An Empirical Study of the Effect of Communication Visibility on Innovation Behavior

2021 ◽  
pp. 089331892110538
Author(s):  
Liang Liang ◽  
Xue Zhang ◽  
Guyang Tian ◽  
Yezhuang Tian
Keyword(s):  
Regulatory Focus ◽  
Positive Association ◽  
Underlying Mechanism ◽  
Employee Behavior ◽  
Voice Behavior ◽  
Enterprise Social Media ◽  
Employee Behaviors ◽  
Outcome Behaviors ◽  
The Relationship ◽  
Innovation Behavior

The effect of communication visibility on employee behaviors has garnered attention for the widespread use of enterprise social media; yet, this research has rarely considered the typical employee behavior of innovation behavior. This paper explores the relationship between communication visibility and innovation behavior. In addition, the underlying mechanism and boundary conditions are examined drawing on communication visibility theory, regulatory focus theory, and voice literature. Data were collected in a field experiment from a Chinese enterprise. It was found that communication visibility was positively associated with innovation behavior, and the positive association was mediated by voice behavior. Meanwhile, the positive indirect effect of communication visibility on employee innovation behavior was strengthened by promotion regulatory focus. Our research expands our understanding of the outcome behaviors of communication visibility and provides valuable management implications by shedding light on measures to promote innovation behavior.

scholarly journals The Moderated-Mediation Effect of Workplace Anxiety and Regulatory Focus in the Relationship between Work-Related Identity Discrepancy and Employee Innovation

2020 ◽  
Vol 17 (17) ◽  
pp. 6121
Author(s):  
Chang-E Liu ◽  
Chenhong Hu ◽  
Wei Xie ◽  
Tingting Liu ◽  
Wei He
Keyword(s):  
Regulatory Focus ◽  
Negative Relationship ◽  
Leadership Transition ◽  
Mediation Effect ◽  
Work Related ◽  
Influencing Mechanism ◽  
Employee Behaviors ◽  
Self Discrepancy ◽  
Related Identity ◽  
Innovation Behavior

Extant research on work-related identity discrepancy mostly has probed its effects on employees’ attitudes and emotions but has paid little attention to its impact on employee behaviors. Drawing on self-discrepancy theory, we examined the influencing mechanism and conditions of work-related identity discrepancy on employee innovation behavior. With data collected from 563 employees who personally experienced leadership transition in the workplace, we found that work-related identity discrepancy predicts employee innovation behavior through workplace anxiety. We also discovered that employees’ personality traits—promotion regulatory focus and prevention regulatory focus in particular—can intensify or buffer the negative relationship between work-related identity discrepancy and employee innovation behavior. We further discuss the conceptual and practical implications of these findings.

Modelling post‐acquisition employee behavior: typology and determining factors

1998 ◽  
Vol 20 (1) ◽  
pp. 73-91 ◽  
Author(s):  
Dimitris Bourantas ◽  
Irene I. Nicandrou
Keyword(s):  
Human Resource ◽  
General Framework ◽  
Future Research ◽  
Employee Behavior ◽  
Determining Factors ◽  
Employee Behaviors ◽  
Employee Reactions ◽  
The Relationship ◽  
Employee Responses

Understanding employee reactions to acquisitions is important in assessing the dynamics of acquisitions and their possible success or failure. Proposes a typology of employee behaviors in acquisitions. Moreover, describes the general framework for studying employee responses, by showing the relationship between the factors contributing to the formation of attitudes which can lead to a certain behavior. Finally, discusses directions for future research regarding human resource issues.

Why do I conform to your ideas?

2018 ◽  
Vol 12 (2) ◽  
pp. 346-368 ◽  
Author(s):  
Yongzheng Qu ◽  
Wen Wu ◽  
Fangcheng Tang ◽  
Haijian Si ◽  
Yuhuan Xia
Keyword(s):  
Organizational Development ◽  
Regulatory Focus ◽  
Voice Behavior ◽  
Prevention Focus ◽  
Promotion Focus ◽  
Content Type ◽  
Research Perspective ◽  
The Difference ◽  
The Relationship ◽  
Positive Effect

PurposeThe purpose of this study is to advance and test a new construct, harmony voice. Furthermore, according to the social influence theory, the relationship betweenzhongyong, an essential Confucian orientation mode and voice behavior, and the moderating role of coworker’s regulatory focus (promotion focus and prevention focus) has been examined.Design/methodology/approachA field study has been designed to test our hypotheses. We used samples of 291 employee–coworker dyads from a variety of organizations in China to test this study’s hypotheses.FindingsThe results of this empirical study show thatzhongyongis positively related to harmony voice. Coworkers’ promotion focus strengthens the positive effect ofzhongyongon harmony voice, and coworkers’ prevention focus weakens the positive effect ofzhongyongon harmony voice.Research limitations/implicationsTraditionally defined voice and harmony voice might cause different risks to the voicer. However, how and what kinds of risks may be differently caused by these two types of voice behaviors have not been examined in this study. Future empirical research can explore the different effects of traditionally defined voice and harmony voice.Practical implicationsManagers responsible for managing Chinese employees should notice the difference in some important ways of thinking between Easterners and Westerners. Specifically,zhongyongmay direct people to express issues related to work in ways that are different from those of their Western counterparts. Harmony voice can benefit the Chinese organization without disrupting organizational development.Social implicationsBy examining the relationship betweenzhongyongand harmony voice, we contribute to identifying antecedents of voice by using an emic research perspective.Originality/valueWe made significant theoretical contributions to voice literature. We developed the construct of harmony voice, and we examined the relationship betweenzhongyongand voice.

scholarly journals Cultivating Proactive Career Behavior: The Role of Career Adaptability and Job Embeddedness

2021 ◽  
Vol 12 ◽  
Author(s):  
Peng Peng ◽  
Yu Song ◽  
Guangtao Yu
Keyword(s):  
Regulatory Focus ◽  
Positive Relationship ◽  
Underlying Mechanism ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Career Adaptability ◽  
Promotion Focus ◽  
Career Construction Theory ◽  
The Relationship

Scholars have widely acknowledged that proactive career behavior is essential for individuals to proactively build their careers, as well as facilitate positive career outcomes. However, there are still many questions about how to activate proactive career behavior. In the current study, we consider whether, how and when regulatory focus of individuals would evoke their proactive career behavior. Based on career construction theory, we utilized the career adaptability framework to develop and test the mediating effect of individual regulatory focus on proactive career behavior through career adaptability. Moreover, we further proposed that job embeddedness plays a contingency role in moderating the extent to which regulatory focus contributes to proactive career behavior with the mediation of career adaptability differently and uniquely. Using a sample of 247 participants and collecting data in three waves, we found that the promotion focus of employees positively influences their proactive career behavior through the mediation of career adaptability. Furthermore, the indirect effect of promotion focus on proactive career behavior via career adaptability was moderated by the dichotomy of job embeddedness of individuals respectively and differently. Specifically, the positive relationship between promotion focus and proactive career behavior via the mediation of career adaptability was strengthened by the on-the-job embeddedness of employees, whereas the relationship was weakened by their off-the-job embeddedness. The overall findings broaden our understanding in terms of the underlying mechanism of proactive career behavior, suggesting that the promotion focus of individuals fosters proactive career behavior via career adaptability, and on-the-job and off-the-job embeddedness as contingency factors alter the effect of career adaptability.

scholarly journals Does Power Distance Necessarily Hinder Individual Innovation? A Moderated-Mediation Model

2020 ◽  
Vol 12 (6) ◽  
pp. 2526
Author(s):  
Shiwen Luo ◽  
Jie Wang ◽  
David Yoon Kin Tong
Keyword(s):  
Sustainable Development ◽  
Power Distance ◽  
Idea Generation ◽  
Task Characteristics ◽  
Mediation Model ◽  
Voice Behavior ◽  
Moderated Mediation Model ◽  
Innovative Idea ◽  
The Relationship ◽  
Innovation Behavior

Individual innovation behavior is the driving force for enterprise sustainable development and can be affected by many factors, among which power distance is important. To explore the mediating mechanism and boundary conditions of power distance on individual innovation behavior, this paper constructed a moderated mediation model with task characteristics as the moderator and voice behavior as the mediator from the two-dimensional perspective of individual innovation behavior (innovative idea generation and implementation). Responses to 336 valid questionnaires from 133 technological innovation enterprises in China revealed that power distance has a negative effect on innovative idea generation, but a positive effect on innovative idea implementation. In this process, task characteristics only play a moderating effect in the relationship between power distance and innovative idea implementation, but fail to moderate the relationship between power distance and innovative idea generation. In addition, it was found that voice behavior mediates the relationship between power distance and individual innovation behavior. This study provides useful insight on the mechanism of organizational culture on individual innovation behavior, and suggests leaders take effective measures to improve the enterprise sustainable development ability.

Exploring the influence of paternalistic leadership on voice behavior

2020 ◽  
Vol 42 (2) ◽  
pp. 542-560 ◽  
Author(s):  
Jianfeng Jia ◽  
Shunyi Zhou ◽  
Long Zhang ◽  
Xiaoxiao Jiang
Keyword(s):  
Moderated Mediation ◽  
Underlying Mechanism ◽  
Moral Leadership ◽  
Mediation Model ◽  
Voice Behavior ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
The Relationship

Purpose Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior. Design/methodology/approach Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model. Findings The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant. Practical implications Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated. Originality/value The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.

Youth Unemployment, Terrorism and Political Violence, Evidence from the Israeli/Palestinian Conflict

2012 ◽  
Vol 18 (2) ◽  
Author(s):  
Raul Caruso ◽  
Evelina Gavrilova
Keyword(s):  
Political Violence ◽  
Agricultural Sector ◽  
Positive Association ◽  
Youth Unemployment ◽  
Underlying Mechanism ◽  
Negative Association ◽  
Added Value ◽  
Qualitative Explanation ◽  
Male Youth ◽  
The Relationship

AbstractThis paper analyzes the relationship between youth unemployment and Palestinian violence. First a qualitative explanation of the underlying mechanism is given. Eventually, empirical results suggest that there is a positive association between the growth rate of youth unemployment and the brutality and incidence of violence, proxied by the numbers of victims, and incidents. Results also show that: (i) there is a negative association between the added value in the agricultural sector and both measures of violence; (ii) there is a positive association between the share of employment in agriculture and violence; (iii) there is a negative association between manufacturing added value and brutality of incidents. Results also suggest that male youth unemployment rather than female unemployment helps to explain Palestinian violence.

Ethical leadership, work engagement, and voice behavior

2014 ◽  
Vol 114 (5) ◽  
pp. 817-831 ◽  
Author(s):  
Jen-Wei Cheng ◽  
Shu-Ching Chang ◽  
Jyh-Huei Kuo ◽  
Yu-Ha Cheung
Keyword(s):  
Work Engagement ◽  
Ethical Leadership ◽  
Regulatory Focus ◽  
Economic Research ◽  
Voice Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to draw on ethical leadership and regulatory focus theory perspectives to examine the mediating role of work engagement in the relationship between ethical leadership and voice behavior, and it addresses the moderating effect of promotion focus on the relationship between ethical leadership and work engagement. Design/methodology/approach – The paper uses a sample of 239 supervisor-subordinate dyads collected from a large economic research institution in northern Taiwan to test all hypotheses. Findings – The paper finds that ethical leadership facilitates subordinates to engage in their work and encourages subordinates to speak up. This study also reveals a positive relationship between ethical leadership and work engagement that is moderated by the subordinate's self-regulatory focus, which is driven by a focus on promotion. Originality/value – The paper extends ethical leadership theory by considering that work engagement serves as a cognitive motivational underpinning in support of the link between ethical leadership and voice behavior. The results provide new and deeper insights in explaining the impact of ethical leadership on voice behavior by strengthening the mediating role of work engagement.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

Sign in / Sign up

Export Citation Format

Share Document