Belongingness Theory Research Articles

Social Exclusion and Consumer Preference for Crowded Shopping Environments: The Moderating Role of Time Perspective

Introduction: This study investigates how social exclusion influences consumer preferences for crowded shopping environments and examines the moderating role of time perspective. Specifically, it explores the mediating role of social connectedness and how present hedonism and fatalism impact these preferences.Methods: Three experimental studies tested the hypotheses. Participants were randomly assigned to social exclusion or inclusion conditions, and their preferences for crowded environments were measured. Time perspective (present hedonism and fatalism) and social connectedness were also assessed.Results: Results show that socially excluded consumers prefer crowded environments to fulfill their social connectedness needs. Present hedonism intensifies this preference, while present fatalism diminishes it. The findings demonstrate the significant role of social exclusion and time perspective in shaping consumer behavior.Practical Implications: These findings provide actionable strategies for retailers to design environments that address the psychological needs of socially excluded consumers. Retailers can use these insights to create targeted marketing strategies, especially in a post-pandemic context, where social interactions are evolving.Originality/Value: This study offers new insights into the psychological mechanisms behind consumer behavior in response to social exclusion. By integrating Belongingness Theory and Time Perspective Theory, it deepens the understanding of how social exclusion drives consumer preferences for crowded environments, highlighting the moderating effects of present hedonism and fatalism

The need to belong: Relational coping strategies in the face of coworker envy

We develop a theoretical framework delineating employees' relational coping strategies in the face of co-worker envy. Drawing upon belongingness theory, we explicate why and how the perception of being envied prompts employees to engage in social reconnection behaviors inside and outside of their work teams. We propose that in-group versus out-group targeted relational coping strategies are linked to different foci of proactivity. In particular, prosocial helping in the face of co-worker envy increases team-oriented proactivity, whereas network extension leads to career-oriented proactivity. We further posit that social integration in the team moderates envied employees’ relational coping strategies and subsequent proactivity. We test these hypotheses in a multi-source survey among teams in various industries and firm sizes and find support for the mediating mechanism. Furthermore, the results of a multilevel analysis suggest that high social integration in the team strengthens the indirect effect of being envied on team-oriented proactivity via prosocial helping behaviors.

The Need to Belong: Relational Coping Strategies in the Face of Coworker Envy

We develop and test a theoretical framework delineating employees’ relational coping strategies in the face of coworker envy. Drawing upon belongingness theory, we explicate why and how the perception of being envied prompts employees to engage in social reconnection behaviors inside and outside of their work teams. We propose that in-group versus out-group targeted relational coping strategies are linked to different foci of proactive behaviors. In particular, prosocial helping in the face of coworker envy increases team-oriented proactive behaviors, whereas network extension leads to career-oriented proactivity. We further posit that perceptions of social integration in the team influence envied employees’ choice of relational coping strategy and subsequent proactive behaviors. We tested this model through a multi-source survey and found that envied employees who perceive their teams to be more integrated are more likely to display prosocial helping behaviors, which ultimately increase their team-oriented proactivity, whereas employees within less integrated teams tend to engage in network extension activities, which enhance their career-oriented proactivity.

Family Belonging and Internalizing Symptoms among Youth Involved with the Juvenile Justice System

Detained youth are at an increased risk of developing internalizing symptoms. Belongingness theory suggests that youth’s perception of belonging within their family may further elucidate this risk. In addition, alexithymia may explicate symptoms, yet these constructs have yet to be evaluated in detained youth. The present study examined the interaction between alexithymia and family belonging on depression and anxiety symptoms of 94 youth in a juvenile detention facility. Results suggest that lack of family belonging and high alexithymia are independently associated with greater internalizing symptoms. Findings indicated a need for interventions targeting family belonging and emotion regulation to address internalizing problems for youth.

Seeking approval: adopting impression management tactics upon experiencing workplace ostracism

PurposeBeing ignored or excluded is a painful experience. Belongingness theory suggests that individuals inherently desire for belongingness and social interactions. This study aims to explore whether ostracized employees take actions to seek potential re-inclusion in the workplace.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regressions were conducted to test the hypotheses.FindingsWorkplace ostracism is positively associated with victims’ impression management behaviors (i.e. self-promotion and exemplification) through need for approval. In addition, these indirect relationships are more salient for victims with stronger self-face concerns.Originality/valueThis study examines how ostracized employees strive for potential re-inclusion and who are more likely to seek approval. Specifically, this study identifies two impression management behaviors as victims’ potential re-inclusion tactics in response to ostracism in the workplace.

Seeking acceptance: Adopting impression management tactics when experiencing workplace ostracism

Workplace ostracism is defined as the perception of being ignored and excluded by others in the workplace. Drawing on tenets of belongingness theory, we contend that ostracism may motivate victims to manage their impressions on others with the aim to seek acceptance. Findings from a two-wave survey study indicate that workplace ostracism is positively associated with impression management tactics (e.g., ingratiation, self-promotion, exemplification) through the mediating role of need for approval. In addition, this indirect relationship is more salient for victims who have high concerns for self-face. Theoretical and practical implications as well as future research directions are also discussed.

Manifestations of workplace ostracism: an insight into academics' psychological well-being

PurposeOstracism is a subjective and relative concept that renders itself to multiple manifestations and context-specific outcomes. Therefore, this study identified specific behaviours that are perceived as workplace ostracism by teaching faculty of Pakistani Higher Educational Institutions (HEIs). Building on belongingness theory, the ramifications of ostracism on psychological well-being are outlined along with the context-specific factors that shape these outcomes.Design/methodology/approachA phenomenological approach was adopted, and 30 semi-structured interviews from the teaching faculty of HEIs in Lahore, Pakistan, were conducted. The transcribed interviews were coded, and an inductive thematic analysis via NVivo 12 Plus software was used to generate themes and sub-themes.FindingsFive behaviours, i.e. biased treatment, exclusion from formal and informal interactions, interpersonal alienation, delayed sharing or hiding of knowledge, lack of work-related, social and emotional support constituted the acts of ostracism in studied HEIs. The psychological well-being of faculty suffered in terms of negative emotions, reduced job, career and life satisfaction in their work and family life. The contextual factors deciding the intensity of outcomes resulting from workplace encompassed head of department (HOD) support, pay, friendly relations, fear of confrontation, alternative job options and designation of faculty members.Originality/valueThis research is a pioneer in using an in-depth phenomenological approach to define a behavioural typology of ostracism in academia. Moreover, a much needed holistic outcome of psychological well-being is explored in work and non-work domains and further elucidated in light of context-specific factors.

The need to belong: how to reduce workplace ostracism

ABSTRACT Although the need to belong, or the desire for interpersonal attachments, is a basic human motivation, understanding of how and when it influences workplace ostracism is notably limited. Based on belongingness theory, this study examines the negative relationship between the need to belong and exposure to workplace ostracism by focusing on the mediating role of organizational deviance and the moderating role of in-role performance. Data from 108 supervisor–subordinate dyads in China were collected at three time points. The results reveal that organizational deviance mediates the relationship between the need to belong and workplace ostracism. Additionally, in-role performance alleviates the negative relationship between the need to belong and organizational deviance. The implications for management theory and practice are discussed.

Intergenerational Relationships in an Economically Vulnerable Community: Findings From the Flint Women’s Study

Older women in economically disadvantaged communities often balance a range of relationships that present both benefits and challenges. The current study describes older women’s perceptions of the benefits and challenges of maintaining intergenerational relationships with younger women and children in their community. We used secondary data from the Flint Women’s Study, a qualitative interview project that included 60-90 minute structured interviews with 100 women who either lived or worked in the Flint, Michigan metropolitan area. Interviews were recorded, transcribed, and coded using the belongingness theory framework. Special populations (including older women) were coded in the dataset. The main benefits of intergenerational relationships included feeling valued, social connection, and giving back to future generations. In particular, intergenerational relationships allowed older women in this economically disadvantaged community to leave behind a meaningful social legacy in the absence of a meaningful economic legacy. Despite the perceived benefits, older women had difficulty effectively forming intergenerational relationships. Many reported being naturally isolated from those of younger generations. For those who were not isolated, many cited challenges related to grandparent caregiving, which was often connected to workforce conflicts, financial burden, caring for multiple generations well into adulthood, managing grandchildren’s traumas, and a lack of technological proficiency needed to meet grandchildren’s educational needs. Participants described the impact of these challenges on older women who lived in disadvantaged communities. Future programming should consider the needs of older women in disadvantaged communities and provide resources to maximize the benefits and minimize the challenges of intergenerational relationships in this population.

Can I Be Me With You at Work? Examining Relational Authenticity and Discretionary Behaviors in the Workplace

Management scholars have long been interested in the topic of authenticity in the workplace, evidenced by the history of scholarship on authentic leadership and the many new authenticity constructs that have emerged. In this article, we take a narrower view of authenticity and focus on relational authenticity in the workplace, which we define as being genuine in workplace relationships. Adapting a validated relational authenticity scale to the organizational context, we explore the ways in which feeling authentic in workplace relationships has ramifications for discretionary behaviors. Specifically, we build on belongingness theory to posit that relational authenticity will result in an increase in engagement in both altruistic and sportsmanship behaviors. We also explore the moderating effect of proactive personality on these relationships. Results from our two-sample study ( N = 352; 500) indicate that relational authenticity is positively associated with engagement in both altruistic and sportsmanship behaviors.

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

AbstractConsistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.

No Herd for Black Sheep: A Meta‐Analytic Review of the Predictors and Outcomes of Workplace Ostracism

Ostracism is a ubiquitous and inevitable part of human personal and professional lives. Despite its prevalence, organizational scholars have yet to provide a comprehensive review of the empirical literature on workplace ostracism. In this study, I use belongingness theory, conservation of resources theory, and need‐threat/need fortification theory to conduct a meta‐analysis of the relationships between the predictors and outcomes of workplace ostracism. My results suggest that experiences of workplace incivility and victim personality traits have a significant influence on the perceptions of workplace ostracism. I also found that self‐esteem partially mediates the relationship between workplace ostracism and work outcomes. In addition, workplace ostracism was related negatively to numerous health and work outcomes. Furthermore, national culture (collectivistic vs. individualistic cultures) of study samples moderated some of the proposed relationships. Finally, results from relative weight analyses revealed a unique contribution of workplace ostracism in the prediction of job satisfaction, although abusive supervision and interpersonal deviance were important predictors of OCBs and deviant work behaviors. I conclude with a discussion of these findings.

Antecedents and outcomes associated with a sense of place toward the organization of Myanmar migrant workers in Thailand

PurposeThe purpose of this paper is to examine some of the antecedents and outcomes associated with a sense of place (SOP) on the part of Myanmar migrant workers working in Thailand toward their place of work. The transformational leadership of top management and diversity climate were selected as the antecedent variables, whereas turnover intention was selected as the outcome variable. Belongingness theory and social identity theory were used as the theoretical foundation to support the roles of these variables.Design/methodology/approachSurvey data were collected from Myanmar migrant workers working at two factories in Thailand (n=736). Partial least squares regression was used for the data analysis.FindingsThe results support a negative linkage between SOP and turnover intention. The positive contribution of transformational leadership of top management and diversity climate to SOP was also supported. Moreover, diversity climate was found to partially mediate the positive contribution of transformational leadership of top management to SOP. Finally, the analysis found that the linkage between diversity climate and SOP was positively moderated by the length of stay of the Myanmar migrant workers in the organization.Originality/valueThis study provides new evidence showing that SOP also matters for foreign migrant workers in terms of developing emotional attachment to the workplace outside their home country and that these workers were less likely to leave the workplace although they were a culturally minority group in the organization. This research also provides new evidence concerning the role of the transformational leadership of top management and workplace climate, which were antecedents of an SOP toward the organization.

Need to Belong under Attack: Workplace Ostracism Brings Workplace Loneliness and Damaged Performance

The present research investigated how and when workplace ostracism affects employee workplace loneliness and, subsequently, job performance. Drawing on belongingness theory, we argued that workplac...

Embeddedness and the repatriation intention of assigned and self-initiated expatriates

Expatriation research has been intrigued by the question of how to prevent the unplanned return of expatriates to their home country. Although a majority of studies have focused on assigned expatriates (AEs), only recently have researchers expanded the scope of analysis by focusing on self-initiated expatriates (SIEs). For SIEs, research has identified job embeddedness as a key explanatory concept for early repatriation without yet acknowledging its potential to also explain the early expatriation of AEs. However, because AEs and SIEs differ in important motivational and behavioral aspects, the lack of comparative studies prohibits a deeper understanding of the mechanisms through which job embeddedness influences early repatriation. We build on belongingness theory to conceptualize early repatriation as a compensatory reaction of expatriates to an inhibited need to belong. Using a unique sample of 345 expatriates from 40 countries, we show that off-the-job embeddedness is more important for explaining the repatriation intention of AEs than of SIEs, whereas on-the-job embeddedness is more important for explaining the repatriation of SIEs compared to AEs. Our integrative model carries important theoretical implications for expatriation research and provides managerial implications for recruiting and retaining AEs and SIEs.

Leader consultation mitigates the harmful effects of leader narcissism: A belongingness perspective

Drawing from belongingness theory, the present study proposes and empirically tests the impact of leader narcissism on employees’ citizenship and antagonistic behaviors via their organization-based self-esteem (OBSE) depending on conditions of leader consultation behaviors. Survey data collected from 262 leader-employee dyads at a large Chinese information technology company largely supported our predictions. The results show that leader narcissism threatens employees’ OBSE and further exerts negative indirect effects on their promotive voice and helping behaviors and positive indirect effects on their dysfunctional resistance and badmouthing. The results further illustrate that the negative relationship between leader narcissism and employee OBSE and the indirect effects of leader narcissism on the four outcomes via OBSE are significant only under conditions where narcissistic leaders fail to consult with their employees. Such effects turn non-significant in the presence of high leader consultation. Theoretical and practical implications are offered along with limitations and suggestions for future research directions.

Will my own perception be enough?

PurposeThe purpose of this paper is to fill important gaps by using the belongingness theory and examining the effects of individual-level workplace ostracism on members’ voice behavior and the effects of group-level workplace ostracism.Design/methodology/approachThe authors used samples of 77 groups from a high-technological company.FindingsIndividual-level workplace ostracism is detrimental to group members’ promotive and prohibitive voice behavior, and group members’ belongingness mediates such effect; and group-level workplace ostracism is negatively related to group cohesion. The influence of group members’ perception of ostracism on their voice behavior is contingent on overall level of ostracism.Originality/valueDespite of a growing body of studies on workplace ostracism “the extent to which an individual perceives that he or she is ignored or excluded by others at workplace”, the effects of workplace ostracism on individual’s voice behavior in group settings have received scant attention.

Зарубежные исследования учебной мотивации: XXI век

The article provides an overview of foreign (Western) researches in the field of academic motivation conducted in the United States, Europe and Canada over the past two decades. It presents the main provisions of the twelve most influential theories: Control-value theory of achievement emotions, Achievement goal theory, Attribution theory, Expectancy-value theory, Goal-setting theory, Theory of interest, Need for achievement theory, Possible selves theory, Self-determination theory, Self-efficacy theory, Social belongingness theory, Transformative experience theory, and also the Implicit theories of intelligence. Some of these theories appeared long ago, often more than half a century ago, but were subsequently expanded and/or modified. Some are articulated in recent years. In most theories of great importance is attached to the role of cognitions and cognitive processes in the process of learning, to the role of goal-setting, emotions in general, as well as to the student's identity and his/her relationships with parents, teachers and peers

How does social presence influence SNS addiction? A belongingness theory perspective

This study draws on belongingness theory to explore the impact of social presence on addiction to social networking sites (SNSs). A conceptual framework was developed and empirically tested based on data collected from 278 SNS users in China. The results demonstrate that social presence is positively related to sense of belonging and enjoyment. Sense of belonging has a positive effect on enjoyment, including escapism, pleasure and arousal, but has no effect on SNS addiction. Escapism and pleasure can result in SNS addiction, but arousal has no significant influence. Drawing on a new perspective of belongingness theory, this study makes theoretical contributions related to social presence and SNS addiction, and the findings have managerial implications for SNS providers and users.

Embeddedness and the Repatriation Intention of Assigned and Self-Initiated Expatriates

Expatriation research has been intrigued by the question of how to prevent the unplanned return of expatriates to their home country. Although a majority of studies have focused on assigned expatriates (AEs), only recently have researchers expanded the scope of analysis by focusing on self-initiated expatriates (SIEs). For SIEs, research has identified job embeddedness as a key explanatory concept for early repatriation without yet acknowledging its potential to also explain the early expatriation of AEs. However, because AEs and SIEs differ in important motivational and behavioural aspects, the lack of comparative studies prohibits a deeper understanding of the mechanisms through which job embeddedness influences early repatriation. We build on belongingness theory to conceptualize early repatriation as a compensatory reaction of expatriates to an inhibited need to belong. Using a unique sample of 345 expatriates from 40 countries, we show that off-the-job embeddedness is more important for explaining the repatriation intention of AEs than of SIEs, whereas on-the-job embeddedness is more important for explaining the repatriation of SIEs compared to AEs. Our integrative model carries important theoretical implications for expatriation research and provides managerial implications for recruiting and retaining AEs and SIEs.