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The authors advance a model theorizing how new ventures elicit citizenship behaviors to cultivate dynamic capabilities that help bolster survival in their nascent years of operations—a characteristically resource-scarce and turbulent context.

Drawing on and integrating research on citizenship behaviors with dynamic capabilities, the authors develop a theory that new ventures that are better able to evoke a combination of affiliative and challenging citizenship behaviors from their wider entrepreneurial team (i.e. internal, and external stakeholders) are more adept at mitigating the liabilities of smallness and newness. As these behaviors are spontaneous and not explicitly remunerated, new ventures become stronger at utilizing their limited resource base for remaining lean and agile. Further, key boundary conditions are theorized that the sociocultural norms the venture is embedded within serve to heighten/attenuate the degree to which entrepreneurs can effectively cultivate dynamic capabilities from their team's “extra mile” behaviors.

The propositions extend a rich body of research on citizenship behaviors into the new venture domain. As all new ventures face the challenge of overcoming liabilities of newness, models that help understand why some are more adept at overcoming this and why others fail, hold substantive practical utility.

This research is the first to unpack how citizenship behaviors manifest among an extended range of stakeholders traditionally overlooked in new venture teams research and the mechanism for how this links to venture survival.

The purpose of these studies was to investigate how the repeated use of impression management (IM) tactics is related to supervisor perceptions in newly formed supervisor-subordinate dyads.

Two studies were conducted – a lab study in which participants evaluated a confederate who performed an accounting task while using different types of IM across five trials, and a field study examining the IM tactics of new employees and their supervisors' ratings of likability and performance at two points in time.

In the lab study, the repeated use of ingratiation had an increasingly positive effect on performance ratings, whereas repeated apologies had an increasingly negative effect on evaluations of performance. The influence of IM tactics on ratings of subordinate likability did not change with repeated use. In the field study, subordinates' use of apologies and justifications was more strongly associated with supervisor evaluations of likability and performance in earlier stages of their relationship.

Employees need to be mindful that IM tactics may vary in their effectiveness depending on the timing and frequency of their use. Furthermore, supervisors should consider the initial influence that IM has on their ability to objectively evaluate new subordinates.

This research is unique in that it examined how the repeated use of both assertive (i.e. ingratiation and self-promotion) and defensive (i.e. apologies and justifications) IM tactics are related to both evaluations of likability and performance ratings at multiple points in time.

The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have regarding the spillover of the incumbent’s family domain onto the work domain.

The authors examined the data from 296 matched job incumbents and coworkers. The authors tested a structural equation model and alternative models to find the best fit and subsequently tested both direct and indirect effects.

The authors found that family-to-work conflict related to job-focused and supervisor-focused IM behaviors, and family-to-work enrichment related to self-focused, coworker-focused and supervisor-focused IM behaviors. Supervisor-focused IM served as a mediator to the job incumbent’s attitude (job satisfaction) while job-focused, self-focused and coworker-focused IM served as mediators to the job incumbent’s behavior (job performance).

The research is important in that just as employees do not “leave work at the office,” they also do not “leave family at home.” Instead, experiences in the two domains affect one another in ways that are beneficial and harmful. Understanding the role that IM plays in this process adds insight into the spillover of family onto work.

The authors extend both the work-family and IM literatures by looking at potential family domain antecedents to engaging in IM behaviors and their impact on work life.

This paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in Ghana.

A total of 479 workers took part in the study by completing either a self-reported questionnaire or an interviewer-administered questionnaire. The hotels and respondents were selected using purposive and convenience sampling techniques, respectively. IBM SPSS version 21 and partial least squares structural equation model were used to process and analyse the data.

Citizenship fatigue was found to be a negative predictor of organisational- and job-based psychological ownership. Additionally, job- and organisational-based psychological ownership were positively predicted by family management. Furthermore, family management positively moderates the relation between citizenship fatigue and organisational- and job-based psychological ownership.

This study appears to be one of the first to have investigated a model linking family management, citizenship fatigue and psychological ownership in the family hotel context.

The purpose of this paper was to identify examples of management lore currently in the organizational sciences.

The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.

Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.

A number of areas in which academic research gainsays what we believe to be an immutable fact.

This paper explores the communication of legitimacy in the annual reports of non-governmental organizations (NGOs), focusing specifically on the function of images. The visual mode of discourse and meaning construction has to date only scarcely been explored in legitimacy research, especially in the NGO context.

Distinguishing between normative, regulatory, cognitive and outcome legitimacy, the paper inquires into the kinds of legitimacy that NGOs communicate to their constituents and the claims that predominate. Turning to research on impression management, the paper explores whether and how organizations use images as symbolic mechanisms of legitimacy. Finally, the paper considers the socio-cultural implications of these legitimation strategies for beneficiary groups, donor communities and the organizations themselves.

A qualitative content analysis of images in the reports of the eight influential members of the US-based Global Emergency Response Coalition confirms the widespread presence of legitimacy claims in NGO visual communications, with normative (especially need) and output (especially implementation) categories predominating. However, these practices are potentially contradictory; measures to increase legitimacy to and of donors result in forms of beneficiary exclusion and reduction. Strategies of impression management, namely self-promotion, ingratiation and exemplification, appear to shape these NGO representative logics.

The results of this study extend prior research into legitimacy, legitimation and impression management in and beyond the non-governmental sector by differentiating among categories of legitimacy and incorporating images as the object of analysis. In this capacity, they also support and augment the emerging literature on imagery use in NGO annual reports.

The purpose of this study is to analyze the relationship between the performance orientation of employees and self‐promotion in the form of overstating one's performance. It is hypothesized that this relationship depends on task clarity and personalized responsibility.

Data were collected by means of a survey among 281 employees of two Dutch organizations, one active in water management, the other in the justice field.

As expected, a positive relationship was found between performance orientation and self‐promotion, but only when task clarity was low. Personalized responsibility appeared to reduce the strength of the relationship between performance orientation and self‐promotion, but only under conditions of low task clarity.

Inducing high levels of task clarity seems to be generally effective in reducing self‐promotion. If it is not possible to increase task clarity, personalized responsibility is a second best option to reduce self‐promotion

The focus on high performance in modern organizations tends to induce employees to promote themselves as excellent performers. Performance‐oriented employees are especially known to react in this way while they can simultaneously be assumed to refrain from any behavior that is likely to be noticed as self‐promoting. Therefore, it can be hypothesized that factors that can enhance the visibility or traceability of self‐promotion will lead to a reduction in self‐promoting impulses. In the current study, two such factors, task clarity and an employee's personalized responsibility, have been investigated.

Extant research on workplace ostracism has investigated a victimization perspective to understand ostracism at the cost of examining the perpetrator-centric view of ostracism. This study aims to draw on the self-categorization theory and the social exchange theory to investigate the harmful effects of workplace romance in cultivating workplace ostracism from the perspective of perpetrator to combat concerns for victim blaming. This study further proposes that workplace ostracism triggered by workplace romance provokes interpersonal conflict. Besides, this study investigates the moderating role of prosocial behavior in the underlying linkages.

This study uses a multisource, time-lagged research design to collect data from employees working in the service sector organizations in Pakistan. This study analyzes 367 responses using SmartPLS (v 4.0).

The findings of this study reveal that workplace romance elicits workplace ostracism, which, in turn, fosters interpersonal conflict among coworkers. In addition, this study finds that ingroup prosocial behavior strengthens the associations between workplace romance and workplace ostracism, and workplace romance and interpersonal conflict, mediated by workplace ostracism such that the associations are more potent at higher levels of ingroup prosocial behavior and vice versa.

To the best of the authors’ knowledge, this is the first study that examines workplace romance as the perpetrator-centric antecedent of workplace ostracism, and ingroup prosocial behavior in exaggerating the outgroup ostracism and interpersonal conflict.

Economists have known for some time that increases in the amounts of capital and labour cannot explain all of the growth of output (Kendrick, 1961, 1976). Schultz showed the potential importance of human resource development in explaining this residual when he made estimates of investments in education for the period 1900 to 1957. He stated that educational capital was clearly an important element in production and that it had risen at a much faster rate than reproducible non‐human wealth (Schultz, 1960, 1962).

While the positive effects of customer citizenship behavior are well established, research on its potential negative consequences is scarce. This study aims to examine the indirect relationship between customer citizenship and dysfunctional customers via customer moral credits and entitlement, as well as the moderating influence of customer citizenship fatigue.

Study 1 employed a cross-sectional design with a self-administered survey. The data were collected from 314 customers using an online research panel. In Study 2, the authors manipulated customer citizenship behavior using 203 participants to establish causality and rule out alternative explanations of the findings of Study 1. In Study 3, the authors replicated Study 2 and enhanced internal validity by using a more controlled experimental design using 128 participants.

This study shows that when customer citizenship fatigue is high, customer citizenship behavior elicits customer moral credit, which leads to customer entitlement and, in turn, promotes dysfunctional customer behavior. Conversely, when customer citizenship fatigue is low, customer citizenship behavior does not generate moral credit or entitlement, preventing dysfunctional customer behavior.

The study shows that promoting customer citizenship behavior does not always lead to positive outcomes. Therefore, when promoting customer citizenship behavior, managers should consider the psychological licensing process and ways to mitigate the influence of moral credits.

This study challenges common wisdom and investigates the dark side of customer citizenship behavior. Specifically, it demonstrates that customer citizenship behavior could backfire (e.g. dysfunctional customer behavior). It also shows that only customers who experience a high level of fatigue from their citizenship behaviors are psychologically licensed to gain moral credit, leading to dysfunctional customer behavior.