Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Attitude-Behavior gap in green consumption has been well documented in the marketing literature. Some research has been done to investigate why consumers often fail to engage in actual green consumption even though they have previously indicated their intention to do so. It is important to gain greater understanding of such attitude-behavior gap in green consumption, as sustainable development becomes the critical social and economic trend. This article 1) summarizes the empirical findings and theories from the literature in the past decade; 2) discusses what have not been studied in the literature; and 3) finally suggests possible directions for future research in the field, such as measurement scale development, possible moderating and mediating factors, motivational factors, learning and trust mechanism, and cross culture issues.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Some studies demonstrate that there is no significant relationship between purchase and well-being. Other studies, however, demonstrate that purchases can increase well-being depending on ‘how to buy’. For example, several studies have found that consumers derive more happiness from experiential purchase rather than material purchase and that there are boundary conditions. The present review study aims to (1) explore the underlying mechanisms of the ‘purchase type-well-being’-relationship from the perspectives of hedonic adaptation, social benefit, anticipative benefit, and unsymmetrical regret; (2) identify boundary conditions of the main effect from three aspects, namely, personal factors, situational factors, and the types of well-being; and (3) provide an outlook of the probable future research directions of this area.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Based on the "both/and" cognitive thinking, ambidextrous leadership reconciles the conflicting leadership behaviors and provides novel insights into solving the paradox of innovation-efficiency in organizational development. However, extant research has most focused on the effect of ambidextrous leadership on ambidextrous performance (i.e., balance between innovation and efficiency) as well as its underlying mechanism. To address this issue, we propose the concept of ambidextrous performance and examine the effect of ambidextrous leadership on the ambidextrous performance from a multi-level perspective. We draw on the theory of human capital and build amoderated mediation model with flexibility-oriented HRM practices and accumulation of human resource flexibility as serial mediators. In doing so, the implications of ambidextrous leadership are extended, i.e., the relationship between ambidextrous leadership and ambidextrous performance is integrated with HRM practices to reveal a new mechanism through which ambidextrous leadership leads to desirable outcomes. Implications for how organizations can achieve ambidextrous performance are also provided.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Errors are not rare in organizations. However, prior studies have mostly focused on error management to highlight the important role of organizations to deal with errors, while overlooking the importance of error detection. Since error detection works as the initial and key step for error management, it is important to investigate how errors are detected in organizations. It has been well acknowledged that external error monitoring and individuals’ proactive error reporting work as two main ways for error detection. External error monitoring is shown by colleagues and system error detection. Colleagues can detect errors by supervising others’ tasks, while systems can monitor errors when data fail to reach or exceed the thresholds. However, colleagues may fail to detect errors when they lack the knowledge about others’ work goals and work schedules, and system monitoring is not designed to monitor every work flow, which leads to some equally important errors go undetected. Hence, individuals’ proactive error reporting behavior become rather important. Focusing on employees’ proactive error reporting behavior, this study tries to show the factors that contributing to employees’ error reporting behavior in organizations. Errors are defined as individuals’ unintentional deviance behavior, which is potentially avoidable. After error commission, individuals tend to hide rather than report errors. Following the above, we treat errors as individuals’ workplace secrets and apply secret revealing framework to build our model. In secret revealing framework, the visibility and severity of secrets would lead to individuals’ emotional (i.e., anxiety) and cognitive stress (i.e., rumination), which then lead them to take secret revealing behavior. In this line, we propose that error characteristics as shown by error visibility and error severity to have positive relationships with employees’ anxiety and rumination. In particular, error visibility describes how easily the errors can be noticed by colleagues, while error severity shows the extent to which the errors can have impact on organizational performance. High error visibility or high error severity can lead to employees’ high anxiety and rumination, which then led to employees’ error reporting behavior. Hence, anxiety and rumination mediate the positive relationships between error characteristics and error reporting behavior. Moreover, we further propose that felt obligation to report, which refers to the evaluations about whether the self should report errors after error commission, can also impact employees’ reactions towards their errors. Specifically, when errors have high visibility or severity, employees will generate high obligation to report to ultimately enhance error reporting behavior. Furthermore, whether will employees take error reporting behavior is also influenced by the context. In secret revealing framework, individual characteristics, the relationship with the partner, and environment can exert important influence on the relationships between secret characteristics and individuals’ secret revealing behavior. In consideration of the error management literature, we come to propose that employees’ personal characteristic - conscientiousness, leadership behavior - leader tolerance, and team climate - team psychological safety moderate the relationships between error characteristics and employees’ anxiety, rumination, and felt obligation to report as well as the indirect relationships between error characteristics and error reporting behavior. In short, applying the secret revealing framework, this study builds an overall framework to show how error characteristics may impact employees’ rumination, anxiety, and felt obligation to report to influence their error reporting behavior; moreover, it shows how individual differences, leadership behavior, and team climate may impact the above relationships to exert influence on employees’ error reporting in organizations.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Most of previous research on empowering leader behavior has adopted a leader-centric approach to examine its effectiveness. With the arising of followership theory, more research has emphasized the importance of examining leadership effectiveness from the follower-centric approach. Expectation plays an import role in management. Employee empowerment expectation refers to a set of norms that employees perceived about the responsibilities and obligations the leader should shoulder in terms of empowering. Most of the existing empirical research concentrate on the effect of employee and leader empowerment fit and emphasize that employee’s leadership role expectation has a direct impact on individual behavior from the perspective of congruence. However, previous review of empowerment mainly focused on leader empowering behavior and pay little attention to employee empowerment expectation. From the perspective of the theoretical explanation of the role of employee empowerment expectation in the process of empowerment, the theories used are relatively scattered, based on which, there is a lack of systematic review of the findings and shortcomings. The concepts, measurements and related theories involved in the effect of employee empowerment expectation were systematically reviewed. To date, the measurement of employee empowerment expectation is realized by changing the subject of measurement items, referring to Ahearne’s (2005) leadership empowerment behavior scale. Previous empirical studies have mainly explored the effect of employee empowerment expectation from the perspective of employee and leader congruence, while there is no empirical study has focused on the separate influence or formation mechanism of it. There are two type research on the congruence of employee and leader empowerment expectation: (1) The congruence of expectation and experience, which is the congruence of employee’s empowerment expectation and leader’s empowering behavior. And the measurement of leader empowering behavior is divided into employee-rated and leader self-rated. (2) evaluators congruence, such as employee self-rated and leader-rated employee empowerment expectation. In addition, from the role set theory, leader categorization theory and met expectation theory, this paper summarized the effect and research conclusions of employee empowerment expectation. Further research can expand current research based on the congruence perspective with the help of more accurate measurement of employee empowerment expectation, or break through the existing research paradigm and recognize employee empowerment expectation as a more important separate variable based on the following theory or implicit leadership theory, as well as systematically explore its antecedents and outcomes: (1) Based on the implicit leadership theory, future research can enrich the measurement of employee empowerment expectation. (2) Drawing on the person-environment fit theory (especially the employee-leader fit), future research can explain the empowerment congruence of employee and leader, such as exploring the path of “employee and leader empowerment expectation congruence → leader relational identity→ employee proactive behavior” based on the relational identity theory. (3) Future research can discuss the main effect of employee empowerment expectation, exploring the path of “employee empowerment expectation → employee following behavior (e.g., proactive behavior) → leader empowering behavior” based on the following theory. (4) In view of the fact that employee empowerment expectation can be used as a moderator and a separate variable to influence employee’s attitude, behavior and leadership effectiveness, future research can analyze the antecedents of employee empowerment expectation. (5) Future research can discuss the antecedents and outcomes of employee empowerment expectation from the perspective of segmentation dimension.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Bottom-line mentality is a one-dimensional mindset that focuses on obtaining bottom-line profit results to the exclusion of all other competing priorities (e.g., corporate social responsibility, employee welfare, stakeholder rights, etc.). While bottom-line mindset may lead managers to focus on performance at the expense of other important business benefits, or even to take unethical measures to achieve their goals, research has also shown that bottom-line mentality can improve employee focus and thus performance.In contrast to revealing the positive or negative effects of bottom-line mentality in a single way, this study innovatively focuses on the double-edged sword role of bottom-line mentality and explores its mechanisms on exploratory innovation, exploitative innovation, idea generation and idea implementation, respectively, which strongly advances the progress of existing research. On the one hand, in the cross-sectional dimension for different components of innovation, the study takes a cognitive-motivational perspective and shows that the leader’s bottom-line mentality tends to make the team risk-averse and adopt exploitative innovation, which is less risky than exploratory innovation, by inducing a high priority on performance within the team. By clarifying the double-edged role of the leader’s bottom-line mentality on exploratory and exploitative innovations with the help of the team’s willingness to take risks, the boundary role of goal-oriented organization performance is clarified, thus enriching the theoretical research and application practice of bottom-line mentality, exploratory innovation and exploitative innovation. On the other hand, in the longitudinal dimension for different processes of innovation, the study takes an affective motivation perspective and points out that the leader’s bottom-line mentality puts employees in a state of compulsive passion and focuses on achieving performance goals by various means, which is more conducive to the implementation of ideas than idea generation. This study explores the mediating paths and boundaries of action with the help of team obsessive passion and leader-subordinate exchange relationship. It aims to comprehensively reveal the positive and negative influence paths of leader bottom-line mentality on team idea generation and idea implementation, which is conducive to deepening the theoretical research and application of the two stages of bottom-line mentality and innovation, and further expanding the research on the effect of bottom-line mentality on team-level innovation.This study classifies innovation based on two dimensions of innovation content and process, constructs a theoretical model of the different mechanisms of the leader’s bottom-line mentality on four important sub-concepts of innovation (exploratory innovation, exploitative innovation, idea generation, and idea implementation). It will deeply analyze the consequences of the leader’s bottom-line mentality on the two types and two stages of team innovation, which deepens the theoretical research on the bottom-line mind and innovation. At the same time, it also helps teams to understand the two sides of bottom-line mentality from a practical perspective, and helps them to reasonably deploy resources to guide and control the formation and effect of bottom-line mentality, which is an important reference value for enterprises to formulate strategies and coordinate resources.
Hits
Hits
Downloads
Comment