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Article
Publication date: 10 November 2020

Diyang Wang and Hong Liu

Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Chinese Management Studies, vol. 15 no. 1
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 15 June 2021

Jie Huang and Liguo He

The purpose of this case study is to test a moderated mediation model linking employees' perceived HRM practices to organizational citizenship behaviours (OCB) with…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 February 2013

Sylvie Guerrero, Julie Sylvestre and Doina Muresanu

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…

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1745

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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).

Originality/value

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.

Details

Cross Cultural Management: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1352-7606

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Article
Publication date: 6 April 2021

ShanLiang Zhang, Xuefei Liu and Yana Du

This paper aims to explore the mechanism and boundary conditions of authoritarian leadership that influence employee innovation behavior (EIB) in Chinese culture based on…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Leadership & Organization Development Journal, vol. 42 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 8 August 2016

Kwang-Ho Lee and Sunghyup Sean Hyun

This study aims to examine the relationships between three styles of conflict management [cooperative conflict management (COP), competitive conflict management (COM) and…

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2309

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Social implications

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.

Originality/value

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.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 8
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 11 February 2021

Chaoqun Zhang, Donglan Zha, Guanglei Yang and Fu Wang

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Chinese Management Studies, vol. 16 no. 1
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 13 November 2017

Hongli Wang, Jingming Feng, Peter Prevellie and Kunjin Wu

The relationship between perceived insider status (PIS) and innovative behavior may be mediated by felt obligation. Then the relationship between felt obligation and…

Abstract

Purpose

The relationship between perceived insider status (PIS) and innovative behavior may be mediated by felt obligation. Then the relationship between felt obligation and innovative behavior may be moderated by job stress. At last, felt obligation may conditional mediate the relationship between PIS and innovative behavior when job stress at different level. The purpose of this paper is to test these hypotheses.

Design/methodology/approach

The authors tested the moderated mediation model with data from a sample of 529 supervisor-subordinate dyads from the People’s Republic of China. Employees were asked to evaluate their PIS, felt obligation, and job stress when in the workplace. Their innovative behavior was evaluated by their immediate supervisors.

Findings

Results suggest that PIS is positively related to employee’s innovative behavior, and felt obligation mediates this relationship. In addition, job stress moderates two stage relationships: one is to moderate the relationship between felt obligation and innovative behavior; the other is to moderate the whole mediation model.

Practical implications

In China, managers can treat some employees as family members and support them when they are in trouble so that the employees will perceive insider status. Let employees get the feeling of PIS maybe a good way to motivate them to contribute to the organization. In addition, managers should reduce the work load of some employees who are expected to be innovative. Then those employees will have much more spare time to engage in innovative behavior.

Originality/value

This research sheds light on the relationship between PIS and innovative behavior in a non-western context by testing the mediating mechanism guided by role identity and appropriateness framework, which is a way different from social exchange process.

Details

Journal of Organizational Change Management, vol. 30 no. 7
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 20 March 2017

Cherng G. Ding and Chih-Kang Shen

The purpose of this paper is to examine the roles of perceived organizational support (POS) and work status (regular worker/contract worker) in moderating the relationship…

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1447

Abstract

Purpose

The purpose of this paper is to examine the roles of perceived organizational support (POS) and work status (regular worker/contract worker) in moderating the relationship between participation in decision making (PDM) and perceived insider status (PIS).

Design/methodology/approach

Data were collected with survey questionnaires that were administered to a sample of 369 employees from a case company in Taiwan, for which both regular and contract workers constitute the main workforce. After confirming the reliability and validity of the measurements, the authors conducted hierarchical regression analysis to examine the hypothesized relationships.

Findings

The mean PIS for regular workers is smaller than that for contract workers in the case company. For the group of contract workers, the positive influence of PDM on PIS is greater for those with lower POS than for those with higher POS. However, the negative moderating effect of POS does not exist for the group of regular workers.

Originality/value

This study adds to the existing literature by showing that contract workers, classified as external workers, can experience PIS, and that POS negatively moderates the positive relationship between PDM and PIS for contract workers. The managerial implications are discussed.

Open Access
Article
Publication date: 22 November 2019

Joanie Caron, Hugo Asselin, Jean-Michel Beaudoin and Doïna Muresanu

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to…

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2354

Abstract

Purpose

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.

Design/methodology/approach

A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).

Findings

Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.

Originality/value

While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

Details

Cross Cultural & Strategic Management, vol. 26 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

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Article
Publication date: 5 February 2018

Chiyin Chen and Ningyu Tang

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences…

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2970

Abstract

Purpose

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Design/methodology/approach

Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

Findings

The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

Originality/value

This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

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