Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Time, is the basic element of personal life and work experience, everywhere. At present, most of the existing literature in the field of organizational behavior explores the relationship between variables from a static perspective, that is, mainly focuses on overall variable levels over a period of time. This is because these studies are based on a mainstream assumption, that is, the overall variable levels are relatively stable. While the role of time, such as the dynamic characteristics of variables over a period of time, has been largely neglected. This widely adopted static perspective that neglects the role of time keeps the existing theory of organizational behavior “static” to a certain extent. Over time, whether and how the overall variable levels change, and how and when the variables that change over time have an effect, the exploration of these issues provides a new perspective on existing research, which in turn expands traditional management theories. As more and more recent studies in recent years have taken the role of time into consideration in the discussion of theoretical models, researchers have gradually discovered that paying attention to the dynamic characteristics of variables from a dynamic perspective can increase explanatory effectiveness than exploring the impact of overall variable levels. Based on this approach, the construction methods of traditional management theories, the relationship between variables, and even the propositions derived from traditional theories have also changed. Taking the role of time into consideration, that is, focusing on the dynamic characteristics of variables and exploring their antecedents and outcomes from a dynamic perspective, existing research can better “provide an ontologically accurate description of the nature of a phenomenon” (George & Jones, 2000, p. 658). In line with this approach, in recent years, some scholars have begun to focus on the role of time and to explore the dynamic characteristics of variables. However, in general, this type of research is still quite rare and disorganized in different fields, and has not yet formed a structured system. Based on this, this review focused on the literature that has taken the role of time into consideration in recent years and explored the dynamic characteristics of variables over a period of time, in order to provide inspiration for future research. Specifically, this review selected two dimensions to sort out related research: the first of the dimensions being the type of dynamic characteristics of variables (i.e., trend vs. variability). The trend reflects the change trend of the variable over a period of time, including growth and decay. In research, the slope is often used as a measure. Variability reflects the degree of (in) stability a variable has over a period of time, which is often measured by standard deviation in research. The second of the dimensions being the role of dynamic characteristics of variables in the theoretical model (i.e., independent variable vs. dependent variable). That is, the researcher can use it as an independent variable to explore its outcomes, or use it as a dependent variable to explore its antecedents. Based on these two dimensions, this review divided the relevant research into four categories: (1) Trend is the independent variable; (2) Trend is the dependent variable; (3) Variability is the independent variable; (4) Variability is the dependent variable. Based on this categorization, this review systematically reviewed the related studies and the theories applied in them. Finally, based on the above analysis, suggestions for future research are provided by taking the role of time into consideration to expand the theory of organizational behavior more comprehensively and systematically, such as paying more attention to the variability of variables, investigating trends, interactions between fluctuations and overall average levels, focusing on time, duration and other important dynamic changes, from the perspective of characteristics, etc.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Trust is a crucial part of interpersonal relationships within work environments. Previous research has revealed that feeling trusted, or “the perception that another party is willing to accept vulnerability to one’s actions,” by one’s supervisor benefits both subordinates and organizations in various ways such as enhancing organization-based self-esteem and improving individual and organizational performance. While extant research has provided insightful knowledge to help us understand the beneficial effects of feeling trusted, we know little about its potential drawbacks. We suggest that scholars may have overstated the benefits of feeling trusted and overlooked its potential costs. Thus, several important questions are arisen: When dose feeling trusted induce employees subsequent counterproductive work behavior (CWB), and Why? Drawing upon self-evaluation theory and trust literature, we propose that feeling trusted by their supervisors may promote employees’ psychological entitlement, which leads to subsequent CWB. Furthermore, we consider the perceived rarity of trust as a boundary condition and suggest that when employees perceive the rarity of trust is high, feeling trusted is more likely to make them feel psychologically entitled, thus leading to CWB. To test our theoretical model, we conducted three studies, including two experiments (i.e., Study 1 and 2) and one multi-wave, multi-source field study (i.e., Study 3) among diverse samples. In Study 1, we invited 115 full-time employees through the alumni networks of several large universities in China to participate our experiment. Participants were randomly assigned to one of two experimental conditions: the feeling trusted condition (n = 58) versus the control condition (n = 57). Feeling trusted was manipulated by the critical incident technique. Each participant was required to recall and describe a recent interaction with their supervisor. Next, participants completed an ostensibly unrelated task (filler task) and reported psychological entitlement, manipulation check, and demographics. In Study 2, we recruited 145 full-time working adults as participants from the United States using Amazon’s Mechanical Turk. Participants first reported the perceived rarity of trust in their organizations. Then, they were randomly assigned to one of two experimental conditions (the feeling trusted condition [n = 73] versus the control condition [n = 72]) and were subjected to the same manipulation and questionnaire as those defined in Study 1. In Study 3, we employed a multi-wave, multi-source design to test our full model in a field setting using a Chinese employee sample. At Time 1, the employees reported feeling trusted, perceived rarity of trust, psychological entitlement, and demographics. Approximately one week later (Time 2), their supervisors were invited to rate subordinates’ CWB. The final sample included 187 employees from 60 workgroups. The results of the studies revealed that feeling trusted positively influenced subordinates’ psychological entitlement, which in turn enhanced their subsequent CWB. Subordinates perceived rarity of trust moderated the effect of feeling trusted on psychological entitlement. Furthermore, subordinates perceived rarity of trust moderated the indirect effect of feeling trusted on CWB. That is, the positive indirect effect of feeling trusted on CWB via subordinates’ psychological entitlement was significant and positive when perceived rarity of trust was high and did not exist when perceived rarity of trust was low. This research makes several important contributions. First, we challenge the consensus regarding the universally positive effects of trust by suggesting that feeling trusted may have the potential to induce subordinates CWB. In doing so, this research provides a more dialectical perspective in understanding the effects of feeling trusted. Second, not only do we examine the potentially negative effects of feeling trusted, but we also examine when and why this effect unfolds. By exploring the dynamics of feeling trusted, we answer Bare et al.’s call for more research on feeling trusted. Finally, this research contributes to CWB literature by identifying an important but neglected antecedent of CWB in the workplace. We suggested that beyond leaders’ negative behaviors (e.g., abuse and injustice), their positive behaviors (i.e., expressed trust) may lead to subordinates’ CWB.
Subjects: Psychology >> Other Disciplines of Psychology submitted time 2020-11-06
Abstract：目前，绝大部分组织行为学研究都是从静态视角聚焦变量在一段时间内的整体平均水平，而忽视了时间的角色，如变量在一段时间内的动态变化特征。通过引入时间的角色，从动态视角关注变量的动态变化特征并探讨其影响因素和结果，可能为现有研究提供新的、突破性视角，进而帮助拓展传统管理理论。鉴于其对理论发展的重要性，近年来，部分新近研究开始逐步关注时间的角色，从动态视角探索变量的动态变化特征。然而，整体来看，这类研究仍相对较少，且分散在不同的研究领域，还未能形成结构化体系。基于此，在将相关研究按照两个维度——变量的动态变化特征的类别(趋势 vs. 波动)与变量的动态变化特征的角色(自变量 vs. 因变量)分为四大类别后，系统地回顾和梳理相关研究，并厘清研究背后的理论机制。最后，基于以上梳理分析，未来研究可从关注变量的波动；考察趋势、波动和整体平均水平等的交互作用等角度出发，更加全面、系统地扩展组织行为学理论。
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2019-09-29
Abstract： Trust is a crucial part of interpersonal relationships within work environments. Previous research has revealed that feeling trusted, or “the perception that another party is willing to accept vulnerability to one’s actions,” by one’s supervisor benefits both subordinates and organizations in various ways such as enhancing organization-based self-esteem and improving individual and organizational performance. While extant research has provided insightful knowledge to help us understand the beneficial effects of feeling trusted, we know little about its potential drawbacks. We suggest that scholars may have overstated the benefits of feeling trusted and overlooked its potential costs. Thus, several important questions are arisen: When dose feeling trusted induce employees subsequent counterproductive work behavior (CWB), and Why? Drawing upon self-evaluation theory and trust literature, we propose that feeling trusted by their supervisors may promote employees’ psychological entitlement, which leads to subsequent CWB. Furthermore, we consider the perceived rarity of trust as a boundary condition and suggest that when employees perceive the rarity of trust is high, feeling trusted is more likely to make them feel psychologically entitled, thus leading to CWB. To test our theoretical model, we conducted three studies, including two experiments (i.e., Study 1 and 2) and one multi-wave, multi-source field study (i.e., Study 3) among diverse samples. In Study 1, we invited 115 full-time employees through the alumni networks of several large universities in China to participate our experiment. Participants were randomly assigned to one of two experimental conditions: the feeling trusted condition (n = 58) versus the control condition (n = 57). Feeling trusted was manipulated by the critical incident technique. Each participant was required to recall and describe a recent interaction with their supervisor. Next, participants completed an ostensibly unrelated task (filler task) and reported psychological entitlement, manipulation check, and demographics. In Study 2, we recruited 145 full-time working adults as participants from the United States using Amazon’s Mechanical Turk. Participants first reported the perceived rarity of trust in their organizations. Then, they were randomly assigned to one of two experimental conditions (the feeling trusted condition [n = 73] versus the control condition [n = 72]) and were subjected to the same manipulation and questionnaire as those defined in Study 1. In Study 3, we employed a multi-wave, multi-source design to test our full model in a field setting using a Chinese employee sample. At Time 1, the employees reported feeling trusted, perceived rarity of trust, psychological entitlement, and demographics. Approximately one week later (Time 2), their supervisors were invited to rate subordinates’ CWB. The final sample included 187 employees from 60 workgroups. The results of the studies revealed that feeling trusted positively influenced subordinates’ psychological entitlement, which in turn enhanced their subsequent CWB. Subordinates perceived rarity of trust moderated the effect of feeling trusted on psychological entitlement. Furthermore, subordinates perceived rarity of trust moderated the indirect effect of feeling trusted on CWB. That is, the positive indirect effect of feeling trusted on CWB via subordinates’ psychological entitlement was significant and positive when perceived rarity of trust was high and did not exist when perceived rarity of trust was low. This research makes several important contributions. First, we challenge the consensus regarding the universally positive effects of trust by suggesting that feeling trusted may have the potential to induce subordinates CWB. In doing so, this research provides a more dialectical perspective in understanding the effects of feeling trusted. Second, not only do we examine the potentially negative effects of feeling trusted, but we also examine when and why this effect unfolds. By exploring the dynamics of feeling trusted, we answer Bare et al.’s call for more research on feeling trusted. Finally, this research contributes to CWB literature by identifying an important but neglected antecedent of CWB in the workplace. We suggested that beyond leaders’ negative behaviors (e.g., abuse and injustice), their positive behaviors (i.e., expressed trust) may lead to subordinates’ CWB. "
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