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Employing self-determination theory, in this study, we explore how workplace ostracism (being ignored and excluded by others) affects newcomer’s voice behavior. Through an empirical study with 353 matched supervisor–subordinate pairs from a large high-technology company, we find that workplace ostracism has negative influence on newcomer’s both promotive and prohibitive voice through the mediating effect of psychological needs satisfaction. In addition, narcissism moderates the effects of ostracism on psychological needs satisfaction. Theoretical and practical implications of these findings are discussed.

Purpose The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance. Design/methodology/approach The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China. Findings Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict. Practical implications The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance. Originality/value Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.

Purpose Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model. Design/methodology/approach The authors use a sample from a private and local company in Southern China to test their theoretical model. Findings The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety). Research limitations/implications In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West. Practical implications One important implication is that off-work relationship should be used by managers to encourage employee voice. Originality/value This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.

An equal and high-quality partnership between public and private sectors is essential to the sustainable development of public–private partnership (PPP) projects. However, in the special social circumstance in China, the public sector has a strong voice in PPP projects. According to the existing research on PPP project failure, the government's dishonest performance and negative cooperative attitude and the private sector's speculative behavior of concealing information will lead to termination or even failure of project. The attitude and behavior that reflect the relationship orientation of public sector may determine whether the private sector adopts an opportunistic behavior. However, few studies have revealed the mechanism of relationship orientation on opportunism in PPP projects. This paper proposes the connotation of the public sector's relationship orientation and designs a measurement scale from three aspects: emotional relationship orientation, instrumental relationship orientation, and rent-seeking relationship orientation. Based on the data from large construction enterprises, financial institutions and investors, and scholars with practical experience in PPP projects, this paper explores the mechanism of the public sector's relationship orientation on the private sector's justice perception and opportunistic behavior by using the structural equation model (SEM). The results show that the public sector's relationship orientation significantly affects the formation and development of the private sector's justice perception and opportunistic behavior, justice perception plays a mediating role in the process of relationship orientation acting on opportunistic behavior, and the instrumental relationship orientation is more conducive to reducing the opportunistic behavior. The results provide new ideas for changing the public sector's concept and attitude and regulating behavior in PPP projects.