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The purpose of this paper is to investigate the linkage between perceived overqualification and task i-deals via the mediating effect of prove goal orientation and the moderating effect of a climate for inclusion.

This study proposes and tests the mechanism of perceived overqualification in affecting task i-deals. Matched data were collected from a two-wave survey among 457 employees who work in two Chinese enterprises. The hypotheses were tested using hierarchical linear modeling and bootstrapping

The findings reveal that perceived overqualification has a significant positive impact on task i-deals. Prove goal orientation has a mediating role between perceived overqualification and task i-deals. Climate for inclusion moderates the relationship between prove goal orientation and task i-deals and the mediation effect of prove goal orientation, which has a moderated mediating effect.

This study reveals the influence mechanism of perceived overqualification on task i-deals from the perspective of self-verification, which not only enriches the results of being overqualified but also expands the antecedents of task i-deals. Moreover, the findings emphasize that contextual factors may strengthen the positive mediation effect of prove goal orientation.

This paper aims to investigate the effects of goal orientation on understanding the dynamics of stocks and flows (SF).

The authors use the well-established department store task as the experimental task to evaluate people’s understanding of SF and implement a survey to assess different goal orientation levels. Ordinary least square is used to test the effects of goal orientations on the SF performance.

The findings suggest that learning goal orientation is positively associated with SF performance. However, prove and avoid performance goal orientation are unrelated to SF performance.

The study has important theoretical and practical contributions. From a theoretical perspective, the authors examine the impact of goal orientation in dynamic decision-making to advance the knowledge on the role of goal orientation. Practically, the research demonstrates that learning-goal-oriented people perform better in stock and flow tasks, suggesting that goal orientation is an important trait for recruiting organizational members whose work involves SF decision-making tasks.

This study aims to examine the effects of trait goal orientations (mastery, performance-prove and performance-avoid goals) on individual-level absorptive capacity (AC), ultimately adaptive performance. This study also explores the cross-level moderating effects of transformational leadership climate on these mediated relationships.

Data from 480 participants in 76 teams from accounting firms in Northeast Thailand were analyzed using the multilevel method.

Findings showed support for positive indirect effects from approach-related goal orientations (mastery and performance-prove) to adaptive performance via AC and a negative indirect effect from avoid goal orientation to adaptive performance via AC. Results showed that a transformational leadership climate strengthens the relationship between goal orientations and AC, but only when team members have a high level of approach-related goals.

This study extends previous work by providing an understanding of how a transformational leadership context and the differences in goal orientations interact to promote or impede an individual's AC. It also extends our understanding of the mechanism of how AC mediated the effects of trait goal orientations and transformational leadership climate on adaptive performance.

The purpose of this paper is to examine the performance of salespeople when selling new products (namely, electronic goods) in a business-to-business context by incorporating the organizations’ perceived psychological climate into goal orientation theory.

The current study uses the goal orientation theory to examine the performance of 158 salespeople based on new electronic product sales. Organizational psychological climate perceptions (i.e. customer orientation, sales supportiveness and sales innovativeness) are included as variables that can moderate salespeople’s performance. This study used partial least squares to examine its proposed model.

This study found that the learning goal orientation and the performance-prove goal orientation positively affect salespeople’s self-efficacy to sell new products, whereas a performance-avoid goal orientation negatively affects efficacy. In addition, new product selling self-efficacy itself has a positive influence on new product sales performance. As for the moderator, sales supportiveness and customer orientation have the ability to moderate the relationship between self-efficacy and performance.

This study has implications for sales managers or product managers who are responsible for promoting new products. First, this study’s findings suggest that managers should consider employing performance-prove goal-oriented staff and learning goal oriented staff to sell new products. Second, management can attempt to develop a more supportive climate for the sales team, such as assisting the team in obtaining needed resources from other departments. Finally, management needs to let salespeople know that they are doing their best to understand what new products existing and potential customers will need in the near future.

This current research is one of the first to examine how the perceived psychological climates of organizations (i.e. sales supportiveness, sales innovativeness and customer orientation) may moderate salespeople’s performance when selling new products. Second, this research examines how different types of goal orientation affect salespeople’s self-efficacy when selling new products. Previous results have not always been consistent regarding the influence of a performance-prove goal orientation. Last but not least, this study tests how new product selling self-efficacy mediates the relationships between goal orientations and new product sales performance as scholars have suggested that more research into the mediating role of self-efficacy is needed.

In this chapter, we seek to resolve the long-running controversy as to whether moods foster or inhibit creativity. We base our arguments on a new theory, which we refer to as “creativity-as-mood-regulation,” where employees experiencing moods are envisaged to engage in creative behavior in the hope of regulating their moods. We further suggest that employees with different goal orientations will have different likelihoods of choosing creative activities to regulate their moods. Finally, we identify the specific goal-orientation conditions under which positive and negative moods may facilitate or depress creativity, and develop and discuss six related propositions.

The current study examined relationships between goal orientation dimensions and other individual difference constructs in order to clarify the conceptual definition of goal orientation. Results from a sample of university students (N = 228) revealed that learning goal orientation is related to constructs addressing competence (need for achievement, intrinsic motivation, and private self‐consciousness) and to constructs addressing control (locus of control and dominance). Additionally, results indicated that performance goal orientation is related to constructs addressing individuals' desire for favorable evaluations (social desirability and public self‐consciousness). Finally, we proposed that self‐esteem addresses issues relating to both competence and desire for favorable evaluations, and results revealed support for predicted relationships with learning and performance goal orientation dimensions. Our clarification of the goal orientation construct provides a framework to guide future research.

The purpose of this paper is to develop a model that takes into account both personal and contextual factors in explaining individuals' motivation to share their knowledge.

Drawing from research on achievement motivation and social exchange, it is posited that goal orientations provide a framework for individuals' knowledge sharing by shaping how they cognitively value the costs and benefits associated with sharing their knowledge. It is argued each of the goal orientations is associated with preferences for sharing specific types of knowledge and is that a focus on different aspects of the knowledge provider‐recipient relationship.

The model provides a possible explanation for some of the inconsistencies in existing knowledge‐sharing research on the factors that motivate knowledge sharing as well as expanding understanding of the conditions that facilitate knowledge sharing.

For organizations to encourage the desired knowledge sharing, they may need to maintain human resource management (HRM) practices that recognize the different motivations associated with each of the goal orientations.

The model developed integrates research on goal orientations and knowledge transfer to expand understanding of how individuals cognitively value the costs and benefits of sharing their knowledge.

This paper explores the role of individual goal orientation on the self‐management work process and how individual goal orientation may impact self‐managed work team (SMWT) effectiveness. Supervisory encouragement, team member goal orientation, and work team behaviors are included in a conceptual model of work team effectiveness. Propositions addressing the relationships between goal orientation, encouraging supervisory behaviors, and self‐managed work team effectiveness are offered and practical implications addressing the usage of goal orientation as a selection tool for self‐managed work teams and the need for external supervisors to encourage certain work team behaviors to promote work team effectiveness are discussed.

The purpose of this paper is to test a model in which diversity in goal orientation is associated with decreased team performance by virtue of reduced group information elaboration. In addition, the model considers the moderating role of internal team environment.

The paper takes the form of an empirical research in which the hypothesized relationships are investigated using hierarchical multiple‐regression analyses.

The findings show that teams high in diversity in goal orientation report lower levels of performance because of the lower group information elaboration. However, in the presence of a supportive team environment the negative relationship of diversity in goal orientation on group information elaboration are reduced.

The paper is based on a cross‐sectional design.

The paper suggests management should consider goal orientation in team building, and provide interventions to improve team environment.

Diversity has relevant consequences on interpersonal relations, decision‐making processes, and team performance. The results of the present study suggest ways in which teams might leverage the benefits of diversity and reduce coordination problems associated with it.

This study contributes to the diversity team literature by expanding Nederveen‐Pieterse and colleagues' research on diversity in goal orientation by emphasizing the role of internal team environment as moderator in the relationship between diversity in goal orientation and group information elaboration.

The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation.

A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity.

The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing.

This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.