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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 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.

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.

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.

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.

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.

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.

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).

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.

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.

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.

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.

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).

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.

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.

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.

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.

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.

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.

The purpose of this paper is to review two work groups’ (local vs foreign) perceptions, attitudes and behavior and propose a moderated mediation model to examine perceived HR practices’ impact on identification with the company and organizational citizenship behavior (OCB).

This paper selects 320 local and foreign production operators at high-tech firms in Taiwan. The hypotheses are tested using SEM-AMOS, and the mediation effects are analyzed by Sobel test with bootstrapping.

Results show that: first, the relationship influence between identification with the company and OCB is stronger for foreign workers than for local workers; and, second, the moderated mediation of work status exists in perceived practice of rewards for the whole worker model.

To concentrate on research objective, the authors only consider the same characteristics in local and foreign workers’ job environment, neglecting differences in employment conditions, living environment and cultural background.

Two major implications are that: first, different perceptions on HR practices are based on employees’ work status; and, second, in addition to adopting appreciative HR practices for the target group, firms should help employees develop a stronger identification with the company in order to encourage OCB.

This paper studies employees’ perception on HR practices, compares a three-variable model between local and foreign workers, and proposes a moderated mediation model to handle HR practices’ effects on identification with the company and OCB.

The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents including organization‐based self‐esteem, psychological ownership, and supervisor‐subordinate guanxi influence manager voice. It also examines the cross‐level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice.

A literature review on manager voice, organization‐based self‐esteem, psychological ownership, supervisor‐subordinate guanxi, and authoritarian leadership provided the model and hypothesis. Using a sample of 262 supervisor‐subordinate dyads collected in Chinese business, a cross‐level analysis was conducted to test the model and hypothesis.

The results of hierarchical linear modeling show that on a individual level, in comparison with the organization‐based self‐esteem and psychological ownership, supervisor‐subordinate guanxi is a more critical factor influencing manager voice; on a group level, authoritarian leadership is negatively related to manager voice; and authoritarian leadership moderates the relationship between the supervisor‐subordinate guanxi and the manager voice: for weak authoritarian leadership group, the positive relationship between supervisor‐subordinate guanxi and manager voice is stronger.

It was a cross‐sectional study, and the samples were limited to Chinese business. It is necessary to replicate this research in other organization contexts. The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice, which advances voice research in Chinese management studies.

Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice. Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior.

The paper is original in its investigation on how Chinese indigenous organizational factors – guanxi and authoritarian leadership – influence manager voice. The paper also explains the relationships between antecedents and manager voice from a cross‐level perspective.