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Researchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap.

Based on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes.

Supportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.”

This study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.

This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their diminished promotability, while also considering the moderating role of employees’ harmony motives in this process.

The research hypotheses are tested with multisource, three-round data collected among employees and their supervisors.

Employees’ beliefs about self-serving organizational decision-making increase their propensity to hide knowledge, which, in turn, diminishes their promotability. This intermediate role of knowledge hiding is more prominent when their disintegration avoidance motive is strong but less prominent when their harmony enhancement motive is strong.

A refusal to share knowledge with organizational colleagues, as a covert response to POP, can create a negative cycle for employees. They are frustrated with decision-making practices that are predicated on favoritism, but by choosing seemingly subtle ways to respond, they compromise their own promotion prospects. To avoid this escalation, employees should adopt an active instead of passive approach toward maintaining harmony in their work relationships.

This research contributes to extant research by detailing a hitherto overlooked reason that employees’ frustrations with dysfunctional politics may escalate into an enhanced probability to miss out on promotion opportunities. They respond to this situation by engaging in knowledge hiding. As an additional contribution, this study details how the likelihood of this response depends on employees’ harmony motives.

The purpose of this paper is to investigate the mechanism through which stressors influence job crafting. Based on regulatory focus theory, this study explores the mediating role of work regulatory focus between the challenge-hindrance stressors and approach-avoidance job crafting and the moderating role of trait regulatory focus.

The authors collected survey data in a northwestern city of China from 578 employees working in the finance, real estate and IT industries. Results were analyzed using Mplus 7.

The results reveal that challenge stressors have a positive effect on both approach job crafting (i.e. increasing structural job resources, increasing social job resources and increasing challenging job demands) and avoidance job crafting (i.e. decreasing hindering job demands) via work promotion focus. On the other hand, hindrance stressors have a positive effect on only avoidance job crafting via work prevention focus. In addition, trait promotion focus accentuates the influence of challenge-hindrance stressors on work regulatory focus, as well as the indirect effect of challenge-hindrance stressors on approach-avoidance job crafting respectively. Trait prevention focus only weakens the influence of challenge stressors on work promotion focus.

This study unfolds how stressors relate to job crafting. However, the cross-sectional design may limit the causal inferences.

This study provides new insight into the relationship between stressors and job crafting by explicating the motivational mechanism and boundary conditions.

This study examines whether employees' perceptions of intraorganizational competition, defined as beliefs that the organization evaluates their performance in comparison with others, result in lower supervisor ratings of their conscientiousness if the employees, particularly those with proactive personalities, respond to the resource-draining, competitive work situation with knowledge hiding behavior.

Multisource data were collected from employees and supervisors in different industries at three points in time. The research hypotheses were tested with hierarchical multiple regression analysis, in combination with PROCESS macro-based bootstrapping, to assess mediation and moderated mediation.

Beliefs about highly competitive organizational climates are counterproductive, in that they lead employees to conceal knowledge intentionally from other organizational members. This mediating role of knowledge concealment is particularly prominent among employees with a strong desire to take the initiative to protect themselves against the hardships created by a climate of internal competition.

The research design does not allow for formal tests of causality.

For human resource managers, this research pinpoints self-protective knowledge hiding as a key, detrimental mechanism. It imposes dual harms: employees feel threatened by the strict performance-oriented climate, and their defensive reactions make them appear less conscientious to supervisors. This downward spiral is particularly likely to initiate among employees who exhibit a disposition toward action.

This research investigates novel connections between specific organizational elements and outcomes, by specifying why and when employees' beliefs about performance-oriented organizational climates might backfire, due to their negative behavioral responses, such as purposeful knowledge hiding.

The authors explain the conditions under which positive personality traits and work environment factors either interact synergistically or yield diminishing-gains when creative individuals are in a supportive working environment.

Data were obtained using a time-lagged design. The final sample includes 350 researchers from 64 scientific research teams.

The results indicate that the need for cognition is positively associated with individual creativity. Furthermore, this study suggests that perceived organizational support for creativity can complement an individual's need for cognition when it comes to individual creativity. This indicates a synergistic pattern. On the other hand, psychological safety can substitute for an individual's need for cognition when influencing individual creativity. Thus, a diminishing-gains pattern also exists.

The results suggest that when individuals are stuck in environments of low psychological safety, yet perceive higher levels of organizational support for creativity, their levels of creativity can be boosted.

This study is among one of the first to explore a supportive context's complementary or substitution effect on positive personality traits by demonstrating the complementary effect of perceived organizational support for creativity and the substitution effect of psychological safety. This study validates the positive effect of the need for cognition on creativity. This study also enriches the psychological safety literature by showing that psychological safety is not always necessary for individuals with a high need for cognition.

Organizations use enterprise social media (ESM) platforms to operate, function, and develop. However, the effectiveness of the use of ESM is inconclusive. This study aims to explore the mechanism and boundary conditions of the relationship between employee ESM use and job performance.

This study uses a 2-wave survey design, with a final sample of 481 employees from a large automobile company.

The results indicate that ESM use is beneficial and detrimental to job performance. On the one hand, ESM use is positively related to work overload, decreasing job performance. On the other hand, ESM use is positively associated with informational support, increasing job performance. A mediation test revealed that both work overload and informational support mediate the relationship between ESM use and job performance. Furthermore, job autonomy weakens the positive relationship between ESM use and work overload, but strengthens the positive relationship between ESM use and informational support.

This study provides a more balanced view of how ESM use influences job performance by demonstrating the opposing mediating roles of work overload and informational support. Further, this study fills a research gap by considering job characteristics when examining the boundary conditions of ESM use. Third, this study validates the generalization of the job demands-resources model in social media research.

China after 1949, especially since entering the 21st century, significant progress has been made in leadership research under Chinese context. However, so far there has been no systematic review and prospect of China's leadership research in the past 70 years. Therefore, with the help of scientific visualization software Citespace, this paper analyzes the research papers on leadership in the context of China from the top international journals of management science and applied psychology (1949–2018), supplemented and verified the previous research conclusions based on qualitative review, and quantitatively demonstrated the research evolution of leadership field.

Using a scientific visualization tool CiteSpace and 145 international leadership works, which were published in 64 top international journals and collected from the Web of Science database, and 852 domestic works which were published in 28 top domestic journals and collected from the CNKI database from 1949 to 2018, we draws keyword co-occurrence knowledge graph and keyword strategy map to visualize the landscape and evolution of leadership research and analyze the hot topics and research trends in the field of leadership.

The research found that: (1) Before 2002, there were only 7 articles published in 64 international top journal, mainly focusing on Western leadership theories such as transformational, cross-cultural comparison and the adaptability in Chinese context; (2) From 2003 to 2012, scholars had begun to introduce mainstream quantitative research paradigm in international academic community; (3) From 2013 to 2018, researches tended to be synchronized, with 461 and 99 papers published respectively. How emerging leaderships (such as ethical leadership) affect on various emerging outcome variables (such as creativity, voice behavior, unethical pro-organizational behavior etc.) is hot topic for future research.

Different from the previous qualitative reviews on organizational culture research, this paper, for the first time, uses bibliometric research methods to systematically analyze the evolution path of leadership research during the 70 years of China(1949–2018, and puts forward the future research prospects.