We used social exchange theory to construct a theoretical framework of peer abusive supervision, third-party perception of organizational support, third-party employee creativity, and third-party perception of supervisory organizational embodiment. We then empirically tested the theoretical model with 367 supervisor–employee paired dyads from five large real estate companies in China. The results show that peer abusive supervision had a negative impact on third-party employee creativity, and third-party perception of organizational support played a mediating role in this relationship. Further, third-party perception of supervisory organizational embodiment positively moderated the impact of peer abusive supervision on third-party perception of organizational support. Our results, which show the spillover effect and boundary conditions of abusive supervision on third-party employee creativity, are significant for the enhancement of employee creativity in corporate management practice.
This study aims to examine the impacts of peer abusive supervision, perceived rivalry and schadenfreude over the abused peers on sales employees' customer knowledge hiding. Methods: We conducted multiple regression analyses of 283 sales employees' responses from two Chinese and two South Korean electronic device companies to test the hypotheses, which constitute a theoretical framework. Results: Our empirical results confirmed the positive impact of peer abusive supervision on sales employees' customer knowledge hiding, with the relationship moderated by rivalry and schadenfreude; moreover, rivalry and schadenfreude jointly exert the greatest impacts on the main effect. Conclusion:This study sheds light on the knowledge hiding literature, with theoretical implications for the research regarding the spillover effect of abusive supervision, rivalry, schadenfreude, customer knowledge sharing, and managerial practices about the management of customer knowledge among sales employees.
PurposeThis paper attempts to identify key factors (i.e., personalization, privacy awareness and social norms) that affect user experiences (UXs) of mobile recommendation systems according to the user involvement theory (push-based and pull-based) and their relationships.Design/methodology/approachThe study is based on an online survey with students from an international business school located in southwestern China. The sample population for the study included randomly selected 600 university students who are active mobile phone users. A total of 470 questionnaires were returned; 456 were valid (14 were invalid due to the incompleteness of their responses), providing a response rate of 65%.FindingsSocial norms have the largest impact on user experience quality, followed by personalization and privacy awareness. User involvement in mobile recommendation systems has mediating effects on the above relationships, with larger effects on pull-based systems than on push-based systems.Originality/valueThis study provides an integrated framework for researchers to measure the effects of social, personal and risk factors on the quality of user experience. The results enrich the literature on user involvement, mobile recommendation systems and UX. The findings provide significant implications for both retailers and developers of mobile recommendation systems.
Live stream platforms have transformed the production and consumption of music, allowing KPop music to expand globally. Successful KPop idols are contrasted with large numbers of retired KPop performers, some of whom live in undesirable conditions. Drawing on the attachment theory, loyalty theory, and parasocial interaction theory, this study focuses on a unique group, comeback KPop performers, to examine how they acquire empathetic attachment and sustained loyalty from audiences through live stream shows, and the antecedents (i.e., sustained attractiveness, nostalgic experience, and parasocial interactions) of these two variables. Answering these questions seems important because comeback KPop performers have to interact with audiences without the financial and marketing support from entertainment agencies. The structural equation modeling of 288 responses from 176 Chinese and 112 Korean KPop audiences confirmed that empathetic attachment and sustained loyalty are positively associated with audience purchase intentions; sustained attractiveness and parasocial interactions function as antecedents of these two factors. The findings shed light on the comeback KPop performers who co-create value with audiences through live stream platforms, with theoretical contributions to the three theories mentioned above and managerial suggestions to KPop entertainment agencies, comeback KPop performers, and managers of live stream platforms.
In ICT-enabled teams, innovation involves intensive adoption of ICTs and knowledge sharing among all members rather than a few experts. However, ICTs bring not only efficiency but also technostress, which hinders knowledge sharing and innovative practices among team members. To investigate this paradox, we drew on the job demand-control (JDC) model derived from the control theory of occupational stress to construct a theoretical framework regarding the collective influence of technostress, learning goal orientation, perceived team learning climate, and intra-team knowledge sharing on the innovative practices of ICT-enabled team members. Our multiple regression analyses of 481 ICT consultants’ responses show that intra-team knowledge sharing positively influenced innovative practices; perceived team learning climate positively moderated this relationship. Further, technostress negatively influenced intra-team knowledge sharing; learning goal orientation positively influenced intra-team knowledge sharing, although the relationship demonstrated an inverted U-shape. Finally, learning goal orientation negatively moderated the relationship between technostress and intra-team knowledge sharing. Our results shed light on the paradox regarding ICT adoption, with theoretical implications for employee-driven innovation, team learning climate, intra-team knowledge sharing, learning goal orientation, and managerial practices about the design and adoption of ICT-enabled jobs.
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