Search results

The present research aimed to conceptually position passion for work as a predictor of HWI, as well as to assess the short and long-term influence of passion for work on workers' satisfaction, depression and turnover intentions. In addition, the paper tests whether the effects of passion for work were independent from those of work motivation.

Hypotheses were tested in two field studies in work settings. The first study (n=2,393) was cross-sectional while the second study (n=335) used a prospective design.

Harmonious passion was positively related to positive individual outcomes – higher work satisfaction, lower depression – and organizational outcomes – lower turnover intentions. Negative consequences – depression and turnover intentions – were positively related to obsessive passion. Furthermore, passion for work was found to be a distinct concept from work motivation as the above findings held even when controlling for work motivation.

Applications are limited to teachers. Only self-reported measures were used.

The present research contributes significantly to the organizational and passion literature by showing that HWI may lead to either positive or negative outcomes depending on HWI's underlying motivational force, namely harmonious or obsessive passion. In addition, the present findings yield the first empirical evidence that passion and motivation are distinct but related concepts. In sum, findings from both studies provide valuable insights into the dynamics of passionate workers who are heavily invested in their work.

The purpose of this study was to examine the factorial validity of the academic motivation scale (AMS), including mean structures and reliabilities across two culturally diverse samples. Thus, the study assesses the fit of the seven-factor conceptualization of AMS to a non-Western context.

Survey questionnaire was used to elicit responses from undergraduate business students from universities in the USA (267) and Ghana (262). The data were analyzed using the multi-group CFA technique in LISREL 8.7, to assess measurement equivalency and the fit of the AMS to the non-Western context.

After baseline models were established, a hierarchy of successively restrictive models were specified and estimated. Support was found for factorial, metric, and scalar invariance across the two samples, but different levels of psychometric soundness exist.

In spite of the low reliabilities in the non-Western context, the AMS has the potential to measure the same traits in the same way across diverse groups.

Researchers, educators, and policy makers interested in this field of study may be confident in employing the AMS to investigate students' motives, including cross-cultural motivational studies. Organizations may also use the AMS as a pre-employment tool to understand college graduates motivational profile for better person-organization match.

The AMS has been developed and validated in the Western context, but its validity in non-Western contexts remains unexplored. This study provides a cross-cultural comparative test of the seven-factor conceptualization.

This study aims to explore the antecedents of bootlegging from the perspective of paradoxical leadership. Based on the theory of planned behavior (TPB), it examines a multiple mediation model with harmonious innovation passion, role breadth self-efficacy and perceived error management culture as mediators, to interpret why paradoxical leadership influences employee bootlegging.

To test the theoretical model, data were collected from 218 full-time employees from enterprises in Chinese cities using a three-wave time-lagged design. Path-analysis and a bootstrapping approach in Mplus7 were used to examine the hypotheses of the theoretical model.

The results show that paradoxical leadership has a positive influence on bootlegging. In the multiple mediation model, the effect paths of harmonious innovation passion and role breadth self-efficacy are significant but there is an insignificant difference in their power, while the effect path of perceived error management culture is insignificant, although it has a significant simple mediating effect and sequential mediating effect.

This study is among the first to show the influence of paradoxical leadership on bootlegging, responding to the research call to use the paradoxical factors to capture the antecedents of innovative behaviors. Second, this study enriches the outcomes of paradoxical leadership, that of bootlegging. Third, this study provides a TPB-based mechanism of how paradoxical leadership promotes bootlegging by increasing employees’ harmonious innovation passion, role breadth self-efficacy and perceived error management culture. This provides a new theoretical perspective to explain the relationship between paradoxical leadership and employee bootlegging. It also responds to the call for exploration of the multiple pathways of leadership.

This study explores procrastination, a negative work behaviour, and its unlikely source, job passion. A dualistic conceptualization of job passion is explored in retail sales associate samples from the United States and China. The study tests relationships between harmonious job passion (HJP) and obsessive job passion (OJP) and the contingent effects of job satisfaction and salary level on their relationship to procrastination.

Data came from an online survey issued in the United States and China. The hypotheses were tested using hierarchical linear regression.

The analyses provide mixed findings. HJP is negatively associated with procrastination in both countries, while OJP's positive relationship is mixed. A post-hoc analysis testing the three-way interaction effect of OJP, job satisfaction and salary level on procrastination reveals a positive relationship to OJP in both countries.

The study demonstrates that job passion can have both positive (HJP) and negative (OJP) work behaviour outcomes.

Brick-and-mortar retailers facing a saturated and highly competitive environment need HJP employees to drive superior customer service. This study demonstrates that employees with OJP may engage in negative behaviours which could further impair retail performance. Expanding empowerment and flexibility may heighten HJP and minimize OJP.

This study explores the dualistic conceptualization of job passion in a retail environment using cross-cultural samples.

Using self-determination motivation theory as a theoretical framework, the purpose of this paper is to examine information seeking motivation at the domain level in higher education setting.

Confirmatory factor analysis was used to validate the Information Seeking Motivation Scale – College Version (ISMS – C).

ISMS – C was validated in the information seeking context. Consistent with self-determination theory (SDT), the results imply that students approach research tasks for both controlled and autonomous reasons.

All constructs representing extrinsic and intrinsic motivation on a continuum were confirmed. However, amotivation proved difficult to define with the current sample. Additional studies need to be conducted in higher education setting in order to confirm its existence.

Given that the situational motivation is contingent on domain-level motivation, the ISMS – C scale can be helpful in promoting lasting intrinsic information seeking motivation at that level.

Consistent with the subjectivist orientation in information sciences which aims to account for cognitive and affective forces behind information need, ISMS constructed in the current study is one of the first measurement instruments to account for a spectrum of information seeking motivations at the domain level.

Drawing from self-determination theory, this study aims to examine the effect of leader humor on frontline hospitality employees’ service performance and proactive customer service performance (PCSP) via harmonious passion (HP) for work with employee neuroticism as the moderating mechanism.

This study controlled for the nested effect and tested all the hypotheses with Mplus 7.0 using a time-lagged three-wave survey of 232 Chinese supervisor–subordinate dyads.

The results indicated that leader humor promotes frontline hospitality employees’ service performance and PCSP by enhancing their HP. Furthermore, neuroticism was shown to strengthen the direct impact of leader humor on employee HP and its indirect impact on employee service performance and employee PCSP through HP.

First, this research contributes to the leader humor literature through exploring its impact on the service performance and PCSP of frontline hospitality employees. Second, this research develops a new framework to explain the leader humor-employee service outcomes relationship using self-determination theory. Finally, the focus on the moderating role of neuroticism helps to explain the “when” question of leader humor.

This paper examines the impact of the national sports lottery (toto) in 2001 and the 2002 FIFA World Cup for the Japan Professional Soccer League - J. League. In 2001 J. League attendances grew dramatically and were sustained in subsequent years, even though member clubs did not change many of their marketing strategies and chose to maintain a distance from toto. The evidence suggests that hosting the World Cup allowed the league to leverage the country's hosting of the event in order to generate long-term interest and attendance at J. League games. By contrast, toto appears to have had a short-term impact.

Two studies in the context of English‐French relations in Québec suggest that individuals who strongly identify with a group derive the individual‐level costs and benefits that drive expectancy‐value processes (rational decision‐making) from group‐level costs and benefits. In Study 1, high identifiers linked group‐ and individual‐level outcomes of conflict choices whereas low identifiers did not. Group‐level expectancy‐value processes, in Study 2, mediated the relationship between social identity and perceptions that collective action benefits the individual actor and between social identity and intentions to act. These findings suggest the rational underpinnings of identity‐driven political behavior, a relationship sometimes obscured in intergroup theory that focuses on cognitive processes of self‐stereotyping. But the results also challenge the view that individuals' cost‐benefit analyses are independent of identity processes. The findings suggest the importance of modeling the relationship of group and individual levels of expectancy‐value processes as both hierarchical and contingent on social identity processes.

Examines the determinants that influence consumers’ intention to buy environmentally friendly products. Ajzen’s theory of planned behaviour (TPB) provides the conceptual framework of the research and the appropriateness of the theory and is tested in two distinct market conditions (UK and Greece). Although the findings offer considerable support for the robustness of the TPB in explaining intention in both samples, there is some indication that the theory is more appropriate in well established markets that are characterised by clearly formulated behavioural patterns (i.e. the model fitting elements of the UK sample are superior to the corresponding ones obtained from the Greek sample). The results are consistent with previous research on moral behaviour.

The purpose of this paper is to conceptualize social leader-member exchange (SLMX) and economic leader-member exchange (ELMX) as two separate dimensions of leader-member exchange, and examines how intrinsic work motivation moderates their relationship with follower work effort.

Data were obtained from 352 employee-leader dyads from the public health sector in Norway (response rate=61.9 percent). Hierarchical linear modeling was used to test the relationship between subordinate rated SLMX and ELMX relationships and leader ratings of work effort.

This study replicates prior research showing that SLMX is positively related and ELMX negatively related to followers’ work effort. A significant interaction between SLMX and intrinsic motivation is also revealed, suggesting that SLMX relationships are important with respect to work effort for followers who exhibit lower levels of intrinsic work motivation.

The data were cross-sectional, thus prohibiting causal inferences.

SLMX relationships may be particularly important for the work effort of followers low in intrinsic motivation. Leaders may draw on this finding and seek to aid the development of the relationship by means of relationship-oriented behaviors.

Given the importance of maximizing the performance of all the followers, a better understanding of the conditions under which SLMX and ELMX relationships relate to work effort is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how intrinsic motivation moderates how SLMX and ELMX relationships relate to follower work effort.