Heajung Jung

This study examines how structured interventions influence team creativity on a metaverse-based collaboration platform. Using B.sket, a custom virtual workspace, we tested two interventions during an online brainstorming task: (1) real-time participation feedback delivered as a communication barcode showing each member’s speaking time and sequence (an informational cue), and (2) a group norm communication encouraging equal participation (a social-normative cue). Eighty-one university students in South Korea, recruited through online advertisements using a convenience sampling method, participated in a 2 (group norm prompt: provided vs. not) × 2 (participation feedback: provided vs. not) between-subject factorial design. Team creativity was evaluated by fluency, flexibility, and originality. Results revealed that, contrary to expectations, participation feedback significantly reduced idea fluency and showed marginally negative effects on flexibility and originality. The group norm prompt produced no significant improvements in creativity. We speculate that these findings can be explained by self-determination theory and ego depletion theory, such that real-time participation feedback may undermine individuals’ sense of autonomy and induce cognitive distraction, thereby reducing creative performance. We discuss practical implications that team process interventions for promoting equal participation should be designed carefully to avoid these unexpected consequences.

Ambidextrous leadership is characterized with displaying and switching two kinds of leader behaviors, open and closed leader behaviors, flexibly depending on the situation. Despite reported empirical evidence showing the positive impact of ambidextrous leadership on team innovative behavior, few studies have specifically examined the mechanism explaining how ambidextrous leadership increases team innovative behavior. This study attempts to examine perceived inclusion as a mediator and team learning goal orientation as a moderator to better understand its underlying psychological process and boundary condition. We collected survey data from a total of 431 people (85 teams) working in public organizations and created team-level variables by aggregating individual responses into team-level measures. Our analyses confirmed that ambidextrous leadership can enhance team innovative behavior and more importantly, this relationship is mediated by increased team members’ perceived inclusion. In addition, this mediation effect was significantly moderated by team learning goal orientation. Practically, this research suggests that team innovative behavior can be promoted by a leader with an ambidextrous view whose ability to deal with conflicting needs can effectively instill a sense of inclusion among team members and this relationship would be stronger with a team high in learning goal orientation.

Corrigendum: Anger expression in negotiation: The effects of communication channels and anger intensity

This research aimed to explore the effects of communication channels and anger intensity as factors determining how the expression of anger affects negotiation outcomes. Based on the “emotions as social information” (EASI) model and media richness theory, we tried to examine how anger expression influences both economic and psychological negotiation outcomes as a function of communication channels and explore its underlying mechanism. In Study 1, 470 participants were randomly assigned to one of the five experimental conditions-neutral, anger expressionviatext/emoticon/voice/video-and asked to participate in an online negotiation task. The results showed a significant main effect of communication channel; partner’s anger expressionviacommunication channels richer in non-verbal cues (voice and video) led participants to make a higher concession and report lower satisfaction with negotiation and lower desire for future interaction with the same partner compared to anger expressionvialess rich channels (text and emoticon). The anger expression effects on psychological outcomes were partially explained by perceiver’s anger experience in response to anger display, which is consistent with the affective mechanism proposed by the EASI model. Study 2 examined whether the results of Study 1 could be attributable to the different levels of anger intensity perceived by the participants across different communication channels. Data analyses from 189 participants showed a significant main effect of anger intensity only with a desire for future interaction, but not with satisfaction and concession. The insignificant findings of the latter imply that the observed channel effect in Study 1 cannot be fully explained by the intensity effect.

While significant organizational research evaluates effective leadership traits and decades of psychological research have investigated emotion, there is a lack of consensus in organizational behavior research related to whether emotion expressed by a leader elicits positive or negative outcomes. We seek to augment existing research by exploring the effect of three dimensions, namely, the intensity of anger expressed, the gender of the leader, and the gender of the observer on perceptions of leadership effectiveness and future status conferral. In Study 1, we recruited 40 participants from a well-known U.S. university to select appropriate terms attributable to intense, moderate, and neutral levels of anger expression. In Study 2, we recruited a diverse pool of 296 participants and employed a quasi-experimental method by randomly assigning participants into one of the six conditions created by three levels of anger expression intensity and the leader gender. Participants were asked to read a vignette in which a male or a female leader responds to an anger-provoking situation with different levels of anger expression and evaluate the leader on perceived leadership effectiveness and future status conferral. Our study findings demonstrated that a leader demonstrating no anger was perceived higher in leadership effectiveness than a leader showing either moderate or intense anger. Juxtaposed to these results, for future status conferral, a leader expressing no anger was perceived as higher in future status than a leader expressing moderate anger without significant difference found between no anger and intense anger. We also found a significant main effect of observer gender with female participants giving lower ratings for leadership effectiveness and status conferral than male participants. Possible explanations and practical implications regarding gender-specific findings are discussed.

Despite a growing amount of research on the impact of perceived corporate social responsibility (CSR) on employee behavior, psychological factors explaining why and for whom the relationship holds have yet to be fully investigated. Drawing on social identity theory, this study examined organizational pride as the underlying psychological mechanism explaining the relationship between CSR perception and organizational citizenship behavior (OCB), and tested the moderating effects by two individual difference variables: collectivism orientation and person–organization fit. Analyses of survey data collected from 210 employees in South Korea showed that organizational pride mediated the CSR perception–OCB relationship. In addition, collectivism orientation strengthens the CSR–pride relationship, while person–organization fit strengthens the OCB–pride relationship. This research contributes to the relevant literature by stressing the importance of individual characteristics in predicting and understanding the effects of CSR perception on employee behavior.