Purpose Drawing on conservation of resources theory and contingency theories of leadership, this study investigates how servant leadership reduces employee job insecurity and, in turn, relates to lower emotional exhaustion and higher organizational commitment. We also examined the moderating effect of perceived team competition. Design/methodology/approach A three-wave survey of 203 employees was conducted at a photoelectric technology company in China. We employed path analysis combined with a bootstrapped resampling method to test our hypotheses. Findings Servant leadership reduces employee job insecurity, which in turn leads to lower emotional exhaustion and higher organizational commitment. Perceived team competition weakens the relationship between servant leadership and job insecurity, as well as the indirect relationships between servant leadership and emotional exhaustion and organizational commitment via job insecurity. Practical implications Servant leaders can help reduce employee job insecurity, and a less competitive work environment is an important contextual condition that enables this effect. Originality/value Prior research has largely overlooked the extent to which employees’ job insecurity is influenced by their servant leadership experience. This study focuses on how employee job insecurity is reduced by servant leadership and how this beneficial effect is counteracted by perceived team competition. Meanwhile, we identify reduced job insecurity as a new mechanism that may mediate the effect of servant leadership on emotional exhaustion and organizational commitment.

ABSTRACT While team temporal leadership (TL) has been widely regarded as beneficial for team functioning, existing research has largely overlooked the potential resource costs underlying these benefits. Drawing on conservation of resources theory, we conceptualize TL as a form of leader resource investment that may create a cross‐role resource tradeoff between leader costs and follower benefits. Using two multiwave, multisource field studies, we examine how TL shapes resource dynamics that ultimately influence the task performance of both leaders and followers. Study 1 indicates that TL increases leaders' emotional exhaustion while reducing followers' emotional exhaustion, thereby shaping their respective task performance. Moreover, the beneficial effects of TL on follower outcomes are stronger under higher team task complexity. To unpack this tradeoff, we further theorize mental effort and process clarity as two micromechanisms. Study 2 shows that team task complexity does not moderate the effect of TL on leaders' mental effort but strengthens the effect of TL on leaders' process clarity, with downstream implications for their emotional exhaustion and performance. Team task complexity also strengthens TL's effects in reducing followers' mental effort and enhancing their process clarity. Overall, these findings suggest that team task complexity primarily amplifies the benefits rather than the costs of TL, making TL a more favorable resource investment when team tasks are more complex. This study advances TL research by uncovering its underlying resource tradeoff and clarifying how it is shaped by cognitive processes and contextual demands.

In emerging-economy multinational corporation headquarters, parent country nationals (PCNs) become central to coordinating interdependent work and sharing task-relevant knowledge in cross-cultural collaboration. Premised on role identity theory, this study examines how to promote PCNs' knowledge sharing with foreign coworkers. We proposed and tested a moderated mediation model with data collected from 212 Chinese employees who work in Chinese multinational corporations at two time points. Results revealed that PCNs who have higher levels of English language proficiency are more likely to develop international employee role identities, which in turn lead to greater knowledge sharing with their foreign colleagues. Findings also showed that corporate globalization capability strengthens the association between English language proficiency and international employee role identity, in turn contributing to greater knowledge sharing with foreign coworkers. Theoretical and practical implications of our findings are discussed.

PurposeThis study aims to examine whether and how corporate social responsibility (CSR) impacts employee constructive deviance.Design/methodology/approachThis study tested the hypotheses using a two-wave survey with 281 full-time employees in China. Additionally, an experiment (reported in the Online Supplementary Materials) was conducted to further examine the hypotheses.FindingsCSR was positively related to employee constructive deviance, and calling mediated this relationship. The positive effects of CSR on calling and subsequent constructive deviance were stronger when employees attributed CSR to intrinsic motives and weaker when they attributed it to extrinsic motives.Practical implicationsThis study provides guidance for organizations to leverage CSR practices to motivate employee behaviors that benefit the organization in unconventional ways.Originality/valueBy examining the mediating effect of calling, this study provides a novel perspective grounded in signaling theory to explain how CSR impacts employee outcomes. By examining the moderating role of CSR attribution, this research enhances understanding of how employees' interpretations of CSR impact the signaling effectiveness.

Unethical behavior in organizations has garnered considerable scholarly attention, with ethical leadership identified as a key factor in curbing misconduct. However, leaders are not the sole source of social influence—peers also play a profound role in shaping employees’ unethical conduct. While ethical leadership scholars have acknowledged that employees both “look up” to leaders and “look around” to peers for ethical guidance, how these influences, which may converge or diverge, interplay to affect employees’ unethical behavior is insufficiently understood. Drawing on substitutes for leadership and cue consistency theories, we develop competing hypotheses regarding the interaction between ethical leadership and observed peers’ unethical behavior in predicting individuals’ unethical behavior. Two multi-source studies provided converging evidence that perceiving workgroup coworkers engaging in higher levels of unethical behavior strengthened the negative effect of ethical leadership on individuals’ unethical behavior, supporting the hypothesis derived from substitutes for leadership theory. We discuss theoretical and practical implications of these findings.

Previous studies have shown that employee-AI interactions increase job insecurity and negative behaviors, mainly due to AI's focus on task assistance while neglecting its role in emotional support. We categorize employee-AI interactions into two types: using AI for emotional support and using AI for instrumental support. We further differentiate their impact on job insecurity and knowledge hiding. Results from a multi-wave survey involving 495 participants showed that using AI for instrumental support increases job insecurity, subsequently leading to knowledge hiding, while using AI for emotional support reduces these detrimental effects. Furthermore, the mitigating effect of emotional support on job insecurity and knowledge hiding is more pronounced for women than men. No gender differences were found in the impact of instrumental support. Our study contributes to the human-AI interaction literature by exploring how the nature of AI interactions influences workplace behavior.

Rising environmental challenges make attaining green and sustainable environment a shared responsibility. Drawing on social information processing theory, this study developed a moderated mediation model. Results from a three-wave survey of 249 employees in China revealed that green HRM enhances employees' green passion and subsequently promotes their green consumption. Green HRM translates into greater green passion, in turn, inspires greater green consumption when employees have high levels of value fit with their organization. Our findings contribute to understanding the spillover effects from work contexts to nonwork contexts and enriching the literature on green HRM. Implications, limitations and future directions are also discussed.

Gig workers in the food delivery industry constantly face life-threatening occupational safety risks. However, little scholarly attention has been paid to the hazards of this work that entail potential dangers in traffic situations. Drawing on paradox theory, we theorize a typical tension in the daily experiences of food delivery workers, the finance-safety paradox. We examine how this dilemma can be triggered by customer demands that could influence delivery workers' safety (i.e., safety behavior and driving speed) through altering their finance and safety concerns. Using the experience sampling method, we conducted a 14-day diary study with 117 food delivery workers (1430 observations) in China. The results indicate that daily customer demands increased workers' daily safety concern when workers perceived stronger algorithmic supervision and fewer algorithmic errors on the focal day. Higher daily safety concern resulted in increased daily safety behavior and lower daily driving speed, while higher daily finance concern enhanced daily driving speed. Our research identifies a key driver of safety risks for gig workers in the food delivery industry, elucidates the role of algorithms in their safety compliance, and broadens our knowledge of how they navigate the salient tension between financial precarity and safety risks.

Premised on role identity theory, this study examines how to promote local employees' knowledge sharing with foreign colleagues. We proposed and tested a moderated mediation model with data collected from 212 Chinese employees who work in Chinese MNCs at two time points. Results revealed that Chinese employees who have higher levels of English proficiency are more willing to share knowledge with their foreign colleagues. International employee role identity mediates the association between English language proficiency and cross-cultural knowledge sharing. As well, findings showed that employee perceived corporate globalization capability strengthens the association between English proficiency and international employee role identity, in turn contributing to greater cross-cultural knowledge sharing. Theoretical and practical implications of our findings are discussed.

Time is the most important intangible resource in organizations.Team temporal leadership,as a key factor in improving the efficiency of organizational time utilization,has received significant research attention in recent years.However,there is still controversy surrounding the concept and connotation of team temporal leadership,and there is a particular lack of exploration regarding its mechanisms on team and individual effectiveness.Therefore,this study will undertake a series of research centered on the core concept of"time".It will involve clarifying the concept of team temporal leadership,developing a scale in the Chinese context,and investigating the multi-level mechanisms through which team temporal leadership influences team and individual effectiveness.This research not only makes a significant contribution to the theoretical development of team temporal leadership but also holds important practical implications for time management within teams and organizations.

Research interest in thriving at work has burgeoned over the past decades, but little is known about how human resource (HR) practices affect employees' thriving at work. Drawing upon self-determination theory and person-organization fit theory, we developed and tested a moderated mediation model to explain how fun HR practices influence employees' thriving at work. The results of two studies, a scenario experiment (N = 164) and a time-lagged survey (N = 253), supported our hypotheses. Specifically, the findings revealed that fun HR practices relates positively to employees' thriving at work. Autonomous motivation partially mediates the abovementioned relationship. Furthermore, fun HR practices translate into higher autonomous motivation and subsequent thriving at work for employees with higher preference for workplace fun. Our research contributes to the existing literature by identifying fun HR practices as an antecedent of thriving at work and revealing the psychological mechanisms through which fun HR practices affect employees' thriving at work. The practical implications, limitations, and future research avenues are also discussed.

人工智能技术的发展可能带来新一轮的人力资本替代,其中生成式人工智能的创造力水平引发广泛讨论.文章聚焦广告营销领域,采用双盲实验,招募专家和消费者来评价人工智能和人类在文案创作能力上的差异.结果表明:在文案作者身份上,专家能够识别人工智能和人类,而消费者无法区分;人工智能的文案创作能力等同人类经验年限为2.47年,与人类存在1.36年的差距;在文案专业能力上,人类得分显著高于人工智能,特别是在创造性和洞察能力上;消费者对两类文案的整体感知水平无显著差异.文章结论不仅有助于明晰广告营销领域人工智能的创造力发展水平,而且在优化人才培养体系、创建人智互动新工作模式等方面具有重要的管理启示.

Sharing family-related information, used by leaders to demonstrate their affinity and concern for their subordinates, has yet to receive systematic investigation with regards to how it influences subordinates. We examine how supervisors’ family-related information sharing is perceived by employees, how such perception further influences employees’ taking charge behavior, and, more importantly, whether this non-work information sharing behavior is contingent on supervisor and subordinate genders. To explore these questions, we propose that supervisors’ family-related information sharing can promote subordinates’ perceived leader relations-orientation, and thus motivate employees to be more willing to take charge at work. We further propose that the gender composition of the superior and subordinate pair will moderate the positive effect of supervisors’ family-related information sharing on subordinates’ perceived leader relations-orientation. Specifically, relative to other gender compositions, when the leader is male and the subordinate is female, supervisors’ family-related information sharing has the weakest effect on subordinates. In a 3-wave survey with 726 employees, our hypotheses received general support. The conclusions contribute to the supervisors’ nonwork information sharing, leader relations-orientation, taking charge, and complexity of gender impact in the workplace literature. Our findings also provide guidance for how leaders may apply family-related information sharing to affect employees’ initiative in practice.

Team temporal leadership has an important influence on team effectiveness, but little is known about the antecedents of team temporal leadership. By integrating the functional leadership theory and self-improvement literature, we focus on the contextual antecedents of team temporal leadership and propose time urgency diversity and leader time urgency interact to influence team temporal leadership, namely the urgent leaders tend to do more time management behaviors according to members time urgency diversity. We also argue that by facilitating team temporal leadership, the interaction of time urgency diversity and leader time urgency would indirectly increase team temporal consensus and, subsequently, team task cohesion. We empirically test the proposed model by a study of 56 R&D project teams. Our study contributes to the literature by identifying the temporal team composition might drive leaders to impose time management behavior.