Linn NA Van Dyne

Michigan State University | MSU · Department of Management

We’re in an age of massive global disruption. Technological advancements threaten century-old business models, globalization is re-ordering supply chains, and people need to work with colleagues and customers who have vastly different backgrounds. On top of that, we’re in the midst of a global pandemic and customers, employers, and investors are de...

Providing help can have positive consequences for those that help, including higher performance evaluations, the development of trusting relationships, social status, and more positive mood states. These effects, however, do not materialize uniformly and the existing literature on the emotions that people experience when they help provides an uncle...

In this chapter, we advance the idea that organizational citizenship behaviors (OCBs) are discretionary and, as a result, employees engage in decisional processes before acting. Emphasizing conceptual differences in affiliative OCBs, such as helping, compared to challenging OCBs, such as voice, we propose that voice is a function of more elaborate...

Proactive employees are self‐starting and driven. Thus, they typically exhibit high levels of work engagement. While work engagement reflects the degree to which employees are attentive and absorbed when performing their work tasks, it does not guarantee effective job performance unless their actions are strategic. We draw on Grant and Ashford’s (2...

We draw on Gouldner's (1960, Am. Sociol. Rev., 25, 161) norm of reciprocity to accomplish three goals: (1) theoretically depict the employee voice process as an exchange relationship that is maintained when both parties provide benefits ‘in kind’ to each other; (2) introduce the notion of voice resilience, defined as subsequent engagement in voice...

Adopting a voice instrumentality perspective, we argue that cultural distance between the person speaking up and the voice targets will dampen voice behavior because of uncertainty surrounding what is appropriate and effective voice behavior. We further propose that cultural intelligence (CQ) mitigates this negative relationship and advance a media...

Today’s pervasiveness of intercultural interactions has spawned scholarly interest in cultural intelligence (CQ) – the capability to function effectively across cultures. Applying meta-analytic techniques, we harness the recent explosion of research on the four-factor model of CQ to address three fundamental, yet unresolved theoretical issues. Firs...

Although scholars emphasize the importance of dyadic interactions between helpers and helping recipients, prior studies tend to focus on helpers and investigate why they help and how they feel after helping. Thus, we lack understanding of the role of recipients and how their motive attributions influence their affective responses to receiving help....

Cultural intelligence (CQ) is the capability to function effectively in intercultural contexts, as discussed in Earley and Ang 2003 (cited under Conceptualization of Individual-Level CQ). CQ can refer to the capability of an individual, a team, or a firm. CQ is important for most individuals and organizations because the world is diverse, and conte...

We conducted an experiment to examine the effect of how subordinates present ideas (constructive vs. complaining form) on supervisor (receiver) responses (perceptions of subordinate intrusiveness and of overall performance). We demonstrated a joint effect of subordinate idea presentation (manipulated) and supervisor dogmatism (measured) such that s...

Resilience research has focused primarily on resilience in childhood and key individual differences that predispose people to “bounce back” after adversity. This research has provided useful guidance and implications but has not adequately been applied to adults or collectives, especially in the workplace. In addition, the lack of conceptual clarit...

Although behavior change is at the heart of many domains in organizational behavior including motivation, training, and leadership development, conceptual issues (e.g., assuming a single stage process), and methodological problems (e.g., studies over short time scales) have limited understanding. The purpose of this symposium is to begin to address...

This study examines the influence of motivational cultural intelligence (CQ) on the development of cultural effectiveness among university short-term business study abroad program participants. We conceptualize cultural effectiveness as the degree of psychological comfort and success in managing intercultural demands. Results of a multiple-source,...

Although the term situational judgment test (SJT) implies judging situations, existing SJTs focus more on judging the effectiveness of different response options (i.e., response judgment) and less on how people perceive and interpret situations (i.e., situational judgment). We expand the traditional SJT paradigm and propose that adding explicit ass...

This article develops the argument that team-member exchange (TMX) relationships operate at both between- and within-group levels of analysis to influence an employee's sense of identification with coworkers in the group and their helping organizational citizenship behavior (OCB) directed at coworkers. Specifically, we propose that relatively highe...

Research has demonstrated robust positive relationships between transformational leadership and employee attitudes and behaviors. To date, the preponderance of the literature has been leader-centric and focused on individuals who are already in leader roles. In this article, we adopt an employee-centric perspective and focus on behaviors of profess...

Change-oriented citizenship depends on support received from employees’ social context. Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships between leader, coworker, and organizational support and change-oriented citizenship, even after accounting for employees’ attitudes and intentions (i.e.,...

a b s t r a c t We extend prior thinking about citizenship behavior by integrating employee motives, social support, and role cognitions as predictors of organizational citizenship behavior (OCB). Drawing on trait activation and situated self theories, we provide insights into why and when motives predict OCB using multi-source data from two field...

Cultural intelligence (CQ) – the capability to function effectively in intercultural settings – has gained increasing attention from researchers and practitioners due to its contemporary relevance to globalization, international management, and workforce diversification. Research-to-date demonstrates that CQ predicts a variety of important outcomes...

Emphasizing the importance of cross-border effectiveness in the contemporary globalized world, we propose that cultural intelligence—the leadership capability to manage effectively in culturally diverse settings—is a critical leadership competency for those with cross-border responsibilities. We tested this hypothesis with multisource data, includi...

We theorize that the location of individual actors in the context of the larger social network within the organization has important but to date overlooked implications for employee role innovations. Complementing past research that places primary emphasis on individual predictors of role innovations, we developed arguments about the nature of basi...

Integrating distinctiveness theory and contact theory, we develop a conceptual model proposing that prior intercultural contact has mediated effects on international leadership potential via cultural intelligence—but that these effects are stronger for majorities. Results of two samples of working adults, using both self-report (n= 441, Study 1) an...

This volume provides the most comprehensive and up-to-date compendium of theory and research in the field of human intelligence. Each of the 42 chapters is written by world-renowned experts in their respective fields, and collectively, they cover the full range of topics of contemporary interest in the study of intelligence. The handbook is divided...

This article tests an integrative conceptual model of organizational citizenship behaviors (OCB) that combines two dominant distinctions in types of OCB (individual versus organizational target and promotive versus protective orientation). Challenging past research that has viewed OCB as unidimensional, we propose conceptually meaningful difference...

This article presents a model integrating research on idealized and situated selves. Our key premise is that identity-relevant behaviors are most likely to occur in the workplace when identities are psychologically central and activating forces make those identities salient. Analysis of matched data from 278 employees, supervisors, and organization...

Although international assignments are recognized as important mechanisms for developing global leaders in organizations, existing research has focused primarily on leaders' performance during international assignments, rather than on the developmental outcomes gained from such assignments. We integrate research on experiential learning and cultura...

In contemporary organizations, competitive advantage can come from ideas employees communicate to supervisors for improving processes, products, and services. One approach to studying employee communications with supervisors is voice behavior. In this research, the authors consider leader— member exchange (LMX) and the individual cultural value ori...

Globalization requires business leaders who can manage effectively in multicultural environments. Although many organizations assume leaders will enhance their multicultural skills through international assignments, it is unclear how leaders translate these international experiences into knowledge and skills that enhance their effectiveness. Based...

This article integrates self-efficacy theory with decision latitude theory to generate a typology of workload management strategies used by knowledge workers working under conditions of high job demands. We then propose that physical and emotional fatigue should differentially influence usage of these workload management strategies based on anticip...

In 2 field studies, we demonstrated that the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) is moderated by employee role perceptions--the extent to which employees view specific types of OCB as in-role behavior (IRB) versus extra-role behavior (ERB). In addition, we predicted and demonstrated that t...

In this chapter, we advance the idea that organizational citizenship behaviors (OCBs) are discretionary and, as a result, employees engage in decisional processes before acting. Emphasizing conceptual differences in affiliative OCBs, such as helping, compared to challenging OCBs, such as voice, we propose that voice is a function of more elaborate...

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abstract We enhance the theoretical precision of cultural intelligence (CQ: capability to function effectively in culturally diverse settings) by developing and testing a model that posits differential relationships between the four CQ dimensions (metacognitive, cognitive, motivational and behavioural) and three intercultural effectiveness outcomes...

This field study examines the joint effects of social exchange relationships at work (leader-member exchange and team-member exchange) and employee personality (conscientiousness and agreeableness) in predicting task performance and citizenship performance. Consistent with trait activation theory, matched data on 230 employees, their coworkers, and...

Flexible work arrangements that give employees more control over when and where they work (such as part-time, flextime, and flexplace) have resulted in growing workplace trends of reduced face time, namely less visible physical time at the workplace. Most previous writings highlight negative effects on work group processes and effectiveness. In con...

Political behavior at work often is disparaged as self-serving activity that undermines the efficient pursuit of organizational goals. Yet politics has a more benign meaning as well: responsible participation in decision-making processes, keeping informed, and promoting innovative ideas that serve long-term organizational interests. To date, the ne...

In this study, the authors developed and tested a model of performance in job interviews that examines the mediating role of interviewing self-efficacy (I-SE; job applicants' beliefs about their interviewing capabilities) in linking personality and biographical background with interview success and the moderating role of locus of causality attribut...

We examine relationships between Big Five personality and the four-factor model of cultural intelligence (CQ)—metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ. Hierarchical regression analyses conducted on data from 338 business undergraduates—after controlling for age, gender, and years of experience in interacting with people fr...

Our study examines two models of helping behavior in work groups. Our first model is a cross-level model and predicts that group-level cohesion, cooperative norms, and task conflict are related to individual helping behavior (peer-rated). Results support our hypotheses and further demonstrate that of the three group characteristics, cooperative nor...

In this chapter, we draw on social capital and role theories to develop a theoretical model of global leader initiative and reputational effectiveness in spanning structural holes. We define global leaders as those assigned to work locations outside the borders of their home country. Global leaders (by virtue of their global work assignments) occup...

Abstract

Most compensation managers implicitly assume (or perhaps hope) that high pay levels will maintain and enhance future performance. To date, this assumption has been largely untested. Given the importance of pay level and the large expense that pay represents to most organizations, understanding how and why pay level influences the behaviour of emplo...

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relations...

An increasing number of scholars and practitioners have emphasized the importance of ‘feelings of ownership’ for the organization (even when employees are not legal owners). In this exploratory study, we examine the relationships of psychological ownership with work attitudes and work behaviors. We start by developing hypotheses based on the psycho...

Expanding a conceptual framework, we differentiated services on the basis of their levels of captivity (the difficulty of a customer's leaving) and intensity (the number of services performed), arguing that context is especially critical to service delivery when these levels are high. Data from cruise ships generally supported our hypotheses. We re...

“Doing more with less” characterizes many employee jobs and employment relationships in most organizations these days. This is because competitive pressures have triggered downsizing, reorganization, flattened hierarchies, and layoffs (Cappelli et al. 1997; Rousseau 1997). Large numbers of employees have lost their jobs and many fear the possibilit...

ABSTRACT Employees often have ideas, information, and opinions for constructive ways to improve work and work organizations. Sometimes these employees exercise voice and express their ideas, information, and opinions; and other times they engage in silence and withhold their ideas, information, and opinions. On the surface, expressing and withholdi...

Foreign workers seek overseas employment without sponsorship from a firm in their home country and hold temporary work visas in the host country. Despite the rising numbers of foreign workers, there is very little research that examines employment relationships and work behaviors of foreign workers. In this study, we draw on social exchange theory...

A study of 257 employees and their managers in six diverse restaurants found that employees' work status influences their level of organizational citizenship behavior. In particular, the study found that part-time employees are less likely than full-time workers to exhibit helping behavior. Helping involves going beyond specific job duties to assis...

In this research, we develop and test a model of the links between psychological strain (subjective experiences of feeling conflict and tension) and work performance. Our model includes two types of strain (work strain and home strain) and two forms of work performance (quantity of individual sales performance and creativity). Thus we acknowledge t...

This survey-based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full-time and part-time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part-time employees exhibited less helping orga...

In this study, we investigated team-based community service projects as action learning initiatives designed to facilitate two learning outcomes: community learning (knowledge of social, cultural, or economic issues) and personal learning (self-awareness of managerial attitudes and abilities). We developed hypotheses to predict critical input condi...

The results of a laboratory study of 276 individuals replicate past findings for cooperative behavior as a form of contextual performance and extend past research by providing evidence that voice (constructive change-oriented communication) may be another form of contextual performance. Conscientiousness, extraversion, and agreeableness related mor...

Results of this experiment demonstrate that individualists and collectivists react differently to minority influence. Based on the distinction between objectivity and preference norms in the minority influence literature, we hypothesize that individualism and collectivism influence (A) responses to minority influence (focusing on the target of infl...

We propose that low performer characteristics (cognitive ability, conscientiousness, and job experience) influence peer attributions for low performer behavior (locus of causality, controllability, and stability) and that these attributions influence the form of helping intended to benefit the group (compensating, training, motivating, and rejectin...

Summary This study examined organizational citizenship of residents in a housing cooperative setting where roles were not influenced by traditional employee-employer work relationships. Results demonstrate that the individual diÄerences of collectivism and propensity to trust predicted organizational citizenship (assessed six months later). In addi...

This study applied a social exchange perspective to examine three related aspects of work group behavior: individuals' assessment of the personal costs and rewards of group membership, the overall level of emotional investment in a group, and the external evaluation of group performance. Regression analyses of survey data from 28 ongoing student wo...

The large introductory class presents unique problems in the division and integration of classroom activities. These problems can be resolved in a number of ways. The authors develop a taxonomy of four such resolutions that differ from one another in terms of centralization of control and standardization of coordination. The authors also describe c...

: In this paper, we use social role theory to develop hypotheses predicting differences in the organizational citizenship behavior of males and females at work. Results, based on questionnaire responses of 257 restaurant workers and their supervisors, demonstrate that females in our service-worker sample engaged in more altruism, loyalty, and obedi...

This field study of 441 full-time employees in 95 work groups examined voice behavior (constructive challenge to the status quo with the intent of improving the situation rather than merely criticizing) as a function of person-centered (satisfaction with the work group, global self-esteem) and situational factors (group size, self-managed vs. tradi...

This study, conducted in Singapore, where there are ongoing labor shortages, supports social exchange theory predictions that contingent workers engage in less organizational citizenship, expect less of their employers in their psychological contracts, and have lower affective commitment than regular employees, Contrary to expectations, the relatio...

Results of this field study of 597 employees demonstrate the importance of extra-role behavior in explaining employee performance over a six-month period. Supervisors, peers, and employees differentiated in-role from extra-role behavior. They also differentiated two related forms of promotive extra-role behavior: helping and voice. We cross-validat...

This study examines the Nemeth (1986) model of minority influence in a field study of natural work-groups. Confederates (who were also permanent members of the ongoing, interacting groups) served as designated minority influence agents during the 10-week study. Results demonstrated that experimental groups engaged in more divergent thinking and dev...

Analysis of data from 797 residents of university housing cooperatives demonstrated that psychological ownership was positively related to extrarole behavior. In addition, mediated regression analysis supported the hypothesis that the relationship between psychological ownership and extrarole behavior was mediated by organizational commitment. Furt...

Organizational citizenship behavior (OCB) is reconceptualized in terms of civic citizenship as described in political philosophy. We used this theoretical foundation to derive substantive categories of OCB and to propose a nomological network of its potential antecedents. We also propose a new measurement of organizational citizenship behavior base...

Proposed a model of work group performance based on the consequences of complex interdependence (CI), which is defined as the interactive effects of task, goal, and feedback combinations. The study consisted of a 4 (task interdependence: pooled, sequential, reciprocal, or team) × 2 (goal interdependence: individual or group) × 2 (feedback interdepe...