Achieving ambidextrous learning in construction engineering project partnerships: the roles of formal control and Chinese guanxi

Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification

“…To better support construction engineering project employees who are often subjected to enormous workloads, long working hours, work pressure, time constraints and highly challenging work conditions (Liu et al. , 2023; Yang et al. , 2021), our findings on the within-individual flow fluctuation that is governed by particular characteristics of the construction task and the demanding situation in the workplace (Demerouti, 2006), suggest that organizational leaders should consider offering better accommodation environments that ensure employees' rest (i.e.…”

“…To better support construction engineering project employees who are often subjected to enormous workloads, long working hours, work pressure, time constraints and highly challenging work conditions (Liu et al, 2023;Yang et al, 2021), our findings on the withinindividual flow fluctuation that is governed by particular characteristics of the construction task and the demanding situation in the workplace (Demerouti, 2006), suggest that organizational leaders should consider offering better accommodation environments that ensure employees' rest (i.e. enough sleep and less overtime work) and recovery from daily hassles when undertaking highly complicated work demands (Rivkin et al, 2018), so as to help conserve physical and psychic energy to facilitate more affective and cognitive flow experience at work, which in turn, foster their organizational identification and well-being.…”

“…Employees of construction engineering project organizations face challenging conditions characterized by poor living environments, lengthy working hours, fixed schedules as termed in project contracts, comparatively low salaries as well as workplace conflict (e.g. Liu et al, 2023;Yang et al, 2021). These dynamic challenges and daily hassles can negatively affect their daily affective and cognitive experience of flow during work.…”

Authentic Leadership and Employee Resilience: A Moderated Mediation Analysis

“…To cope with such challenging circumstances, employees will also need to develop salient personal capabilities to exploit organizational resources to adapt to adversity and flourish at work continually ( Lengnick-Hall et al, 2011 ; Kuntz et al, 2016 ). To this end, employee resilience, in the limelight among scholars and practitioners ( Näswall et al, 2019 ), has been promoted as essential for successful organizational functioning, such as inter-organizational cooperation, organizational learning, knowledge sharing, and organizational flexibility ( Jozaei and Mitchell, 2018 ; Yang et al, 2021 ). Put another way, employee resilience is of great significance for supporting an organization’s short-term survival and long-term sustainable growth and an employee’s self-sustainable development ( Cooper et al, 2019 ; Isidro and Calleja, 2021 ).…”

“…To this end, these enterprises are working hard to get a competitive edge by cultivating resilient employees who can operate effectively and efficiently under enormous pressure ( Sarwar et al, 2017 ). Regionally, and specifically, in China, construction engineering project organizations, unlike regular enterprises, confront many challenges (e.g., constrained within transactional cost and construction cycles, pushing deadlines, the complexity of construction sites, poor living conditions, the one-time organization that is based on a project by project, and so forth), Yang et al (2021) propose that employees psychological resilience is highly demanded. However, there is limited empirical evidence on the nature of psychological resilience with its impact on performance in this industry in China ( He et al, 2019 ).…”