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When employees use public settings such as team meetings to engage in voice-the expression of work ideas or concerns, they can spur useful discussions, action planning, and problem solving. However, we make the case that managers, whose support is essential for voice to have a functional impact, are averse to publicly expressed voice and prefer acting on voice that is privately brought up to them in one-on-one settings. Drawing on face management theory (Goffman, 1967), we argue that voice expressed in front of an audience, compared with that expressed one-on-one, is more threatening to the image that managers seek to portray as competent and unerring leaders, and that leads managers to respond more defensively to public voice and endorse it less. This, we propose, is especially true when the relationship quality between manager and employee is weak as public voice from relationally distant employees is perceived as a stronger challenge. Across five studies (correlational and experimental), we find support for our arguments and rule out alternative explanations such as that managers are aversive to public voice because it threatens their ego or that managers feel more accountable to act on publicly provided input. We discuss the implications of our findings for theory and practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

We develop and test a dynamic perspective into the ways in which voice behavior and employee silence develop in organizational newcomers. Unlike prior cross-sectional research, we focus on the differences in changes of voice behavior—distinguishing between promotive and prohibitive voice behavior—and employee silence. We suggest that these changes in employee voice and silence depend on the degree to which organizational newcomers understand and adjust to organizational norms, goals, and values (i.e., organizational socialization). We draw from multiple goal pursuit theory to substantiate our hypotheses which we test on 198 organizational newcomers across four waves of data. Using random coefficient growth models, we find employee voice and silence to develop along relatively independent trajectories and provide partial evidence for the influence of organizational socialization on these changes in newcomer behavior. Implications for theory and practice are discussed

Team turnover can be harmful to a team in many ways. This study examined whether a team’s collective experience (team organizational tenure) attenuates the association between team turnover and task conflict changes. Differing from prior research, our study used a longitudinal design to assess the effects of team turnover, accounting for the competence of those leaving the team. We built on context-emergent turnover theory and tested a random coefficient growth model by utilizing data from 74 health-care teams. We found support for the hypothesized interaction: The more collective experience the team had, the less likely it was that team turnover associated with increases in task conflict. We discuss implications for theory and practice.

Research teams face complex leadership and coordination challenges. We propose shared authentic leadership (SAL) as a timely approach to addressing these challenges. Drawing from authentic and functional leadership theories, we posit a multiple mediation model that suggests three mechanisms whereby SAL influences team effectiveness: shared mental models (SMM), team trust, and team coordination. To test our hypotheses, we collected survey data on leadership and teamwork within 142 research teams that recently published an article in a peer-reviewed management journal. The results indicate team coordination represents the primary mediating mechanism accounting for the relationship between SAL and research team effectiveness. While teams with high trust and SMM felt more successful and were more satisfied, they were less successful in publishing in high-impact journals. We also found the four SAL dimensions (i.e., self-awareness, relational transparency, balanced processing, and internalized moral perspective) to associate differently with team effectiveness.

The extent to which someone thinks of him- or herself as a leader (i.e., leader identity) is subject to change in a dynamic manner because of experience and structured intervention, but is rarely studied as such. In this study, we map the trajectories of leader identity development over a course of a seven-week leader development program. Drawing upon identity theory (Kegan, 1983) and self-perception theory (Bern, 1972), we propose that changes in self-perceived leadership skills are associated with changes in leader identity. Using latent growth curve modeling and latent change score analyses as our primary analytical approaches, we analyzed longitudinal data across seven measurement points (N = 98). We find leader identity to develop in a J-shaped pattern. As hypothesized, we find that these changes in leader identity are associated with, and potentially shaped by, changes in leadership skills across time. (C) 2017 Elsevier Inc. All rights reserved.

Research Summary We integrate insights from upper echelon theory and the literature on innovation and multinational corporations (MNCs) to develop a framework explaining when and why nationality diversity in top management teams (TMTs) affects corporate entrepreneurship-as evidenced by diversity in global knowledge sourcing-and through this innovation performance in MNCs. In a panel of 165 manufacturing MNCs based in 20 countries, we confirm that the positive effects of TMT nationality diversity on corporate entrepreneurship and innovation are only unleashed in TMTs with low social stratification and in MNCs located in home countries that are low in national power distance. Our study contributes to opening up the black box of the upper echelon's strategic role in spurring entrepreneurship and innovation in MNCs embedded in different cultures. Managerial Summary The internationalization of TMTs in MNCs has been increasing in response to the globalization of markets and sources of knowledge. In this study, we examine under what circumstances MNCs that have TMTs comprised of executives with diverse nationalities exhibit stronger innovation performance. Analysis of leading corporations from 20 countries over a period of 10 years reveals that MNCs with diverse TMTs engage more in corporate entrepreneurship and subsequently see increased innovation performance-but only when these TMTs are operating in environments characterized by equal distribution of power and low hierarchy. The findings underscore the important role of corporate headquarters and TMT composition in the strategic management of modern MNCs.

Although potentially beneficial, task conflict may threaten teams because it often leads to relationship conflict. Prior research has identified a set of interpersonal factors (e.g., team communication, team trust) that help attenuate this association. The purpose of this article is to provide an alternative perspective that focuses on the moderating role of performance-related factors (i.e., perceived team performance). Using social identity theory, we build a model that predicts how task conflict associates with growth in relationship conflict and how perceived team performance influences this association. We test a three-wave longitudinal model by means of random coefficient growth modeling, using data from 60 ongoing teams working in a health care organization. Results provide partial support for our hypotheses. Only when perceived team performance is low, do task conflicts relate with growth in relationship conflict. We conclude that perceived team performance seems to enable teams to uncouple task from relationship conflict.

Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.

In this study, we investigate how multiteam system (MTS) and component team identification influence interteam conflict and MTS performance. On the basis of resource allocation theory and social identity theory, we build a model to examine dual identification and its effects in MTSs. We use a real-time computer simulation to test our hypotheses and measure our focal constructs in three consecutive performance episodes. Using random coefficient modelling, we find that MTS identification is associated positively with MTS performance, and interteam task and relationship conflict mediate this relationship. Team identification influenced interteam conflict at the start of the study, but this influence decreased over time. Although the effect of MTS identification appears to be more prominent than the effect of team identification, our results point at the importance of investigating the identification with the MTS relative to that of the team. We discuss implications for MTS theory and practice. Practitioner points Although organizations increasingly rely on multiteam systems to accomplish work, the drivers of multiteam system performance remain understudied. This study establishes multiteam system identification as the principal determinant of interteam conflict and multiteam system performance. For multiteam system members, it is critical to engage in practices that make them quickly identify with the multiteam system.

In this paper, we tackle an important but unresolved research question: How distinct are workplace conflict, aggression and bullying? We study this question by means of latent class (LC) analysis using cross-industry data from 6,175 Belgian workers. We find a two-factor solution (conflict-aggression versus bullying) to provide the best fit to the data. Employees with low exposure to conflict-aggression and bullying perceived the phenomena as mostly overlapping. Employees who were exposed more frequently to the phenomena reported them to be more distinct - especially so for workplace bullying. We also find conflict-aggression and bullying to have distinct relationships with well-being and strain outcomes. These findings entail that a simple unifying approach or a single label for all three phenomena is not appropriate, at least from a measurement point of view and from the perspective of those exposed. Our results have important implications for the theoretical understanding of conflict, aggression and bullying, and for practitioners who provide support to affected employees including policymakers who help prevent and manage these problems at the workplace. publishedVersion

Employee voice, or the upward expression of work-related ideas, suggestions, or concerns is crucial for effective organizational functioning. However, because voice challenges the status quo, for w...

Purpose The purpose of this paper is to build and test an integrative model of leader identity as an important mechanism explaining why reactions to leadership training associate with leader effectiveness. It is proposed that this mediation relationship is conditional on leadership experience (i.e. time in a formal managerial role), such that it will be weaker for more experienced leaders because they already possess complex leadership-related knowledge and skills. Design/methodology/approach Hypotheses were tested using a sample of German managers (n=196) in formal leadership positions (i.e. with direct subordinates) across a range of industries. Data were collected using online questionnaires. The proposed first-stage mediation model was tested using the structural equation approach. Findings Leader identity was found to mediate the relationship between reactions to leadership training and leader effectiveness. This mediation was conditional upon leadership experience, such that the indirect effect only held for less, but not for more, experienced leaders. Research limitations/implications The findings should be interpreted with caution because all data are self-report and cross-sectional. Practical implications Leadership training for senior leaders should qualitatively differ (in terms of content and length) from that for novice leaders. Originality/value Leadership training can substantially improve managers’ ability to lead effectively. The present study is the first to establish leader identity as a motivational mechanism that explains this relationship. This is also the first study to test for the role of leadership experience in leader development.

Although timely exchange of information is critical to organizations, it often fails to happen. In this paper, we present a conceptual framework for understanding how delays in information exchange negatively impact employee outcomes. Using affective events theory, delays are conceptualized as workplace events. In contrast to prior delay research, we adopt a temporal perspective for studying employees' experiences during a delay and how these experiences influence interpersonal behavior. We suggest that how employees appraise and experience delays depends, critically, upon the coworker and his or her behavior during the delay. We also identify a set of situational and dispositional factors that are important for predicting when delays in information exchange are likely to undermine coworker relationships and when they are not. Throughout the paper, we develop propositions to guide research and human resource management practice.

Personal and Ubiquitous Computing, 17 (6), ISSN:1617-4909, ISSN:1617-4917, ISSN:0949-2054

Current expectations are that the use of Internet of Things (IoT) technologies (e.g. radio frequency identification devices (RFID) in supply chains) will improve accountability in organisations. However, it remains unclear if, why and when such expectations will actually be met. This is because new technologies not only address, but also produce new accountability demands and human actors might experience difficulties in satisfying these accountabilities. This article presents a theoretical framework for understanding how IoT technologies enable or constrain control capabilities of actors and how this influences actors' capabilities to satisfy accountability demands. We discuss multiple dimensions of accountability (i.e. visibility, responsibility and liability) and control (i.e. transparency, predictability and influence), and explain how control and accountability are constitutively entangled with the capacities of IoT technologies (i.e. informate, automate and transform). To illustrate the framework, we provide vignettes from an IoT application used to detect counterfeits in the supply chain. The article contributes to the on-going debate on benefits and risks of IoT technologies and emphasises the importance of predicting organisational issues already in early stages of technology development.

Journal of Management & Organization, 18 (1), ISSN:1833-3672

Inter-departmental innovation collaboration facilitates innovation performance. At the same time, it has been identified as a source of increased coordination costs. Using organizational information processing theory, this paper builds and tests hypotheses on the costs and benefits of innovation-related collaboration within firms. Based on a sample of 433 german manufacturing firms we show inter-departmental innovation collaboration to increase process innovation performance, but also to produce costs in terms of project delay and project termination. These costs, however, do not affect innovation performance at the firm level. This finding suggests firms to be well able to balance the costs and benefits of inter-departmental collaboration across their innovation project portfolio. Theoretical and managerial implications are discussed.

In the past two decades, a substantial amount of research has been generated to better understand the key factors that help to encourage and facilitate employees’ initial voice behavior, defined as...

The present study examined autonomy climate (AC) and support climate (SC) as moderators of the relationship between pay level satisfaction (PLS) and employee outcomes (i.e. job satisfaction, affective commitment and intention to stay). Survey data were collected from 5801 Belgian employees, representing 148 units. The hypotheses derived from distributive justice theory and from research on the meaning of money received partial support. Multilevel analyses revealed that AC buffered the negative effects of low PLS on all three outcomes, and that SC exacerbated the negative effects of low PLS on intention to stay. Theoretical and practical implications of this differential moderating effect are discussed.

The opportunity to use one’s skills at work is an important prerequisite for employee well-being. Drawing on self-determination and person-environment fit theory, this study aims to add to our understanding of this important phenomenon in two ways. First, we examine the associations of within-subject daily variations in skill utilization and well-being. Second, we model work value orientation as a between-subject factor that moderates this within-subject relationship. Specifically, we advocate that daily skill utilization is more beneficial (in terms of more daily work engagement and less daily emotional exhaustion) for employees holding predominantly intrinsic (i.e., self-development, community contribution) as opposed to extrinsic (i.e., financial success, status) values. Results of multilevel modeling using diary data from 99 service workers over five working days, supported the assumption that daily skill utilization was positively related to daily work engagement, particularly among employees holding a predominantly intrinsic work value orientation. Contrary to expectations, daily skill utilization was unrelated to daily exhaustion, both for employees holding high and low intrinsic values. The discussion highlights the importance of, and employees’ receptiveness to, variations in beneficial working conditions. peerreview_statement: The publishing and review policy for this title is described in its Aims & Scope. aims_and_scope_url: http://www.tandfonline.com/action/journalInformation?show=aimsScope&journalCode=twst20 ispartof: Work and Stress vol:29 issue:3 pages:306-323 status: published

Building on self-determination theory, we examined the relationship between shared work values and work engagement within teams. Specifically, we expected that employees would show higher levels of work engagement when working in teams characterized by intrinsic relative to extrinsic work values, and that this relationship can be explained by basic psychological need satisfaction. Multilevel analyses using data from 307 employees taken from 31 teams working in a variety of sectors in Belgium and the Netherlands largely supported the hypotheses: Individual-level need satisfaction partially mediated the relationship between team-level work values and individual level engagement. Implications for practice and theory are discussed. ispartof: Group Dynamics: Theory, Research and Practice vol:18 issue:4 pages:267-281 status: published

In this diary study, we tested the possibility that dispositional reward and punishment sensitivity, two central constructs of reinforcement sensitivity theory, would modify the relationship between emotional labor and job-related well-being (i.e., work engagement, emotional exhaustion, depersonalization). Specifically, based on a social functional account of emotion, we hypothesized that surface acting entails the risk of social disapproval and therefore may be more detrimental for high than for low punishment-sensitive individuals. In contrast, deep acting is hypothesized to hold the promise of social approval and therefore may be more beneficial for high than for low reward-sensitive individuals. Hypotheses were tested in a sample of 237 service workers (N = 1,584 daily reports) who completed a general survey and daily surveys over the course of 10 working days. Multilevel analyses showed that surface acting was detrimental to well-being, and more strongly so for high than for low punishment-sensitive individuals. The results are consistent with the idea that heightened sensitivity to social disapproval aggravates the negative effects of surface acting.

In this paper, we investigate how adaptive and maladaptive humor influence well-being in the workplace. In particular, this study examines the extent to which reactions from others (i.e., humor targets) can moderate the relationship between humor and well-being. Unlike prior research, we adopted a withinperson research design. We used data from a two-week-long diary study of 57 Dutch individuals employed in the automotive sector. Our hierarchical linear modeling analysis found that employees are more engaged on days when they express adaptive humor, while they appear more emotionally exhausted on days when they express maladaptive humor. Reactions from humor targets do not moderate the effects of humor. Using a within-person design, this study makes an important contribution to the humor at work literature, which has focused almost exclusively on inter-individual differences.

The present study examined employee-involvement climate (i.e., information-sharing and decision-making climate) as a moderator of the relationship between pay-level satisfaction and employee outcomes (i.e., job satisfaction, affective commitment, and turnover intention). Survey data were collected from 22,662 Belgian employees, representing 134 organizations. The hypotheses derived from distributive justice theory and from research on the meaning of pay received partial support. Multilevel analyses revealed that a decision-making climate buffered the negative effects of low pay-level satisfaction, and that an information-sharing climate exacerbated the negative effects of low pay-level satisfaction. Theoretical and practical implications of this differential moderating effect are discussed.

Based on a social functional account of emotion, this study investigated the possibility that surface acting is more harmful to individuals who are afraid of social disapproval. Using daily diary data collected from 275 Dutch service workers over ten working days, we examined whether punishment sensitivity, as a measure for fear of social disapproval, moderates the within-person relationship between daily surface acting and daily job-related well-being (i.e., emotional exhaustion, depersonalization, and work engagement). Consistent with predictions, the results of multilevel analyses showed that surface acting is particularly harmful for punishment-sensitive employees. We discuss scholarly and practical implications of this finding.

The present study examined autonomy climate and supportive climate as moderators of the relationship between pay level satisfaction and employee outcomes (i.e., job satisfaction, affective commitme...

This study examined the influence of team turnover on team performance. We investigated whether task and relationship conflict mediate this relationship and whether team tenure moderates the relati...

Using social categorization and social comparison theory, we investigate how demographic diversity in teams (i.e., age and gender diversity) moderates the effects of relationship conflict on affect...