Subjects: Psychology >> Management Psychology submitted time 2024-02-20
Abstract： With the digitalization and flattening of organizational management structures, the emergence of leadership has become increasingly pivotal in supporting organizational operational efficacy. Consequently, delving into the mechanisms governing leadership emergence within online work teams has become an imperative in contemporary management practices. While existing research extensively examines leadership emergence mechanisms in traditional contexts. However, there are significant differences exist between the online context and the traditional face-to-face context. The dynamics of interaction and communication differ considerably. Therefore, this study aims to analyze the mechanisms of leadership emergence in online work teams through the lens of communication styles. Employing grounded theory, we initially explore the salient features of virtual communication indicative of leadership potential. Based on the structural theory of communication style, we posit that leadership potential manifests in the identity, channel, and
interaction characteristics of virtual communication. Subsequently, we analyze the impact of identity characteristics through the lens of leadership identity construction theory, scrutinize channel characteristics utilizing a person-centered approach, and investigate the influence of interaction characteristics stemming from social network structures. The objective is to elucidate how these characteristics shape leadership emergence within online work teams. This study expands the theory of leadership emergence and provides a scientific basis for enterprises to make good use of digital media for effective management and communication.
Subjects: Library Science，Information Science >> Library Science submitted time 2023-10-08 Cooperative journals: 《知识管理论坛》
Abstract： [Purpose/Significance] Clarifying the development trend of China’s business environment policies, and revealing the time-series evolution law of the policy priorities are to provide data support for the formulation and improvement of subsequent policies. [Method/Process] Based on the business environment policy texts issued by the central and local governments from 2001 to 2020, with two years as a time slice, this article extracted time series evolution distribution of 30 business environment topics through the dynamic topic model, and summarized the topics were into the four dimensions of market environment, government environment, humanistic environment and legal & policy environment, and then analyzed the theme intensity and key development trends of each dimension in the business environment policy. [Result/ Conclusion] The result shows that, business environment policies mainly focuses on the construction of government environment and market environment, the distribution of policy strength is unbalanced, and the intensity of each dimension varies significantly in different economic regions. The resulting recommendations for business environment policies include: strengthening the market orientation, weakening government intervention, regulating the legal system, and so on.
Subjects: Psychology >> Management Psychology Subjects: Management Science >> Management Theory submitted time 2023-03-28
Abstract：
In the light of social development and technology advance, joint consumption—a kind of consumption in which multiple consumers jointly share the cost and the final product—becomes more frequent and engenders new phenomenon. However, extant literature mainly focuses on examining the effects of typical factors in joint consumption (e.g., genders, roles), while neglecting the basic underlying characteristics of joint consumption (e.g., the key difference between joint consumption and individual consumption). To fill this gap, the present project based on mental accounting theory proposes a new construct—group mental account. We illustrate the decision-making process of joint consumption as a collection of multiple people’s group mental accounts based on certain rules. Thus, joint consumption would lead to a maximizing bias according to the mental accounting theory. Based on the rationale of maximizing bias, the present project examines consumers irrational behaviors and corresponding psychological mechanisms and boundaries under two major joint consumption contexts, including group gift giving and joint purchase. The present research contributes literature in joint consumption and mental account theory, as well as providing marketing strategies to promote healthy and sustainable consumption.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Gratitude, as a traditional virtue of Chinese nation, has been widely focused by scholars in recent years. Scholars have begun to shift from a focus on trait gratitude and state gratitude to a focus on the interpersonal interaction outcomes of gratitude expression. A limited number of studies have explored leader gratitude expression on employees’ outcomes toward the organization (including job satisfaction, OCB toward the organization, and turnover intentions), however, there is a lack of research examining leader gratitude expression on employees’ outcomes toward the leader (e.g., followership behavior). To address this theoretical gap, we drew on the dual strategy theory of social rank and the perspective of emotional expression authenticity, and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and has a negative impact on negative followership behavior via perceived leader dominance. Also, we further expected that the above relationship is stronger when employees perceived their leaders’ emotional expression authenticity is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader?employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable leader gratitude expression with the scenario material developed by Ritzenh?fer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When administering the test, participants will be randomly assigned to a scenario in order to eliminate the effect of their own differences on the experimental results. 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader?employee dyadic data at two time points. At Time 1, employees need to report leader gratitude expression and perceived authenticity, as well as provided their demographic information. At Time 2, employees need to report perceived leader prestige and dominance, and leader need to report employees’ followership behavior. We applied analysis of variance, confirmatory factor analysis, path analysis, and bootstrap methods via SPSS 24.0 and Mplus8.4 software to analyze the data. The results were as follows: leader gratitude expression positively impacted employees’ positive followership behavior via perceived leader prestige and negatively impacted employees’ negative followership behavior via perceived leader dominance. In addition, perceived authenticity moderates the direct effect between leader gratitude expression and perceived leader prestige and dominance, and moderates the indirect effects between leader gratitude expression on employees’ positive and negative followership behaviors through perceived leader prestige and dominance. That is, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior via employees’ perceived leader prestige is stronger, and the negative effect of leader gratitude expression on negative followership behavior via employees’ perceived leader dominance is weaker. This study has the following theoretical contributions: First, this study examines the effectiveness of leader gratitude expression, and expands the research on the outcomes of leader gratitude expression. Second, based on the dual strategy theory of social rank, we reveal the mediating mechanism of leader gratitude expression on employees’ followership behavior, responding to Yoshimura and Berzins (2017)’s call to examine the influence of leader gratitude expression in the process of interpersonal interactions based on a power and status perspective. Third, this study examined the boundaries of leader gratitude expression based on the perspective of emotional expression authenticity. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion, but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research of emotional expression authenticity.
submitted time 2023-03-16 Cooperative journals: 《心理学报》
Abstract： Gratitude, as a traditional virtue of Chinese nation, has been widely focused by scholars in recent years. Scholars have begun to shift from a focus on trait gratitude and state gratitude to a focus on the interpersonal interaction outcomes of gratitude expression. A limited number of studies have explored leader gratitude expression on employees’ outcomes toward the organization (including job satisfaction, OCB toward the organization, and turnover intentions), however, there is a lack of research examining leader gratitude expression on employees’ outcomes toward the leader (e.g., followership behavior). To address this theoretical gap, we drew on the dual strategy theory of social rank and the perspective of emotional expression authenticity, and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and has a negative impact on negative followership behavior via perceived leader dominance. Also, we further expected that the above relationship is stronger when employees perceived their leaders’ emotional expression authenticity is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader?employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable leader gratitude expression with the scenario material developed by Ritzenh?fer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When administering the test, participants will be randomly assigned to a scenario in order to eliminate the effect of their own differences on the experimental results. 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader?employee dyadic data at two time points. At Time 1, employees need to report leader gratitude expression and perceived authenticity, as well as provided their demographic information. At Time 2, employees need to report perceived leader prestige and dominance, and leader need to report employees’ followership behavior. We applied analysis of variance, confirmatory factor analysis, path analysis, and bootstrap methods via SPSS 24.0 and Mplus8.4 software to analyze the data. The results were as follows: leader gratitude expression positively impacted employees’ positive followership behavior via perceived leader prestige and negatively impacted employees’ negative followership behavior via perceived leader dominance. In addition, perceived authenticity moderates the direct effect between leader gratitude expression and perceived leader prestige and dominance, and moderates the indirect effects between leader gratitude expression on employees’ positive and negative followership behaviors through perceived leader prestige and dominance. That is, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior via employees’ perceived leader prestige is stronger, and the negative effect of leader gratitude expression on negative followership behavior via employees’ perceived leader dominance is weaker. This study has the following theoretical contributions: First, this study examines the effectiveness of leader gratitude expression, and expands the research on the outcomes of leader gratitude expression. Second, based on the dual strategy theory of social rank, we reveal the mediating mechanism of leader gratitude expression on employees’ followership behavior, responding to Yoshimura and Berzins (2017)’s call to examine the influence of leader gratitude expression in the process of interpersonal interactions based on a power and status perspective. Third, this study examined the boundaries of leader gratitude expression based on the perspective of emotional expression authenticity. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion, but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research of emotional expression authenticity.
Subjects: Psychology >> Management Psychology submitted time 2023-03-03
Abstract： Gratitude, as a traditional virtue of the Chinese nation, has been widely focused on by scholars, who in recent years have begun to shift their focus from trait gratitude and state gratitude to the interpersonal interaction outcomes of gratitude expression. We drew on the dual-strategy theory of social rank and the social functions of emotion and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and a negative impact on negative followership behavior via perceived leader dominance. Furthermore, we expected that the above relationship is stronger when employees perceive that the emotional expression authenticity of their leaders is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader−employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable, namely, leader gratitude expression, with the scenario material developed by Ritzenhöfer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When the test was administered, the participants were randomly assigned to a scenario to eliminate the effect of their own differences on the experimental results. A total of 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader−employee dyadic data at two time points. At Time 1, employees needed to report leader gratitude expression and perceived authenticity as well as provide their demographic information. At Time 2, employees needed to report perceived leader prestige and dominance, while the leader needed to report the followership behavior of employees. We applied analysis of variance, confirmatory factor analysis, path analysis, and Monte Carlo method to analyze the data. The results were as follows: leader gratitude expression positively impacted the positive followership behavior of employees through perceived leader prestige and negatively impacted the negative followership behavior of employees through perceived leader dominance. Perceived authenticity also moderated the direct effects between leader gratitude expression and perceived leader prestige and dominance as well the indirect effects between leader gratitude expression on the positive and negative followership behaviors of employees through perceived leader prestige and dominance. Specifically, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior is stronger via the perceived leader prestige of employees, while the negative effect of leader gratitude expression on negative followership behavior via the perceived leader dominance of employees is weaker. This study has the following theoretical contributions. First, this study examined the effectiveness of leader gratitude expression and expanded the research on the outcomes of such expression. Second, based on the dual-strategy theory of social rank, we revealed the mediating mechanism of leader gratitude expression on the followership behavior of employees, thus responding to Locklear et al.’s (2022) call that “further research is needed to understand fully the mechanisms underlying the effects of gratitude.” Third, this study examined the boundaries of leader gratitude expression based on the social functions of emotion and found that the perceived emotional expression authenticity of leaders plays a moderating role. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research on emotional expression authenticity.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Cognitive Psychology submitted time 2023-02-09
Abstract：
Improving facial attractiveness does help to attract attentional resources. However, the specific mechanisms how facial attractiveness affects the allocation of attentional resources remain unclear. The present study tries to investigate the effects of facial attractiveness on two types of processes: attention adhesion and attention capture. Attention adhesion refers to the difficulty of shifting attention away from the target, whereas attention capture refers to the process of the initial orientation of attention toward the target. The present study will use different visual search paradigms to measure the effects of facial attractiveness on these two different attentional processes. In particular, the current study will also distinguish top-down and bottom-up attention capture. In addition, because of the evolutionary significance of facial attractiveness, this study will test the effects of facial attractiveness on the allocation of attentional resources when different motivational states (i.e., mating motivation and self-protection motivation) are activated.
Subjects: Management Science >> Enterprise Management submitted time 2022-12-01
Abstract：
From the perspective of social media group polarization and facing the harm brought by consumers with the stereotype of the weak, how should the enterprises with stereotype of the strong deal with it? According to the logical line of group polarization theory: information persuasion strategy - group emotional resonance - group polarization results, we conducted three studies: from the perspective of the injured brand, how do enterprises express that they are a victim so that the injured brand will win the group polarization support of bystanders? From the perspective of bystanders, how should enterprises cooperate with bystanders to gain their group polarization support? And from the perspective of infringing party, how can enterprises eliminate the group polarization opposition from bystanders caused by punishing infringing party?
Peer Review Status:Awaiting Review
Subjects: Psychology >> Social Psychology submitted time 2022-01-28
Abstract：
Joint consumption is pervasive in daily life, such as watching movies with friends, eating out with family and shopping for communal kitchens with roommates. Comparing with individual consumption, decisions in joint consumption are distinct in a variety of aspects. The number of existing literatures on joint consumption is increasing year by year, but the research topics are too scattered to form a system. Previous researches can be divided into three categories: driving factors, decision results and their influencing factors and subsequent consequences. However very few studies have examined whether consumers would behave differently in the context of individual and joint consumption. In the current research, we extend the extent literature by examining how consumer respond to exploration behavior when shopping either individually or with others.
Choosing between familiar and unfamiliar products is one of the most common forms of exploratory behavior. Perceived risk is an important factor affecting this choice. According to risky-shift theory, an individual in a group has greater risk-taking tendencies than when alone because sharing the decision result could weaken the perceived risk of each group member. In addition, there are researches showing mere being accompanied by others also decreases risk perception. Therefore, we inference that comparing with individual consumption, consumers in joint consumption would perceive less risk so that they prefer unfamiliar options. Nonetheless, the main hypothesis is limited. In the light of product category risk and impression management, this effect appears only when individuals are with close companions and face with low-risk products.
Five studies were conducted to examine our hypotheses. As a lab experiment, study 1a (N = 138) was a 2 (consumption situation: individual vs. joint) between-subjects design, which proved that participants in the joint condition were more likely to choose the unfamiliar product than those in the individual condition. Study 1b (N = 263) repeats the main effect with a 3 (consumption situation: individual vs. joint with friends vs. joint with families) between-subjects design and also excluded the potential influence of relationship type on this effect. And by changing the manipulation and measurement method, study 2 (N = 150) verified the mediating effect of perceived risk with a 2 (consumption situation: individual vs. joint) between-subjects design. And it also ruled out the alternative explanation of emotional arousal. Study 3 (N = 213) was 3 (consumption context: individual vs. joint with a close friend vs. joint with a distant friend) between-subjects design. It identified two important moderating variables. On the one hand, we can only investigate the effect of joint consumption among low-risk products. On the other hand, participants were more interested in unfamiliar products only when they were with close friends. Additionally, it examined the mediating role of perceived risk and excluded the alternative explanation of diffusion of responsibility. Study 4 (N = 148) extended the scope of application of this main effect with a 2 (consumption situation: individual vs. joint) between-subjects design. The results show that even when faced with daily choices in non-consumption situations, participants under joint consumption showed exploratory behavior.
Our investigation suggests that join consumption (vs. individual consumption) encourages consumers to try new and unfamiliar products/services through a decreased perception of consumption risk. This effect would be attenuated when consumers are shopping with distant companions or when consumers face the choice of high-risk products/services. Our findings supplement the literature on joint consumption, exploration behavior and risk-shift theory, while practically suggesting that managers can integrate the joint consumption context into the new product promotion process by defining product positioning.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2022-01-21
Abstract：
There has been an upsurge of both public and academic interest in authenticity at work. The key assumption in the burgeoning literature is that authenticity helps engender trust and decrease suspicion, thus drawing people closer to each other. In this study, however, we argued that employee authenticity can exert both positive and negative influences on coworker relationships. Using interpersonal help and interpersonal exclusion to represent positive and negative coworker interactions, respectively, we postulated that employee authenticity induces both coworkers’ helping and exclusionary behaviors toward the focal employees. Building on social penetration theory and the literature of attributional ambiguity, we proposed suspicion of ulterior motives and knowledge-based trust to be the theoretical mechanisms explaining coworkers’ behavioral responses to employee authenticity. Further, we suggested that coworkers’ behavioral responses to employee authenticity depend largely on the coworker relationship duration. Specifically, when relationships are new, employee authenticity may cause coworkers to mistrust the focal employees and be suspicious of their ulterior motives, thus decreasing coworkers’ helping behavior and increasing exclusionary behavior. Conversely, when coworkers have worked together for a long time, employee authenticity may increase coworkers’ trust in the focal employees and decrease suspicion, thus facilitating helping behavior and reducing exclusionary behavior.
We conducted two independent studies to examine the hypothesized effects. First, a two-wave round-robin survey study was conducted to test the mediating role of suspicion of ulterior motives in the relationship between employee authenticity and coworkers’ behavioral responses. In the round-robin design, the team members rated each of their teammates, thus capturing the dyadic interactions between the focal employees and coworkers. We collected data from 299 members of 63 work teams in a large company. The final sample consisted of 1,027 dyads. To alleviate the effects of common method bias, we used multiple data sources to measure our variables. Employee authenticity and suspicion of ulterior motives were assessed using self-reports at Time 1. Interpersonal helping behavior was measured using other-rating and exclusionary behavior with self-reports at Time 2. Coworker relationship duration was measured at both times. In Study 2, an experimental study was conducted to test the full model. Employee authenticity and the coworker relationship duration were manipulated. Specifically, the critical incident technique was used to identify the focal employees whose authenticity was high or low and whose relationship duration with the participants was long or short. The participants served as coworkers and were asked to answer questions about the focal employees. The measures used were adapted from Study 1.
In support of the theoretical model, the results showed that the coworker relationship duration moderated the effect of employee authenticity on coworkers’ suspicion of ulterior motives and knowledge-based trust. Employee authenticity was related positively to suspicion and negatively to trust when the relationship duration was short, and related negatively to suspicion and positively to trust when the relationship duration was long. Further, suspicion of ulterior motives was related to interpersonal exclusionary behavior, and knowledge-based trust to interpersonal helping behavior. This research advances the existing understanding of authenticity in three aspects. First, research on coworker relationships has focused largely on social exchange and similarity attraction theories and suggested that employee authenticity facilitates positive coworker interactions. Our study departs from the main perspectives and builds on social penetration theory to propose that time is required for authenticity to exert its positive influence on coworker interaction. Second, our study contributes to social penetration theory in general. This theory was proposed and has been used mainly to explicate how self-disclosure in communication advances interpersonal relationships. This research uses the theory to understand whether and how the action of manifesting one’s inner true self (employee authenticity) affects coworker interactions. Third, this study helps reconcile the inconsistent findings regarding how coworkers react to employee authenticity by stressing the moderating role of the coworker relationship duration.
Peer Review Status:Awaiting Review
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