How and When Compulsory Citizenship Behavior Leads to Employee Silence: A Moderated Mediation Model Based on Moral Disengagement and Supervisor–Subordinate Guanxi Views

2017 ◽  
Vol 155 (1) ◽  
pp. 259-274 ◽  
Author(s):  
Peixu He ◽  
Zhenglong Peng ◽  
Hongdan Zhao ◽  
Christophe Estay
2020 ◽  
Author(s):  
Ming-Chen Zhang ◽  
Lin-Xin Wang ◽  
Kai Dou ◽  
Yue Liang

Cyberbullying is a major youth social problem over the world and it has been associated with a variety of negative outcomes. However, few studies investigated how offline peer victimization affect cyberbullying and the potential relations between family factors and cyberbullying remains unknown. The current study addresses this gap in knowledge by examining the victimized by peers is associated with higher moral disengagement which further promotes college student’s bullying online. A three-wave longitudinal study, each wave spanning six months apart, was conducted in a sample of 521 Chinese college students (Mage = 22.45, SD = 4.44, 59.3% girls). Results of moderated mediation model shown that peer victimization at T1 predicted more cyberbullying at T3 through moral disengagement at T2, after controlling for demographic variables and cyberbullying at T1. T2 moral disengagement significantly mediating the association between T1 peer victimization and T3 cyberbullying. In addition, high level of negative parenting strengthened the effect of moral disengagement at T2 on cyberbullying at T3. The prevention and intervention for both offline and online bullying victimization are discussed.


2016 ◽  
Vol 31 (1) ◽  
pp. 280-295 ◽  
Author(s):  
Rhokeun Park

Purpose – The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationships between job autonomy and organizational citizenship behavior (OCB), and the moderating role of organizational strategy in those relationships. Design/methodology/approach – The hypotheses were tested by a moderated mediation model using multilevel survey data that were collected in South Korea in 2008. Findings – This study found that POS mediated the relationship between autonomy and OCB regardless of organizational strategy, and that job autonomy was more strongly related to POS in companies with an analyzer strategy than with a defender strategy. The results also indicated that the indirect relationship between job autonomy and OCB via POS was stronger in companies with an analyzer strategy than in companies with a defender strategy. Research limitations/implications – This study provides a new mechanism in the relationship between job autonomy and OCB using social exchange theory. An analyzer strategy should not be treated as a hybrid of defender and prospector strategies. Practical implications – While all organizations may benefit from providing employees with job autonomy regardless of organizational strategy, companies with an analyzer strategy in particular should provide their employees with sufficient autonomy. Originality/value – The present study bridged the gap between the macro and micro approaches through multilevel analyses. This study is unique in that it examined the vertical fit between job autonomy and organizational strategy while focussing on individual employee outcomes.


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