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Despite more and more researchers recommend that time-related issues should be considered into the resilience research, temporal issue is still largely neglected in empirical domain. The purpose of this study is to introduce the concept of future temporal focus, while investigating whether and when leader resilience contributes to subordinates' level of conveyed resilience.

Survey responses from a two-source field study involving 222 supervisor–subordinate dyads were collected. Regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.

Results showed that there is no significant effect of leader resilience on subordinate resilience. However, consistent with hypotheses, leader's future temporal focus and resilience had a significant interactive effect on subordinate's resilience. That is, when leaders had higher level of future temporal focus, their resilience would be positively correlated with subordinate resilience.

The findings of the study provide important practical insights into developing relevant training and intervention programs in organizations to cultivate employee resilience. These can also be strengthened by encouraging leaders' future-oriented cognition on work-related domains and leader–member exchange relationship.

Overall, this study introduced temporal focus into resilience theory by providing evidence of its impacts on employee behaviors, and emphasized the important role of future temporal focus of leader.

This study aims to investigate the individual factors that directly and indirectly favor (or hinder) employees’ attitudes toward women in management. Two sides of psychological ownership (PO), promotion-focused and prevention-focused PO, are studied as having a direct effect on employees’ attitudes toward women in management. Past and future temporal focuses are examined as possible antecedents to the sides of PO, and as indirectly affecting employees’ attitudes toward women in management.

Survey questionnaires were collected from 230 MBA and related program students who were currently working and enrolled in one of six different universities in Ethiopia. Confirmatory factor analysis was applied to validate all measurement scales, and structural equation modeling was used to test the study hypotheses using Mplus software.

Employees with promotion-focused PO and employees with prevention-focused PO had a favorable and unfavorable attitude, respectively, toward women in management. In addition, a future temporal focus had a significant positive effect on promotion-focused PO, and a past temporal focus had a significant positive effect on prevention-focused PO. Overall, this mediation model showed that promotion-focused PO partially mediates the relationship between future temporal focus and attitudes toward equal opportunity for women managers, whereas prevention-focused PO fully mediates the negative relationship between past temporal focus and attitudes toward women in management.

This study provides new insight for organizations by showing how employees’ temporal focus explains their side of PO and how that affects their reaction toward women in management.

A new mechanism for revealing gender inequality in organizations is introduced. Moreover, the relationship between temporal focus and PO is discovered. This study is novel in providing an understanding of the antecedent to and effect of prevention-focused PO, which are largely overlooked in extant research.

The study aims to investigate the psychological mechanism that motivates consumers to pay more for a preferred brand that reflects their actual or ideal self-concept, by examining the shift in attention between consumer’s present, future, and past moments.

First, in a survey setting, the study identifies the relationship between temporal focus and self-congruence. Subsequently, we conduct three experiments to capture the effects of temporal focus on brand preference and willingness to pay (WTP). In these experiments, we manipulate consumers’ self-congruence and temporal focus.

The findings show that consumers with a present focus (distant future and distant past foci) tend to evaluate a brand more preferably when the brand serves to reflect their actual (ideal) selves. However, in the absence of present focus consumers’ WTP is more for a brand that reflects their ideal selves.

The study does not have an actual measure on consumers’ WTP; instead we use single-item measure.

This study sheds new light on branding strategy. The results suggest that authentic and aspirational branding strategies are relevant to publicly consumed products. Brand managers could incorporate consumers’ temporal focus into branding strategy that could significantly influence consumer preference and WTP for their brands.

This study expands our understanding of brand usage imagery congruity by showing that temporal focus is an important determinant of self-congruence. In this regard, this study empirically investigates the relationship of temporal focus, self-congruence, brand preference, and WTP. It further reveals that mere brand preference does not necessarily lead consumers to pay more for symbolic brands.

The purpose of this paper is to examine and gain further insight into the potential link between regulatory focus and exploration–exploitation at the individual manager level. More specifically, the authors hypothesised that temporal focus would act as a mediator in the relationship between managers’ regulatory foci and exploration–exploitation activities.

A survey was conducted with 541 managers from the USA. The model was tested using OLS regression models, followed by bootstrapped multiple-mediation analyses.

Managers’ promotion and prevention foci are associated with the extent to which they focus on the past, the present and the future, which is related to managers’ exploration and exploitation activities.

The findings rely on self-report data.

This paper examines the chronic strategic tendencies of managers with different levels of promotion and prevention focus – in particular, the timeframes they are likely to focus on and exploration–exploitation levels they are likely to engage in. In doing so, this paper provides managers a way to detect and overcome their chronic strategic shortcomings.

This paper not only examines the link between regulatory focus and exploration–exploitation at the individual level, but also provides further insights regarding the nature of this relationship. More specifically, by putting forward temporal focus as a mediator of this relationship, this study contributes to the ongoing discussion about the potential link between regulatory focus and exploration–exploitation, and poses new questions for future research.

Building on research showing the influence of temporal focus on decision-making, I argue that the propensity to invest in and support radically novel ideas depends on the degree to which the members of the evaluating audience focus on the present time. I conducted a series of experiments to study how a disposition to think more about the present shifts audience members’ evaluative responses to novelty. My findings show that audience members with a strong focus on the present are more willing to support radical than incremental ideas. I further probe the underlying cognitive process by unveiling the mediating role of idea uncertainty. Focusing on audience members’ subjective experience of time and integrating it with novelty recognition offers valuable insight into research on creativity, innovation, and, more generally, social evaluation.

This study aims to demonstrate that feelings of resentment, fueled by perceptions of injustice, underlie the formation of rivalries. Further, this study analyzes how consumers evaluate the two brands that participate in a rivalry relationship.

The research uses four experiments. Study 1 uses two conditions to test whether injustice predicts inter-personal rivalries through resentment. Study 2 uses a one-factor design with three levels (resentment vs contempt vs control) to examine the underlying mechanism of resentment on the formation of a rivalry. Study 3 analyzes the effect of brand rivalries on consumers’ brand attitudes. Study 4 uses a 2 (Temporal-focus: past vs future) × 2 (competitive relationship: resentment vs control) between-subjects experimental design, to test the moderating effects of temporal-focus on consumer brand rivalry perceptions. This experiment replicates the effects of brand rivalries on consumer brand attitudes.

Rivalries have an essential emotional component – resentment – that is fueled by injustice and leads consumers to form more favorable attitudes toward the brand that consumers perceive is treated unfairly (target brand) and more unfavorable attitudes toward the brand that is perceived to treat the other brand unfairly (the rival brand). A future-focused mindset attenuates consumer perceptions of brand rivalries, whereas a past-focused mindset enhances these effects.

Prior research has failed to identify the emotional components of rivalries and their effects on consumer choices. To the best of the authors’ knowledge, this is the first study that reveals how attitudes change when consumers are exposed to a brand rivalry.

The concept that an organization's actions or inactions constrain or enhance its future options and outcomes and – ultimately – its long-term survival, is here referred to as the organization's viability. Following a dynamic capabilities framework, we identify two communication practices that help develop both transactive memory systems and a firm's long-term viability, information allocation and collective reflexivity, and call for the development of others. We discuss the interrelationship of these two practices as nurturing the development of transactive memory systems critical for organizational long-term viability. We then discuss organizational structures that prompt or constrain the development of these two communication practices – organizational members’ perceived environmental uncertainty, perceptions of time as scarce, feedback cycles between actions and outcomes, and organizational members’ temporal focus – and offer propositions concerning these relationships. We emphasize the relevance of TMS through the exploration of three characteristics of the relationship between TMS and the long-term viability of organizations. Finally, we conclude with recommendations for organizational development practitioners for fostering TMS through the facilitation of sites for collective reflexivity.

The central focus of this chapter is the mutually constitutive relationship between time and group interaction. Groups shape individuals' experiences of time and individuals' experiences of time enable and constrain their group interactions. The chapter begins with a brief history of time in groups to situate early concerns which still shape many contemporary investigations, and then examines several theoretical perspectives as well as midrange frameworks and constructs which inform research on time and group communication. The chapter concludes with a summary and directions for future research in the area.

Public health practitioners face citizenship pressure when requested to engage in more extra-roles behaviors during the pandemic. The purpose of the study is to reveal the potential influence mechanism of citizenship pressure on the health and work outcomes of practitioners.

The authors completed a three-wave survey from a public healthcare organization during the coronavirus disease 2019 (COVID-19) delta-variant epidemic.

Results of polynomial regression and response surface showed that increased (versus decreased) and consistently high (versus low) level of citizenship pressure induced citizenship fatigue, which in turn increases negative affect/turnover intention. These negative effects of citizenship pressure are weaker among practitioners with a higher level of future focus.

Providing counseling service to health care practitioners in adopting a future time perspective of citizenship behaviors is important for public health organizations.

This study is among the earliest attempts to reveal the potential dark side of excessive request of conducting organization citizenship behavior which is more commonly seen within public health organizations in the context of pandemic.

In this paper, we investigate how digital technology disruptors and the incumbents who stand to be disrupted by them frame their arguments to transform or sustain existing institutional frameworks to enable or deter the market entry of these technologies. Using a longitudinal, comparative case analysis of three digital technologies – namely, voice over Internet protocol (VoIP), cloud antenna, and over-the-top (OTT) technologies – we explore how stakeholders use public interest frames for this purpose. We find that entrepreneurs use three specific frames to drive institutional change for the successful adoption of digital technologies in the presence of established incumbents and powerful regulators: frames that emphasize the broad public appeal of the new digital technology; frames that emphasize efficiency, democracy, and technological advancement; and frames that emphasize present as well as future benefits to the public. We find that constructing interpretations of what serves the public interest is the primary tactic used by disruptors to gain market entry, and an equally popular weapon for incumbents to block the entry of new digital technologies. These interpretations lead to a framing contest aimed at influencing regulators and obtaining a more favorable institutional environment. Our empirical findings illustrate that new digital technologies themselves are not the sole contributors to institutional change. Rather, institutional outcomes associated with the introduction of new digital technologies are shaped by how disruptors and incumbents use public interest frames and how regulators react to these frames.