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Exploring the antecedents that affect the team innovation performance can better promote the organization to research the potential factors to enhance the organizational innovation competitiveness. Drawing upon information processing theory, we develop a moderated mediation model to examine the relationship between team pro-social rule breaking and team innovation performance. A three-wave field study is constructed from two large manufacturing enterprises from 82 team leaders and their 382 subordinates in Shanghai, China. The results reveal that team pro-social rule breaking is positively related to team innovation performance through team reflexivity. In addition, the relationship between team pro-social rule breaking and team innovation performance via team reflexivity is positive only when team learning orientation is high. The implications, limitations, and future research directions of these findings are discussed. [ABSTRACT FROM AUTHOR]

Grounded in self-determination theory, the present study examined the weekly fluctuations in different forms of work-related rumination depending on perceived autonomy support and fear of failure at the workplace. Work-related rumination has three dimensions, affective rumination (negative emotions or affect), problem-solving pondering (thinking over the actions to handle the problems), and psychological detachment (mentally distancing oneself from work during nonwork time). In total, 111 employees (Mage = 34.88, SD = 10.43) from various occupations were followed over the course of three weeks via weekly measurements, resulting in 333 matched observations. Multilevel random coefficient modeling showed that on the weeks when employees reported higher levels of perceived autonomy support from the leader, they engaged in affective rumination and problem-solving pondering less. However, weekly fluctuations in psychological detachment from work was not associated with perceived autonomy support. Moreover, on the weeks when employees experienced high fear of failure, they reported less psychological detachment from work during nonwork time. Lastly, within-and and between-person fear of failure moderated the negative link between perceived autonomy support and affective rumination. Findings showed that perceived autonomy support is a protective factor for employees high in both state and trait fear of failure in decreasing affective rumination. Directions for future research and implication for practice were discussed. [ABSTRACT FROM AUTHOR]