Subjects: Other Disciplines >> Synthetic discipline submitted time 2023-10-09 Cooperative journals: 《心理科学进展》
Abstract： By proactively changing and crafting their jobs, employees can effectively compensate for the lack of motivation due to a top-down approach adopted by firms. Therefore, our research focuses on job crafting by exploring how to enhance organizational performance via job crafting behaviors enacted by individuals and work teams. First, drawing on the action theory, we flesh out the nature of job crafting behavior and propose a dynamic process model. Accordingly, we elaborate on the dynamic process via which job crafting occurs such that it has interactive implications at the individual and team levels at the same time. Next, we explore how individual job crafting shapes individual job performance via two distinct mediating mechanisms. Last, drawing on a team process view, we delineate how team job crafting contributes to team performance. In summary, our research makes several contributions to the job crafting literature. To start with, it enriches our understanding of the job crafting concept and evolution. Drawing on ontology and action theory, we focus on exploring the definition of job crafting and offer a comprehensive view of the dynamic development of job crafting by revealing two specific processes. In contrast to the consequences of job crafting, the nature of job crafting behaviors is understudied in previous studies. Moreover, far too little attention has been paid to the association between individual and team job crafting. Based on the dynamic process model of job crafting, we provide a nuanced examination of the elements and structures of job crafting activities and explain the interaction between individual job crafting and team job crafting. Therefore, our study not only enhances the knowledge of what job crafting is but also offers insights into how this bottom-up behavior grows and changes.Second, we contribute to the individual job crafting literature by introducing a new theoretical perspective to explore the mechanism of how individual job crafting influences job performance. Previous studies investigating this process are limited to work engagement, job satisfaction, and well-being. These findings, however, have ignored the individuals' self-awareness and adjustments after crafting their jobs. Beyond the traditional theoretical views, such as the JD-R model and social exchange theory, applied in prior research, our study introduces the social distance theory to explain the differential impacts of individual approach and avoidance job crafting on job performance, and reveals the moderating role of task time pressure. This new theoretical perspective advances the outcomes of individual job crafting and encourages more future research to analyze the cognitive mechanisms at the individual level.Third, the present study contributes to the team job crafting literature by examining the mechanisms and boundary conditions. Current research has majorly focused on the effects of job crafting at the individual level. However, few studies have investigated how team job crafting influences team outcomes. In this research, our model addresses the gap by differentiating the mediating roles of team reflection and team conflict in the relationship between team job crafting and team performance. In addition, we highlight that the team transactive memory will moderate these two pathways. By conducting studies from a team-level view, our research contributes to a more thorough understanding of the distinctions between team approach job crafting and team avoidance job crafting, and improves the comprehensiveness of the current theoretical framework of job crafting.Finally, our research extends the application of theories in job crafting literature by building a flow-based integrative model. Previous studies have mainly focused on individual social learning, job demands and resources, and attribution theory to explain the effects of job crafting. In this study, we integrate theories from different levels and explore changes and links in the job crafting process by the flow, instead of particular variables. Additionally, the flow-based model will contribute to empirical studies and managerial practices. Key words
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With the booming development of digital economy and digital technology, digital transformation has changed from an "optional" choice for some leading enterprises to a "mandatory" requirement for more enterprises. However, many companies face several problems in the digital transformation process such as slow performance growth and insufficient transformation sustainability. Among possible reasons for these problems, the misfit between employees' digital competencies, digital technologies, and digital job demands (i.e., individual-task-technology misfit) is the main one. Therefore, understanding how employees can proactively change the digital job environment and increase individual-task-technology fit to improve job performance has both theoretical and practical implications. Based on the job crafting research and individual-task-technology fit theory, this project proposes a new concept called digital job crafting and explore the mechanisms for the effect of digital job crafting on employees' job performance. Meanwhile, from the perspectives of colleagues, leaders, and organizational structure, this project will examine digital job crafting support, digital leadership, and organizational formalization as potential boundary conditions of the relationship between digital job crafting and job performance. We intend to test our hypotheses using focus group interviews, case studies, multi-source and multi-wave surveys, and daily diary surveys. This project will contribute to expanding digital job research from a proactive adaptation perspective and initiate new research themes for job crafting research. It also provides theoretical guidance and practical intervention plans for employees to proactively adapt to digital transformation and gain digital intelligence dividends.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： It is estimated that 60% of teams fail to meet their performance objectives, which presents an important and challenging research topic for the academic community. Emotional intelligence is a concept that includes understanding and managing one’s own emotions as well as those of others in interpersonal relationships. Research has shown that team emotional intelligence plays an important role in a team’s success in achieving goals. However, the extant research mainly examines individuals-based or team as a whole-based team emotional intelligence and there is no research result investigating team emotional intelligence based on the exchange of emotional intelligence behavior among members of the team. To address an important theoretical and empirical gap in the literature, we employed an approach of integrating team-member exchange theory and social network perspective to examine the emotional intelligence within the team at the dyadic level (two individuals in a one-on-one relationship, i.e., actor-target). Specifically, we focused on dyadic emotional intelligence as the smallest unit, which then is aggregated to create a team-level emotional intelligence network structure. We conducted an empirical study of the network composed of the emotional intelligence behavior exchange between individuals in one to one interactions. The research contributes to the literature in three aspects. First, a concept of dyad-based team emotional intelligence is proposed. We argue that the emotional intelligence behavior exchange at the dyadic level in the team can be summarized as the following four aspects: increasing positive energy, increasing negative energy, decreasing positive energy, and decreasing negative energy. Furthermore, we propose the idea of measuring team emotional intelligence by using the total amount of above emotional intelligence behavior exchanges at the dyadic level in the team (i.e., the density of positive behavior and the density of negative behavior) and the distribution pattern of those exchanges (i.e., the dispersion of positive behavior and the dispersion of negative behavior). Second, a process model of team emotional intelligence emergence based on the interplay between the positive emotional experience of individuals and the positive emotional atmosphere of the team is proposed. Specifically, on the one hand, we propose that the emotional intelligence ability as a resource input might influence the individual and team's emotional intelligence behavior expressions in the context of the team through the mediation of individual positive emotional experience at the individual-level and the positive emotional atmosphere at the team-level, separately. On the other hand, on the vertical interface, in addition to both the initial state of emotional intelligence ability as a resource and the resulting state of individual emotional intelligence behavior expressions vertically input from the individual to the team, the positive emotional atmosphere of the team activated by team emotional intelligence would top-down affect the positive emotional experience of the individual generated by emotional intelligence ability, and the positive emotional experience of the individual would also bottom-up affect the positive emotional atmosphere of the team. In this way, the initial individual emotional intelligence develops into a dyad-based team emotional intelligence (i.e., the total amount and the distribution pattern of emotional intelligence behavior exchanges at the dyadic level) through the bottom-up process. Third, the mechanisms through which team emotional intelligence impacts team outcomes (i.e., team task performance and team viability) are proposed. By developing an integrated model, we propose that the dyad-based team emotional intelligence might influence team outcomes by shaping two team processes: one is the team cognitive process (i.e., the ability of team knowledge integration), and the other is the emotional process of the team (i.e., collective affective commitment). Meanwhile, the shaping of the above team processes would be affected by the moderating variable of team task interdependence.
submitted time 2023-03-20 Cooperative journals: 《心理科学进展》
Abstract： With the booming development of digital economy and digital technology, digital transformation has changed from an "optional" choice for some leading enterprises to a "mandatory" requirement for more enterprises. However, many companies face several problems in the digital transformation process such as slow performance growth and insufficient transformation sustainability. Among possible reasons for these problems, the misfit between employees' digital competencies, digital technologies, and digital job demands (i.e., individual-task-technology misfit) is the main one. Therefore, understanding how employees can proactively change the digital job environment and increase individual-task-technology fit to improve job performance has both theoretical and practical implications. Based on the job crafting research and individual-task-technology fit theory, this project proposes a new concept called digital job crafting and explore the mechanisms for the effect of digital job crafting on employees' job performance. Meanwhile, from the perspectives of colleagues, leaders, and organizational structure, this project will examine digital job crafting support, digital leadership, and organizational formalization as potential boundary conditions of the relationship between digital job crafting and job performance. We intend to test our hypotheses using focus group interviews, case studies, multi-source and multi-wave surveys, and daily diary surveys. This project will contribute to expanding digital job research from a proactive adaptation perspective and initiate new research themes for job crafting research. It also provides theoretical guidance and practical intervention plans for employees to proactively adapt to digital transformation and gain digital intelligence dividends.
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