Abstract
This research examines how and when employees respond to coworker voice. Drawing on cognitive-motivational-relational theory of emotion (Lazarus, 1991, 2001), we argue that constructive coworker voice arouses positive emotions in employees, which is associated with more interpersonal organizational citizenship behavior, while destructive coworker voice provokes negative emotions and withdrawal behavior. In this process, perceived behavioral control acts as a first-stage moderator and emotional control serves as second-stage moderator. Temporally lagged data from 307 insurance sales representatives and 48 managers largely support our hypotheses.
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