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This study aims to examine the relationship between abusive supervision and workplace incivility using a dual theoretical framework. First, it draws on the ego depletion theory to investigate the relationship between abusive supervision and incivility by exploring the mediating role of ego depletion. Second, it integrates the job demands–resources model with the ego depletion theory to examine how perceived co-workers’ support functions as a buffer in mitigating the effects of ego depletion on incivility.

The authors tested our moderated mediation model using hierarchical linear modeling through an experience-sampling study based on data collected from a participants across five consecutive workdays.

The findings reveal employees subjected to abusive supervision are more likely to experience a depletion of self-regulatory resources. Moreover, the authors found a positive association between ego depletion and workplace incivility, suggesting that diminished self-control resulting from abusive supervision contributes to a higher likelihood of engaging in uncivil workplace behaviors. In addition, perceived coworkers’ support emerged as a significant moderating factor that attenuates the indirect impact of abusive supervision on workplace incivility through ego depletion. Specifically, when perceived coworkers’ support is high, the negative influence of abusive supervision on ego depletion, and subsequently, on workplace incivility, is mitigated.

By exploring ego depletion as the underlying mechanism and boundary conditions imposed by perceived coworker support on the relationship between abusive supervision and workplace incivility, this research contributes to a nuanced understanding of the intricate dynamics of this relationship. Based on the research findings, the authors advocate that organizations should establish and integrate support services, such as counseling and employee assistance programs, to reduce the emotional turmoil caused by abusive supervision.

This study examines how employees’ exposure to coworker undermining may lead them to miss work deadlines. It offers a particular focus on the mediating role of diminished organization-based self-esteem and the moderating role of justice sensitivity in this connection.

The research hypotheses are tested with data collected among employees and supervisors who work in various industries.

Purposeful efforts by coworkers to cause harm translate into an increased propensity to fail to complete work on time, because the focal employees consider themselves unworthy organizational members. The extent to which employees feel upset with unfair treatments invigorates this process.

For employees who are frustrated with coworkers who deliberately compromise their professional functioning, diminished self-worth in relation to work and the subsequent reduced willingness to exhibit timely work efforts might make it more difficult to convince organizational leaders to do something about the negative coworker treatment. Pertinent personal characteristics can serve as a catalyst of this dynamic.

This study contributes to extant human resource management research by detailing the link between coworker undermining and a reduced propensity to finish work on time, pinpointing the roles of two hitherto overlooked factors (organization-based self-esteem and justice sensitivity) in this link.

This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e., increased physical strains, decreased work engagement, increased turnover intentions). Moreover, this research explores the moderating role of supervisor’s organizational embodiment and coworkers’ organizational embodiment in these indirect relationships.

A cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted.

Results highlighted that, when considered together, both supervisor ostracism and coworker ostracism are positively related to organizational dehumanization, which, in turn, detrimentally influences employees’ well-being (increased physical strains), attitudes (decreased work engagement) and behaviors (increased turnover intentions). Results further indicated that the indirect effects of supervisor ostracism on outcomes via organizational dehumanization were stronger when the supervisor was perceived as highly representative of the organization. However, the interactive effect between coworker ostracism and coworkers’ organizational embodiment on organizational dehumanization was not significant.

This research adds to theory by highlighting how and when supervisor and coworker ostracism relate to undesirable consequences for both employees and organizations. On top of simultaneously considering two sources of workplace ostracism (supervisor/coworkers), this research adds to extant literature by examining one underlying mechanism (i.e., organizational dehumanization) explaining their deleterious influence on outcomes. It further examines the circumstances (i.e., high organizational embodiment) in which victims of supervisor/coworker ostracism particularly rely on this experience to form organizational dehumanization perceptions.

This study aims to examine the effects of coworker incivility on employees' behaviors using a moderated mediation model that conceptualizes coworker exchange (CWX) as a mediator and servant leadership as a moderator.

The data were collected using a multi-temporal research design. The hypotheses were tested on a sample of 1,272 participants using confirmatory factor analysis (CFA), hierarchical regression analysis and moderated path analysis. In addition, supervisor incivility was added as a control variable to partial out the potential influence on employees' behaviors.

The results of CFA ensured that all measures had discriminant and convergent validity. In addition, the results of hierarchical regression analysis and moderated path analysis indicated that CWX mediates the relationship between coworker incivility and employees' behaviors. Furthermore, servant leadership exacerbates the negative relationship between coworker incivility and CWX.

Leaders and practitioners should invest in communication training programs for developing employees' communication skills to avoid incivility. In addition to viewing incivility as inappropriate behavior, leaders and practitioners should understand the meaning beyond those incivilities.

This study utilized incivility spiral theory to examine how coworker incivility affects employees' behaviors. The mediated path analysis found that CWX mediates the relationship between these variables, which has been ignored by previous research. Furthermore, this study introduced servant leadership as a moderator to account for the “when” in incivility spiral theory, i.e. what kind of social context facilitates or inhibits the influence of coworker incivility on CWX.

Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this focal contributor in terms of knowledge sharing and helping behaviors.

A two-wave online survey collected data from 84 respondents who provided ratings on each member on their team, representing 440 dyadic relationships. Hierarchical linear modeling analyzed the between-subjects and within-subject data simultaneously.

Employees generally reciprocate contributors’ knowledge sharing with an exact act (i.e. knowledge sharing) through the mechanism of peer respect. However, respect generated by knowledge sharing is enhanced only when the knowledge contributor is competent.

Research on how an employee’s knowledge sharing actually influences other members of a team is lacking. This study addresses this gap by examining responses to a team member’s knowledge sharing from a peer’s perspective. It also reveals when knowledge sharing is more pronounced in earning peer respect.

People are more likely to participate in work-related events that might cause positive and negative affective reactions. Prior research linked coworker friendship with incivility; however, few studies investigated negative workplace gossip. Simultaneously, linking coworker friendship with incivility through positive/negative affective responses is lacking. As such, this paper aims to examine this relationship via the dual mediation effect of positive and negative workplace gossip.

A total of 398 subordinates at family restaurants in Greater Cairo were surveyed, and data was analyzed using SmartPLS4.

Coworker friendship significantly influences coworker incivility via positive and negative workplace gossip and other underlying mechanisms.

Managers should take the initiative to decrease gossip by sharing information promptly and thoroughly and establishing effective channels for information exchange. In the case of an informal plan, restaurant managers may seek to create a welcoming and motivating corporate atmosphere and cultivate social ties among subordinates to prevent the creation of negative gossip. Restaurant managers should give victims of negative gossip timely psychological counseling.

This paper contributes to the restaurant literature on affective emotional responses to coworkers’ judgment-driven behavior from new perspectives.

This article aims to (1) increase the knowledge of how coworkers experience voicing the organization on external social media and (2) deepen and nuance the knowledge of the sources of voice control involved in such communication processes. The study helps understand coworker voicing on social media as situated identity expressions through which coworkers negotiate and contest the organizational identity, thereby co-constituting a polyphonic organization.

The study draws upon a constitutive perspective on communication and a communication-centered perspective on identity and organizational identification to investigate the voicing of organizational members of the Swedish Police Force on social media. The article is based on a qualitative study where interviews with police officers and communication professionals at the Swedish Police Authority constitute the main empirical material. A content analysis of selected social media accounts provided important background information to the interviews and enriched the understanding of coworker voice.

This analysis shows that coworkers voice the organization differently. Furthermore, the study of how coworkers experience this voicing indicates that these variations in how coworkers voice the organization depend on how strongly they identify or disidentify with organizational identity and image expressions voiced by significant others. Based on the analysis, this study presents four voice positions highlighting coworkers' varying degrees of identification/disidentification when voicing their organization on social media and reflecting upon their experiences of voicing. Furthermore, the analysis also demonstrates four sources of voice control: (1) management, (2) colleagues, (3) significant non-members and (4) the status and position of the coworker's voice. These four sources of voice control influence coworkers' voices on social media.

This study also contributes with practical implications, for example that the traditional idea of monophonic organizations must be revised and also embrace a polyphonic, bottom-up approach to strengthening internal trust and organizational identity. This comes naturally with the price of less control and predictability by management but with the benefits of increased coworker engagement and pride.

This study contributes new knowledge and a nuanced understanding of coworker voice on social media and the sources of control that influence coworkers' voices.

This study explores the impact of difficult coworkers on employees' turnover intention. Additionally, this study investigates the roles of employees' attitude toward difficult coworkers, perceived organizational support and affective commitment in the relationship between difficult coworkers and turnover intention.

Based on the stimulus-organism-response theory, a theoretical model was established that linked difficult coworkers to employees' attitude toward the, then to turnover intention directly and indirectly through perceived organizational support and affective commitment. The model was validated using responses from 343 Chinese employees in Macao's banking industry.

Results of the partial least squares-structural equation modeling (PLS-SEM) showed that difficult coworkers significantly influenced employees' attitude toward them. Employees' attitude toward difficult coworkers had a small and significant effect on turnover intention while perceived organizational support and affective commitment mediated the relationship between attitude toward difficult coworkers and turnover intention.

The study is the first empirical study to employ the stimulus-organism-response theory to characterize the impact of difficult coworkers on turnover intention. Fortunately, perceived organizational support and affective commitment were able to lessen the impact of difficult coworkers on turnover intention.

The purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees’ service creativity via work engagement. It also aims to test the moderating effect of sensitivity to the interpersonal mistreatment of others (SIMO).

A time-lagged questionnaire study was performed in hotels in China. The hypotheses were tested via hierarchical multiple regression.

Coworker service sabotage is indirectly associated with hospitality employees’ service creativity via work engagement. The trait of SIMO buffers the harmful effect of coworker service sabotage.

Although our research design helps mitigate common method bias, it could still exist. Other coworker behaviors that might influence employees were not included in this research. The findings may also be biased due to the restricted sample from China.

Hospitality organizations should take measures to curb service sabotage. Organizations could also provide supportive resources to suppress the negative impacts of coworker service sabotage. Moreover, organizations should motivate those low in SIMO to care more about customers.

The research takes the lead in investigating the outcomes of service sabotage from a third-party perspective. Work engagement is identified as the mechanism for transmitting the impact of coworker service sabotage to employees. Moreover, a new moderator that attenuates the negative effects of coworker service sabotage is found.

Drawing from a resource-based perspective in the work–family interface literature, the current study examines how emotional exhaustion, as a resource depletion mechanism, mediates the relationship between family–work conflict and job satisfaction. The authors also considered the content and nature of coworker support to investigate whether there were differential moderating effects of the two distinct types of coworker support: emotional and instrumental support.

The authors surveyed 321 kindergarten employees across multiple sites located in South Korea. Using this sample, the authors performed random coefficient modeling to test the proposed research model.

The results showed a significant negative indirect relationship between family–work conflict and job satisfaction through emotional exhaustion. Furthermore, the findings suggested differential effects of the two coworker support types, such that the positive relationship between family–work conflict and emotional exhaustion was stronger when coworker emotional support was low than when it was high; the positive relationship was stronger when coworker instrumental support was high than when it was low. Moderated mediation analyses revealed that the two types of coworker support moderated the indirect relationship.

These results highlight the mixed blessing of distinct types of coworker support for researchers and practitioners. A lack of emotional support and greater instrumental support from coworkers each, respectively, exacerbate the negative impact of family–work conflict on employees' well-being and, subsequently, job satisfaction.