Shifting the literature from who and when to why: Identifying cyberloafing motives

Henle, Christine A.

doi:10.1111/apps.12470

Cited by 6 publications

(3 citation statements)

References 30 publications

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“…In the review article, we presented and discussed the antecedents of cyberloafing, highlighting that individual characteristics and situational factors shaped individuals' cyberloafing behaviors at work. Building on the idea that cyberloafing can be restorative or counterproductive, Henle (2023) proposed four motives underlying why people cyberloaf. These motives are (i) coping with high demands, (ii) coping with low demands, (iii) retaliation against inequalities, and (iv) facilitating learning and creativity.…”

Section: Cyberloafing Motivesmentioning

confidence: 99%

“…Employees engage in cyberloafing as a way to cope with stressors in the form of high or low job demands. While engaging in cyberloafing as a form of coping with stressors can bring the individuals' physiological systems to a pre-stressor level, Henle (2023) raised the intriguing idea that the motives driving cyberloafing may result in different outcomes.…”

Section: Cyberloafing Motivesmentioning

confidence: 99%

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Advancing research on cyberloafing: Response to commentaries on “Cyberloafing: A review and research agenda”

Lim

Teo

2023

Applied Psychology

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Section: Cyberloafing Motivesmentioning

confidence: 99%

Section: Cyberloafing Motivesmentioning

confidence: 99%

Advancing research on cyberloafing: Response to commentaries on “Cyberloafing: A review and research agenda”

Lim

Teo

2023

Applied Psychology

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“…Extant research has mainly drawn from the social exchange and ego depletion views to explain why employees engage in cyberloafing (Henle, n.d; Lim, 2002; Usman et al ., 2021; Wagner et al ., 2012; Yang et al ., 2023). Social exchange theory suggests that employees may engage in cyberloafing in order to retaliate against unfair treatment by the organization.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Unintended influence of leader forgiveness: increased employee cyberloafing

Zhang,

Xie,

Zhang

et al. 2023

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PurposeThe substantial cost of employee cyberloafing to organizations calls for research into exploring the factors that influence such behavior. Drawing upon social cognitive theory, the authors develop a theoretical model that unpacks when and why leader forgiveness induces employee cyberloafing. Specifically, the authors identify moral disengagement as a linking mechanism and employee empathic concern as a key boundary condition in the association between leader forgiveness and employee cyberloafing behaviors.Design/methodology/approachThe authors conducted multilevel analyses to examine the authors' hypotheses by utilizing a sample of 71 supervisors and 306 direct reports.FindingsResults showed that leader forgiveness encouraged employee cyberloafing via moral disengagement among employees with low empathic concern, whereas the indirect effect was not present among those with high empathic concern.Originality/valueThe authors contribute to the literature on cyberloafing and leader forgiveness. First, this study extends the cyberloafing research by considering leader forgiveness as an enabler, challenging the dominant notion that positive leader behaviors (e.g. leader mindfulness) constrain employee cyberloafing while negative leader behaviors (e.g. abusive supervision) elicit it. Second, although past studies have predominantly concentrated on the positive outcomes of forgiveness, the current research contributes to the balanced and comprehensive understanding of leader forgiveness by linking leader forgiveness with employee cyberloafing.

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Mitigating cyberloafing through employee adaptability: the roles of temporal leadership, teamwork attitudes and competitive work environment

Hessari,

Daneshmandi,

Busch

et al. 2024

APJBA

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PurposeIn the evolving digital work landscape, where cyberloafing has become a notable challenge, this study aims to investigate the mechanisms through which organizations can effectively reduce such behaviors. Specifically, the research explores the role of employee adaptability in mitigating cyberloafing, taking into account the influences of temporal leadership, teamwork attitudes, and competitive work environments.Design/methodology/approachUtilizing the broaden-and-build theory and the job demands-resources (JD-R) model, we analyzed data from 245 employees through structural equation modeling (SEM) to investigate how various factors influence cyberloafing.FindingsThe results indicate that employee adaptability significantly mitigates cyberloafing and serves as a mediating factor between temporal leadership, teamwork attitudes, and the impact of competitive work environments on cyberloafing. Temporal leadership and teamwork attitudes positively correlate with increased adaptability, thereby reducing cyberloafing. Conversely, competitive work environments, while slightly enhancing adaptability, substantially increase cyberloafing.Originality/valueThe study contributes new insights into the dynamics of cyberloafing, emphasizing the critical roles of adaptability, teamwork attitudes, and temporal leadership in reducing such behaviors. It underscores the need for organizations to foster a supportive culture that minimizes competitive pressures and promotes teamwork and leadership strategies conducive to high productivity and minimal cyberloafing. This research offers practical implications for designing workplace strategies aimed at boosting productivity and curbing undesirable online behaviors during work hours.

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Shifting the literature from who and when to why: Identifying cyberloafing motives

Cited by 6 publications

References 30 publications

Advancing research on cyberloafing: Response to commentaries on “Cyberloafing: A review and research agenda”

Advancing research on cyberloafing: Response to commentaries on “Cyberloafing: A review and research agenda”

Unintended influence of leader forgiveness: increased employee cyberloafing

Mitigating cyberloafing through employee adaptability: the roles of temporal leadership, teamwork attitudes and competitive work environment

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