Nai-Wen Chi

Alcohol use is costly for individual health and organizational competitiveness and is prevalent in jobs where employees regulate their emotions. While this suggests a link between emotional labour and alcohol consumption, prior work adopting a self‐control lens has found mixed results. We clarify this relationship by considering drinking not only as a failure of self‐control but also as a motivational strategy to cope with unpleasant feelings. Specifically, we integrate the social interaction model and the motivational model of alcohol use to propose that daily surface acting predicts greater felt inauthenticity by employees. Employees who feel inauthentic will be motivated to drink more as a means of coping with this negative internal state. This should be especially true when they hold positive beliefs about the tension–reduction capabilities of alcohol. We test our model across two experience sampling studies of customer service workers, examining our proposed mediators while also controlling for depletion as an alternative mechanism. Results confirm our hypotheses and highlight the importance of considering the underlying motivations for why people drink. These findings also advance the emotional labour literature by pointing to inauthenticity as an important but often ignored social mechanism connecting surface acting with a critical health behaviour.

Drawing on the dynamic perspective of regulatory focus theory, this study posits that weekly fluctuations in group affective tone (GAT) influence team creativity in the following week through distinct forms of team regulatory focus. Additionally, we theorized that person-group fit (P-G fit) moderates the dynamic relationships among weekly GAT, temporal team regulatory focus, and subsequent team creativity. Using a weekly experience sampling method (ESM), we collected longitudinal data from 58 teams over 4 weeks, yielding 173 weekly team responses. The results of multilevel path-analyses indicated that: (a) weekly PGAT is positively related to temporal team promotion focus, which in turn increases next-week team creativity; (b) weekly NGAT reduces next-week team creativity through increasing temporal team prevention focus, and P-G fit strengthens this indirect effect. Notably, this study also tested and ruled out the reverse causal relationship between team creativity and GAT, thereby providing a more rigorous examination of the proposed model.

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).

Summary: Decades of research have shown that abusive supervision hurts employees' well‐being. However, little is known about whether employees can recover from abuse during their leisure time. Building on the perspective of recovery paradox and the conservation of resources (COR) theory, we theorize that as an intense social stressor, daily abusive supervision depletes employees' resources and triggers their need for recovery, which in turn reduces physical and social recovery activities but increases low‐effort activities. We also propose that employees' extraversion influence employees' choices of recovery activities when facing a paradoxical recovery situation (i.e., feeling too exhausted to engage in active recovery activities. To test our hypotheses, we employed the experience sampling method to collect 1511 daily responses from 203 full‐time employees. The results of the multilevel path analyses indicated that (a) abusive supervision increased employees' need for recovery, which in turn increased next‐day positive moods via facilitating low‐effort activities, and reduced next‐day positive moods via inhibiting social activities; and (b) these indirect effects were strengthened for employees with lower (vs. higher) extraversion. Theoretical and practical implications are further discussed.

Recent studies have attempted to clarify the detrimental consequences of compulsory citizenship behaviors (CCB; employees are pressured or forced to engage in extra-role activities). Based on the retributive justice and impression management perspectives, we simultaneously examine potentially harmful outcomes (i.e., destructive voice, DSV) and constructive outcomes (organizational citizenship behaviors, OCB) of CCB, and propose justice and impression management mechanisms and boundaries to explain the dark and potential bright sides of CCB. Data was collected from 276 supervisor-subordinate pairs across various industries at different time points. The results show that CCB increases DSV through increased perceived distributive injustice, while employees’ equity sensitivity further enhances such effects. Moreover, the indirect effect of CCB on OCB via increased impression management motive depends on employees’ self-monitoring: it becomes positive when employees rate high in self-monitoring. Theoretical and practical implications are discussed.

Decades of research have shown that abusive supervision hurts employees’ well-being. However, little is known whether or not employees can recover from abuse during the leisure time. Building on th...

Although previous studies have found that positive group affective tone is generally good for team creativity, the reported effects of negative group affective tone (NGAT) are mixed. Drawing on the team goal orientation composition literature, we propose that team trait learning goal orientation (TTLGO; aggregated level of team members’ trait learning goal orientation) will moderate the relationship between NGAT and team creativity. Specifically, NGAT will be positively related to team creativity when TTLGO is high but becomes negative when TTLGO is low. We further theorize that team information exchange accounts for this moderating effect. Employing a multiple-source and time-lag design, we conducted two studies to test the hypotheses. In Study 1, we collected data from 270 information technology engineers working in 62 R&D teams in a software development company and examined the moderating effect of TTLGO on the NGAT-team creativity relationship. In Study 2, we replicated the findings of Study 1 and further tested the mediating role of team information exchange (i.e., Hypothesis 2) using data from 237 members of 43 diversified teams (e.g., R&D, advertising and marketing, technical services, and quality improvement). The results of these two studies support our hypotheses. Theoretical and practical implications for group affect and creativity literature are further discussed.

Drawing on the social categorization perspective, we theorized that team demographic faultlines increase negative group affective tone (NGAT) through reduced group identification, while team member positive impression management behaviors enhance positive group affective tone (PGAT) via enhanced group identification. Data were collected from 523 members of 101 newly formed student teams. Consistent with our hypotheses, team demographic faultlines were positively predicted NGAT via reduced group identification, while team self-promotion and ingratiation behaviors were positively associated with PGAT through group identification. Importantly, team self-promotion and ingratiation behaviors also mitigated the social categorization processes triggered by team demographic faultlines.

Although recent studies have attempted to clarify the daily dynamics between moods and creativity, relatively limited studies have explored how daily positive and negative activating moods influence changes in daily creativity (i.e., controlling for the effects of prior daily creativity) in real organizations. Furthermore, although the importance of the physical working environment has been highlighted in the creativity literature, it remains unclear how the dimensions of the physical working environment (i.e., adjustability of work area and facilitation of informal communication) influence employees’ daily creativity directly or moderate the effects of daily activating moods on creativity. Using the daily diary research design, we collect lagged daily data from 70 creative workers across ten consecutive working days, yielding 662 valid matched daily responses. The results of multilevel path analysis show that both daily positive/negative activating moods had lagged and positive effects on changes in subsequent creativity, and the physical environment that facilitates informal interactions strengthened these positive lagged effects. Besides, a physical environment that facilitates informal interactions also directly predicted changes in daily creativity. Surprisingly, the work area’s adjustability attenuated the positive lagged effect of daily positive activating moods on daily creativity.