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The purpose of this paper is to explore the curvilinear relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding by using the conservation of resources theory. In addition, the paper predicts one possible situational context (political skill) that may influence employees’ reaction to ostracism.

Using a two-wave research design, the authors collected data from 240 samples in a Chinese diversified company. Hierarchical regression models were used to test the hypotheses.

The authors found that the relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding was U-shaped. Moreover, political skill moderated the linkage between workplace ostracism and knowledge hoarding such that the U-shaped association was stronger for people higher, rather than lower, in political skill.

By exploring a curvilinear relationship between ostracism and knowledge hoarding, the study enriches the knowledge hoarding literature by adding a substantive predictor of knowledge hoarding. The findings can also extend the workplace ostracism literature by providing a new conceptual analysis of interpreting the inconsistent findings involving the influence of workplace ostracism. Moreover, identifying political skill as a moderator can gain a better understanding of when and why an ostracized employee’s knowledge hoarding behavior can be less likely.

This paper aims to investigate a new predictor of knowledge hiding, namely, employee perceptions of corporate hypocrisy (PCH). Based on the social cognitive theory, this study constructs a moderated mediation model linking PCH and knowledge hiding. The theoretical model concentrates on the mediating role of moral identity and the moderating role of organization-based self-esteem (OBSE).

Two studies with different samples and designs were used. In Study 1, the experimental method explored whether PCH could elicit knowledge hiding under the condition of OBSE (H1 and H4). Study 2, an empirical method with three stages, tested the full mediated moderation model by adding to the mediating role of moral identity (H1–H4).

The results showed: PCH was positively related to knowledge hiding, moral identity mediated the influence of PCH on knowledge hiding and OBSE not only moderated the relationship between PCH and moral identity but also moderated the indirect effect of PCH on knowledge hiding (via moral identity). The present research sheds valuable light on the processes (how) and contingencies (when) whereby PCH affects knowledge hiding for the first time, thus extending prior research and encouraging further explorations on the topic of PCH and knowledge hiding. It informs practitioners that taking measures to decrease corporate hypocrisy plays a vital role in preventing workers from hiding knowledge.

The study’s distinctive contribution is to examine the mediating effect of moral identity and the moderating role of OBSE on the relationship between corporate hypocrisy and knowledge hiding, which through the lens of social cognitive theory. Thus, it furthers a deeper understanding of knowledge hiding and helps the organization understand the dynamics of knowledge management, such as prohibiting employee counterproductive behaviors in the workplace.

Based on social exchange theory and research on proactive personality, this study aims to explore the relationship between abusive supervision and unethical pro-organizational behavior (UPB), taking proactive personality as a boundary condition.

This study conducted a two-wave questionnaire survey and used data from 353 Chinese employees of a diversified company to test the research hypotheses.

The relationship between abusive supervision and UPB varied with proactive personality. Specifically, abusive supervision had an inverted U-shaped effect on UPB when proactive personality was high, while abusive supervision was negatively related to UPB when proactive personality was low.

More research are encouraged to replicate our study in different cultural contexts. Besides, future research can gather data from dyads (e.g. supervisor–subordinate dyad and coworker–subordinate dyad) so as to increase the objectivity and validity of the data.

Managers should reduce abusive supervision and elevate proactive employees' moral awareness.

This study hopes that the authors’ findings will help practitioners to devote greater attention to managing proactive personality, abusive supervision and UPB in the organization.

First, this study enriches the abusive supervision literature by identifying UPB as a consequence of abusive supervision. Second, this study provides a better understanding of the coping tactics used to combat abusive supervision. Third, this study uncovers a dark side of proactive personality by verifying the moderating effect of proactive personality.

Drawing on the conservation of resources (COR) theory, this study aims to examine the influence of abusive supervision on hospitality employees’ helping behaviors, especially, the joint moderating effects of proactive personality and ability to manage resources (i.e. RMA) in the hypothesized relationship.

Using a two-phase design, this study gathered data from 353 employees of ten hotels located in China. To test the hypotheses, the study conducted a series of hierarchical multiple regression analyses.

Findings demonstrated that abusive supervision was negatively related to hotel employees’ helping behaviors. Moreover, both proactive personality and RMA jointly moderated the abusive supervision–helping behavior relationship. Specifically, when both proactive personality and RMA had high degrees, the abusive supervision–employees’ helping behaviors linkage was weakest. Conversely, the strongest impact of abusive supervision on employees’ helping behaviors occurred when both proactive personality and RMA were low.

Hotel managers should reduce mistreatment and cultivate employees’ both proactive personality and RMA, to inhibit the decline of helping behavior resulting from abusive supervision.

First, the current study provides a novel theoretical underpinning of the COR theory to explain the abusive supervision–helping behavior association, particularly in the hospitality context. Second, this study contributes to the boundary effects of abusive supervision on helping behavior by investigating the moderating roles of individual differences (i.e. proactive personality and RMA).

The purpose of this paper is to describe family‐friendly policies at Shanghai Shuozhi Management Consulting Co. Ltd.

The paper examines the background to the policies, the form they take and some of the results they achieve.

The paper reports the role of stable monthly pay and perks; family‐supportive supervisors; family‐friendly colleagues; professional‐development programs; child‐related support programs; and physical health and psychological well being programs at Shanghai Shuozhi Management Consulting.

The view is advanced that organizations and employees in China who want to have a work‐family benefits workplace should adopt the strategies mentioned in this paper. The paper situates family‐friendly policies at Shanghai Shuozhi Management Consulting in the context of Chinese society as a whole.

The paper considers some of the similarities and differences between work‐life balance policies at Shanghai Shuozhi Management Consulting and those in the west.

This paper aims to describe how Shanghai Shuozhi Management Consulting tightly integrates its human resource management (HRM) with the overall strategy of the business.

The paper explains the reasons for such close integration and the benefits it brings.

The paper details the impact of such close integration on recruitment, training and organizational performance.

The paper reveals that Shanghai Shuozhi Management Consulting displays eight of Thomas Garavan's nine characteristics of strategic human resource management.

The paper highlights the ways in which Shanghai Shuozhi taps into the wealth of knowledge available at the organizational and human resource research center at Tongji University, Shanghai.

The paper reveals how strategic HRM operates in a Chinese context.

This paper aims to describe the human resource (HR) policies that help employees at stamped and forged components manufacturer Peaksafe Industries (Shanghai) Ltd to feel a greater sense of job security.

The paper sites the case study in the context of HR research into employment status and job security.

The paper reports how employment security and equality in the workplace can help employees to respond better to the organization and, through this, can improve organizational performance.

The paper explains how staff selection, training and career development at Peaksafe combine to provide employees with a sense of meaning to their work and commitment to the firm.

The paper reveals how supportive HR policies can bolster individual feelings of self‐worth, which can make people more effective members of society as a whole.

The paper highlights some key differences between HR policies in China and those in the West.

This study aims to examine the effect of relative leader-member exchange (RLMX) on employee voice by developing a moderated mediation model. The model focuses on the mediating role of affective commitment underpinning the relationship between RLMX and employee voice, and the moderating role of Chinese traditionality in influencing the mediation.

We tested the model with data from 358 supervisor-subordinate dyads in a large Chinese company. Employees and their immediate supervisors provided data on separate questionnaires and on different occasions. And then, we used an identification number to match each employee questionnaire with the response of his/her immediate supervisor.

Results indicated that affective commitment fully mediated the positive relationship between RLMX and employee voice, even after controlling for personal leader-member exchange (LMX) quality. We also found that Chinese traditionality moderated the mediated relationship between RLMX and employee voice via affective commitment, such that the mediation was stronger for people lower, rather than higher, in Chinese traditionality.

Testing the moderated mediation model helps to advance our theoretical understanding of the psychological mechanisms that underlie the effect of RLMX on employees’ behaviour.

This empirical study provides preliminary evidence of the mediating role of affective commitment in the positive relationship between RLMX and employee voice. Our moderated mediation model also extends the existing finding by adding substantive moderators (Chinese traditionality) to explain how the effect of RLMX on employees’ behaviours unfolds.

The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation.

The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity.

Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median.

Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity.

This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

The purpose of this paper is to examine the effect of compulsory citizenship behavior (CCB) on employees' attitudes and behaviors in the context of Chinese organizations, especially the mediating role of psychological contract violation and the moderating role of Chinese traditionality.

The study sample comprised matched surveys from 450 supervisor‐subordinate dyads in the People's Republic of China. The subordinates completed measures of CCB, psychological contract violation, organizational commitment and Chinese traditionality. The supervisors were asked to rate subordinates' task performance and contextual performance.

Results reveal that: CCB measurement tool of Western is also suitable for the situation in China; CCB has negative impact on contextual performance and organizational commitment, but it has no significant relationship with task performance; psychological contract violation has an partial mediation role between CCB and employees' contextual performance; Chinese traditionality has obvious function of adjusting the relationship between CCB and employees' contextual performance. For the employees with low level of Chinese traditionality, it was found that the relationship between CCB and employees' contextual performance was significantly related with each other, whilst for the employees with high level of Chinese traditionality, the relationship was not significant.

This empirical study provides preliminary evidence of the mediation effect of psychological contract violation and the moderating effect of Chinese traditionality in the relationship between CCB and employees' attitudes and behaviors. Additionally, the findings highlight the necessity of study on CCB in the context of China to help advance our theoretical understanding of the mechanisms that underlie the effect of CCB on employees' attitudes and behaviors.