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This paper discusses how minor counterproductive workplace behavior (CWB) scripts can be acquired or learned through automated processes from one employee to another.

This research is based on insights from social information processing and automated processing.

This paper helps explain the automated learning of minor CWBs from one’s coworkers.

While some employees purposefully engage in counterproductive workplace behaviors with the intent to harm their organizations, other less overt and minor behaviors are not always carried out with harmful intent, but remain counterproductive, nonetheless. By understanding how the transfer of minor CWBs occurs, employers can strive to set policies and practices in place to help reduce these occurrences.

This paper discusses how negative workplace learning can occur. We hope to contribute to the workplace learning literature by highlighting how and why the spread of minor CWBs occurs amongst coworkers and spur future research focusing on appropriate interventions.

The purpose of this paper is to explore the relationships between workplace bullying, organizational justice dimensions and intentions to leave. The authors posit that workplace bullying is positively related to intentions to leave, and that this effect is transmitted through lower justice perceptions.

The authors surveyed 146 healthcare workers, using factor analysis and the Preacher and Hayes (2008) PROCESS macro to test their hypotheses.

The study results indicate that workplace bullying is positively associated with intentions to leave. This effect is transmitted through lower entity-based distributive justice perceptions.

The study sample was cross-sectional and collected at a single point in time. Future research should examine these relationships in a longitudinal method.

The study results suggest that when a healthcare worker experiences bullying in the workplace, they begin to perceive their organization as more unfair. These negative feelings toward their organization lead to a desire to permanently separate from the organization. These results suggest that workplace bullying has serious ramifications for turnover, and that healthcare organizations can mitigate these negative effects by increasing perceptions of organizational justice through being transparent about their decisions and the process going into this decision-making.

These findings extend existing research by empirically testing the effects of workplace bullying on intentions to leave within the healthcare industry.

This paper aims to understand the factors that influence employee organizational identification in family firms, and through identification, the willingness to engage in citizenship behaviors.

Drawing from the stewardship theory, the authors develop a model to test the relationships between family relatedness and relational identification to the family firm owner, employee-focused stewardship practices, organizational identification and organizational citizenship behaviors. The authors test the hypotheses using regression and the Preacher and Hayes PROCESS macro on a sample of 292 family firm employees.

The findings suggest that both relational identification with the family firm owner and employee-focused stewardship practices positively influence organizational identification, and that familial ties to the family firm owner can influence relationships with citizenship behaviors for non-family employees.

The authors build on existing literature to investigate how employees identify themselves within a family firm and how stewardship practices from the employee's perspective (rather than managers' or founders' perspectives) can influence organizational identification and citizenship behaviors.

The purpose of this study is to systematically examine and classify the multitude of personality traits that have emerged in the literature beyond the Big Five (Five Factor Model) since the turn of the 21st century. The authors argue that this represents a new phase of personality research that is characterized both by construct proliferation and a movement away from the Big Five and demonstrates how personality as a construct has substantially evolved in the 21st century.

The authors conducted a comprehensive, systematic review of personality research from 2000 to 2020 across 17 management and psychology journals. This search yielded 1,901 articles, of which 440 were relevant and subsequently coded for this review.

The review presented in this study uncovers 155 traits, beyond the Big Five, that have been explored, which the authors organize and analyze into 10 distinct categories. Each category comprises a definition, lists the included traits and highlights an exemplar construct. The authors also specify the significant research outcomes associated with each trait category.

This review categorizes the 155 personality traits that have emerged in the management and psychology literature that describe personality beyond the Big Five. Based on these findings, this study proposes new avenues for future research and offers insights into the future of the field as the concept of personality has shifted in the 21st century.

This conceptual paper explores how the activation of the individual-level trait grit can explain variance in successor willingness to take over leadership of the family firm.

Drawing from trait activation and situation strength theories, the authors develop a framework to examine the interactions of the two dimensions of grit (passion and perseverance) on the successor's willingness to take control of the family firm.

The authors identify how the grit dimensions would interact with the situational cues present during the succession process to predict the successor's willingness to take control of the family firm and offer testable propositions to guide future empirical work.

The authors help to address the growing need for additional microfoundational family firm research by drawing insights from organizational behavior theories and personality research and apply them to the family firm succession process.

This paper aims to apply the theoretical perspective of job embeddedness to delineate how organizations could bundle and implement specific HRD practices that cater to fit, connections and the psychological costs of leaving to influence employees’ organizational commitment.

Using a dual-study approach, the current research uses survey responses collected from two samples of working adults to test the theorized framework using structural equation modelling.

Replicated results reveal that on-the-job embeddedness predicts affective commitment. There was no association between embeddedness at the community level and organizational commitment in either study.

This research offers a fresh perspective to explore the direct influence that embeddedness has on organizational commitment in the context of HRD practices.