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Working parents represent a significant portion of the labor force. However, invalid assumptions regarding how parental role engagement affects working parents, and in particular, working mothers, has led to stigma and workplace discrimination against them. In order to the eradicate such stigma and combat discrimination, we draw upon self-construal theory to theorize that, compared with non-parents, working parents are more likely to view their work as a means to communicate their professional ethics and principles to their family and serve as role models, which we termed "the symbolic meaning of work." We further posited that sex interacted with parental status to affect employees' perceived symbolic meaning of work, with the positive association between parental status and perceived symbolic meaning of work being stronger for females than males. Third, we argued that the symbolic meaning of work is positively related to employees' demonstration of exemplary behaviors at work, such as increased work effort and ethical voice behavior. Lastly, we proposed that the indirect effects of parental status on work effort and ethical voice behavior via the symbolic meaning of work are stronger for females than males. We tested our hypotheses using a sample of 283 Chinese employees and found support for each of the hypotheses. The theoretical and practical implications of our study, as well as limitations and future research directions, are discussed below. [ABSTRACT FROM AUTHOR]

We are more likely to cooperate with individuals we see as similar to ourselves, yet it is now common for employees to work with stakeholders who come from outside their nation's borders. Some research suggests that holding a global social identity – or identification with the world as a whole – leads to cooperation even with global strangers. However, various widely-studied identification theories suggest that global social identity should be rare due to a lack of commonality or proximity among ingroup members and a lack of comparison outgroup for distinctiveness and esteem-building. Thus, we sought to create consensus around both the existence and meaning of global social identity. Interviews with 107 employees working in either Mexico, South Africa, or the United States revealed that global social identity does exist – yet it does so outside the boundaries of existing theory. More specifically, we found that local, national, and global identities exist as distinct, unrelated identities, rather than in nested layers (as previously theorized). Further, we found that the foundational bases of identification change as the level of the identity's abstraction increased. Our findings have various implications for theory and practice, particularly regarding the encouragement of cooperation among globally dispersed organizational stakeholders. [ABSTRACT FROM AUTHOR]

The Fourth Industrial Revolution has already arrived and is revolutionizing the landscape of organizational research (e.g., Brynjolfsson & McAfee, 2014; 2017; Brynjolfsson & Mitchell, 2017). In particular, as organizations worldwide are navigating through this new wave of industrial revolution (in which intelligent machines are increasingly becoming part of modern workplace), our conventional wisdom about work practices, interpersonal relationships, and the management of organizations needs to be refined. Each of the papers provides a new avenue to the implications of intelligent technologies on people and practices in organizations by emphasizing how the incorporation of such technologies may specifically affect individuals, managers, as well as other organizational stakeholders. Towards this end, the papers in this symposium take on the challenge to understanding more broadly on how intelligent technologies may affect people and practices across different levels of theorization and analysis. Overall, this symposium seeks to continue the societal conversation inspired by the uprise of intelligent technologies and provide answers to outstanding questions (raised by both organizational scholars and managers), while also setting a research agenda for the future. Interacting with Artificial Intelligence and Its Implications on Employee Work and Non-work Behavior Author: Pok Man Tang; U. of Georgia Author: Joel Koopman; Texas A&M U. Author: Haoyue Zhang; Nanyang Business School, NTU Singapore Author: Philipp Reynders; Cardiff U. Author: Chin Tung Stewart Ng; Institute of Human Resource Management, National Sun Yat-sen U. Author: I-Heng Chen; National Sun Yat-Sen U. Feedback from Artificial Intelligence: Reactions of the Stigmatized to Algorithm-driven Feedback Author: Ji Woon Ryu; Portland State U. Author: Roshni Raveendhran; U. of Virginia Darden School of Business Author: Cristiano L O Guarana; Indiana U. - Kelley School of Business Using Advanced Text Analysis to Increase Prediction and Reduce Subgroup Differences in Selection Author: Emily D. Campion; U. of Iowa Author: Michael A Campion; Purdue U. Author: James Johnson; United States Air Force Academy Author: Thomas Carretta; United States Air Force Author: Sophie Romay; United States Air Force Author: Bobbie Dirr; U.S. Air Force Author: Andrew Deregla; United States Air Force Author: Amanda Mouton; United States Air Force Hungry for Data: Examining How Developing AI Technology Reconfigures Organizations Author: Jodie Koh; Northwestern Kellogg School of Management Author: Hatim A. Rahman; Northwestern Kellogg School of Management Moral Spillover from Creators to Autonomous Technological Agents Author: Arthur S. Jago; U. of Washington, Tacoma [ABSTRACT FROM AUTHOR]

Envy seems to be almost inevitable emotion for human and workplace is full of envy eliciting event. With its prevalence in daily life and recently increased scholarly attention (Duffy et al., 2021), this symposium aims to produce a comprehensive understanding of envy and investigate conditions and characteristics that impact how people express and respond to envy. The set of papers explores the enactment (e.g., inferiority, social dominance orientation), outcome (e.g., harming), reaction (e.g., citizenship behavior, interaction avoidance behavior), and measurement of envy. They empirically test this across different contexts (e.g., supervisor-subordinate, teammates) and for different targets (the envious, the envied). In addition, by introducing potential moderators that might mitigate the enactment of envy and buffer the negative impacts of envy (e.g., pre-existing trust), this symposium comes up with practical suggestions for managers and workers to "reduce the pain and discrepancy envy brings" (Duffy et al., 2011, p. 34). This also aligns with the Academy of Management 2023 theme of "Putting the Worker Front and Center." Examination of Tall Poppy Syndrome (Enactment of Envy) in a Multicultural Work Context Author: Abdul Karim Khan; United Arab Emirates U. Author: Samina Quratulain; *United Arab Emirates U. Author: Aqsa Ejaz; Lahore Business School, The U. of Lahore Author: Eman Helal AlMansouri; *United Arab Emirates U. We Are Less Envious of Those We Trust: Two Mitigating Roles of Trust Author: Einav Hart; George Mason U. Author: Rachel Lea Campagna; U. of New Hampshire The Effect of Narcissism on the Experience of Being Envied Author: Yoonhee Kim; PhD Candidate, Drexel U. Author: Lauren D'Innocenzo; Drexel U. Downward Envy and Employee Reactions Author: Haoying Xu; Stevens Institute of Technology Author: Sandy J. Wayne; U. of Illinois Chicago Author: Harshad Girish Puranik; U. of Illinois at Chicago Green All Over: Developing a Multi-Domain Measure of Workplace Envy Author: Manuel F. Gonzalez; Montclair State U. Author: I-Heng Wu; U. of South Alabama [ABSTRACT FROM AUTHOR]

The interpersonal and social aspects of modern work have made envy -- the painful emotion experienced at work when one lacks and desires one or more work others' superior qualities, achievements, or possessions -- a practical phenomenon to study in organizational science. With scholarly interest in envy on the rise, this symposium introduces fresh perspectives and further advances scholarly discussion regarding the nature of envy by showcasing four cutting-edge studies. In particular, these studies provide new insights regarding envy, its outcomes, and factors influencing these outcomes across different contexts (e.g., leadership, job search, different cultures), for different targets (the envier, the envied, and the organization), and using diverse methodological approaches (e.g., meta-analysis, experiencing sampling). Attendees will thus learn current directions in workplace envy research from researchers with expertise in the topic area. Following the presentations, Dr. Yochi Cohen-Charash will synthesize the papers in the symposium and lead an interactive discussion on the current state of envy research. As envy is commonly experienced as an undesirable emotion, our symposium seeks to offer a comprehensive understanding of workplace envy, its various outcomes (both the "good" and the "bad"), and strategies to manage envy in ways that can benefit employees and organizations alike, in line with the Academy of Management 2022 theme of "Creating a Better World Together". * The Dark Side of Envy: Implications of Job Search Envy on Health * Presenter: Jaewoo Kim; U. of Houston * Presenter: Leanne Atwater; U. of Houston * Presenter: Jamie Belinne; U. of Houston * Exploring Envy as a Mediator between LMX Quality and Work Outcomes * Presenter: Hakan Ozcelik; California State U. Sacramento * The Bright-and Dark-Side Effects of the Daily Perception of Being Envied by Coworkers * Presenter: Harshad Girish Puranik; U. of Illinois at Chicago * Presenter: Kathleen Keeler; Ohio State U. * Presenter: Haoying Xu; U. of Illinois at Chicago * Presenter: Siyi Tao; U. of Illinois at Chicago * Envy Beyond Borders: A Meta-Analysis of National Culture and Reactions to Envy * Presenter: Manuel F. Gonzalez; Seton Hall U. * Presenter: Yochi Cohen-Charash; Baruch College & The Graduate Center, CUNY * Presenter: Soohyun Lee; William Paterson U. * Presenter: Kim Story Johnson; -* Presenter: Paul E. Spector; U. of South Florida [ABSTRACT FROM AUTHOR]

As the workforce becomes increasingly diverse, researchers interested in groups and diversity have endeavored to understand the implication of various team compositions in work organizations. One major stream of inquiry examines group faultlines (i.e., hypothetical dividing lines that may split a group into subgroups based on one or more attributes) and their influence on team processes, emergent states, and outcomes. However, most studies examine faultline influences at the group level, with less research attention being paid to understanding how group faultlines impact outcomes at other levels. In the present symposium, we include five studies that examine the influence of faultlines on individual, group, and organizational outcomes. Following the presentations, Dr. Andrew Carton as our discussant will provide each presentation with constructive feedback and lead an interactive group discussion. Our symposium seeks to offer a comprehensive understanding of the effect of faultlines in organizations with an emphasis on multilevel issues. Organizational Knowledge Faultlines and Perceived Strategic Alignment in Work Groups. Presenter: Yunhyung Chung; U. of Idaho Presenter: Hana Johnson; U. of Idaho When and Why Team-Level Voice Impacts Individual-Level Performance. Presenter: Christina Li; U. of Iowa Presenter: Brady Firth; The U. of Iowa Presenter: Bradley Ray Mecham; U. of Iowa Presenter: Michael Montanye; U. of Iowa Presenter: Amy L. Kristof-Brown; U. of Iowa The Role of Static and Dynamic Team Faultlines on Team Performance. Presenter: Xing Liu; Darla Moore School of Business, U. of South Carolina Presenter: Jason Kautz; Darla Moore School of Business, U. of South Carolina Presenter: Robert E Ployhart; U. of South Carolina Culture Shifts and Alignment. Presenter: Yekaterina Bezrukova; SUNY Buffalo Presenter: Chester S Spell; Rutgers U., Camden Presenter: Karen Jehn; Melbourne Business School How Faultlines in Foreign Top Management Teams Affect Subsidiary Performance. Presenter: Marketa Rickley; U. of Iowa Presenter: Eean Crawford; U. of Iowa Presenter: I-Heng Wu; U. of Iowa. [ABSTRACT FROM AUTHOR]

Envy, while being stressful and painful, is an inevitable part of our contract with life. We draw on control theory and the functional perspective on emotions to evaluate the effectiveness of envy-coping behaviors, including both others-dysfunctional (i.e., harming the envied) and self-functional (i.e., seeking self-improvement) behavior. In contrast to control theory, which suggests that closing the gap between desired and actual states is beneficial, we posit that the distinctive nature of envy-coping behavior produces differential well-being for the envier. Furthermore, because envy is often rooted in unfair advantages received by others, we explore an envier disposition related to fairness--justice orientation, or the extent to which individuals internalize justice as a moral virtue and pay attention to issues of unfairness--as a moderator. We argue that justice orientation is a contingency factor driving functional versus dysfunctional reactions to envy, thus contributing to our understanding of the envy -- coping behavior -- well-being relationship. We conducted an experience-sampling study with a sample of 192 Taiwanese massage therapists, whom we surveyed for 14 consecutive workdays. Confirming most of our predictions, we find that envious individuals high in justice orientation engage in more others-dysfunctional behavior, which in turn results in reduced positive well-being and increased negative well- being. Envious individuals high in justice orientation also engage in less selffunctional behavior, which has an adverse impact on positive well-being. Interestingly, such individuals with low justice orientation engage in more self- functional behavior, which is beneficial for positive well-being. Theoretical contributions and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This study aims to examine the association between calling and proactive behavior by proposing a moderated mediation model. Drawing from the job crafting perspective, career commitment and job autonomy are identified as the mediator and moderator in the model, respectively. The authors tested the proposed relationships with an SPSS macro that utilizes a sample of 350 employees in a three-wave procedure. Results support all the hypotheses. The findings of the study reveal calling to be significantly associated with employees' job crafting behavior. The authors conclude that such a process begins with one's career commitment and is subsequently strengthened by the level of autonomy, thus yielding a pattern of moderated mediation. These findings answer recent calls for an integrative examination of calling in the workplace by demonstrating that career commitment and job autonomy represent key mechanisms in transferring one's calling into job crafting behavior. As such, this study complements existing literature on the theoretical and practical implications of calling in the fields of Organizational Psychology and Organizational Behavior." [ABSTRACT FROM AUTHOR]

Family motivation has become an increasingly relevant driver of employees' work behaviors. One psychological consequence of family motivation implied but never empirically tested in the literature, is that strong family motivation may elevate employees' concern about job stability. Using a sample of 319 manufacturing workers and a time-lagged design, we empirically demonstrate that family motivation is positively related to employees' job stability concern and that employees' job stability concern prohibits employees' workplace deviance, especially when employees do not have a high level of duty orientation. Although we do find support for a direct effect of job security concern on voice, we find that duty orientation moderates the relationship between job stability concern and voice. Specifically, we find that employees with a low level of duty orientation will reduce their voice behavior in the presence of high job stability concern; whereas employees with a high level of duty orientation consistently engage in voice behavior, regardless of the level of job stability concern they experience. Theoretical and practical implications of our findings, as well as the limitations and future research directions are discussed. [ABSTRACT FROM AUTHOR]

This symposium presents cutting-edge research on citizenship behavior. The existing literature has suggested that citizenship behavior is an important and complicated phenomenon that is not fully understood. To reconcile the conflicting views in on-going investigations of this phenomenon, this symposium presents five studies that examine how employees at different organizational levels perceive citizenship behavior and how they enact and react to such behavior. Drawing from multiple theoretical perspectives, these studies advance our understanding regarding the various motives for citizenship behavior and the outcomes of such behavior for the actor, the team, and the organization. Peter Bamberger, who has made a foundational contribution to the workplace helping literature and is currently the Editor-in-Chief of Academy of Management Discoveries, will comment on the papers and facilitate an interactive discussion with the audience. Opening Up the Black Box Between CEO Self-Esteem and Firm Performance: The Mediation Role of CEO Helping and TMT Managerial Consensus Presenter: Yiduo Shao; U. of Florida Presenter: Yifan Song; Temple U. Presenter: Jaclyn Koopmann; Auburn U. Presenter: Aaron Hill; U. of Florida Presenter: Junqi Shi; Lingnan U. / Sun Yat-sen U. The Top of the Top: Psychological Entitlement as a Mediator in Explaining High Performers' Social Behavioral Outcomes Presenter: I-Heng Wu; U. of Iowa Presenter: Min-Hsuan Tu; U. of Florida The Dark and Bright Sides of Empathic Concern: A Conservation of Resources Perspective Presenter: Szu-Han Lin; U. of Massachusetts, Amherst Presenter: Emily Poulton; U. of Massachusetts, Amherst Presenter: Mengjie Xu; U. of Massachusetts, Amherst Presenter: Min-Hsuan Tu; U. of Florida Organizational Citizenship Behavior and Its Implications for Moral Licensing Presenter: Russell Eric Johnson; Eli Broad School of Business, Michigan State U. Presenter: Hun Whee Lee; Michigan State U. Presenter: Chu-Hsiang Chang; Michigan State U. The Effects of Authentic Leadership on Sustainability Presenter: Tara S. Wernsing; IE Business School Presenter: Amrou Awaysheh; Indiana U. - Kelley School of Business Presenter: Patrick Flynn; North Carolina State U. Presenter: Bruce Avolio; U. of Washington [ABSTRACT FROM AUTHOR]

This study explores the effects of abusive supervision on employee job satisfaction and mental health. In addition, we focused on the mediating effect of emotional labor. The participants were 244 employees from the hospitality industry in Taiwan; data were collected at two time periods, separated by two weeks interval, to avoid common method variance. The results showed that surface acting mediated the relationship between both abusive supervision and employee job satisfaction, and the relationship between abusive supervision and employee mental health. Finally, we discussed the theoretical and practical implications of our findings. We also proposed several directions for future research. [ABSTRACT FROM AUTHOR]

Mission-driven organizations are becoming more and more popular as increasing concerns about human welfare and social responsibility. Previous studies have suggested that individuals with prosocial motivation have better job performance in mission-driven organizations. However, the mediating mechanisms remain uncertain. This study proposes that prosocially motivated individuals can experience higher sense of calling by making prosocial difference to reach self-achievement through mission- driven organizations. Furthermore they will achieve higher degrees of job involvement by identifying with their work, and eventually make better job performance. The data was collected from 37 different organizations and 420 subjects, and tested by serial multiple mediation analysis. The results show that prosocial motivation is positively related to job performance through calling or job involvement. Besides, prosocial motivation would partially influence an individual's job involvement and subsequent contextual performance through sense of calling. [ABSTRACT FROM AUTHOR]