Subjects: Psychology >> Management Psychology Subjects: Management Science >> Enterprise Management submitted time 2024-01-24
Abstract： The virtual team work mode has become an inevitable trend for the organization work, resulting in a significant characteristic, “boundarylessness”, with a high overlap between the work and family domains. Such boundaryless trend changes the premise of previous research and practice that work and family can be distinguished. Responding to this problem, some scholars suggested to follow this boundaryless trend and promote work-family integration. However, the managerial practice based on this principle resulted in a series of negative effects. This raises an important research question needed to be resolved under the trend of virtual team work mode: is the traditional work-family differentiation principle or the current work-family integration principle more suitable to enhance work-family balance? Do we need other new perspective to resolve this problem? In order to resolve this important research question, this study relies on social identity theory to assist the insufficient explanatory logic of conservation of resources theory, discussing the mechanism of team virtuality on employees’ work-family integration behavior, as well as the managerial intervention principle to achieve work-family harmony. This study helps to build a new theoretical framework for the study of work-family balance to promote the theory development in the intelligent digital era, and suggests a new management perspective to achieve work-family harmony.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Leader group prototypicality refers to the subordinates’ perception of the extent to which a team leader was representative of the collective identity. A number of studies have investigated the positive consequences of leader group prototypicality, while some scholars proposed that leader group prototypicality probably induced negative results. Whether leader group prototypicality simultaneously leads to both positive and negative effects, however, is far less clear to date. Drawing from the self-categorization theory and the social identity theory, we argued that leader group prototypicality not only facilitated subordinates’ self-categorization into their teams, but also engendered their social-categorization tendencies in the multi-team context. With this argument, we examined the distinct mechanisms simultaneously and independently occurring between leader group prototypicality and intra-team collective citizenship behavior via the subordinates’ intra-team identification. We also inspected the relationship between leader group prototypicality and inter-team collective deviance via the subordinates’ perception of inter-team distinctiveness. To test our model, we conducted a survey on 257 subordinates and 72 team leaders from 4 companies in the Guangdong province. The survey questionnaires were distributed and coded on an online survey system. All respondents were informed of the confidentiality of their responses. In an attempt to avoid the common method bias, we collected multiphase multisource data from the subordinate and the team leader. In phase 1, subordinates were invited to report their evaluation on the leader group prototypicality and control variables. In phase 2, subordinates were invited to self-report their intra-team identification and their perception of inter-team distinctiveness. Similarly, team leaders were invited to report their intra-team collective citizenship behavior, their inter-team collective deviance as well as other related variables. Empirical results supported our postulation that leader group prototypicality was a double-edge sword in the multi-team context. Specially, with respect to the intra-team process, leader group prototypicality was positively related to subordinates’ intra-team identification, and subordinates’ intra-team identification was positively related to intra-team collective citizenship behavior. Subordinates’ intra-team identification mediated the indirect effect of leader group prototypicality on intra-team collective citizenship behavior. Meanwhile, with respect to the inter-team process, leader group prototypicality was also positively related to subordinates’ perception of inter-team distinctiveness, and subordinates’ perception of inter-team distinctiveness was positively related to inter-team collective deviance. Subordinates’ perception of inter-team distinctiveness mediated the indirect effect of leader group prototypicality on inter-team collective deviance. Moreover, intra-team self-categorization and inter-team social categorization represented unique systems. In other words, intra-team identification was not significantly related to inter-team collective deviance, nor perception of inter-team distinctiveness was significantly related to intra-team collective citizenship behavior. With these findings, we make several contributions to the literature and management practice. First, we addressed the question whether leader group prototypicality could simultaneously cause beneficial and damaging results. Second, we identified the differential indirect effects of leader group prototypicality on subordinate behavior. Third, our work provided evidence and complemented the traditional focus on intra-team context by drawing our attention to the underlying inter-team process of leader group prototypicality. Finally, our work helped to build a comprehensive framework for understanding the double-edge sword effects of leader group prototypicality in the multi-team system. From a practical point of view, our study raised our attention of the co-existed positive and negative effects of leader group prototypicality, and recommended managers to adopt remedies in promoting the positive effects while prohibiting the negative ones.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： The term "workplace ostracism" refers to the acts of ignoring or excluding others in a workplace. Most previous studies on workplace ostracism are based on the revenge perspective, arguing that revenge cognition triggered by interpersonal conflict is the main motivation of workplace ostracism. However, this logic may not be applied to the newcomers. This is because they are part of the relatively disadvantaged groups in the organization and are eager to involve themselves to the new settings rather than engage in interpersonal conflicts that can worsen their situation. Drawing on identity theory, we attempt to explore the mechanisms by which newcomers’ role organizational socialization contributes to their workplace ostracism. Specifically, our model integrates both mediating and moderating mechanisms into a single model, thus providing an explanation of how newcomers’ role organizational socialization affects their workplace ostracism through the mediating and moderating roles of work alienation and insiders’ developmental feedback, respectively.To test the hypotheses in our model, we conducted a survey on 249 employee-supervisor dyads from four companies in Guangdong Province, China. The survey was conducted in three waves. In the first wave, newcomer participants were asked to complete a questionnaire, including demographic information (gender, age, tenure, education), role organizational socialization, and interpersonal conflict. In the second wave, newcomer participants reported their work alienation, revenge cognition, and developmental feedback. In the third wave, their leaders were required to rate the newcomers’ workplace ostracism. We examined our hypotheses with MPLUS 6.12 and SPSS 22.0.Empirical results showed that the role identity mechanism can significantly explain newcomers’ workplace ostracism after controlling the traditional conflict-retaliation mechanism. Specifically, we found support for our arguments as follows: 1) newcomers’ role organizational socialization is negatively related to their workplace ostracism, 2) newcomers’ work alienation serves as a mediator in the relation between their role organizational socialization and workplace ostracism, and 3) developmental feedback moderates the relationship between newcomers’ role organizational socialization and work alienation. Specifically, the negative relation between newcomers’ role organizational socialization and work alienation is stronger when the level of developmental feedback they received is low. Furthermore, 4) developmental feedback moderates the negative and indirect effect of newcomers’ role organizational socialization on their workplace ostracism. Specifically, work alienation mediates the negative effect when developmental feedback is low, but not when it is high.This study contributes to the theoretical and empirical literature in the following ways. First, we extend previous studies on workplace ostracism by demonstrating that newcomers and experienced employees can have different reasons for their workplace ostracism. The verification of the role identity mechanism for newcomers’ workplace ostracism significantly extends our understanding of the unique features of their behaviors during the organizational socialization period. Second, our findings deepen our understanding of the role identity mechanism by examining the mediating role of work alienation and the moderating effect of developmental feedback under a general theoretical framework. Finally, our work uses identity theory to build a comprehensive frame work for understanding the antecedents of workplace ostracism, thus providing a uniquely generative frame work for future research.
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