The current study aims to understand the detrimental effects of COVID-19 pandemic on employee job insecurity and its downstream outcomes, as well as how organizations could help alleviate such harmful effects. Drawing on event system theory and literature on job insecurity, we conceptualize COVID-19 as an event relevant to employees' work, and propose that event strength (i.e., novelty, disruption, and criticality) of COVID-19 influences employee job insecurity, which in turn affects employee work and non-work outcomes. We also identified important organization adaptive practices responding to COVID-19 based on a preliminary interview study, and examined its role in mitigating the undesired effects of COVID-19 event strength. Results from a two-wave lagged survey study indicated that employees' perceived COVID-19 event novelty and disruption (but not criticality) were positively related to their job insecurity, which in turn was positively related to their emotional exhaustion, organizational deviance, and saving behavior. Moreover, organization adaptive practices mitigated the effects of COVID-19 event novelty and criticality (but not disruption) on job insecurity. Theoretical and practical implications are discussed.

No abstract

No abstract

SUMMARYPolyploidy is a common phenomenon, particularly in plants. The soybean (Glycine max [L.] Merr.) genome has undergone two whole genome duplication (WGD) events. The conservation and divergence of duplicated gene pairs are major contributors to genome evolution. D1 and D2 are two unlinked, paralogous nuclear genes, whose double-recessive mutant (d1d1d2d2) results in chlorophyll retention, called 'staygreen'. Through molecular cloning and functional analyses, we demonstrated that D1 and D2 are homologs of the STAY-GREEN (SGR) genes from other plant species and were duplicated as a result of the most recent WGD in soybean. Transcriptional analysis showed that both D1 and D2 were more highly expressed in older tissues, and chlorophyll degradation and programmed cell death-related genes were suppressed in a d1d2 double mutant, this situation indicated that these genes are probably involved in the early stages of tissue senescence. Investigation of genes that flank D1 and D2 revealed that evolution within collinear duplicated blocks may affect the conservation of individual gene pairs within the blocks. Moreover, we found that a long terminal repeat retrotransposon, GmD2IN, resulted in the d2 mutation. Further analysis of this retrotransposon family showed that insertion in or near the coding regions can affect gene expression or splicing patterns, and may be an important force to promote the divergence of duplicated gene pairs.

Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.