Drawing on the resource allocation theory, job crafting, and creativity literature, this paper ex... more Drawing on the resource allocation theory, job crafting, and creativity literature, this paper examines a curvilinear (inverted U-shaped) relationship between job crafting and creative performance. Also investigated is how this curvilinear relationship is moderated by individuals’ cognitive ability and time scarcity. Two multi-wave multi-source survey studies conducted in mainland China provide convergent support. In Study 1, using data from 144 editors and their immediate supervisors, we confirmed our prediction that job crafting had an inverted U-shaped relationship with creative performance. In Study 2, the data from 198 matched employee-supervisor pairs replicated the findings in Study 1, while providing further support for the moderating effect of cognitive ability and time scarcity. Specifically, when individuals’ cognitive ability was lower (or time scarcity was higher), the inverted U-shaped relationship between job crafting and creative performance was stronger. We discuss the theoretical and practical implications of these studies.
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of U... more Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at
Research on trust has recently witnessed a surge of scholarly interest into felt trust, resulting... more Research on trust has recently witnessed a surge of scholarly interest into felt trust, resulting cumulative evidence of its beneficial outcomes (which we summarize in a small-scale meta- analysis)...
Drawing on the relevant identity literature, job crafting research, and work on sensemaking, this... more Drawing on the relevant identity literature, job crafting research, and work on sensemaking, this research investigates how occupational identity threat is positively related to individual job craf...
Being a minority group member often means less power and status as well as strong conformity pres... more Being a minority group member often means less power and status as well as strong conformity pressure. At the same time, minority influence can be particularly important to a group’s processes and performance. We used the minority influence and faultline literatures as theoretical lenses for an investigation of the dynamics of minority influence for individuals and groups over a two-week period, predicting that minority members would experience more task conflict and less satisfaction in groups with strong faultlines, particularly for faultline-related tasks early in a group’s development. The results from 55 teams supported our hypotheses and helped identify when and how minority subgroups provide positive contributions.
This study examines the consequences of being trustworthy at work. The Performance Enhancement ar... more This study examines the consequences of being trustworthy at work. The Performance Enhancement argument suggests that trustworthy employees are likely to occupy central positions in various social networks and such positions may enable trustworthy employees to perform better and feel more satisfied at work. On the other hand, the Resource Depletion argument proposes that trustworthy employees tend to attract help seekers and therefore they wi l l experience more work overload and burnout. Direct health-care providers at a local rehabilitation center were surveyed. While trustworthy employees tended to occupy more central positions in both work and friendship networks, such positions did not relate to better performance or higher job satisfaction. Trustworthy employees were found to perform better only when the negative impact of their network centrality was controlled for. A two-edged sword explanation is proposed that the central positions in the instrumental network occupied by tr...
The purpose of this symposium is twofold: (1) to present a group of studies that investigate the ... more The purpose of this symposium is twofold: (1) to present a group of studies that investigate the importance of context in the study of faultlines; and (2) to create an environment that facilitates ...
The extant trust literature (Dirks & Ferrin, 2002) has a strong focus on the positive effects... more The extant trust literature (Dirks & Ferrin, 2002) has a strong focus on the positive effects of interpersonal trust, drawing on a social exchange perspective. However, trust has a potential dark s...
Feedback is information made available to employees in their work environment, whereas feedback-s... more Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and ...
Oxford Research Encyclopedia of Business and Management, 2017
Group faultlines are hypothetical dividing lines that may split a group into subgroups based on o... more Group faultlines are hypothetical dividing lines that may split a group into subgroups based on one or more attributes. An example of a strong faultline is a group of two young female Asians and two senior male Caucasians. Members’ alignment of age, sex, and ethnicity facilitates the formation of two homogeneous subgroups. On the other hand, when a group consists of a young female Asian, a young male Caucasian, a senior female Caucasian, and a senior male Asian, the group faultline is considered weak because subgroups, regardless of how they are formed, are diverse.As a relatively new form of group compositional pattern, the group faultline is associated with subgroup formation, and these subgroups, rather than the whole group, can easily become the focus of attention. When members strive to obtain more resources and protect their subgroups, between-subgroup conflict, behavioral disintegration, lack of trust, lack of willingness to share information, and communication challenges are...
This study tests whether the detrimental effects of strong diversity faultlines on team performan... more This study tests whether the detrimental effects of strong diversity faultlines on team performance can be counteracted by combining 2 managerial strategies: task role crosscutting and superordinate goals. We conducted a 2 (crosscut vs. aligned roles) × 2 (superordinate vs. subgroup goals) experimental study. Seventy-two 4-person teams with faultlines stemming from gender and educational major performed a complex decision-making task. The results show that teams with crosscut roles perform better when they are assigned a superordinate goal than a subgroup goal, whereas teams with aligned roles are not affected by goal manipulations. This effect is mediated by elaboration of task-relevant information. Implications for theory and management of team faultlines are discussed.
Drawing on the resource allocation theory, job crafting, and creativity literature, this paper ex... more Drawing on the resource allocation theory, job crafting, and creativity literature, this paper examines a curvilinear (inverted U-shaped) relationship between job crafting and creative performance. Also investigated is how this curvilinear relationship is moderated by individuals’ cognitive ability and time scarcity. Two multi-wave multi-source survey studies conducted in mainland China provide convergent support. In Study 1, using data from 144 editors and their immediate supervisors, we confirmed our prediction that job crafting had an inverted U-shaped relationship with creative performance. In Study 2, the data from 198 matched employee-supervisor pairs replicated the findings in Study 1, while providing further support for the moderating effect of cognitive ability and time scarcity. Specifically, when individuals’ cognitive ability was lower (or time scarcity was higher), the inverted U-shaped relationship between job crafting and creative performance was stronger. We discuss the theoretical and practical implications of these studies.
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of U... more Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at
Research on trust has recently witnessed a surge of scholarly interest into felt trust, resulting... more Research on trust has recently witnessed a surge of scholarly interest into felt trust, resulting cumulative evidence of its beneficial outcomes (which we summarize in a small-scale meta- analysis)...
Drawing on the relevant identity literature, job crafting research, and work on sensemaking, this... more Drawing on the relevant identity literature, job crafting research, and work on sensemaking, this research investigates how occupational identity threat is positively related to individual job craf...
Being a minority group member often means less power and status as well as strong conformity pres... more Being a minority group member often means less power and status as well as strong conformity pressure. At the same time, minority influence can be particularly important to a group’s processes and performance. We used the minority influence and faultline literatures as theoretical lenses for an investigation of the dynamics of minority influence for individuals and groups over a two-week period, predicting that minority members would experience more task conflict and less satisfaction in groups with strong faultlines, particularly for faultline-related tasks early in a group’s development. The results from 55 teams supported our hypotheses and helped identify when and how minority subgroups provide positive contributions.
This study examines the consequences of being trustworthy at work. The Performance Enhancement ar... more This study examines the consequences of being trustworthy at work. The Performance Enhancement argument suggests that trustworthy employees are likely to occupy central positions in various social networks and such positions may enable trustworthy employees to perform better and feel more satisfied at work. On the other hand, the Resource Depletion argument proposes that trustworthy employees tend to attract help seekers and therefore they wi l l experience more work overload and burnout. Direct health-care providers at a local rehabilitation center were surveyed. While trustworthy employees tended to occupy more central positions in both work and friendship networks, such positions did not relate to better performance or higher job satisfaction. Trustworthy employees were found to perform better only when the negative impact of their network centrality was controlled for. A two-edged sword explanation is proposed that the central positions in the instrumental network occupied by tr...
The purpose of this symposium is twofold: (1) to present a group of studies that investigate the ... more The purpose of this symposium is twofold: (1) to present a group of studies that investigate the importance of context in the study of faultlines; and (2) to create an environment that facilitates ...
The extant trust literature (Dirks & Ferrin, 2002) has a strong focus on the positive effects... more The extant trust literature (Dirks & Ferrin, 2002) has a strong focus on the positive effects of interpersonal trust, drawing on a social exchange perspective. However, trust has a potential dark s...
Feedback is information made available to employees in their work environment, whereas feedback-s... more Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and ...
Oxford Research Encyclopedia of Business and Management, 2017
Group faultlines are hypothetical dividing lines that may split a group into subgroups based on o... more Group faultlines are hypothetical dividing lines that may split a group into subgroups based on one or more attributes. An example of a strong faultline is a group of two young female Asians and two senior male Caucasians. Members’ alignment of age, sex, and ethnicity facilitates the formation of two homogeneous subgroups. On the other hand, when a group consists of a young female Asian, a young male Caucasian, a senior female Caucasian, and a senior male Asian, the group faultline is considered weak because subgroups, regardless of how they are formed, are diverse.As a relatively new form of group compositional pattern, the group faultline is associated with subgroup formation, and these subgroups, rather than the whole group, can easily become the focus of attention. When members strive to obtain more resources and protect their subgroups, between-subgroup conflict, behavioral disintegration, lack of trust, lack of willingness to share information, and communication challenges are...
This study tests whether the detrimental effects of strong diversity faultlines on team performan... more This study tests whether the detrimental effects of strong diversity faultlines on team performance can be counteracted by combining 2 managerial strategies: task role crosscutting and superordinate goals. We conducted a 2 (crosscut vs. aligned roles) × 2 (superordinate vs. subgroup goals) experimental study. Seventy-two 4-person teams with faultlines stemming from gender and educational major performed a complex decision-making task. The results show that teams with crosscut roles perform better when they are assigned a superordinate goal than a subgroup goal, whereas teams with aligned roles are not affected by goal manipulations. This effect is mediated by elaboration of task-relevant information. Implications for theory and management of team faultlines are discussed.
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