We study employee taking charge behavior in a team context and investigate how it influences social consequences in work teams. Drawing on the person perception perspective and the warmth-competence framework, we develop a theoretical model outlining how coworkers view and react to those team members who take charge more at work. We conducted two studies to test our model. Using a threewave, multisource study with a round-robin design (Study 1), we find that members who take charge relatively more in their work teams tend to be perceived as more competent and are more likely to emerge as informal leaders; however, they are also likely to be seen as less warm and receive less coworker support, especially in teams with a low initiative climate. In a follow-up vignette experimental study (Study 2), we replicate the results in a more controlled setting and expand our understanding of the social consequences for employee taking charge behavior. We discuss the theoretical and practical implications of these results.

The combination of frustrated Lewis pair sites and the MoO₂ cocatalyst on C₃N₄ can facilitate N₂ activation for enhanced photocatalytic N₂ fixation activity.

Three experiments investigated whether navigation is less efficient across boundaries than within boundaries. In an immersive virtual environment, participants learned objects' locations in a large room or a small room. Participants then pointed to the objects' original locations after physically walking a circuitous path without vision. For participants who learned the objects in the large room, the testing position and the learning position were in the same room so that participants did not cross boundaries before testing; for participants who learned the objects in the small room, the testing position and the learning position were in 2 different rooms so that participants crossed boundaries before testing. Participants who learned the objects in the large room, during testing, either saw cues indicating the targets' locations (piloting group) or not (path integration group). Participants who learned the objects in the small room, during testing did not see any cues correctly indicating the targets' locations. The results showed that pointing accuracy was higher for those who learned the objects in the large room and in the piloting group than for those who learned the objects in the small room. However, this cross-boundary cost did not occur when we contrasted participants who learned objects in the large room and in the path integration group with participants who learned in a small room. These results suggested that navigation that relies on path integration only is not sensitive to boundary crossing, although navigation that relies on piloting is less efficient across boundaries than within boundaries.

Purpose -The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents including organization-based self-esteem, psychological ownership, and supervisor-subordinate guanxi influence manager voice. It also examines the cross-level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice. Design/methodology/approach -A literature review on manager voice, organization-based self-esteem, psychological ownership, supervisor-subordinate guanxi, and authoritarian leadership provided the model and hypothesis. Using a sample of 262 supervisor-subordinate dyads collected in Chinese business, a cross-level analysis was conducted to test the model and hypothesis. Findings -The results of hierarchical linear modeling show that on a individual level, in comparison with the organization-based self-esteem and psychological ownership, supervisor-subordinate guanxi is a more critical factor influencing manager voice; on a group level, authoritarian leadership is negatively related to manager voice; and authoritarian leadership moderates the relationship between the supervisor-subordinate guanxi and the manager voice: for weak authoritarian leadership group, the positive relationship between supervisor-subordinate guanxi and manager voice is stronger. Research limitations/implications -It was a cross-sectional study, and the samples were limited to Chinese business. It is necessary to replicate this research in other organization contexts. The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice, which advances voice research in Chinese management studies. Practical implications -Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice. Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior. Originality/value -The paper is original in its investigation on how Chinese indigenous organizational factors -guanxi and authoritarian leadership -influence manager voice. The paper also explains the relationships between antecedents and manager voice from a cross-level perspective.

This study shows that an SVD is effective for reducing SSI in patients undergoing PC of ileostomy. Further randomized trials are required to confirm our findings and to compare SVDs with purse-string sutures.