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Drawing on sensemaking and emotion regulation research, the purpose of this paper is to reconceptualize core contributor withdrawal (CCW) in the context of online peer-production communities (OPPCs). To explain the underlying mechanisms that make core contributors withdraw from these communities, the authors propose a process theory of contributor withdrawal called the core contributor withdrawal theory (CCWT).

To support CCWT, a typology of unmet expectations of online communities is presented, which uncovers the cognitive and emotional processing involved. To illustrate the efficacy of CCWT, a case study of the English version of Wikipedia is provided as a representative OPPC.

CCWT identifies sensemaking and emotion regulation concerning contributors’ unmet expectations as causes of CCW from OPPCs, which first lead to declined expectations, burnout and psychological withdrawal and thereby to behavioral withdrawal.

CCWT clearly identifies how and why important participation transitions, such as from core contributor to less active contributor or non-contributor, take place. By adopting process theories, CCWT provides a nuanced explanation of the cognitive and affective events that take place before core contributors withdraw from OPPCs.

CCWT highlights the challenge of online communities shifting from recruiting new contributors to preventing loss of existing contributors in the maturity stage. Additionally, by identifying the underlying cognitive and affective processes that core contributors experience in response to unexpected events, communities can develop safeguards to prevent or correct cognitions and emotions that lead to withdrawal.

CCWT provides a theoretical framework that accounts for the negative cognitions and affects that lead to core contributors’ withdrawal from online communities. It furthers the understanding of what motivates contributing to and what leads to withdrawal from OPPC.

This paper theorizes the role of shared responsibility in the development of affective group attachments, interweaving ideas from social exchange and social identity theories. The main arguments are that (1) people engaged in task interaction experience positive or negative emotions from those interactions; (2) tasks that promote more sense of shared responsibility across members lead people to attribute their individual emotions to groups or organizations; and (3) group attributions of own emotions are the basis for stronger or weaker group attachments. The paper suggests that social categorization and structural interdependence promote group attachments by producing task interactions that have positive emotional effects on those involved.

The purpose of the current research is (1) to test affective mechanisms by which a leader's work engagement predicts team performance via a follower's work engagement in a trickle-down fashion and (2) to examine the moderating role of relational identification with the leader on the trickle-down effect.

Multisource and three-wave data was collected from 404 followers working in 76 teams from a construction company in South Korea. By aggregating all study variables, a 2-2-2 level approach by using the PROCESS macro with bootstrapping (10,000 samples) in SPSS was used to test the proposed model.

The current research uses a team-level analysis to examine (1) the effect of a leader's work engagement on team performance via a follower's work engagement and (2) moderating role of relational identification via the lens of the affective processing theory (APT) and the conservation of resource (COR) theory.

Based the lens of APT and COR theory, the current research found that the contagious effect of a leader's work engagement on followers is conditional. Specifically a leader's work engagement has a positive effect on followers' work engagement only when followers have a high sense of relational identification with their leader. However, a leader's work engagement has an adverse effect on followers when followers have a low sense of relational identification.

The study aims to closely look at the phenomenon of transformational leadership and the psychological capital of followers by using affective process theory (APT). It has empirically tested the mediation of the perceived emotional labor (EL) of a leader and susceptible emotional contagion (EC) of followers when studying the effect of transformational leadership on the psychological capital (PsyCap) of followers.

The method adopted was mixed methodology. The data were collected from the 120 respondents and their perception regarding the construct as identified by previous literature was captured through a structured questionnaire. The relationships and hypotheses were tested by the structural equation modeling (SEM) model using SMART PLS. Further 20 semi-structured interviews were conducted using a qualitative approach.

The current research has empirically shown how specific aspects of transformational leadership, i.e. individual consideration perceived by followers also show high use of perceived deep acting strategy. Deep acting EL strategy is impacting positive EC and positive EC is leading to higher PsyCap of followers generating more work efficacy, hope, optimism and resilience. Mediation of positive EC between Deep acting EL and PsyCap was also observed. In qualitative studies done with the participants, major themes that emerged were transformational leadership, EL strategies, EC and PsyCap.

In times of uncertainty and stress after the post-COVID scenario, employees are facing emotional burnout due to increased work pressure and workload. Transformational leadership has become very critical to manage the PsyCap of followers by using correct EL strategies. Leaders can focus on the optimism and resilience aspect of PsyCap.

The current research has taken affective process theory (APT) as a foundation to understand the connection between transformational leadership and the PsyCap of followers. The study has specifically picked up the fourth mechanism of affective linkage as suggested by Elfenbein (2014) called emotional recognition and seen how emotions are transferred from source (leaders) to recipient (followers). The research has contributed by empirically testing the mediation of the perceived EL of leaders and the susceptible EC of followers and how they affect the PsyCap of followers.

The purpose of this conceptual paper is to develop the construct of affective commitment in business‐to‐business relationships between customers and suppliers, as well as to introduce the psychological contract as a central antecedent to affective commitment.

A review of the literature on psychological contracts and relationship marketing relating to affective relationship commitment was conducted to make a theoretical contribution in a buyer‐supplier relationship context.

By focusing on the individual and incorporating relevant mental processes, theories on affective commitment have been developed. A model and propositions concerning the impact of psychological contracts on affective relationship commitment are suggested, where the psychological contract plays a central role in mediating the effects of several antecedents to affective commitment.

By focusing on the individual's role in affective relationship commitment, this paper contrasts with much of the earlier research, which has used the firm as the unit of analysis. For practitioners, using such an approach will provide a more realistic view of the dynamics in the relationship.

This study makes two main contributions. First, it develops conceptual clarity of the affective commitment construct by putting a clear focus on the individual. Second, it proposes a model that describes the influence of several antecedents to affective commitment, suggesting a central role of psychological contracts in explaining the presence of affective commitment in business‐to‐business relationships.

In this chapter, we summarize and build on the current state of the customer mistreatment literature in an effort to further future research on this topic. First, we detail the four primary conceptualizations of customer mistreatment. Second, we present a multilevel model of customer mistreatment, which distinguishes between the unfolding processes at the individual employee level and the service encounter level. In particular, we consider the antecedents and outcomes unique to each level of analysis as well as mediators and moderators. Finally, we discuss important methodological concerns and recommendations for future research.

This chapter presents empirical evidence on the effects of attributional retraining (AR), a motivation-enhancing treatment that can offset maladaptive explanatory mind-sets arising from adverse learning experiences. The evidence shows that AR is effective for assisting college students to adapt to competitive and challenging achievement settings.

This chapter describes the characteristics of AR protocols and details three primary advances in studying AR efficacy in terms of achievement performance, psychosocial outcomes, and processes that mediate AR-performance linkages. The psychological mechanisms that underpin AR effects on motivation and performance are outlined from the perspective of Weiner’s (1974, 1986, 2012) attribution theory.

Laboratory and field studies show that AR treatments are potent interventions that have short-term and long-lasting psychosocial, motivation, and performance benefits in achievement settings. Students who participate in AR programs are better off than their no-AR counterparts not just in their cognitive and affective prospects, but they also outperform their no-AR peers in class tests, course grades, and grade-point-averages, and are more persistent in terms of course credits and graduation rates.

This paper contributes to the emerging literature on treatment interventions in achievement settings by documenting key advances in the development of AR protocols and by identifying the next steps critical to moving the literature forward. Further progress in understanding AR efficacy will rest on examining the analysis of complex attributional thinking, the mediation of AR treatment effects, and the boundary conditions that moderate AR treatment efficacy.

Purpose – We outline a theoretical model of the emergence of justice climate in groups, teams, and organizations, and in doing so integrate multiple justice perspectives (e.g., affective events, fairness heuristic, deonance, justice integration, multifoci justice, overall justice).

Approach – In this theoretical paper, we propose that justice climate is spawned at the level of the event; individuals experience discrete events and then use their emotional reactions related to these events as information in forming fairness judgments. Cognitive processes explicated in justice integration theory, fairness heuristic theory, and fairness theory also play a role. Over time, these judgments about various perpetrators – which may include the evaluation of outcomes, procedures, information, and interpersonal treatment – are aggregated to form individual-level, stable judgments regarding the fairness of exchange partners with whom employees interact (e.g., supervisors, coworkers, and customers). Through socialization and social-information processing, and influenced by organizational structure and social networks, these individual multifoci justice perceptions merge to form multifoci justice climate, which over time lead to the formation of shared cognitions of overall justice climate.

Value – The chapter proposes a temporal model of how discrete events at the individual level merge to form individuals’ multifoci justice perceptions, shared multifoci justice climate, and ultimately overall justice climate. The chapter offers multiple propositions and concludes with recommendations for empirically testing the model.

The purpose of this paper is to investigate the effect of leaders’ positive emotions on their followers’ perceptions of leaders’ effectiveness through a serial mediation mechanism that employed followers’ positive emotions and leaders’ helping behaviors as mediators.

This study is quantitative in nature. The data for it were collected from supervisors and subordinates in the restaurant and hotel industries of Pakistan. This study used a mix of convenient and purposive/judgmental sampling and the sample consisted of 400 dyads.

This study has found statistical support for all its hypotheses. In particular, the results of this study have demonstrated that followers’ emotions and leaders’ helping behaviors mediate the relationships between leaders’ positive emotions and followers’ perceptions about their leaders’ effectiveness, acting in the form of a chain.

This study has implications for organizational leaders who are in the process of implementing emotional regulation in the workplace.

This is one of the few studies that has tested a serial mediation model to examine the conditions under which leaders’ positive emotions determine their effectiveness.

The main purpose of the current research is to examine affective and cognitive mechanisms by which the trickle-down effect of work engagement from leader to follower takes place.

The current research consisted of two independent studies. In study 1, an experience sampling method was used (N = 1,321 data points from 171 participants) to test within-person effects. In study 2, the authors recruited 266 employees working in 61 teams with two data collections one month apart, to test between-team effects among variables.

In two independent studies, leaders' work engagement resulted in followers engaging in surface acting (an affective process) and developing self-efficacy (a cognitive process), which in turn resulted in followers' work engagement.

The current research provides some clarifications to the literature on work contagion of engagement by examining dual mechanisms. In particular, although previous research emphasized the negative aspects of surface acting, the current research suggests that surface acting can be potentially helpful by facilitating the contagion effect of work engagement leaders to followers. Further, this research also examines the facilitative role of self-efficacy in mediating the relationship between a leader's work engagement and followers' work engagement. Finally, the authors conducted two independent studies that used different research designs, and results were consistent across the two studies, which can provide evidence for the robustness of the results.