Perceived Insider Status Research Articles

Work-related use of information and communication technologies after-hours (W_ICTs) and employee innovation behavior: a dual-path model

PurposeThe current study aims to identify work-related use of information and communication technologies after-hours (W_ICTs) from passive and active perspectives and examine mechanisms and different effects of information and communication technologies on employee innovation behavior.Design/methodology/approachExperience sampling method (ESM) was employed to capture dynamic within-person variance in daily-behaviors and daily-mood. In total, 92 employees completed an identical online survey each day for ten workdays.FindingsThe findings showed that the influence patterns and mechanisms of passive and active W_ICTs were utterly different. Passive W_ICTs was negatively associated with employee innovation behavior via emotional exhaustion, while active W_ICTs was positively associated with employee innovation behavior through perceived insider status. Furthermore, differential leadership significantly narrowed the positive relationship between passive W_ICTs and emotional exhaustion. However, differential leadership did not significantly moderate the relationship between active W_ICTs and perceived insider status.Originality/valueThis study is an important step forward in dividing W_ICTs into passive and active W_ICTs and discovers a dual path of two types of W_ICTs on employee innovation behavior. Findings of this study have heuristic value for future research.

Authentic leadership, perceived insider status, error management climate, and employee resilience: A cross-level study.

Employee resilience is of great significance for organizations to resist pressures, overcome crises, and achieve sustainable development. However, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory and social exchange theory, a cross-level study was conducted to theorize the underlying mechanisms through which authentic leadership facilitates employee resilience. Based on a two-wave time-lagged design, the data were obtained from 85 team leaders and 417 employees in China. The results of the cross-level model showed that authentic leadership was positively related to employee resilience. Perceived insider status and error management climate both played a partial mediating role in linking authentic leadership and employee resilience. Error management climate positively moderated the relationship between perceived insider status and employee resilience. This paper not only contributes to revealing the cross-level effect of authentic leadership on employee resilience but also provides some managerial practices.

The Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior.

PurposeDrawing on social exchange theory and attribution theory, this study aims to explore the influencing mechanism of paradoxical leadership on organizational citizenship behavior.Participants and MethodsAccording to the research purpose, this study selects enterprises in the manufacturing, financial and high-tech industries in Shandong Province as the research objects, and collects data on the leaders and employees of the human resources departments and marketing departments in the enterprises. Data were collected from 77 leaders and 473 employees in China by a two-wave questionnaire survey. Hierarchical regression analysis and structural equation model approach were employed to test hypotheses.ResultsThis study found that perceived insider status and psychological entitlement play mediating roles about paradoxical leadership and organizational citizenship behavior; Collectivism moderates the relationship between paradoxical leadership and perceived insider status, and moderates the positive mediating role played by perceived insider status in the relationship of paradoxical leadership and organizational citizenship behavior; Leader-member exchange differentiation moderates the relationship about paradoxical leadership and psychological entitlement, and moderates negative mediating role played by psychological entitlement in the relationship of paradoxical leadership’s and organizational citizenship behavior.ConclusionThe findings of this study offer guidance for managers to better undermine the negative effects of paradoxical leadership, and improve organizational citizenship behavior.InnovationsFirst, this study extends the literature on paradoxical leadership by verifying the double-edged sword effect of paradoxical leadership to organizational citizenship behavior. Second, this study enriches one’s understanding of the “black box” underlying the link between paradoxical leadership and its consequences by demonstrating the mediating roles of perceived insider status and psychological entitlement. Third, by verifying the moderating roles of collectivism and leader-member exchange differentiation, this study provides insights into the boundary conditions of the impact of paradoxical leadership.

Perceived insider status and employees' innovative behavior: the role of knowledge sharing and organizational innovation climate

PurposeThis study aims to investigate the effect of perceived insider status to employees' innovative behavior, the mediating role of knowledge sharing and the moderating role of organizational innovation climate in the relationship between knowledge sharing and employees' innovative behavior.Design/methodology/approachThis study adopted questionnaires to gather data. The sample of 341 employees working in diverse organizations in China was applied to examine the hypotheses.FindingsThe results indicate that perceived insider status is positively related to employees' innovative behavior and knowledge sharing mediates the relationship between perceived insider status and employees' innovative behavior. In addition, organizational innovation climate enhances the relationship of knowledge sharing and employees' innovative behavior.Originality/valueThis study builds a system from psychological aspect to behavior, which includes the mechanism of the influence of perceived insider status on employees' innovative behavior and a cross-level analysis of the influence of organizational innovation climate on employees' innovative behavior, breaking through the previous research paradigm of a single level of climate and employee behavior.

Congruence in Perceived Employee–Peer Overqualification and Organizational Citizenship Behavior

Abstract. Drawing on equity theory and person–group fit theory, we examined the association between (in)congruence in employee and peer overqualification and perceived insider status. We further proposed that perceived insider status is related to employees’ organizational citizenship behavior (OCB). The results of multilevel polynomial regressions using data collected with 211 employees from 55 teams supported the hypothesized congruence effect. Specifically, employees’ perceived insider status was greater, and their OCB was maximized, when employees and their peers had congruent perceptions of their overqualification levels. Furthermore, when both employees and their peers perceived their overqualification levels as low, perceived insider status and OCB were higher than when both perceived their overqualification levels as high. These findings highlight the pivotal role of congruence between employee and peer perceptions of overqualification at work.

Power Distance Orientation and Perceived Insider Status: A Social Identity Perspective

Previous studies have mostly focused on how power distance-oriented employees react to leader treatment in fostering leader justice evaluations. However, it remains unclear how power distance orientation may impact the way individuals react to leader treatment in evaluating their social identities. Taking a social identity perspective, we investigated how team-based leader treatment can impact the relationship between power distance orientation and perceived insider status. In particular, building upon the heuristic-systematic model of information processing, we argue that high power distance-oriented individuals are more likely to use both relative leader social support and team-level leader social support information as social cues to adjust their identities. Hypotheses were tested using a sample of 631 employees on 78 teams with multilevel modeling. We found an interaction effect between individual power distance orientation and relative leader social support on perceived insider status, such that the negative relationship between power distance orientation and perceived insider status would be mitigated when members receive high relative leader social support. In addition, this interaction effect was stronger when the team-level leader social support mean was high or team-level leader social support differentiation was low. Furthermore, the above three-way interaction effects were transmitted to influence employees’ affective commitment and turnover intention. Theoretical and practical implications for power distance orientation are discussed.

Reinventing Work. The Implications of Modern Work Arrangement for Individuals and Teams

The nature of work is changing rapidly and global trends such as demographic changes, exponential technological growth and changes in individual value systems have accelerated a shift with regards to how, where and when work is organized. Whilst an abundance of research has explored the implications of modern work from economic and sociological perspectives and discussed the consequences for organizations, relatively little is known about how the changing notion of work impacts workers and teams. This symposium addresses this gap by bringing together leading scholars who will shed light on how workers experience changes in work and how this influences their careers, their attitudes and their wellbeing. Using the presentations as a starting point, the aim of the symposium is to discuss common patterns, but also interesting differences in order to identify how individuals benefit from modern work, whilst highlighting potential challenges and drawbacks. Insider to the Team, Outsider to the Organization. Freelancers’ Perceived Insider Status Presenter: Thomas Gigant; ESCP Europe Employee Experiences and Well-being in rapidly transformed Virtual Teams Presenter: Almudena Canibano; ESCP Business School Presenter: Petros Chamakiotis; ESCP Business School Presenter: Emma Russell; U. of Sussex Visibility and Status of Accumulated Professional Knowledge. Effects of Digital Transformation Presenter: Nanna Gillberg; U. of Gothenburg Presenter: Ewa Wikström; School of Business, Economics & Law, U. of Gothenburg, Sweden Can AI Recommendations Mitigate Nepotistic Hiring Behavior? Presenter: Jonathan Edward Booth; London School of Economics and Political Science

Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status.

This study examines the impact of managerial trustworthy behavior on employees’ engagement and the mediating role of perceived insider status. This study has adopted an exploratory research design and positivist philosophy. The data are collected from 205 healthcare staff working in public sector hospitals in Pakistan through survey questionnaires, using a convenience sampling technique. Partial Least Square Structural equation modeling is used to analyze the data and test hypotheses. Results indicate that managerial trustworthy behavior relates positively to employee engagement. Perceived insider status mediates the relationship between managerial trustworthy behavior and employee engagement. The major limitation of this study is its cross-sectional design which limits the casualty. However, this study offers important insights regarding trust-building, engagement, and inclusion in the health sector. This study highlights the importance of trust-building among managers and employees. Managers who instill more trust in employees will garner more positive behavior. This study offers fresh insights into managers’ trustworthy behavior toward employees’ engagement and the employees’ perceived insider status within their organizations.

Justice change matters: Approach and avoidance mechanisms underlying the regulation of justice over time.

The experience of justice is a dynamic phenomenon that changes over time, yet few studies have directly examined justice change. In this article, we integrate theories of self-regulation and group engagement to derive predictions about the consequences of justice change. We posit that justice change is an important factor because, as suggested by self-regulation theory, people are particularly sensitive to change. Also consistent with self-regulation, we posit that experiencing justice change will influence behavior via separate approach and avoidance systems. Across three multiwave and multisource field studies, we found that justice change predicts employees' engagement in work via perceived insider status along an approach path, whereas it predicts employees' withdrawal from work via exhaustion along an avoidance path, after controlling for the effects of static justice level. Moreover, these approach and avoidance effects are bounded by employees' perception of their employment situation, consistent with a regulatory fit pattern. As expected, employees' perceptions of employment opportunity, which correspond to gains, strengthen the effects along the approach path. Meanwhile, their perceptions of threat of job continuity, which correspond to losses, strengthen the effects along the avoidance path. Importantly, our set of studies highlight the unique influence of justice change incremental to static justice level. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Proactive Personality and Innovative Work Behavior: Through the Juxtapose of Schumpeter's Theory of Innovation and Broaden-And-Build Theory.

This study aimed to unfold the implicit interplay of open innovation (OI) and perceived insider status (PIS) between the relationship of proactive personality (PP) and innovative work behavior (IWB). The phenomenon studied the moderated mediation of OI and PIS through the combined optic of the theory of innovation and the broaden-and-build theory. The nature of this study was post-positivist. The two-step approach of structural equation modeling was implemented. First, quantitative data were collected through an online questionnaire from the employees of IT industries in China. The study sample consisted of 460 responses used for data analysis in SPSS and AMOS version 26. This study was based on mediated moderation, which was statistically similar to Model 15 of the process macro. There were six hypotheses based on the theoretical framework. The result of H6 was rejected, which demonstrated that the conditional direct effect of OI and PIS mediated moderation on PP and IWB. The results comprehensively testified to the theoretical framework.

Power distance orientation and perceived insider status in China: a social identity perspective

ABSTRACT Previous studies have mostly focused on how power distance orientation leads employees to evaluate leader justice differently in relation to their treatment. However, it remains unclear how leader treatment may impact the way power distance-oriented individuals evaluate their social identities. Taking a social identity perspective, we investigated how leader social support in teams impacts the relationship between power distance orientation and perceived insider status in China. Building upon the heuristic-systematic model of information processing, we argued that high power distance-oriented individuals are more likely to make identity adjustments based on relative leader social support and team level leader social support. Hypotheses were tested using a sample of 631 employees in 78 teams. We found an interaction effect between individual power distance orientation and relative leader social support on perceived insider status, such that the negative relationship between power distance orientation and perceived insider status is mitigated when members receive relatively high leader social support. Furthermore, this interaction effect was stronger when the mean of team leader social support was high or when the differentiation of team leader social support was low. Additionally, the above three-way interaction was transmitted to employees’ affective commitment and turnover intention via perceived insider status.

RESILIENT EMPLOYEES IN RESILIENT ORGANIZATIONS: THE INFLUENCE ON COMPETENCY OF AN ORGANIZATION THROUGH SUSTAINABLE HUMAN RESOURCE MANAGEMENT

This research investigates the aspect that impacts the autonomy of employees and sustainable HRM involved in corporate recognition against competitors and propensity to leave. This stud supports the idea that resilient employees have the autonomy to change the status of an organization. This study focused solely on employee resilience on the two effects of perceived insider status and perceived external prestige in order to gain a comprehensive understanding of the linkages that exist between the study factors. This study further analyzed that job autonomy may also enhance the employee’s capability and potential to try and do their job in the best possible way. Moreover, In this study, questions (items) were taken from previous research studies that were cited in reputable SCI or ESCI publications. Additionally, sophisticated PLS software was employed to carry out the structural equation modeling. This mechanism is based primarily on the subject's comfort to exact process the participants for having to respond to the studies tool or amassing data. Further findings discuss in the study.

When and for whom organizational identification is more effective in eliciting safety voice: an empirical study from the construction industry perspective

Safety voice (SV) is a form of voice in which employees express opinions or concerns about organizational safety. It plays an important role in preventing accidents and promoting safety performance. The purpose of this study is to reveal the emotional factors and boundary conditions behind employee engagement in SV, especially in the construction context. This study, therefore, investigated how organizational identification (OID) drove construction project participants’ SV using a three-way interaction model of perceived insider status (PIS) as an individual difference and safety climate (SC) as an organizational contextual difference. The proposed model was tested using a sample of 357 participants in different construction projects. The results showed that OID was positively correlated with SV. The interaction effect of OID and PIS on SV depended on SC, with PIS enhancing the identification–voice relationship at a low level of SC and weakening it at a high level of SC.

The mechanism of team-member exchange on knowledge hiding under the background of “Guanxi”

The influence of cultural values on knowledge hiding is intangible and fundamental. Different from western culture, “guanxi” is reviewed as complex system elements in the Chinese workplace. The psychology and behavior of knowledge hiding behavior will be branded by Chinese “guanxi” culture. In view of this, this paper obtains 608 questionnaires sample according to normal distribution law and stratified random sampling survey.Based on social exchange theory, optimal distinctiveness theory and conservation of resource theory, this paper empirically examines the internal mechanism of team-member exchange on knowledge hiding from the perspectives of “insiders” and “outsiders”. This process combines perceived insider status and psychological safety, and considers the boundary role of perception of team-member exchange differentiation. The results show that high-quality team member exchange effectively reduces employees’ knowledge hiding in the context of “guanxi” culture. Perceived insider status and psychological safety play an important role between team-member exchange and knowledge hiding. A high perception of team-member exchange differentiation reduces the knowledge hiding behavior by promoting a positive relationship between team-member exchange and perceived insider status. On the one hand, this study provides more robust evidence for the understanding of employees' knowledge hiding under Chinese “guanxi” culture. On the other hand, this study combines the specific culture and its derived organizational context to study the special influence path and mechanism of knowledge hiding, which provides a solid foundation for the future knowledge hiding research and cross-cultural research under the specific cultural context.

Organisational compassion and employee voice behaviour: The mediating role of perceived insider status and felt responsibility

Drawing on social exchange and social cognitive theory, we explored the role of perceived insider status and felt responsibility in the relationship between organisational compassion and employee voice. The sample consisted of 301 employees from eight enterprises in China (female = 56.1%; mean age = 30.72 years, SD = 8.66 years; bachelor’s degree or above = 92.4 %). Path analysis and bootstrap tests were conducted to test all hypotheses simultaneously. The results showed that organisational compassion was not only positively and directly associated with employee voice, but also positively and indirectly associated with employee voice through the mediating role of felt responsibility and the serial mediating role of perceived insider status and felt responsibility. Moreover, perceived insider status and felt responsibility had a positive interaction effect on employees’ prohibitive voice behaviour. The findings increase our understanding of the antecedents of employee voice for organisational citizenship.

How Followers’ Perception of Insider Status Influences the Relationship Between Servant Leadership and Work Attitude?

Servant leadership starts with an individual whose main interests are to serve, inspire and lead followers. Thus, the servant leader is an individual who is always pursuing and looking for better ways to achieve shared goals with fellow workers. The current study investigates the influencing mechanism of servant leadership on job satisfaction based on the social identity theory. Specifically, the purpose of this study is to develop a model of perceived insider status that mediates the relationships between servant leadership and employee job satisfaction. Data were collected from matched 90 leaders and 285 followers from the service industry in Taiwan. To avoid common method variance issue, we collected data across three-time points from two different sources. The statistical analyses included descriptive analysis, correlational approach, confirmatory factor analysis, and multi-level analyses. Using the bootstrapping method, the indirect effects of servant leadership on job satisfaction via perceived insider status were found to be significant. This study underscores the importance of encouraging leaders to engage in servant leader behaviors, thereby enhancing followers’ perception as insiders and improving followers' job satisfaction. Since servant leaders focus on employee-oriented tactics, it is essential to train leaders to enhance followers’ intrinsic motivation and shape their perceptions of belongingness and effectiveness.

The Multilevel Study on the Impact of High-Performance Human Resource Practices on Employees' Voice Behavior: A Moderated Mediation Model.

Based on the social identity theory, the relationship and influencing mechanism between high-performance human resource practices (HPHRPs) and employees’ voice behavior were explored by constructing a moderated mediation model, and the relationship between the field of human resources and the field of organizational behavior was also established. Through 1,178 paired samples of supervisor-employee survey and multilevel linear model analysis technology, it was found that (1) HPHRPs had a positive impact on employees’ voice behavior; (2) perceived insider status played a mediating role between HPHRPs and voice behavior; (3) voice efficacy played a moderating role between perceived insider status and voice behavior; and (4) voice efficacy played a mediating role in the relationship between “HPHRPs-perceived insider status-voice behavior.”

Influencing Mechanism of Human Resource Management Strength on Creative Self-Efficacy: A Dual-Moderation Model

ABSTRACT We develop a dual-moderation model to verify the effect of human resource management strength on creative self-efficacy by using 384 data from three companies in Zhejiang and Jiangsu provinces in China. The results show that human resource management strength has a positive effect on creative self-efficacy. Perceived insider status and psychological safety respectively play a negative moderating role between the relationship of human resource management strength and creative self-efficacy. Besides, psychological safety can strengthen the negative moderating role of perceived insider status in the relationship between human resource management strength and creative self-efficacy.

Psychological mechanism linking green human resource management to green behavior

PurposeThe purpose of this paper is to explore the psychological mechanism linking green human resource management (GHRM) to the in-role and extra-role green behavior of new employees.Design/methodology/approachBased on the AMO framework, the authors used three-wave survey data from 399 newcomers and 103 superiors in China. This study uses the bootstrapping approach with Mplus 7.0.FindingsThe analysis shows the direct effect of GHRM on the in-role and extra-role green behavior of new employees as well as the mediating effects between perceived insider status and perceived external prestige.Originality/valueThis study expands research on GHRM to the in-role and extra-role green behavior of new employees. This paper also enhances the understanding of green behaviors inside and outside the roles of new employees and provides scientific implications for the green development of organizations.

Can Insider Status Promote Employee Voice Behavior?

This research investigates employee voice behavior (EVB) as a behavioral consequence of perceived insider status (PIS) through felt obligation behavior. Based on social identity theory, this research postulates that when employees realize that they are an insider, they tend to see themselves as a citizen of an organization and proactively engage in voice behavior. In order to evaluate this relationship, we collected 983 self-completed surveys from participants of public organizations in Fiji. The findings show that as insiders, employees unbegrudgingly engage in voice behavior when trying to provide corrective changes. This relationship was also partially mediated by felt obligation behavior (FOB). Interestingly, this study is the first one to use social identity theory to explain how employees form close attachment to the organizations they work for, driving greater feelings of belongingness and altering their behavior to engage in voice behavior. Therefore, we find social identity theory to be very relevant in explaining the relationship between PIS and EVB through FOB. This makes a significant contribution to the social identity theory. Finally, the current study offers practical implications, limitations, and further research directions.