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Showing papers in "Journal of Organizational Behavior in 2008"


Journal ArticleDOI
TL;DR: In this paper, the authors investigated whether the recently emerging core construct of positive psychological capital (consisting of hope, resilience, optimism, and efficiency) plays a role in mediating the effect of supportive organizational climate with employee outcomes.
Abstract: Summary Although the value of a supportive organizational climate has been recognized over the years, there is a need for better understanding of its relationship with employee outcomes. This study investigates whether the recently emerging core construct of positive psychological capital (consistingofhope,resilience,optimism,andefficacy)playsaroleinmediatingtheeffectsofa supportive organizational climate with employee outcomes. Utilizing three diverse samples, results show that employees’ psychological capital is positively related to their performance, satisfaction, and commitment and a supportive climate is related to employees’ satisfaction and commitment. The study’s major hypothesis that employees’ psychological capital mediates the relationship between supportive climate and their performance was also supported. The implications of these findings conclude the article. Copyright # 2008 John Wiley & Sons, Ltd.

1,124 citations


Journal ArticleDOI
TL;DR: In a special issue of the Journal of Organizational Behavior on Positive Organization Behaviour, this article, the authors argue that in order to make a substantive contribution to organizational science, POB will need to show the added value of the positive over and above the negative.
Abstract: Summary ThiseditorialintroducesaspecialissueoftheJournalof OrganizationalBehavioronpositive organizationalbehavior(POB). POB emphasizes the need for more focused theory building, research, and effective application of positive traits, states, and behaviors of employees in organizations. We argue that in order to make a substantive contribution to organizational science, POB will need to show the added value of the positive over and above the negative. In addition, the emerging concept of employee engagement is briefly introduced. The papers in the special issue describe exciting positive organizational behavior studies that each tap into an interesting direction in which POB research might go. Copyright# 2008 John Wiley & Sons, Ltd.

1,040 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the relationship between CEO values and organizational culture, and between organizational culture and firm performance, and found that CEO self-directive values were associated with innovation-oriented cultures, security values associated with bureaucratic cultures and benevolence values were related to supportive cultures.
Abstract: Few empirical works have examined the process through which CEO dispositions relate to organizational outcomes. In this study we examined the relationships between CEO values and organizational culture, and between organizational culture and firm performance. Data were collected from different sources (26 CEOs, 71 Senior Vice Presidents and 185 other organizational members), and include organizational financial performance data collected at two points in time. In support of our hypotheses, CEO self-directive values were associated with innovation-oriented cultures, security values were associated with bureaucratic cultures and benevolence values were related to supportive cultures. In turn, cultural dimensions showed differential associations with subsequent company sales growth, an index of organizational efficiency and assessments of employee satisfaction. Copyright © 2007 John Wiley & Sons, Ltd.

401 citations


Journal ArticleDOI
TL;DR: This paper found that experienced compassion provides important sense-making occasions where employees who receive, witness, or participate in the delivery of compassion reshape understandings of their co-workers, themselves, and their organizations.
Abstract: Summary This paper describes two studies that explore core questions about compassion at work. Findings from a pilot survey indicate that compassion occurs with relative frequency among a wide variety of individuals, suggesting a relationship between experienced compassion, positive emotion, and affective commitment. A complementary narrative study reveals a wide range of compassion triggers and illuminates ways that work colleagues respond to suffering. The narrative analysis demonstrates that experienced compassion provides important sensemaking occasions where employees who receive, witness, or participate in the delivery of compassion reshape understandings of their co-workers, themselves, and their organizations. Together these studies map the contours of compassion at work, provide evidence of its powerful consequences, and open a horizon of new research questions. Copyright # 2008 John Wiley & Sons, Ltd.

381 citations


Journal ArticleDOI
Dean Tjosvold1
TL;DR: The authors found that organizational members often have competitive relationships and orientations to dealing with conflict that lead to conflict avoidance and escalation, approaches that sabotage decision-making and relational bonds, and suggested that the kind of conflict, rather than its management, determines its outcomes.
Abstract: Although still widely assumed to be disruptive, conflict, when managed appropriately, has been found to make teamwork within and between organizations effective. However, organizational members often have competitive relationships and orientations to dealing with conflict that lead to conflict avoidance and escalation, approaches that sabotage decision-making and relational bonds. Conflict researchers have contributed to the bad reputation of conflict by confounding conflict and competition and suggesting that the kind of conflict, rather than its management, determines its outcomes. Studies in the West and East indicate that by developing cooperative relationships and the skills to discuss diverse views open-mindedly, organizations can empower managers and employees to use conflict to probe problems, create innovative solutions, learn from their experience, and enliven their relationships. Copyright © 2007 John Wiley & Sons, Ltd.

368 citations


Journal ArticleDOI
TL;DR: In this article, the authors validate and refine the Corporate Ethical Virtues Model, which formulates normative criteria for the ethical culture of organizations, and provide support for the existence of eight unidimensional subscales: clarity, congruency of supervisors, conformity of management, feasibility, supportability, transparency, discussability, and sanctionability.
Abstract: Based on four interlocking empirical studies, this paper initially validates and refines the Corporate Ethical Virtues Model which formulates normative criteria for the ethical culture of organizations. The findings of an exploratory factor analysis provide support for the existence of eight unidimensional subscales: clarity, congruency of supervisors, congruency of management, feasibility, supportability, transparency, discussability, and sanctionability. The findings of a confirmatory factor analysis show that the overall fit of the model is quite high. Evidence of convergent and discriminant validity is also found. The resulting 58-item self-reporting questionnaire is a useful tool that can be used in future research and by managers in assessing the ethical culture of their organization. Copyright © 2008 John Wiley & Sons, Ltd.

322 citations


Journal ArticleDOI
TL;DR: A selective and necessarily limited review of the literature shows that the positive functions of conflict are found only under an exceedingly narrow set of circumstances, and even under favorable circumstances a number of serious negative functions can be identified as well, negative functions easily outweigh positive functions, prohibiting the emergence of "positive workplace conflict" as discussed by the authors.
Abstract: Many authors, myself included, have suggested that workplace conflict may be beneficial to the organization. I argue that the support for this conclusion is rather weak. A selective and necessarily limited review of the literature shows that: (1) the positive functions of conflict are found only under an exceedingly narrow set of circumstances, (2) the conclusion that (particular forms of) conflict and conflict management has positive functions can be criticized on methodological grounds, (3) even under favorable circumstances a number of serious negative functions can be identified as well, (4) negative functions easily outweigh positive functions, prohibiting the emergence of ‘positive workplace conflict’ (where conflict has predominantly positive consequences), and (5) organizations need cooperative conflict management not because it brings positive conflict, but because it prevents workplace conflict to hurt too much. Copyright © 2007 John Wiley & Sons, Ltd.

312 citations


Journal ArticleDOI
TL;DR: According to the hope theory, high hope individuals possess more goal-related strategies and are more motivated to achieve their goals than their low hope counterparts as mentioned in this paper, and the relationship between hope and job performance using three different samples of employees of different job levels and industries.
Abstract: According to Snyder's hope theory, high hope individuals possess more goal-related strategies and are more motivated to achieve their goals than their low hope counterparts. Therefore, we examined the relationship between hope and job performance using three different samples of employees of different job levels and industries. We found that more hopeful sales employees, mortgage brokers, and management executives had higher job performance, as measured a year later, even after controlling for their self-efficacy and cognitive ability. In a fourth study, we examined if more hopeful employees attempt to solve problems differently than do those with less hope. Higher hope management executives produced more and better quality solutions to a work-related problem, suggesting that hopefulness may help employees when they are confronted with problems and encounter obstacles at work. Copyright © 2007 John Wiley & Sons, Ltd.

220 citations


Journal ArticleDOI
TL;DR: In this paper, an empirical study of the actual information-gathering behaviors of managers was conducted, and individual differences in a personality variable called need for cognition captured differences in actors' cognitive motivation to realize the potential information benefits that exist in their social networks.
Abstract: Information gathering is central to a variety of organizational behavior theories, but researchers have suggested that our understanding of the actual information gathering behaviors of managers is underdeveloped. Social network characteristics are theorized to be a key determinant of information gathering behaviors, but social network research has been criticized for: (1) not measuring the intervening mechanisms by which network characteristics are theorized to have their effects and (2) not considering how actors' motivation affects what network benefits are realized. This article addresses these concerns through an empirical study of the actual information gathering behaviors of managers. It posits that individual differences in a personality variable called need for cognition capture differences in actors' cognitive motivation to realize the potential information benefits that exist in their social networks. Results show that network characteristics do affect information benefits, but these effects are stronger for managers motivated to take advantage of them. These findings both support social capital theory and suggest the important role that personality can play in augmenting social network analyses. Copyright © 2007 John Wiley & Sons, Ltd.

213 citations


Journal ArticleDOI
TL;DR: In this article, the authors used meta-analysis to examine the relationship between hours worked and indicators of organizational identity (e.g., organizational support and tenure), occupational identity, human capital investments and work centrality), and family identity, and found that occupational factors and situational demands had the strongest relationships with hours worked.
Abstract: The current study utilizes social identity theory to investigate employees' work hours. Specifically, we use meta-analysis to examine the relationships between hours worked and indicators of organizational identity (e.g., organizational support and tenure), occupational identity (e.g., human capital investments and work centrality), and family identity (e.g., family responsibilities and family satisfaction). The meta-analysis also allowed us to explore other important correlates of hours worked (e.g., situational demands, job performance, mental health, and physical health), moderating variables (e.g., age, gender, and job complexity), and curvilinear relationships of work hours to social identity indicators. Overall, we found that occupational factors and situational demands had the strongest relationships with hours worked, hours worked were negatively associated with measures of employee well-being, gender had several significant moderating effects, and there were curvilinear relationships between hours worked and well-being and work–family conflict variables. The article concludes with directions for future theoretical and empirical research. Copyright © 2008 John Wiley & Sons, Ltd.

209 citations


Journal ArticleDOI
TL;DR: In this article, a dynamic model of the emergence of positive affective similarity in work groups is developed, which is referred to as the Positive Group Affect Spiral (PGAS) model, and it is proposed to continuously strengthen both the similarity of group members' positive affect and the quality of their interpersonal relationships.
Abstract: This conceptual paper seeks to clarify the process of the emergence of positive collective affect. Specifically, it develops a dynamic model of the emergence of positive affective similarity in work groups. It is suggested that positive group affective similarity and within-group relationship quality are reciprocally interrelated in the form of a self-reinforcing spiral, which is driven by mechanisms of affective sharing and affective similarity-attraction between group members. We label this spiraling relationship ‘Positive Group Affect Spiral.' This spiral is proposed to continuously strengthen both the similarity of group members' positive affect and the quality of their interpersonal relationships in a dynamic process. Further, we embed the Positive Group Affect Spiral into a framework of contextual factors that may diminish or strengthen its functioning, considering the potential impacts of charismatic leadership, individuals' or subgroups' organizational cynicism, group and organizational emotion norms, and organizational identity.

Journal ArticleDOI
TL;DR: In this paper, the authors explored the relationship between organization provided benefit programs and positive organizational behavior (POB) and found that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior.
Abstract: Focusing on the employee well-being component of positive organizational behavior (POB), this study explores the relationship between organization provided benefit programs and POB. Specifically, we ask the question: are employees' use and perceived value of a work-life benefit package associated with their positive attitudes and behaviors in the workplace? Grounded in social exchange theory and the norm of reciprocity, we develop and estimate a model identifying differential relationships of benefit use and perceived benefit value with employee attitudinal and performance outcomes. Employing the multigroup method, the hypothesized model was fit to the data of two dissimilar organizations. Results support our hypothesis that providing work-life benefits employees use and/or value is part of a positive exchange between the employee and employer. This exchange is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of higher levels of task and contextual performance behaviors. Results also revealed that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well-being inside as well as outside the workplace. Copyright © 2008 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this article, the authors identify ten methodological barriers to progress in organizational psychology research and offer suggestions for overcoming the barriers, in part or whole, and conclude with recommendations for integrating research methods into our ongoing development goals as scholars and framing methods as tools that help us achieve shared objectives.
Abstract: Progress in organizational psychology (OP) research depends on the rigor and quality of the methods we use. This paper identifies ten methodological barriers to progress and offers suggestions for overcoming the barriers, in part or whole. The barriers address how we derive hypotheses from theories, the nature and scope of the questions we pursue in our studies, the ways we address causality, the manner in which we draw samples and measure constructs, and how we conduct statistical tests and draw inferences from our research. The paper concludes with recommendations for integrating research methods into our ongoing development goals as scholars and framing methods as tools that help us achieve shared objectives in our field.

Journal ArticleDOI
TL;DR: The theory of core self-evaluation (CSE) has provided organizational scholars with a framework for describing disposition-based effects on work attitudes and behaviors as mentioned in this paper, but there are potential weaknesses concerning how it is conceptualized and used.
Abstract: The theory of core self-evaluation (CSE) has provided organizational scholars with a framework for describing disposition-based effects on work attitudes and behaviors. Although the CSE construct has been useful for predicting various phenomena, there are potential weaknesses concerning how it is conceptualized and used. We review limitations regarding CSE theory, its measurement, and specific traits, and provide recommendations for addressing them. Key recommendations include strengthening the theory underlying CSE, specifying CSE as an aggregate construct with causal indicators, representing CSE as a multidimensional construct rather than a scale score, and incorporating a trait that reflects approach motivation. Theoretical and empirical evidence that relate to our recommendations are presented. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this article, the authors identify research needed to improve performance management practices that is likely to enhance the relevance of organizational behavior in the eyes of practitioners and thus help reduce the science-practice gap.
Abstract: There is a science-practice gap in organizational behavior (OB) whereby entire bodies of scholarly knowledge are ignored by practitioners. We identify research needed to improve performance management practices that is likely to enhance the relevance of OB in the eyes of practitioners and thus help reduce the science-practice gap. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this paper, the influence of competition as an interaction between trait competitiveness and competitive climate was examined and the effect of competitive climate on job satisfaction, organizational commitment, job dedication, and supervisor-rated task performance.
Abstract: There has been a considerable debate about the individual and organizational benefits of competition. Adopting a person–environment fit perspective, this research examined the influence of competition as an interaction between trait competitiveness and competitive climate. Using a sample of information technology workers, competitive climate was considered as both an individual level variable and a workgroup variable. Results show that the effect of competitive climate depended on trait competitiveness and the level at which climate was assessed for four of the outcomes assessed: job satisfaction, organizational commitment, job dedication, and supervisor-rated task performance. In general, the effect of competitive climate was more negative for individuals lower in trait competitiveness. Competitive psychological climate was associated with greater stress regardless of the level of trait competitiveness but was not directly related to self-rated task performance. Findings suggest that managers should be cautious in encouraging competitive climate. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this article, the authors examined reactions to psychological contract breach from two separate perspectives, that is, employee's reactions to perceptions of employer breach and supervisor's reactions on perceptions of employee breach of the psychological contract.
Abstract: This study examined reactions to psychological contract breach from two separate perspectives, that is, employee's reactions to perceptions of employer breach and supervisor's reactions to perceptions of employee breach of the psychological contract. In addition to the main effects, we also hypothesized that the benevolence (or kindness) of the supervisor and the traditional values (or respect for authority) of the employee would attenuate the negative effects of psychological contract breach. We tested these hypotheses with a sample of 273 supervisor-subordinate dyads from the People's Republic of China. The results showed that employer breach correlated negatively with employee outcomes of organizational commitment (OC), organizational citizenship behavior (OCB), and work performance, but this negative relationship was weaker for employees with traditional values. The results also demonstrated that employee breach correlated negatively with responses from the supervisor, in terms of the mentoring provided to the employee and the leader-member exchange (LMX) quality. However, more benevolent supervisors reacted less negatively in terms of the mentoring than did the less benevolent supervisors. Implications for future research are offered. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this paper, the effects of different types of perceived fairness on citizenship behavior that benefits individuals (organizational citizenship behavior (OCB-I and organizations) has produced mixed results.
Abstract: Research on the unique effects of different types of perceived fairness on citizenship behavior that benefits individuals (organizational citizenship behavior (OCB-I) and organizations (OCB-O) has produced mixed results. We assert that how OCB-O and OCB-I are conceptualized affects the patterns of results, and we hypothesize that, when OCB is conceptualized appropriately, an agent-system model is supported (interactional and procedural justice are the strongest unique predictors of OCB-I and OCB-O, respectively). We also hypothesize that shared variance among the justice types explains additional variance in OCB. Analyses of semi- partial correlations conducted on meta-analytic coefficients supported our hypotheses. Theoretical and practical implications are discussed. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: The authors examine the rhetorical strategy of architects in widely available architectural texts, to identify what words are available for use in the cultural register and reveal vocabularies of competency that are revealed through clusters of keywords and which capture institutional logics of business, profession and state.
Abstract: Summary We examine the rhetorical strategy of architects in widely available architectural texts, to identify what words are available for use in the cultural register. Our results show that these cultural register texts use distinct but related rhetorics; vocabularies of competency that are revealed through clusters of keywords and which capture institutional logics of business, profession and state. We then examine how architect firms use these keywords as rhetorical strategies when competing for projects from clients. Our results reveal that architect firms deploy multivalent keywords—keywords that bridge institutional logics with the same word having multiple meanings—and combine pragmatically unique keywords from distinct logics, allowing them to appeal to multiple, diverse interests in their audiences. Copyright # 2008 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this article, a multilevel model examining the influence of work-family culture and supportive workplace relationships on work interference with family was used to test a path model examining relationships between work family culture, leader-member exchange (LMX), coworker support, and work interference.
Abstract: This research tested a multilevel model examining the influence of work-family culture and supportive workplace relationships on work interference with family. Web-based survey data were provided by 792 information technology employees from 10 organizations. Random coefficient modeling was used to test a path model examining the relationships between work-family culture, leader-member exchange (LMX), coworker support, and work interference with family. The direct effects of LMX and coworker support on work interference with family were significant. The indirect effect of work-family culture on work interference with family was also significant. Results demonstrate the value of work-family culture in understanding supportive supervisory and coworker relationships and work interference with family and highlight the need to employ multilevel models to understand these relationships. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: This paper found that perceptions of overall fairness are influenced by different types of justice, are more proximal predictors of responses than specific justice types, and are used to infer trust when trust certainty is low.
Abstract: Theory suggests that perceptions of overall fairness play an important role in the justice judgment process, yet overall fairness is insufficiently studied. We derived hypotheses from fairness heuristic theory, which proposes that perceptions of overall fairness are influenced by different types of justice, are more proximal predictors of responses than specific justice types, and are used to infer trust when trust certainty is low. Results from Study 1 (N = 1340) showed that employees' perceptions of overall fairness in relation to a senior management team mediated the relationships between specific types of justice and employee outcomes (e.g., affective commitment). In Study 2 (N = 881), these mediated effects were replicated and trust certainty moderated the effect of overall fairness on trust as hypothesized. Study 2 also showed that, relative to procedural and informational justice, distributive and interpersonal justice had stronger effects on overall fairness. To explore how the organizational context may have influenced these findings, we performed qualitative analyses in Study 3 (N = 268). Results suggested that, consistent with the quantitative findings from Study 2, some types of justice were more salient than others. We discuss the implications of our findings for theory, research, and practice. Copyright © 2008 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this article, the current status of psychological capital (PsyCap) is defined and the need to better understand its stability (i.e., state vs. trait) is addressed.
Abstract: Summary After defining and providing the current status of psychological capital (PsyCap), we address the need to better understand its stability (i.e., state vs. trait). Specifically, we issue a call for longitudinal research. The balance of this ‘‘incubator’’ article examines the relevance, potential obstacles, and advantages of this design in meeting PsyCap’s future research needs. Copyright # 2008 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: The authors argue that cross-cultural research in organizational psychology still remains largely a U.S. export business wherein the very questions we ask are colored by Western assumptions and values which are then explored to other cultures.
Abstract: Summary We argue that for the field of organizational psychology to prosper, it must adopt a global perspective. In this article, we discuss three specific ideals for a more global organizational psychology, our progress toward these ideals (or lack thereof), and potential solutions to move toward a truly global science. First, we argue that a truly global organizational psychology must incorporate global voices. Yet cross-cultural research in organizational psychology still remains largely a U.S. export business wherein the very questions we ask are colored by Western assumptions and values which are then explored to other cultures. To be a global science, we must acknowledge that the questions we ask are value-laden, and we must ensure that the questions we ask to have global relevance. Second, a truly global organizational psychology must articulate with precision the level at which culture operates. Yet the level at which culture is defined varies widely across studies and levels of analysis confusion abounds in the literature. We discuss a number of conceptualizations and measures of culture and suggest the conditions under which each may be warranted. Third, a truly global organizational psychology must advance an understanding of when culture matters. Despite abundant evidence that behavior in organizations is influenced by multiple contextual factors (e.g., the work team, organization, industry), we have little understanding of how national culture and non-cultural factors jointly influence behavior in organizations. We discuss several promising models to guide such efforts. Copyright # 2008 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this paper, the authors compared the susceptibility of two emotional intelligence (EI) tests to faking and found that the EQ-i was more susceptible to Faking than the MSCEIT.
Abstract: We compared the susceptibility of two emotional intelligence (EI) tests to faking. In a laboratory study using a within-subjects design, participants completed the EQ-i and the MSCEIT in two sessions. In the first session (i.e., the ‘applicant condition’), participants were given a job description and asked to respond to the EI measures as though they were applying for that job. Participants returned 2 weeks later to repeat the tests in a ‘non-applicant’ condition in which they were told to answer as honestly as possible. Mean differences between conditions indicated that the EQ-i was more susceptible to faking than the MSCEIT. Faking indices predicted applicant condition EQ-i scores, after controlling for participants' non-applicant EQ-i scores, whereas the faking indices were unrelated to applicant condition MSCEIT scores, when the non-applicant MSCEIT scores were controlled. Using top-down selection, participants were more likely to be selected based on their applicant condition EQ-i scores than their non-applicant EQ-i scores, but they had an equal likelihood of being selected based on their MSCEIT scores from each condition. Implications for the use of these two EI tests are discussed. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this article, the authors investigated the role of the positive organizational behavior (POB) concept of emotional competence for the effective management of participants' affect in service encounters and customers' assessments about the encounter.
Abstract: This study investigates the role of the positive organizational behavior (POB) concept of emotional competence for the effective management of participants' affect in service encounters and customers' assessments about the encounter. We developed and tested a two-level model in which service employees' emotional competence is related to both service employees' and customers' state positive affect. Customers' positive affect, in turn, is related to customers' specific and general evaluations of the service rendered. A total of 394 service encounters involving 53 financial consultants of a bank were assessed. Data were analyzed by a combination of path analysis and hierarchical linear modeling (HLM), and the results support large parts of the model. More specifically, employees' emotional competence was related to customer evaluations through their own positive affective state during the encounter as well as through a direct link to the customer evaluations of the encounter. Copyright © 2008 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: The authors investigated how internal and external advice network structures influence knowledge overlap and variety and, how these knowledge dimensions in turn influence group effectiveness, and found that only knowledge variety was significantly associated with group effectiveness.
Abstract: Drawing from the structural perspective of social capital theory, this research investigates how internal and external advice network structures influence knowledge overlap and variety and, how these knowledge dimensions in turn influence group effectiveness. Findings from two studies on knowledge-intensive groups indicate that different advice network structures are associated with knowledge overlap and knowledge variety, and only knowledge variety was significantly associated with group effectiveness. In addition, despite implicit understanding that advice networks aid performance through enhancing knowledge outcomes, only knowledge variety was found to mediate the relationship between external network and group effectiveness. Implications for theory and practice are discussed. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this paper, the value-orientation model of culture is used to identify the ways in which the cultural context may influence how employees conceptualize inputs and outcomes, their selection of referent others, their equity preferences, and their reactions to inequity.
Abstract: Equity theory proposes that individuals compare ratios of their own outcomes and inputs to the ratios of outcomes and inputs of others. According to this theory, if the ratios are unequal, individuals are motivated to take actions that will restore equity. Although equity theory has received considerable attention from organizational scholars, relatively few studies have investigated the cross-cultural applicability of the theory. In this conceptual paper, the value-orientation model of culture is used to identify the ways in which the cultural context may influence how employees conceptualize inputs and outcomes, their selection of referent others, their equity preferences, and their reactions to inequity. The paper also describes potential avenues for future investigations of equity theory in cross-cultural settings. Finally, some practical implications of this work are discussed as well. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this paper, the authors argue that constructive confrontation norms are an important contingency variable in the relationship between mental model similarity and decision quality, and that when strong norms of constructive confrontation are in place, however, teams are in a better position to reap the benefits of conflict (greater diversity of inputs) without experiencing its negative consequences.
Abstract: Work teams are being utilized more frequently to give organizations access to the broader knowledge and skill base of employees, as well as to provide for adaptive, efficient decision-making. In teams, we argue that constructive confrontation norms are an important contingency variable in the relationship between mental model similarity and decision quality. Mental model similarity helps team members understand one another's perspectives and reduces the likelihood of conflict. Accordingly, mental model similarity improves decision quality. When strong norms of constructive confrontation are in place, however, teams are in a better position to reap the benefits of conflict (greater diversity of inputs) without experiencing its negative consequences. Thus, when constructive confrontation norms are strong, less mental model similarity (i.e., more diversity of perspectives) is likely to improve decision quality. Copyright © 2007 John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: This article examined the moderating role of individual differences in the relationship between job satisfaction and organizational citizenship behavior (OCB) and found that persons who are higher in other orientation tend to have higher job satisfaction.
Abstract: This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB) Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB As hypothesized, results show a weaker relationship between job satisfaction and OCB for persons who are higher in other orientation We discuss the theoretical implications of this finding and directions for future research Copyright © 2007 John Wiley & Sons, Ltd

Journal ArticleDOI
TL;DR: In this article, the authors investigated the impact of employment externalization on customer-oriented service behavior and how identification processes may help to resolve the "paradox of externalization" (i.e., organizations relying more on potentially disenfranchised employees to maintain strong connections with their customers).
Abstract: This study investigates the impact of employment externalization (in the form of limited-term vs. permanent employment status) on customer-oriented service behavior, and how identification processes may help to resolve the ‘paradox of externalization’ (i.e., organizations relying more on potentially disenfranchised employees to maintain strong connections with their customers). Survey data were obtained from 369 sales, service, and technical support personnel from the Canadian subsidiary of a large international service organization in the high technology sector. Organizational and customer identification fully mediate the relationship between employment status and customer-oriented service behavior. Additionally, the perceived external image of the organization and the visibility of one's affiliation with the organization moderate the relationships between employment status and organizational and customer identification. Copyright © 2007 John Wiley & Sons, Ltd.