Rekindling the Fire and Stoking the Flames: How and When Workplace Interpersonal Capitalization Facilitates Pride and Knowledge Sharing at Work

Watkins, Trevor; Kleshinski, Catherine; Longmire, Natalie; He, Wei

doi:10.5465/amj.2021.1022

Cited by 12 publications

(9 citation statements)

References 94 publications

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“…We used Prolific Academic, which has been found to provide high-quality data (Ma et al, 2022). The data source provides panel data among diverse industries and occupations to minimize contextual constraints and enhance generalizability across settings (Watkins et al, in press). Our sample criteria were USA residents, English-fluent, and employed full-time.…”

Section: Study 1 Discussionmentioning

confidence: 99%

Proactivity and Job Search: The Mediating Role of Psychological Closeness With External Mentors

Chen

Cooper

2022

Journal of Career Development

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Building on contest and sponsored-mobility perspectives, we explain how proactivity enables individuals to develop external mentoring support. By becoming psychologically close with external mentors, we predict that protégés engage in greater job search as additional job opportunities become visible. Results of two studies from different data sources (MTurk and Prolific Academic) support a connection between external mentoring and job search. Moreover, our first study suggests that gender alters the conditional indirect effect of psychological closeness with external mentors, such that women compared to men, who may have a smaller pool of internal mentors to connect with, initiate and benefit more from the influence of external mentors. In our second study, we find partial support for mediation from proactivity to job search self-efficacy (but not job search behavior) through psychological closeness with external mentors, but no gender effect. We urge career counselors to encourage individuals to consider diversifying mentoring outside of organizations.

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Section: Study 1 Discussionmentioning

confidence: 99%

Proactivity and Job Search: The Mediating Role of Psychological Closeness With External Mentors

Chen

Cooper

2022

Journal of Career Development

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“…Research has shown that the experience of pride is socially influenced. For example, Watkins et al (2023) found that sharing positive events with coworkers can enhance employees’ feelings of pride regarding their own achievements, as these accomplishments are socially valued and supported by the employees’ social groups.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Does voice endorsement by supervisors enhance or constrain voicer’s personal initiative? Countervailing effects via feeling pride and feeling envied.

Huai,

Wen,

Liu

et al. 2024

Journal of Applied Psychology

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While the previous research has examined antecedents of supervisors' voice endorsement, it has generally overlooked its effects on voicers' affective and behavioral reactions, probably because of the underlying assumption that supervisors' voice endorsement is inherently beneficial and likely to encourage more proactive behaviors in the future. In this research, we offer a theoretical model of the double-edged effects of supervisors' voice endorsement on voicers' subsequent personal initiative. Drawing on cognitive appraisal theory and related research, we proposed that supervisors' voice endorsement prompts two different cognitive appraisal processes in voicers that evoke two distinct emotional experiences-feeling pride and feeling envied-with countervailing effects on voicers' subsequent personal initiative. Specifically, voice endorsement results in voicers not only feeling pride, which enhances their subsequent personal initiative, but also in their feeling envied, which reduces their later personal initiative. Moreover, we extend the cognitive appraisal theory of emotion from a social constructionist approach by incorporating coworker support-an important relational context-as a contingent factor shaping the effects of voice endorsement on feeling pride and feeling envied and on voicers' subsequent personal initiative. The results from two field studies-a weekly experience sampling study with 574 observations from 119 employees and an eventbased daily experience sampling study with 787 observations from 180 employees-largely support our theoretical model. This research suggests the importance of considering the perspectives of all the stakeholders in the proactivity triad (i.e., the focal employee, the supervisor, and coworkers) in order to sustain employee proactivity.

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“…Compared to other positive emotions, pride is characterized by an elevated sense of personal worth (Hu and Kaplan, 2015; Smith et al ., 2014). Therefore, employees experience pride when work-related events enhance their sense of self-validation (Watkins et al ., 2023).…”

Section: Theory and Hypothesismentioning

confidence: 99%

“…Specifically, they engage in innovative activities that not only contribute to greater achievements but also help preserve their sense of self-worth (Conroy et al ., 2017; Van Doren et al ., 2019). Prior studies have revealed a positive correlation between pride and proactive behavior that benefits the organization (Barclay et al ., 2022; Watkins et al ., 2023). Therefore, employees who experience pride are more likely to initiate innovative behavior, as it is considered a prototype of proactive behavior that aligns with both personal and organizational goals.…”

Section: Theory and Hypothesismentioning

confidence: 99%

How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation

Li,

Wang,

Zhu

et al. 2024

LODJ

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PurposeDrawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.Design/methodology/approachThis study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.FindingsThe results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.Originality/valueThis study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.

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Rekindling the Fire and Stoking the Flames: How and When Workplace Interpersonal Capitalization Facilitates Pride and Knowledge Sharing at Work

Cited by 12 publications

References 94 publications

Proactivity and Job Search: The Mediating Role of Psychological Closeness With External Mentors

Proactivity and Job Search: The Mediating Role of Psychological Closeness With External Mentors

Does voice endorsement by supervisors enhance or constrain voicer’s personal initiative? Countervailing effects via feeling pride and feeling envied.

How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation

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