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SummaryThe business environment faced by contemporary organizations is highly uncertain and constantly changing. Thus, organizations have adopted and implemented a continuous stream of innovations to achieve sustainable growth and survival. Considering the demand for additional resources to implement innovations, the present study explores organizational conditions that may lead to innovation‐targeted burnout and fatigue among employees, which impede their active participation in a subsequent innovation. To this end, we propose a theoretical framework that elucidates the effects of previous innovations on the subsequent implementation behavior of employees. We identify two dimensions of the cognitive appraisal of previous innovations (i.e., intensity and failure) that shape employees' beliefs regarding innovations, such as innovation‐targeted helplessness, which ultimately results in innovation fatigue. Data collected from 84 managers and 397 employees of Chinese and Korean organizations prove the significant role of employee perceptions of previous innovations in shaping the innovation‐targeted helplessness and fatigue of employees, which ultimately affect employee behavior toward a subsequent innovation. The present conceptual and empirical analyses suggest that given continuous streams of innovation implementation, managers should carefully consider employee's perceptions of previous innovations (i.e., intensity and failure) for successful implementation of a subsequent innovation. Copyright © 2017 John Wiley & Sons, Ltd.

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Purpose Procedural justice (PJ) is a meaningful predictor of prosocial behavior. This study expands prior studies by theorizing and empirically validating the potential multilevel effects of PJ on the helping behavior of group members. Specifically, we examined the effects of individual PJ perceptions and group-level PJ climate on helping behavior. We further propose theoretically plausible mediators of the PJ-helping relationship and the potential moderating functions of the PJ climate strength. Methodology We employed multi-wave data collected from 1,064 employees in 107 work teams over a three-year period to test the multi-level effects of PJ on helping behavior. Results of the multi-level analysis showed that PJ climate enhances helping behavior by two intervening processes, namely, the group-level coworker trust climate and individual-level organizational commitment. Moreover, the level and strength of PJ climate served as crosslevel moderators that amplify the individual-level effect of PJ perceptions on helping behavior. Implications By employing a three-wave time-lagged design, this study demonstrated the interplay between PJ perceptions and PJ climate, which induced changes in the helping behavior of group members by multi-level mediating and moderating processes that unfold over a substantial period of time. Originality/Value This study theorized and empirically validated multi-level processes involving PJ as a predictor of individual helping behavior by specifying the intermediate mechanisms and boundary conditions that account for these unexplored interpersonal phenomena. The use of multi-wave data revealed the temporal development of this multi-level dynamics in organizational teams.

Although prior studies have found the negative relation of authoritarian leadership with workplace outcome, authoritarian leadership styles are particularly prevalent in emerging markets. This study examines the effectiveness of authoritarian leadership in organizational change by considering two boundary conditions: low perceived job mobility among employees in have-to exchange situations and high cognitive trust in leaders in willing-to exchange situations. Based on a sample of 203 employees and their supervisors in 39 work teams in China, multilevel modeling identified a negative impact of authoritarian leadership on employees' active support for organizational change. However, this negative effect disappeared when perceived job mobility was low and cognitive trust in the leader was high. The findings offer insights into the prevalence of authoritarian leadership in emerging markets despite negative impressions of this leadership style (Harms et al., 2018).