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This study aims to investigate the effect of perceived insider status to employees' innovative behavior, the mediating role of knowledge sharing and the moderating role of organizational innovation climate in the relationship between knowledge sharing and employees' innovative behavior.

This study adopted questionnaires to gather data. The sample of 341 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicate that perceived insider status is positively related to employees' innovative behavior and knowledge sharing mediates the relationship between perceived insider status and employees' innovative behavior. In addition, organizational innovation climate enhances the relationship of knowledge sharing and employees' innovative behavior.

This study builds a system from psychological aspect to behavior, which includes the mechanism of the influence of perceived insider status on employees' innovative behavior and a cross-level analysis of the influence of organizational innovation climate on employees' innovative behavior, breaking through the previous research paradigm of a single level of climate and employee behavior.

Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a job-related antecedent, job autonomy. Drawing on role identity theory and situational strength theory, the purpose of this paper is to propose that job autonomy relates to workplace loneliness via perceived insider status, a process moderated by perceived clan culture.

A two-wave survey served to collect data from 430 knowledge workers in 17 enterprises from several major cities in Eastern China.

Job autonomy relates to workplace loneliness via the mediation of perceived insider status. Specifically, job autonomy impacts positively on perceived insider status, which further reduces workplace loneliness. Besides, the relationship between perceived insider status and workplace loneliness is conditional on perceived clan culture – perceived insider status decreases workplace loneliness more effectively in the case of higher perceived clan culture. Furthermore, perceived clan culture moderates the mediating effect of perceived insider status.

This paper is among the few attempts to offer a comprehensive framework in which job and organizational characteristics combine to explain workplace loneliness. Moreover, the findings illustrate that perceived insider status and perceived clan culture complement each other in alleviating workplace loneliness.

The purpose of this case study is to test a moderated mediation model linking employees' perceived HRM practices to organizational citizenship behaviours (OCB) with perceived insider status as the mediator and emotional exhaustion as the moderator in a Chinese high-tech organization.

A sample of 417 Chinese employees were recruited from a large Chinese high-tech company to participate in a paper-and-pencil survey, and mediation and moderation were analysed using PROCESS macro for SPSS.

Perceived insider status partially mediates the relationship between perceived HRM practices and OCB, and emotional exhaustion moderates the relationship between perceived insider status and OCB such that the strength of the relationship is stronger in employees with low emotional exhaustion levels than in employees with high emotional exhaustion levels.

There is a need for organizations to promote the physical and psychological well-being of its employees in order to maximize the effectiveness of HRM practices.

This case study provides novel insights into how employees' perceived HRM practices elicit OCB and its boundary conditions in collectivistic cultures.

The aim of this paper is to study the effects of pro‐diversity practices on perceived insider status, and explore the moderating role of leader‐member exchange in this relationship. The main and interactive effects on PIS are studied for cultural minority and majority groups.

Research hypotheses are tested with a questionnaire administered to 210 employees working in three Canadian organizations engaged in diversity management.

Results indicate that the main and interactive effects of organizational fairness and leader‐member exchange on perceived insider status are significant. The interactive effect on perceived insider status is higher for cultural minorities than for other employees.

This study shows the importance of perceived insider status in the field of diversity, identifies organizational fairness and leader‐member exchange as two significant organizational antecedents to perceived insider status, and describes the mechanisms linking these antecedents to perceived insider status (the interaction effects).

The main contribution of the research resides in the identification of perceived insider status as a variable that deserves more attention in the field of diversity. The article invites future research to explore the behavioral consequences of perceived insider status in diverse teams, and to pursue the understanding of mechanisms leading to feelings of inclusion.

This study aims to examine the relationships between three styles of conflict management [cooperative conflict management (COP), competitive conflict management (COM) and avoidance conflict management (AVO)], the subjective relational experience, perceived insider status, organization-based self-esteem and employees’ service innovation behavior in the airline industry.

Through both offline and online survey methods, a total of 304 Korean employees of eight airline firms in Asia were asked to complete the questionnaire. A structural equation modeling analysis was conducted to test the proposed hypotheses.

COP and AVO had significant positive effects on the subjective relational experience, and COM had a significant negative effect on the subjective relational experience. In the subsequent process, the subjective relational experience had a significant positive effect on the perceived insider status but not on organization-based self-esteem and employees’ service innovation behavior. Finally, the perceived insider status and organization-based self-esteem had significant positive effects on employees’ service innovation behavior.

The results have important practical implications for developing human resource management (HRM) practices in airline firms. More specifically, airline firms should provide management training courses that encourage team leaders to create environments in which employees can form an attitude of “we are in it together”, collect conflict issues from employees in a unanimous manner and then resolve them smoothly without further problems and avoid treating conflicts as win-lose contests. These guidelines may help employees unwind from conflict situations and maintain positive relationships with their colleagues.

Previous studies have paid little attention to effects of conflict management styles on employees’ service innovation behavior through positive psychological experiences based on a holistic model. The results offer new insights into the extended model and have valuable implications for HRM practices in the airline industry.

This paper aims to explore the mechanism and boundary conditions of authoritarian leadership that influence employee innovation behavior (EIB) in Chinese culture based on the leader–member exchange theory and state–trait theory.

The authors used Mplus and SPSS to test the proposed model with data from 286 leader–employee dyads in Chinese companies. In this study, questionnaires were collected through commission and field investigation.

The results indicate that authoritarian leadership can positively influence perceived insider status and EIB within a certain range in Chinese organizational culture, although this is counterintuitive. In addition, perceived insider status has a high level of explanatory power on EIB and can mediate the relationship between authoritarian leadership and EIB. Furthermore, proactive personality can moderate the positive influence of authoritarian leadership on perceived insider status.

Innovation management is inseparable from the specific organizational cultural context. This paper argues that the relationship between authoritarian leadership and EIB in the context of organizational culture in China may differ from that in the west. This study constructs a unique research model and offers new insights into when and how EIB can be influenced by authoritarian leadership.

The purpose of this paper is to explore the psychological mechanism linking green human resource management (GHRM) to the in-role and extra-role green behavior of new employees.

Based on the AMO framework, the authors used three-wave survey data from 399 newcomers and 103 superiors in China. This study uses the bootstrapping approach with Mplus 7.0.

The analysis shows the direct effect of GHRM on the in-role and extra-role green behavior of new employees as well as the mediating effects between perceived insider status and perceived external prestige.

This study expands research on GHRM to the in-role and extra-role green behavior of new employees. This paper also enhances the understanding of green behaviors inside and outside the roles of new employees and provides scientific implications for the green development of organizations.

The purpose of this paper is to test the mediating role of perceived insider status (PIS) on the relationship between differential leadership and thriving at work, and the extent to which this mediating role is moderated by proactive personality.

This study conducts a questionnaire with 332 employees from China, taking certain traditional cultural factors and social exchange theory into consideration. This paper then analyzes the responses using a structuring equation model with SPSS 24.0 and LISREL 8.7.

The results show that PIS mediated the relationship between differential leadership and thriving at work. In addition, proactive personality was found to moderate this mediating pathway, whereby a high proactive personality increased the mediating role of perceived insider status.

This study explores how and why differential leadership is positively related to thriving at work. This paper verifies the moderated mediation model relationship among the research variables and contributes to the literature on differential leadership.

Despite the considerable research into China's industrial relation system, little attention has been focused on what do Chinese unions at the enterprise level do and how their daily work influences employees' work-related outcomes. Drawing on the theory of planned behavior, this paper aims to examine the impact of Chinese enterprise union practices on employees' change-oriented organizational citizenship behavior through the mediating roles of psychological safety, perceived insider status, and role breadth self-efficacy.

Data were collected from 450 employees at 45 unionized enterprises in China through a three-wave survey. Multilevel analyses were conducted to test the hypothesized effects.

Chinese enterprise union practices positively predicted change-oriented organizational citizenship behavior. Critically, psychological safety and role breadth self-efficacy mediated the positive relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.

This study provides new evidence on the effectiveness of Chinese enterprise union practices from a perspective of employees' work-related outcomes. It also enriches the existing literature on antecedents of change-oriented organizational citizenship behavior and provides a “planned” perspective to understand the mechanism that underlies the relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.

The current study aims to identify work-related use of information and communication technologies after-hours (W_ICTs) from passive and active perspectives and examine mechanisms and different effects of information and communication technologies on employee innovation behavior.

Experience sampling method (ESM) was employed to capture dynamic within-person variance in daily-behaviors and daily-mood. In total, 92 employees completed an identical online survey each day for ten workdays.

The findings showed that the influence patterns and mechanisms of passive and active W_ICTs were utterly different. Passive W_ICTs was negatively associated with employee innovation behavior via emotional exhaustion, while active W_ICTs was positively associated with employee innovation behavior through perceived insider status. Furthermore, differential leadership significantly narrowed the positive relationship between passive W_ICTs and emotional exhaustion. However, differential leadership did not significantly moderate the relationship between active W_ICTs and perceived insider status.

This study is an important step forward in dividing W_ICTs into passive and active W_ICTs and discovers a dual path of two types of W_ICTs on employee innovation behavior. Findings of this study have heuristic value for future research.