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The extant literature on self-verification striving has primarily focused on employee recruitment and positive organizational outcomes, but there is insufficient research on its influence mechanism and boundary conditions. With taking charge as the mediating variable and authentic leadership as the moderating variable, this study aims to explore the relationship between self-verification striving and creative performance.

The authors collected 358 questionnaires from China. Linear regression was used to explore the influence mechanism and boundary conditions. Groups were classified by latent profile analysis, and differences among different groups were compared.

First, self-verification striving was significantly positively correlated with creative performance, and taking charge played a significant mediating role between them. Second, authentic leadership significantly positively moderated the relationship between self-verification striving and taking charge. Third, based on the willingness and action of self-verification striving, it was found that the taking charge and creative performance of the double high group was significantly higher than the high-medium group, while the double low group was significantly lower than the high-medium group.

First, this study makes up for the lack of influencing mechanism and inconsistency of research results between self-verification striving and employee outcomes. Second, the moderating effect of authentic leadership was proposed and verified, which enriched the universality of self-verification theory in Chinese context. Third, we found the differences in behaviors and outcomes among different groups, verified the uniqueness of self-verification striving in the Chinese context. It helps to explore the deep relationships that cannot be revealed by variables alone.

Knowledge exchange between older and younger employees enhances the collective memory of an organization and therefore contributes to its business success. The purpose of this paper is to take a motivational perspective to better understand why older and younger employees share and receive knowledge with and from each other. Specifically, this study focuses on generativity striving – the motivation to teach, train and guide others – as well as development striving – the motivation to grow, increase competence and master something new – and argues that both motives need to be considered to fully understand intergenerational knowledge exchange.

This paper takes a dyadic approach to disentangle how older employees’ knowledge sharing is linked to their younger colleagues’ knowledge receiving and vice versa. The study applied an actor-partner interdependence model based on survey data from 145 age-diverse coworker dyads to test the hypotheses.

Results showed that older and younger employees’ generativity striving affected their knowledge sharing, which, in turn, predicted their colleagues’ knowledge receiving. Moreover, the study found that younger employees were more likely to receive knowledge that their older colleagues shared with them when they scored higher (vs lower) on development striving.

By studying the age-specific dyadic cross-over between knowledge sharing and knowledge receiving, this research adds to the knowledge exchange literature. This study challenges the current age-blind view on knowledge exchange motivation and provides novel insights into the interplay of motivational forces involved in knowledge exchange between older and younger employees.

The aim of this paper is to test how leader–member exchange (LMX) interacts with procedural justice climate to influence three types of employee motivation (i.e. achievement striving motivation, status striving motivation and communion striving motivation). Furthermore, this study empirically examines the indirect effects of LMX on customer loyalty through employee motivation and service orientation.

This study used a matched sample of 188 retail service employees and 376 customers from a large shopping mall in South Korea to test the empirical model. Structural equation modeling (SEM) and bootstrapping method were employed to test a series of proposed hypotheses.

The results show that LMX significantly enhances customer loyalty through two motivational dimensions and service orientation. In particular, this study shows that achievement and status striving motivation are directly related to service orientation, but communion striving motivation does not affect customer-focused service attitude. In addition, procedural justice climate serves as a critical moderator and synergistically interacts with LMX to influence achievement and status striving motivation.

This study offers new insight regarding how managers' roles in both individual (leader–member exchange) and organizational (procedural justice climate) level affect different forms of retail service employee motivation and service orientation, which in turn, result in customer loyalty.

The results suggest that when retail service employees perceive procedural fairness at retail stores, they are more motivated to work hard to complete their assignments and achieve their sales goals in conjunction with leader support. Therefore, managers must provide a clear guideline and procedure regarding salary raises and performance evaluations or engage in thorough discourse on such matters with employees prior to announcements of such decisions. Moreover, as retail service employees interact with customers in the frontline, and how they serve customers plays a key role in creating customer loyalty. Managers should encourage retail service employees to engage in service-oriented behaviors.

The results suggest that LMX facilitates more formal task-related motivation to achieve either tasks or status while it is less related to relationship-building motivation, which is a unique contribution of this study. The results offer better understating of how LMX differentially leads to specific types of employee motivation in the existing literature.

The purpose of this paper is to test whether self-verification striving serves as an individual difference antecedent of emotional labor and explore whether various emotional labor tactics acted as mediating mechanisms through which self-verification striving relates to employee outcomes.

The sample used in this paper consisted of supervisor–subordinate dyads working in six hotels in South Korea and used multi-level analyses and the Monte Carlo method to test the research hypotheses presented in this paper.

Self-verification striving was positively and directly related to job performance as well as two out of three forms of emotional labor (i.e. the expression of naturally felt emotions and deep acting). Self-verification striving also indirectly related to job satisfaction through the expression of naturally felt emotions and indirectly related to job performance through deep acting.

The findings of this paper suggest that organizations should consider self-verification striving as an employment selection criterion and provide training programs to help their customer service employees engage in appropriate types of emotional labor.

This paper is the first to explore the underlying mechanisms through which self-verification striving relates to employee outcomes. It also empirically bolsters the notion that expressing naturally felt emotions is an important means of authentic self-expression that positively contributes to job satisfaction. Further, the authors found that self-verification striving positively relates to job performance partially through deep acting. Moreover, they have shown that self-verification striving, as an individual differences variable, is an antecedent of different types of emotional labor.

The purpose of this model is to explain how person – organization fit (P – O fit) and competitive intensity, conceptualized as a job resource and a job demand, respectively, ultimately affect the development of frontline employee boundary-spanning behavior (BSB).

A survey methodology was used in collecting data from a sample of bank employees in South Korea. To analyze the data, a structural equation model procedure using LISREL 8.5 was used (Jöreskog and Sörbom, 1996).

Results suggest that a frontline employee’s P – O fit decreases emotional exhaustion and increases achievement-striving motivation. Competitive intensity significantly reduces achievement-striving motivation. Results also show that competitive intensity significantly attenuates the positive relationship between P – O fit and employee achievement-striving motivation, highlighting the importance of contextual industry stressors upon internal organizational behaviors. Both emotional exhaustion and achievement-striving motivation are found to ultimately affect BSBs except for the link between emotional exhaustion and service delivery.

The current study applies the job-demands resources model to demonstrate how both an externally initiated job demand (competitive intensity) and an internally oriented job resource (person – organization fit) influence employee experience of emotional exhaustion and achievement-striving motivation. Interaction effects of P – O fit and competitive intensity on employee’s psychological states (emotional exhaustion and achievement-striving motivation) are also examined. Further, it is demonstrated that both emotional exhaustion and achievement-striving motivation will directly influence service employee boundary-spanning behaviors, but in differential manners. This highlights the importance of exhaustion and motivation as mediators for the ultimate effect of a job resource (P – O fit), answering a call for such understanding of the developmental process for BSBs (Podsakoff et al., 2000). This is the first empirical study to link both internal and external elements to illuminate the process for developing job demands and resources, as well as boundary spanning behaviors.

The authors test the proposition that there are dark sides to conscientiousness that are revealed when examining lower-level facets. The authors propose that potentially dysfunctional behavior is triggered by context cues that are relevant to duty versus achievement striving.

The authors conducted two laboratory experiments designed to test how context cues that are specific to duty and achievement striving influence the relationship between these facets and quality versus quantity dimensions of task performance.

In Study 1, the authors found that normative quality cues led to a stronger relationship between duty and discretionary quality performance. In Study 2, achievement striving was associated with lower levels of quality performance in the presence of competitive feedback cues.

The findings illustrate that the dark side of duty and achievement striving emerges in two ways. First, when there is normative pressure for quality, dutiful individuals are apt to sacrifice efficiency. Second, when there is competitive feedback, achievement striving individuals focus on performance standards at the detriment of quality.

The findings point to the importance of precision and specificity when using personality measures for staffing. Equally important is the informational content of cues conveyed by the social, task and organizational context, in leveraging the impact of personality in the workplace.

This paper clarifies the dark side and bright side contradiction of conscientiousness, adding to the growing literature on unique and often competing consequences of duty and achievement striving. The authors also draw attention to the importance of the content of contextual cues, in trait activation of personality.

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative deviance engagement as a mediator and transformational leadership as a moderator of the distinct relationships between emotional and rational status-striving orientations and radical and incremental creativity.

Multisource survey data were collected from 126 team leaders and 446 employees in Chinese firms. Multilevel path analysis was used to test the hypotheses.

The results show that emotional status-striving orientation relates to creative deviance engagement, which, in turn, has a stronger relationship with radical creativity than with incremental creativity. Furthermore, creative deviance engagement mediates the indirect relationships between emotional status-striving orientation and radical and incremental creativity. Moreover, transformational leadership moderates the above indirect relationships.

This study is among the first attempts to empirically test the distinct relationships between creative deviance engagement and radical and incremental creativity and further examine how creative deviance engagement mediates the indirect relationships between status-striving orientations and radical and incremental creativity. In addition, the boundary condition of the indirect relationships is investigated. The findings provide valuable insights for the extant literature on status and employee creativity.

Research has focused primarily on the antecedents that influence the risk taking of CEOs themselves. This study examines how an important event experienced by a CEO at a direct rival firm influences a CEO's risk-taking. It also examines how prior firm performance relative to aspirations moderates the relationship.

In order to test the hypothesis, the authors perform an a difference-in-differences methodology.

Using a difference-in-differences methodology, we find that when a CEO wins a prestigious CEO award, competitor CEOs increase their firm risk-taking in the post-award period. The proclivity becomes stronger when their prior firm performance relative to aspirations is better. These findings suggest that a CEO winning a prominent CEO award influences competitor CEOs' risk-taking.

This study contributes to the literature on managerial risk-taking by highlighting that a star CEO winning a prominent award may serve as a striving aspiration and induce competitor CEOs to take risks, and that two different types of aspirations – striving and competitive aspirations – interact to influence the competitor CEOs' risk-taking.

Purpose – To identify effective literacy instructional strategies and methods based on assessment. Also, to provide information on literacy experts that teachers may seek advice from as they work with striving readers.

Approach – A review of literature and the research on teaching striving readers were examined.

Practical implications – Reading is an important determining factor in efficacious learning and overall literacy; students must possess the necessary literacy skills to become successful and productive citizens in an information age. Throughout the chapter, a striving reader is presented while offering the reader an authentic example of a striving reader. The strategies, methods, and experts offer best practices; these will enhance the student(s) literacy skills.

Originality/value of paper – Educators utilizing the information provided in this chapter will be enhanced in their ability to effectively teach their students.

Negotiation is important for career success. Therefore, this study draws from social expectancy and self-regulation theories to develop a model proposing that social class background (SCB) influences the ease with which achievement striving translates into propensity to negotiate. Specifically, the authors examine how SCB moderates the relationship between achievement striving and negotiation propensity via a key mediator—status-based identity uncertainty—reflective of one's (un)certainty about their societal standing.

The authors collected data across three surveys over a four-week period from 460 participants. The authors assessed negotiation propensity by asking participants to rank-order behavioral reactions, representative of different degrees of negotiation engagement, in response to three scenarios.

The positive effects of achievement striving on negotiation propensity are attenuated for individuals with lower SCBs, in part, because achievement-oriented individuals with lower SCBs experience a heightened sense of status-based identity uncertainty. Although achievement striving is an asset for initiating negotiations, it appears to disproportionately benefit those with higher SCBs.

Individuals higher in achievement striving and with lower SCBs may approach the negotiation process differently than those with higher SCBs. This dynamic serves as another mechanism through which cumulative (dis)advantage processes in career success may occur over time.