulative advantage,sponsored mobility,and contest mobility

More than 200 freshly minted doctoral graduates enter the field of organization science every year. A non‐trivial number of existing faculty members move from one university to another every year, while other organization science faculty leave academia to enter retirement, consulting, or industry. Despite the importance of this large, complex system of entries and exits, few attempts have been made to explicitly understand how the system works. Drawing upon sociology of science and careers research, we studied the underlying form of the position allocation system by focusing on the relative importance of research success and prior affiliations as antecedents of movement and stability across positions. We used three theoretical models: accumulative advantage, sponsored mobility, and contest mobility. Tracking hundreds of faculty members for 16 years post doctorate, we find a downward cascading of affiliation prestige over time that affects people more dramatically and quickly than we expected, especially women. Accumulative advantage, the most predictive of our models, does help to maintain relative but not absolute prestige, at least until its effects wane in later years of the career. These findings are relevant to scholars interested in the sociology of science, organization scholars interested in the underlying dynamics of their discipline, and individuals making career choices. Copyright © 2005 John Wiley & Sons, Ltd.     

Different motivations for knowledge sharing and hiding: The role of motivating work design

Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self‐determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge‐intensive organization, we asked knowledge workers, using time‐lagged designs, about perceptions of work design, motivation to share knowledge, and self‐reported knowledge sharing and hiding behaviors. Results, largely replicated across both samples, indicated that cognitive job demands and job autonomy were positively related to future reports of knowledge‐sharing frequency and usefulness via autonomous motivation to share knowledge. Unexpectedly, task interdependence was positively related to the three forms of knowledge hiding (evasive and rationalized hiding, and playing dumb) via external regulation to share knowledge. Implications for the design of jobs that motivate knowledge sharing and demotivate knowledge hiding are discussed.     

A theoretical integration of leader emergence and leadership effectiveness: Over,under, and congruent emergence

There is a long and rich history of research on the concept of leader emergence. Much of this research positions leader emergence alongside leadership effectiveness as an epiphenomenal criterion in leadership research. Although this view has enhanced our understanding of factors that influence leader emergence and leadership effectiveness individually, our understanding of the potential alignment or misalignment of these concepts remains opaque. Following from this, we are left with unanswered questions concerning how, why, and under what conditions do the right or wrong leaders emerge or fail to emerge. Theory that develops insights into these questions is needed to advance our understanding of leadership and to cope with challenges of identifying and developing effective leaders and maximizing leadership potential in organizations. By integrating theories of leader emergence and leadership effectiveness—and considering their implications jointly—we provide a conceptual basis for identifying and understanding a more complete range of leader emergence than has been suggested in the literature. Importantly, our theoretical frame explains how our leader emergence types—over-emergence, under-emergence, congruent emergence, and congruent non-emergence—are differentially associated with a common set of factors. In doing so, we illuminate tradeoffs that might accompany different interventions intended to enhance leadership in organizations.