Organizations use sponsorships to inform consumers about their quality and positive intentions. Prior research has explained how these sponsorships signal quality to reduce selection challenges and prosocial intentions to reduce moral hazard concerns. Yet, previous meta-analyses do not assess and compare the relationships that sponsorship signaling has with consumer responses across samples of treatments (i.e., using sponsorships vs. not using sponsorships) that convey primarily quality or intention content. Thus, our meta-analysis focused on how sponsorship treatments relate to consumer responses according to samples conveying generalized content (quality and intention content combined) and distinct quality or intention content. The results suggest that sponsorship treatments conveying generalized content positively related to consumers' cognitive, affective, and behavioral outcomes. They also suggest that signaling quality content has more positive relationships with consumers' cognitive and affective outcomes than signaling intention content, and that the relationships quality and intention signaling content have with consumers' affective responses are moderated by different conditions. Theoretically, quality and intention signaling processes appear to operate in distinct ways. Managerial takeaways are that sponsorships can positively relate to consumer outcomes, these relationships can be accentuated or diminished under various moderating conditions, and sponsorships for cause marketing in particular could require clearer and more credible messaging.

Compulsory citizenship behaviour (CCB) refers to extra-role behaviours that are not necessarily voluntary or driven by goodwill, and are often conducted under duress or performed in response to supervisor or coworker pressure. The literature is currently unclear about whether these behaviours have negative, positive, or a nuanced combination of outcomes. We address this confusion by drawing on Conservation of Resources Theory to explain employees' daily depletion and organization-based self-esteem (OBSE) mechanisms that capture respective costs and benefits of daily CCB. We also explain how employees' extraversion and leader-member exchange (LMX) are critical boundary conditions of these effects. Using an experience sampling method, we collected data twice per day from 186 full-time employees across 10 working days, yielding 1551 valid daily responses. The results of multilevel path analyses showed that: (a) daily CCB had a positive indirect effect on next-day interpersonal deviance via increased ego depletion, with extraversion buffering this positive indirect effect; and (b) daily CCB had a positive indirect effect on next-day proactive helping via increased OBSE, with LMX strengthening this positive indirect effect. These results suggest that employees' daily CCB has both costs (i.e., resource depletion) and benefits (i.e., positive self-focused beliefs).

Organizations use sponsorships to influence various marketing, financial, and public relations outcomes. Sponsorship communications occur in socially complex markets where messages diffuse quickly. Such messages are also widely accessible to and influenced by various audiences, which can be supportive, neutral, skeptical, or decisively antagonistic. These conditions require managers to adopt nuanced and holistically integrated ways of making their messages acceptable and engaging for a wide variety of audiences, while also being robust to scrutiny. The article addresses this challenge by drawing on signaling theory to present a process model and guidelines for managing sponsorships within socially complex markets. Specifically, it outlines how different message content and sponsorship characteristics combine to influence signal reception, market responses, and feedback. The model is then merged with research on sponsorship authenticity to guide managerial application. Initially, sponsors establish the signal content and primary target audiences through selecting sponsee partners with whom they have authentic fit (Guideline 1). Sponsors can then develop specific characteristics of commitment, observability, and credibility (Guidelines 2-4). Finally, sponsors should conduct prelaunch and postlaunch assessments to adapt to how the sponsorship is received by various audiences and subgroups on an ongoing basis (Guideline 5). (c) 2024 Kelley School of Business, Indiana University. Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license (http://creativecommons. org/licenses/by-nc-nd/4.0/).

Leadership is a prominent function within organizations and social entities, and research suggests leadership that is more active tends to be more effective. However, emerging research contends that more active leadership can place stressful demands on leaders, which can jeopardize their well-being and eventual effectiveness. In this article, we draw from research on job demands, job resources, and stress coping to outline an applied framework of leader strain management. The model explains how leadership demands (i.e., the challenges/hindrances leaders face) can influence leader strains (i.e., negative implications of the demands) and how leader resources (i.e., tangible/intangible assets) can be leveraged through coping activities to resolve demands or reduce strains. We propose five guidelines for leaders seeking to balance engaging their leadership responsibilities with maintaining their well-being and sustaining their effectiveness over time.

Research suggests that multi‐modal leader–member‐exchange (LMX) differentiation could be the most problematic pattern of differentiation. Therefore, we outline a conceptual model to explain how multi‐modal LMX differentiation can manifest as an LMX faultline—a special type of group faultline representing leader‐sourced social divides between a leader's preferred subgroup and nonpreferred subgroup(s) within a specified collective. LMX faultlines have dimensions of perceived multi‐modal LMX differentiation as well as faultline potency components of compositional diversity, unfairness of differentiation, and faultline agreement. We use LMX faultlines to explain how group members coalesce into subgroups based on concurrent forces of intra‐subgroup cohesion and inter‐subgroup polarization. Cohesion and polarization explain group‐level outcomes (coordination, performance, and viability), subgroup‐level insulation, and individual‐level outcomes (performance, well‐being, and conformity to the subgroup).

We introduce the job crafting competency construct and apply it to predict tradeoffs between competing outcomes that are inherent in job crafting, like performance and well-being or engagement and withdrawal. Job crafting competencies are the clusters of individual knowledge, skills, and abilities that are necessary to achieve personal objectives through effective job crafting problem-solving. We create a framework of job crafting competencies consisting of comprehensive/simplistic heuristic information use and approach/avoidance problem-solving skills. In Study 1, we operationalize competencies as profiles demonstrated through an aptitude-oriented assessment that predicts differences in outcomes. Five distinct profiles emerged in a sample of 174 workers. The high-volume analytic problem-solving profile was associated with higher performance and strain, while the ambivalent acquiescence profile was associated with lower performance and strain. The practical problem-solving profile minimized tradeoffs between performance and strain. Rapid problem-solving and low-volume analytic problem-solving profiles were variants in between these other patterns. Study 2 used a survey of 323 workers to support the uniqueness of the five competencies, and their relationships with approach/avoidance job crafting, engagement, and withdrawal. The research identifies a new job crafting individual difference (job crafting competencies) to delineate outcomes and tradeoffs according to unique competency profiles.

Purpose Sponsorship has become an important marketing activity. However, research on the topic treats the sponsorship context, characterized according to the type of sponsored property and the social role of these properties, as a stable characteristic or as a dichotomous characteristic within empirical studies. Therefore, the authors outline a multi-level typology of the different types of sponsorship contexts to account for traditional types of sponsorship as well as emerging themes such as online sponsorship. The authors then propose an agenda for future research. Design/methodology/approach The authors conduct a general review of the sponsorship literature to synthesize established sponsorship types with newly emerging themes to develop a multi-level typology of sponsorship contexts and a research agenda. Findings The authors' conceptual analysis revealed a typology of sponsorship contexts that captures both general and specific types of sports sponsorship, prosocial cause sponsorship, culture and community sponsorship, and media and programming content sponsorship. Research limitations/implications The authors' typology provides an organizing framework for future research focussing on different sponsorship contexts. However, the emergent categories still require further empirical testing. Therefore, the authors develop a set of questions to guide future research on the topic. Practical implications The authors' typology outlines the different sponsorship contexts that should be considered by organizations that engage in sponsorship-linked marketing. Originality/value This paper provides a multi-level categorization of sponsorship contexts that integrates both traditional categories and newly emerging categories to better inform future research on situational differences in sponsorship.

Compulsory citizenship behavior (CCB) refers to employees’ engagement in citizenship behaviors that go against their own will. The literature is currently unclear about whether the implications are positive, negative, or a nuanced combination of both. To address this confusion, we attempt to clarify the concurrent enrichment and depleting effects of daily CCB on employees’ subsequent organizational citizenship behavior (OCB) and interpersonal deviance. Drawing on the enrichment- and depletion-based perspectives of helping behaviors, we theorize that employees’ daily organization-based self-esteem (OBSE) and daily depletion are core mechanisms that explain the benefits and costs of daily CCB. In addition, we also theorize that employees’ extraversion and leader-member exchange (LMX) are critical boundary conditions of the effects of employees’ daily CCB. By using an experience sampling method, we collected daily data from 186 full-time employees across 10 working days (twice a day), yielding 1,551 valid daily responses. The results of multilevel path analyses showed that: (a) CCB has a positive indirect effect on subsequent OCB via increased OBSE, and LMX strengthens this positive indirect effect, and (b) CCB also has a positive indirect effect on subsequent interpersonal deviance via increased ego depletion, but extraversion buffers this positive indirect effect. Theoretical and practical implications are further discussed.

We investigated how the complementarity between transformational leadership behaviours and group potency predicts changes in group affective tone and subsequent group members' social inferences (job satisfaction, trust in supervisors, and turnover intentions). We analyzed two waves of data from 135 skilled professionals working in 29 groups within a Canadian government agency. Transformational leadership behaviours did not directly relate to changes in group affective tone. However, group potency moderated the relationship between transformational leadership behaviours and group affective tone, as well as the indirect relationships between transformational leadership behaviours and group members' social inferences via group affective tone, such that the relationships were stronger for low-potency groups. These results suggest transformational leadership may work best when complementing a group's sense of its own perceived capability.

Influence vulnerability has recently become a concern across society and in business. Such vulnerabilities increase as social networks are leveraged by different entities, oftentimes through social media, to affect how we think and behave. While many instances of social influence are positive and beneficial, others can be quite negative and lead to harmful outcomes for organizations and individuals such as reputational damage and an inability to control desirable thoughts, narratives, and behaviors. In general, they can decrease people’s freedom of thought and behavior. This article draws on the concepts of social embeddedness and network commitment to outline people’s influence vulnerabilities. It then proposes three guidelines to help reduce influence vulnerabilities based on the concepts of trustworthiness, network commitment, and self-management.

Purpose The paper aims to compare two general team identification processes of consumers' in-group-favor and out-group-animosity responses to sports sponsorship. Design/methodology/approach The paper draws on two studies and four samples of professional baseball fans in Taiwan (N = 1,294). In Study 1, data from the fans of three teams were analyzed by using multi-group structural equation modeling to account for team effects and to consider parallel in-group-favor and out-group-animosity processes. In Study 2, the fans of one team were sampled and randomly assigned to assess the sponsors of one of three specific competitor teams to account for differences in team competition and rivalry. In both studies, these two processes were compared using patterns of significant relationships and differences in the indirect identification-attitude-outcome relationships. Findings Positive outcomes of in-group-favor processes were broader in scope and were more pronounced in absolute magnitude than the negative outcomes of out-group-animosity processes across all outcomes and studies. Research limitations/implications - The research was conducted in one country and considered the sponsorship of one sport. It is possible that the results could differ for leagues within different countries, more global leagues and different fan bases. Practical implications - The results suggest that managers should carefully consider whether the negative out-group-animosity outcomes are actually present, broad enough or strong enough to warrant costly or compromising intervention, because they might not always be present or meaningful. Originality/value The paper demonstrates the comparatively greater breadth and strength of in-group-favor processes when compared directly to out-group-animosity processes.

We explore workers' justice judgment patterns to understand how they use information to assess fair treatment at work. Justice judgment patterns are the unique set of information that individuals draw upon and use when evaluating the overall fairness of an entity. Data from four samples of workers from Malaysia, Cambodia, the Philippines, and China were analyzed using a multi-group latent class analysis. Results suggest four classes of justice judgment processes, three of which represent different patterns of heuristic processing. Comprehensive processors use a wide range of information when making justice judgments, while minimalist processors consider a limited range of information. Reward-focused processors focus on distributive justice cues and treatment-focused processors specifically attend to interpersonal justice cues while neglecting distributive justice cues. The latent class structure shared conceptual meaning across countries but the patterns had different rates of representation. Findings suggest that individuals do not always use complete information when assessing how fairly they are treated at work. Many appear to use heuristics that emphasize minimizing information processing, instrumental outcomes, or more relational outcomes. Results and implications are discussed.

Recent research has developed an in-depth understanding of how workers change their jobs on their own to improve their performance and well-being, a process called job crafting. This research suggests that managers, coworkers, and organizations need a better understanding of how to manage job crafting to capitalize on its benefits and reduce costs. This article will help organizations diagnose the occurrence of job crafting, recognize the differences between goal-oriented approaches to job crafting as opposed to withdrawal-oriented avoidance job crafting, and identify the seven specific types of job crafting: work role expansion, social expansion, work role reduction, work organization, adoption, metacognition, and withdrawal. We conclude with recommendations for managers, coworkers, and organizations on how to diagnose and manage job crafting.

Job crafting refers to changes to a job that workers make with the intention of improving the job for themselves. It may include structural (i.e., physical and procedural), social, and cognitive forms. We draw on two studies to develop a role-resource approach-avoidance taxonomy that integrates and extends the dominant role-and resource-based perspectives of job crafting according to characteristics of approach and avoidance. Study 1 used both qualitative and quantitative methods to analyze job crafting activities described during employee interviews to understand the nature and outcomes of specific job crafting activities. Study 2 provides quantitative support for the specific job crafting types emerging from Study 1, and further explores job crafting outcomes. Approach role crafting includes role expansion and social expansion, while avoidance role crafting includes work-role reduction. Role crafting outcomes include: increased enrichment, increased engagement, and decreased strain through changes in work role boundaries. Approach resource crafting includes work organization, adoption, and metacognition, while avoidance resource crafting includes withdrawal crafting. Resource crafting outcomes include: increased performance, increased engagement, and reduced strain through the development, acquisition, and conservation of resources. Avoidance crafting positively relates to work withdrawal and tends to have fewer relationships with positive outcomes compared to approach crafting.

Research and applied evidence suggest that online opinion leaders are important promoters of products and services. However, managers and firms need to choose which opinion leaders to work with and better understand how to collaborate with those leaders to promote different types of products and services. Online opinion leaders should be used to promote the experiential (hedonic) and functional (utilitarian) value of products and services over different online forums. In this article, we describe how online opinion leaders can serve appeal leadership functions, serve knowledge leadership functions, and take multiple roles (e.g., experts, celebrities, micro-celebrities, micro-influencers, early adopters, market mavens, enthusiasts). We then present a five-stage planning process designed to guide partnerships with online opinion leaders. Specific steps in the process include: planning (setting the objectives of the campaign and the role of online opinion leaders), recognition (identifying influential and relevant online opinion leaders), alignment (matching online opinion leaders and online forums with the products or services promoted), motivation (rewarding online opinion leaders in a way that aligns with their social role), and coordination (negotiating, monitoring, and supporting the influence of the online opinion leaders).

We draw on concepts of embeddedness and commitment to explain people's susceptibility to social influence from their personal network. Using two samples and multiple methods (experimental manipulation, social network inventories, and surveys) we assess whether embeddedness in one's social network (i.e., advice centrality) affects susceptibility to social influence, via commitment to one's personal network. We extend concepts of affective, normative, and instrumental commitment to an individual's personal network for this purpose. In Study 1, we experimentally manipulate normative social information and find that central members are more likely to conform to social influence, according to mechanisms of psychological affective and instrumental network commitment. Study 2 tests the robustness of our generalized predictions by considering how advice centrality relates to one's aggregate dyadic network commitments and perceived social influence. Study 2 results indicate that advice centrality positively relates to perceived social influence through relational affective, normative, and instrumental network commitment.

Brand post popularity positively relates to consumers’ purchase intentions, actual sales, and stock prices. Research suggests that social media posts should be vivid, practical, interesting, personalized, and interactive. However, cross-cultural research also suggests that practices might not be equally effective across different regional markets. While vividness and practicality could be consistently important across cultures, characteristics of interest, personalization, and interactivity might need to be adapted to the cultural conditions of specific target markets. We consider how individualism/collectivism, long-term orientation, uncertainty avoidance, power distance, and high-context/low-context cultures could influence brand post effectiveness. We provide suggestions for how to manage social media brand post popularity from a cross-cultural perspective to inform both domestic and global social media marketing campaigns. Suggested practices include: (1) making brand posts engaging; (2) targeting the ‘I’ in individualistic cultures and the ‘we’ in collectivist cultures; (3) focusing on consumers’ identity in less long-term oriented cultures and on functional information in more long-term oriented cultures; (4) ensuring that posts help reduce uncertainty; (5) planning for one-way communication in higher power distance countries and two-way communication in lower power distance countries; and (6) making messages less direct in higher-context cultures and more direct in lower-context cultures.

The paper integrates the literature on group faultlines and leadership differentiation to introduce and define the concept of leadership faultlines, or the social divide between the leader’s in-group and out-group(s) within a specified collective. The leadership faultline construct has dimensions of leadership faultline activation, fairness of leadership differentiation, and leadership faultline strength. Leadership faultlines are expected to predict mechanisms of subgroup binding and polarizing. Subgroup binding is proposed to promote subgroup insulation and subgroup polarizing is proposed to harm group coordination. Four group configurations of binding and polarizing are then explained with subsequent managerial implications presented. Theoretical implications and suggestions for future research are provided.

We explore workers' justice judgment patterns to understand how they use information to assess fair treatment. Justice judgment patterns are the unique set of information that individuals draw upon and use when evaluating the overall fairness of an entity. Drawing on fairness heuristics theory, we expect that some workers will use restricted and/or focused sets of information. Data from four samples of workers from Malaysia, Cambodia, The Philippines, and China were analyzed using a multi-group latent class analysis. Results suggest four classes of justice judgment processes, three of which represent different patterns of heuristic processing. Comprehensive processors use a wide range of information when making justice judgments, while minimalist processors consider a limited range. Reward-focused processors focus on distributive justice cues and treatment- focused processors specifically attend to interpersonal justice cues while neglecting distributive justice cues. The latent class structure shared meaning across countries but patterns had different rates of representation.