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1 – 10 of over 1000Zhihong Tan, Ling Yuan, Junli Wang and Qunchao Wan
This study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.
Abstract
Purpose
This study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.
Design/methodology/approach
The authors collected data from 275 Chinese employees using convenience sampling and snowball sampling across three stages. Subsequently, the authors used both hierarchical regression and bootstrap methods to test the proposed hypotheses.
Findings
The results confirmed that workplace ostracism has positive effects on employee knowledge sabotage behavior both directly and via employee anger. In addition, the authors found that employee bottom-line mentality (BLM) moderates not only the direct effect of workplace ostracism on employee anger but also the indirect effect of employee anger in this context. Employee conscientiousness moderates only the direct effect of workplace ostracism on employee anger and does not moderate the indirect effect.
Originality/value
To the best of the authors’ knowledge, this study not only explores the influence of workplace ostracism on employee knowledge sabotage behavior for the first time but also elucidates the underlying emotional mechanisms (anger) and boundary conditions (employee BLM and conscientiousness) by which workplace ostracism influences employee knowledge sabotage behavior, thus deepening the understanding of how knowledge sabotage emerges in organizations.
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Wen Zhang, Bohang Xia, Daantje Derks, Jan Luca Pletzer, Kimberley Breevaart and Xichao Zhang
Integrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB…
Abstract
Purpose
Integrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB vs flight: withdrawal) employees are more likely to adopt when they experience perceived overqualification (POQ). We further investigate anger as the underlying emotional mechanism for these relations because anger can be expressed and thus reflected in CWB, or constrained and thus reflected in withdrawal behavior. Furthermore, different stressor-attenuating strategies including relaxation during work breaks and mastery experiences at work are examined as mitigating factors of these relations.
Design/methodology/approach
Time-lagged data were collected from 176 full-time employees in China using a field survey research design.
Findings
We found that employees who experience POQ are more likely to engage in withdrawal than in CWB. Anger mediated the relations of POQ with both CWB and withdrawal. Relaxation moderated the relation between POQ and anger, as well as the indirect relations of POQ with CWB and withdrawal through anger.
Research limitations/implications
This study enhances understanding of employees’ affective and behavioral reactions to POQ. However, the survey design was not longitudinal and causality cannot be established.
Practical implications
POQ is associated with undesirable employee behaviors and should therefore be avoided by organizations. If POQ is unavoidable, organizations can use job design and offer training to foster relaxation in between tasks among employees.
Originality/value
In the framework of person-job fit theory, our study provides insight about employees’ “fight” or “flight” responses to POQ, and further illustrates the mechanism and the attenuating factors in this processes.
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Abstract
Purpose
Despite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.
Design/methodology/approach
A questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.
Findings
The results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.
Research limitations/implications
Due to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.
Originality/value
In this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.
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Nasser Shahrasbi, Mina Rohani, Mostafa Purmehdi and Ali Rajabzadeh Ghatari
This study aims to explore and empirically examine an integrative model of the customer revenge process by linking two well-established theories of self-determination theory (SDT…
Abstract
Purpose
This study aims to explore and empirically examine an integrative model of the customer revenge process by linking two well-established theories of self-determination theory (SDT) and appraisal theory.
Design/methodology/approach
A survey of 901 respondents, followed by a post-hoc survey of 712 individuals, was conducted to examine the autonomous versus controlled orientations for revenge motivation.
Findings
The results show that customers’ orientation of motivation (OM) can regulate their revenge behavior (direct versus indirect) in case of service failures. Specifically, the interaction of OM components (i.e. autonomy, relatedness and competence) can play a significant role in the relationship between revenge predictors and revenge behavior. Implications for research and practice are discussed.
Originality/value
This paper offers a novel conceptual framework to explain the moderating effects of OM on the relationship between revenge predictors and revenge behavior. This study extends the application of SDT to the context of customer anger and revenge.
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Bradley J. Olson, Satyanarayana Parayitam, Matteo Cristofaro, Yongjian Bao and Wenlong Yuan
This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its…
Abstract
Purpose
This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.
Design/methodology/approach
A double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.
Findings
The findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.
Originality/value
This study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.
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Yuanyuan Guo, Chaoyou Wang and Xiaoting Chen
This study aims to examine the relative effectiveness of functional and financial remedies in influencing customers' negative coping responses in the event of a data breach. It…
Abstract
Purpose
This study aims to examine the relative effectiveness of functional and financial remedies in influencing customers' negative coping responses in the event of a data breach. It also uncovers the different mediating roles played by customers' feelings of anger and fear in the process of data breach recovery. This study thus differs from the literature, which has primarily focused on the impact of financial compensation and apologies for service failures in face-to-face environments.
Design/methodology/approach
Two scenario-based experiments were conducted to empirically validate the model. The authors received 302 copies of the questionnaire, of which 269 were valid.
Findings
This study finds that functional remedies are more effective than financial remedies when sensitive information has been compromised, but there is no significant difference between the effectiveness of the two remedies when nonsensitive information has been compromised. In addition, functional remedies influence negative coping behaviors directly and indirectly; the indirect effect is achieved through the reduction of fear and anger. Contrary to the authors' expectation, financial remedies do not have a direct effect on negative coping behaviors; they can indirectly affect negative coping behaviors by reducing anger but do not affect negative coping behaviors by reducing fear.
Practical implications
This study provides key insights into how to manage customer reactions in the event of a data breach, suggesting the use of carefully designed recovery strategies. Companies must attend to customers' specific emotional responses to manage their negative coping behaviors.
Originality/value
This study extends the limited literature on data breach recovery actions by investigating the different effectiveness of functional and financial remedies in the event of a data breach. It also uncovers how functional and financial recovery strategies affect customers' negative coping behaviors by revealing the different mediating effects of fear and anger.
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Yaoqi Li, Jinghua Tu, Mang He and Pei Liu
This study aims to examine the effect of regional discrimination on tourists’ unethical behavior intention and the mediating role of tourist anger. Furthermore, the study examines…
Abstract
Purpose
This study aims to examine the effect of regional discrimination on tourists’ unethical behavior intention and the mediating role of tourist anger. Furthermore, the study examines whether the impact of regional discrimination on tourist anger is moderated by tourist self-efficacy.
Design/methodology/approach
Three scenario experiments were conducted to test the research hypotheses.
Findings
The results indicated an indirect effect of regional discrimination on tourists’ unethical behavior intention via tourist anger. In addition, the findings showed that tourist self-efficacy would weaken the relationship between regional discrimination and tourist anger.
Research limitations/implications
This study reveals tourists’ emotional and behavioral reactions to regional discrimination. Further research can examine the influence of regional discrimination from other theoretical lens and field experiments are encouraged.
Originality/value
This study enriches current knowledge on regional discrimination by developing an integral framework to explore tourists’ reactions toward regional discrimination.
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Limin Guo, Jinlian Luo and Ken Cheng
Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and…
Abstract
Purpose
Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.
Design/methodology/approach
Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.
Findings
The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).
Practical implications
Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.
Originality/value
First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.
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Sining Kong, Weiting Tao and Zifei Fay Chen
This study examines the interplay between media-induced emotional crisis framing (anger vs sadness) and message sidedness of crisis response on publics’ attribution of crisis…
Abstract
Purpose
This study examines the interplay between media-induced emotional crisis framing (anger vs sadness) and message sidedness of crisis response on publics’ attribution of crisis responsibility as well as subsequent company evaluation and supportive behavioral intention.
Design/methodology/approach
A 2 (emotion: anger vs sadness) x 2 (crisis response: one-sided vs two-sided) online experiment was conducted among 161 participants in the USA.
Findings
Results showed that anger-inducing media framing of the crisis elicited higher levels of crisis responsibility attribution and more negative company evaluation, compared with sadness-inducing media framing. One-sided message response was more effective than two-sided message response in lowering attribution of crisis responsibility when sadness was induced, but no difference was found under the anger-induced condition. Attribution of crisis responsibility fully mediated the effects of emotional crisis framing on company evaluation and supportive behavioral intention toward the company.
Originality/value
This study is among the first to examine the interaction effect between emotional media framing and response message sidedness in an ambiguous crisis. Drawing on the interdisciplinary theoretical frameworks, this study integrates the situational crisis communication theory, appraisal-tendency framework and message sidedness in persuasion literature. As such, it contributes to theoretical development in crisis communication and offers communication managers guidance on how to effectively address emotionally framed crises.
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Yushuai Chen, Neal M. Ashkanasy, Xin Liu, Lijun Wu and An Yang
Studies of the antecedents of daily abusive supervision have mainly focused on work stressors and family stressors, ignoring the potential importance of commuting stressors that…
Abstract
Purpose
Studies of the antecedents of daily abusive supervision have mainly focused on work stressors and family stressors, ignoring the potential importance of commuting stressors that are encountered enroute to work. Based in affective events theory, the authors propose a daily, within-person model to examine how the commuting stressors faced by supervisors affect their propensity to engage in abusive supervision behavior and the mechanisms underlying this effect.
Design/methodology/approach
Using experience-sampling methodology, the authors collected data from 49 supervisors in China who responded to two daily surveys for 10 working days.
Findings
The authors found that daily morning commuting anger mediates the link between daily morning commuting stressors and subsequent abusive supervision. The authors also found that trait-displaced aggression moderates this relationship, such that the mediating effect occurs only when supervisors' trait-displaced aggression is high rather than low.
Originality/value
This study enriches the antecedents of daily abusive supervision and extends the commuting literature to the leadership context.
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