SummaryOrganizational citizenship behavior (OCB) has attracted major research effort for the last two decades. The vast majority of studies of OCB have been devoted to affiliative forms of such behavior including interpersonal helping, courtesy, and compliance, which are intended to maintain and reinforce the status quo. The present study attends to another form of OCB that challenges the status quo through suggestions for constructive changes in work methods, processes, and policies. This study identifies a set of workplace characteristics that predict change-oriented OCB. Multi-level analyses of large-scale longitudinal data showed that strong vision and innovative climate predicted change-oriented OCB via both individual-and cross-level processes. These contextual influences were mediated by two intervening variables: psychological empowerment and felt responsibility for change. The results suggest that change-oriented OCB is significantly predicted by only organizational characteristics. Grouplevel dynamics may be less important for understanding challenging types of OCB than for affiliative types such as helping or compliance.

Procrastination has been studied as a dysfunctional, self-effacing behavior that ultimately results in undesirable outcomes. However, A. H. C. Chu and J. N. Choi (2005) found a different form of procrastination (i.e., active procrastination) that leads to desirable outcomes. The construct of active procrastination has a high potential to expand the time management literature and is likely to be adopted by researchers in multiple areas of psychology. To facilitate the research on this new construct and its further integration into the literature, the authors developed and validated a new, expanded measure of active procrastination that reliably assesses its four dimensions. Using this new measure of active procrastination, they further examined its nomological network. The new 16-item measure is a critical step toward further empirical investigation of active procrastination.

The authors tested hypotheses concerning risk mechanisms that follow involuntary job loss resulting in depression and the link between depression and poor health and functioning. A 2-year longitudinal study of 756 people experiencing job loss indicates that the critical mediating mechanisms in the chain of adversity from job loss to poor health and functioning are financial strain (FS) and a reduction in personal control (PC). FS mediates the relationship of job loss with depression and PC, whereas reduced PC mediates the adverse impacts of FS and depression on poor functioning and self-reports of poor health. Results suggest that loss of PC is a pathway through which economic adversity is transformed into chronic problems of poor health and impaired role and emotional functioning.Job loss is a discrete life event with multiple adverse health and mental health impacts including depression, health complaints, and impaired psychosocial functioning (Dew, Bromet, & Penkower, 1992;Dew, Bromet, & Schulberg, 1987;Dooley & Catalano, 1988;Hamilton, Broman, Hoffman, & Brenner, 1990;Kessler, House, & Turner, 1987;Price, 1992;Vinokur, 1997). However, the mechanisms by which job loss leads to these long-term outcomes remain poorly understood. The present study drew on models of the stress process to test hypotheses regarding the role of risk mechanisms that link job loss to depression and then subsequently link depression to two additional adverse outcomes: declines in personal functioning and poor health (Kahn, 1981;Pearlin, Lieberman, Menaghan, & Mullan, 1981). On the basis of a 2-year longitudinal sample of individuals experiencing involuntary job loss, we tested hypotheses linking employment status, financial strain, depression, personal control, role and emotional functioning, and health. Models of the Stress Process That LinkStressors to Adverse Health and Mental Health OutcomesTwo related and complementary theoretical traditions link stressors to negative physical and psychological health. One well-known model describes stress as a process by which social and physical stressors result in poor health outcomes (Kahn, 1981). The model suggests that social and physical stressors result in short-term psychological and social responses including heightened arousal, distress, withdrawal, and lower motivation that, in some cases, lead to chronic health problems. Kahn (1981) proposed that the strength of the causal links among initial stressors, short-term responses, and long-term health and mental health consequences can be influenced by a wide range of social, biological, chemical, and environmental factors. The model has heuristic value in identifying pathways by which acute responses to stressors may become chronic and also in identifying potential points where it may be possible to influence or prevent the development of disorder.In a parallel formulation, Pearlin (1989) and his colleagues (Pearlin et al., 1981;Pearlin & Schooler, 1978) proposed that stress exposure, either due to discrete life events such as job loss or ...

Summary Creativity is an increasingly important domain of performance largely based on knowledge held and exchanged among employees. Despite the necessity of knowledge exchange, individual employees tend to experience mixed motivation caused by the inherent social dilemma of knowledge sharing. To pragmatically explain how individuals deal with this motivational dilemma, we propose an expanded framework of knowledge management behavior (KMB) that includes knowledge sharing, hiding, and manipulation. Individual choices among these KMBs may be driven by dispositional goal orientations. We also propose that the effects of KMB on creativity of employees vary depending on their social status in a work group. Our analyses based on 214 employees from 37 teams reveal that (i) learning goal orientation increases knowledge sharing and decreases knowledge manipulation; (ii) avoiding goal orientation increases knowledge sharing and manipulation; and (iii) proving goal orientation increases knowledge hiding and manipulation. Knowledge hiding is negatively related to employee creativity, particularly for employees with high social status. Knowledge manipulation is positively related to creativity, particularly for those with high social status. This study develops and validates a theoretical framework explaining the formative process and distinct outcomes of the multifaceted and strategic approaches to KMB at the individual level. Copyright © 2016 John Wiley & Sons, Ltd.

Summary The effects of extrinsic rewards on creative performance have been controversial, and scholars have called for the examination of the boundary conditions of such effects. Drawing upon expectancy theory, we attend to both reinforcement and self‐determination pathways that reveal the informational and controlling functions of creativity‐related extrinsic rewards. We further identify the individual dispositions that moderate these two pathways. Specifically, we propose that extrinsic rewards for creativity positively predict creative performance only when employees have high creative self‐efficacy and regard such rewards as important. We likewise propose that extrinsic rewards positively affect the intrinsic motivation of employees with an internal locus of control, thus enhancing their creative performance. Results based on a sample of 181 employee–supervisor dyads largely supported these expectations. The current analysis enriches the creativity literature by combining different perspectives in a coherent framework, by demonstrating the positive effects of extrinsic rewards on intrinsic motivation, and by demonstrating that the rewards–creativity relationship varies across employees depending on their individual differences. Copyright © 2014 John Wiley & Sons, Ltd.