Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

Carlson, Dawn S.; Thompson, Merideth J.; Crawford, Wayne S.; Kacmar, K. Michele

doi:10.1002/job.2363

Cited by 69 publications

(91 citation statements)

References 68 publications

(155 reference statements)

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“…The results show that the direct paths between collaborative culture and BP ( clan bp = .03; p > .05) and between controlling culture and BP ( hier bp = .03; p > .05) are close to zero and not significant, while the direct effects of both collaborative culture and controlling culture on IMC ( clan imc = .52; p < .05; hier imc = .32; p < .05), and of IMC on BP ( imc bp = .57; p < .05) were significant. These results are in line with the recommendations of Baron and Kenny (1986) and other more recent publications (Shrout and Bolger, 2002;Alcántara-Pilar et al, 2018;Manzi et al, 2019;Carlson et al, 2019); and thus full mediation is deemed to exist.…”

Section: Table 4 About Heresupporting

confidence: 91%

The antecedent role of a collaborative vs. a controlling corporate culture on firm-wide integrated marketing communication and brand performance

Barrio‐García

Kitchen

Tourky

2020

Journal of Business Research

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The version presented here may differ from the published version. If citing, you are advised to consult the published version for pagination, volume/issue and date of publication The antecedent role of a collaborative vs. a controlling corporate culture on firm-wide integrated marketing communication and brand performance Abstract This study aims to (i) demonstrate the influence of two types of corporate culture (CC), namely collaborative and controlling, on firm-wide integrated marketing communication (IMC) implementation; and (ii) examine the mediating role of IMC on the relationship between CC and brand performance (BP). Data were gathered via a selfadministered online survey among senior managers of service businesses (n = 180) and analyzed via path analysis. Findings show that the adoption of a collaborative culture positively affects IMC, and to a greater extent than a controlling culture. It is also found that IMC exerts a beneficial effect on brand competitive advantage. A key contribution of this study lies in providing empirical evidence of the mediation of IMC in the relationship between CC and BP, thus suggesting that, in terms of the resource-based view (RBV), IMC contributes to fostering organizational capability to translate organizational cultural values into competitive advantage.

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Section: Table 4 About Heresupporting

confidence: 91%

The antecedent role of a collaborative vs. a controlling corporate culture on firm-wide integrated marketing communication and brand performance

Barrio‐García

Kitchen

Tourky

2020

Journal of Business Research

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“…Our results extend previous research on the positive synergistic potential of work to home, which highlights the positive view of daily WFF as an antecedent of recovery experiences. Most research focuses on the positive side of WFF in terms of well-being outcomes (Wendsche and Lohmann-Haislah, 2017;Bennett et al, 2018;Carlson et al, 2019;Jiao and Lee, 2020), while less attention has been given to exploring the positive aspects of WFF as an antecedent of recovery. Our results reveal that WFF is crucial to the day-to-day recovery process, implying that employees who achieve a positive transference of system functioning from work to the home domain may experience a daily process of restoring resources during off-job time.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Daily Beneficial Effects of Work-to-Family Facilitation on Employees' Recovery and General Health: Is More Work Engagement Always Better?

2021

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This study of 104 Chilean employees examines the process of WFF—recovery—general health on a daily basis. Drawing on the work–home resources (W-HR) model, we hypothesized that daily work-to-family facilitation and work engagement predict recovery experiences during off-job time in the evening (i.e., detachment from work and relaxation) and subsequent general health at night. Furthermore, we explored whether daily work engagement moderates the relationships between daily work-to-family facilitation and recovery experiences during off-job time in the evening and general health at night. In addition, we expected employees' detachment from work to have a lagged effect on next-day general health at night. Participants completed a survey and a diary booklet over 5 consecutive working days (N = 520 occasions). Multilevel analyses show that, as expected, daily work-to-family facilitation predicted recovery experiences during off-job time in the evening (i.e., detachment from work and relaxation). However, contrary to our expectations, daily work engagement only predicted general health at night. Moreover, as expected, a moderation effect of daily work engagement shows that on days that employees experience low levels of daily work engagement, daily work-to-family facilitation is strongly related to detachment from work and relaxation during off-job time in the evening and to general health at night. Unexpectedly, on days on which employees experienced high levels of daily work engagement, daily work-to-family facilitation was weakly related to these outcomes. Finally, in accordance with our expectations, detachment from work had a lagged effect on next-day general health at night. These findings offer support for the W-HR model and have theoretical and practical implications for research and organizations.

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“…Second, previous studies show that supervisor’s support could effectively alleviate employee perceived WFC [ 43 ]. In Chinese organizations dominated by differential patterns, supervisors would provide more support to “in-group” subordinates who are close to them [ 49 ], thus reducing the negative spillover of subordinates in the work [ 40 , 62 ], further alleviating their WFC. Finally, work/family border theory shows that the relationship between border-crossers (individuals who frequently move between work and family) and border-keepers (members who have particular influence on defining the border) could affect work-family balance [ 18 , 69 ].…”

Section: Discussionmentioning

confidence: 99%

“…Second, according to work-family spillover theory, individuals bring their attitudes, emotions, and behaviors generated at work into their family field. These attitudes, emotions, and behaviors can be positive or negative, and WFC is the product of negative spillover [ 62 ]. Lacking work support, experiencing excessive work pressure and negative emotions all lead to negative spillover causing WFC [ 63 ].…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

Tang

Miao

Jiang

2020

IJERPH

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Many studies have examined the negative effects of work-family conflict on society, organizations, and individuals. Nonetheless, alleviating employee work-family conflict is a topic worthy of further investigation. Few studies examine the antecedent variables of work-family conflict from personal skill and Guanxi perspectives. Studies that test the moderating role of family-friendly practices at the organization level are also rare. Accordingly, we collected data from 404 employees of 51 organizations. The research data are time-lagged and multileveled. The results of hierarchical linear model (HLM) show: (1) Employee political skill negatively affects employee perceived work-family conflict; (2) Employee political skill positively affects supervisor-subordinate Guanxi; (3) Supervisor-subordinate Guanxi partially mediates the relationship between employee political skill and employee work-family conflict (that is, employees can use their political skill to build high-quality supervisor-subordinate Guanxi, further reducing their perceived work-family conflict); (4) Organization family-friendly practices negatively moderate the relationship between supervisor-subordinate Guanxi and work-family conflict (that is, in organizations with high level family-friendly practices, the negative relationship between supervisor-subordinate Guanxi and work-family conflict becomes weak); Furthermore, by coding with Mplus software (Muthen & Muthen, Los Angeles, CA, USA), we also find: (5) Organization family-friendly practices moderate the indirect effect of employee political skill on employee work-family conflict. The results have both theoretical and empirical implications. Further research directions are addressed at the end.

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Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

Cited by 69 publications

References 68 publications

The antecedent role of a collaborative vs. a controlling corporate culture on firm-wide integrated marketing communication and brand performance

The antecedent role of a collaborative vs. a controlling corporate culture on firm-wide integrated marketing communication and brand performance

Daily Beneficial Effects of Work-to-Family Facilitation on Employees' Recovery and General Health: Is More Work Engagement Always Better?

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

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