Building upon and extending the interactionist perspective of creativity, social role theory, and role congruity theory, we develop an integrated multilevel model to examine gender differences in creative self-efficacy and determine how the contextual factor of team psychological safety shapes employees' creative self-efficacy and, through this motivational mechanism, influences their creative performance. Using data from a sample of 335 employees from a large food manufacturer collected over three time periods, we theorize and demonstrate the pivotal role of creative self-efficacy in explaining gender differences in creative performance. Our findings indicate that women may have lower creative self-efficacy than men in organizational contexts. However, team psychological safety restores parity between men and women through a cross-level moderated mediation, such that psychological safety has a stronger effect on women's creative self-efficacy than that of men, resulting in increased creative performance for women. These findings offer interesting implications for research on gender differences in creative performance and for human resources by pinpointing methods of bridging the existent differences in the creative self-efficacy of men and women in organizations.
参考文献：Hora, S., Lemoine, G. J., Xu, N., & Shalley, C. E. (2021). Unlocking and closing the gender gap in creative performance: A multilevel model. Journal of Organizational Behavior, 42(3), 297–312. https://doi.org/https://doi.org/10.1002/job.2500
The complex nature of work tasks leads many organizations to organize work around teams, which must develop the capacity to cope with and adapt to a variety of adverse situations. However, our knowledge and understanding of what enables and inhibits the development of resilient teams, that is, change in teams' resilience capacity, have yet to be fully developed. Drawing on the build hypothesis of broaden-and-build theory, we explore the dynamic emotional, social, and cognitive elements that underlie change in team resilience capacity. We posit that a change in a team's emotional culture of joy predicts change in team resilience capacity through both social and cognitive mechanisms (i.e., change in mutuality and change in reflexivity). The results from a two-wave study involving 91 teams (comprising 1291 individual responses) indicate that the positive relationship between change in the emotional culture of joy and change in team resilience capacity is mediated by change in mutuality and change in reflexivity. This research advances the emerging literature on team resilience by theoretically delineating the underlying affective, social, and cognitive collective mechanisms that lead to within-team variability in team resilience capacity.
参考文献：Hartmann, S., Weiss, M., Hoegl, M., & Carmeli, A. (2021). How does an emotional culture of joy cultivate team resilience? A sociocognitive perspective. Journal of Organizational Behavior, 42(3), 313–331. https://doi.org/https://doi.org/10.1002/job.2496
Integrating the open systems perspective of groups and the contingency approach to diversity, we study how group diversification (i.e., a process in which a group becomes more diverse over time as members join and/or leave the group) affects group performance change in an adverse task environment. We argue that diversification benefits performance by reducing group performance decline in times of adversity. Group size increase, however, attenuates this preventative benefit of group diversification. Focusing on organizational tenure and gender, we studied 279 sales groups (3277 individuals) in a large German financial consulting company from 2004 to 2008. In this period, a national legislative change prompted the company to withdraw its star product from the market and presented adversity to the sales groups. Results from latent growth models (LGMs) overall support our arguments. This research extends the (conditional) beneficial view of diversity from a static theoretical space about group being diverse to a dynamic one about group becoming diverse.
参考文献：Li, J., Shemla, M., & Wegge, J. (2021). The preventative benefit of group diversification on group performance decline: An investigation with latent growth models. Journal of Organizational Behavior, 42(3), 332–348. https://doi.org/https://doi.org/10.1002/job.2498
This paper extends the understandings of the contextual antecedents of employee creativity at work by examining what can happen when employees are ostracized by loved ones at home, a phenomenon referred to as family ostracism. Drawing on insights from the conservation of resources (COR) theory, we examine the moderated multiple mediation relationships between family ostracism and an individual's creativity at work through strain-based family-to-work conflict (FWC) and creative process engagement (CPE), moderated by the need for affiliation. Using time-lagged data collected from working adults in the United Kingdom, our results demonstrate that the relationship between family ostracism and creativity is negatively and serially mediated by both strain-based FWC and CPE. These results hold even when controlling for the time- and behavior- based dimensions of FWC, workplace ostracism, family undermining, harmonious passion, and Time 1 creativity. Furthermore, individuals with a higher need for affiliation react more strongly to their experiences of family ostracism than those with a lower need. The implications for research and practice are also discussed.
参考文献：Babalola, M. T., Kwan, H. K., Ren, S., Agyemang-Mintah, P., Chen, H., & Li, J. (2021). Being ignored by loved ones: Understanding when and why family ostracism inhibits creativity at work. Journal of Organizational Behavior, 42(3), 349–364. https://doi.org/https://doi.org/10.1002/job.2499
Teammates' perceptions of person-focused interpersonal citizenship behavior (ICB) are important for effective teamwork, and a member's emotion suppression may critically influence others' respective perceptions. The existing research is inconclusive, however, whether emotion suppression is helpful or harmful in this regard. This ambiguity hampers our understanding of the development of ICB perceptions within work teams, and it creates uncertainty as to whether members' emotion suppression is beneficial or detrimental for themselves and the overall team. Hence, we examine a model that specifies important boundary conditions for the emotion suppression-ICB perception linkage. We illustrate a three-way interactive relation across two studies, such that a member's emotion suppression is positively or negatively associated with a teammate's person-focused ICB perceptions, depending on both the dyadic interaction context (i.e., relationship conflict) and the overall team context (i.e., goal interdependence). Beyond creating new knowledge on the origins of ICB perceptions, these results reconcile prior, seemingly contradictory perspectives on the role of emotion suppression by explicating when this emotion regulation strategy appears as either “faking in good faith” or “faking in bad faith.” Moreover, reiterating our findings' relevance, we link others' ICB perceptions with members' receipt of ICB from their teammates as well as team performance.
参考文献：Lam, C. K., Walter, F., & Lawrence, S. A. (2021). Emotion suppression and perceptions of interpersonal citizenship behavior: Faking in good faith or bad faith? Journal of Organizational Behavior, 42(3), 365–387. https://doi.org/https://doi.org/10.1002/job.2502
Stress transactions are influenced by the properties of the stressful situation and those of the individual. Much research has focused on the differential effects of challenge and hindrance stressors on job performance, but few studies have explored individual differences in the cognitive appraisal of stressors, which is the central component of stress transactions. Therefore, the present study examined the moderating effect of employee goal orientation (i.e., learning, performance prove, and performance avoidance goal orientation) on stressor-appraisal relationships and tested whether goal orientation further moderates the indirect relationships of stressors with job performance via appraisals. We tested the hypothesized model at both between- and within- person levels and obtained convergent results across two studies with multisourced data. Goal orientation was found to be an important boundary condition of the stressor-appraisal relationships. Specifically, the challenge stressor-challenge appraisal relationship was strengthened by learning goal orientation and performance-prove goal orientation. The hindrance stressor-hindrance appraisal relationship was strengthened by performance-prove goal orientation and performance-avoidance goal orientation, but weakened by learning goal orientation. On this basis, employee goal orientation also moderated indirect relationships between stressors and task performance/work proactivity via appraisals. Theoretical contributions and practical implications are discussed.
参考文献：Ma, J., Peng, Y., & Wu, B. (2021). Challenging or hindering? The roles of goal orientation and cognitive appraisal in stressor-performance relationships. Journal of Organizational Behavior, 42(3), 388–406. https://doi.org/https://doi.org/10.1002/job.2503
