The Journal of applied psychology
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Drawing on career self-management frameworks as well as image theory and the unfolding model of turnover, we developed a model predicting early career employees' decisions to pursue graduate education. Using a sample of 337 alumni from 2 universities, we found that early career individuals with intrinsic career goals, who engaged in career planning, who were less satisfied with their career, or who experienced impactful positive career shocks were more likely to intend to go to graduate school. In contrast, individuals with extrinsic career goals who were highly satisfied with their careers were less likely to intend to go to graduate school. ⋯ However, having extrinsic career goals, an impactful sooner than expected raise or promotion (a positive career shock), and a negative organizational change (a negative career shock) negatively related to the likelihood of applying. The career shocks' direct relationship to applications to graduate school, regardless of one's intentions, suggests that "the best laid plans" can sometimes be altered by unplanned events. This study contributes to the literatures on career self-management and graduate education and extends the application of the shock construct from the unfolding model of turnover to other career-related decisions.
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We examine the effect of supervisor injustice directed toward 1 team member and argue not only that the violated member will retaliate against the supervisor but that team members will band together as a collective in order to retaliate. However, we argue that effects depend on which member is violated, such that violating a strategic core member will result in greater retaliation. ⋯ We test our hypotheses utilizing 64 teams engaged in a command-and-control simulation. Results generally support our hypotheses for retaliation in the form of fewer supervisor-directed organizational citizenship behaviors but are less supportive for retaliation in the form of lower supervisor performance evaluations.
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Multicenter Study
Creative self-efficacy and individual creativity in team contexts: cross-level interactions with team informational resources.
We propose a cross-level perspective on the relation between creative self-efficacy and individual creativity in which team informational resources, comprising both shared "knowledge of who knows what" (KWKW) and functional background diversity, benefit the creativity of individuals more with higher creative self-efficacy. To test our hypotheses, we conducted a multi-level study with 176 employees working in 34 research and development teams of a multinational company in 4 countries. In support of our hypotheses, the link between creative self-efficacy and individual creativity was more positive with greater shared KWKW, and this interactive effect was pronounced for teams of high rather than low functional background diversity. We discuss implications for the study of creative self-efficacy in team contexts.
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For globally distributed teams charged with innovation, member contributions to the team are crucial for effective performance. Prior research, however, suggests that members of globally distributed teams often feel isolated and excluded from their team's activities and decisions. ⋯ This joint effect is strengthened as team dispersion increases. At the team level, member influence on team decisions has a positive effect on team innovation.
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Meta Analysis
Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.
This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.