SummaryA significant amount of research has examined the antecedents and processes responsible for driving employee knowledge‐sharing behaviors. Integrating information‐processing theory and the identity‐based motivation model, we develop a contingency model whereby knowledge sharing does not always result in desirable outcomes, depending on time and individuals' motivation to learn and acquire useful information for performance improvement. Applying a longitudinal and quasi‐experimental design in a unique service context, we examine when knowledge‐sharing interventions can help employees improve service performance. Specifically, we explore the roles of time and employee occupational identity and image in helping employees leverage knowledge‐sharing activities to create superior customer service. Our results suggest that the benefits of knowledge sharing on both proximal (i.e., employee‐perceived customer gratitude) and distal service performance (i.e., customer‐rated evaluation) are contingent on time and employee‐perceived occupational image, such that the value of knowledge sharing requires time (i.e., a cumulative effect) and employees' motivation to process and absorb the shared information and to eventually leverage knowledge‐sharing activities to improve service performance.

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SummaryGiven the importance and popularity of employee job attitudes in academics and practice (e.g., annual engagement surveys), it is crucial to explore and summarize previous developments in the literature to identify ways to advance the field. The current review takes a systematic approach to exploring the nomological network, including investigating redundancy, of seven common job attitudes. We present a portfolio of evidence relying on three primary studies and one meta‐analytic study (total k = 6631; total n = 3 309 205). Our results raise concerns about the measurement of select job attitudes. Further, job attitudes are moderately to strongly correlated with each other (most relations landing between ρ = .50 and .69) and have similar patterns of relationships with antecedents, correlates, and outcomes. Yet, relative weights analyses illustrate that some attitudes have more validity in predicting key employee outcomes than others, which points to theoretically relevant utility concerns among specific job attitudes. This review offers a contribution by synthesizing the literature and developing a future research agenda based on the current findings that will advance the field further. Finally, this work offers a primer on job attitudes, with definitions, applicable theoretical frameworks, scales and items, and empirical relationships between key constructs.

SummaryResearch on envy is dominated by a focus on approach‐oriented behaviors—when envious employees take action to reduce the gap between the self and envied targets. Surprisingly, little research has examined the relationship between envy and avoidance‐oriented behaviors, even though emotion regulation research suggests that avoidance is a common reaction to unpleasant, painful emotions such as envy. We seek to understand envy's consequences for workplace avoidance—namely, absenteeism and turnover. Drawing on theories about how people interpret and regulate emotions according to their goals, we suggest that employees' individual differences in motivational strivings shape the relationship between envy and avoidance behaviors. We propose that for employees high in communion or status striving, envy is associated with more absences and thereby increased turnover; for employees high in achievement striving, envy is associated with fewer absences and ultimately reduced turnover. A field study of supermarket employees shows general support for our conceptual model regarding communion and achievement strivings but a null effect for status striving. Our research expands the nomological network of envy by examining its impact on workplace avoidance, helps to shed light on contradictory findings in envy research, and offers implications for theories on work motivation, emotions, and avoidance behaviors.

SummarySocial connections play a vital role in helping newcomers fit into a new work environment. In addition to seeking valuable support from organizational “insiders” such as coworkers and leaders, newcomers also need support from other newcomers with similar experience during the onboarding process. Drawing upon socioanalytic theory, we propose that newcomers with a competitive or cooperative orientation will follow different networking patterns within their friendship cohort network. Specifically, newcomers with a highly competitive orientation will experience a high increase in coreness centrality in the friendship cohort network, which captures employees' relative position (i.e., core or periphery) in the entire cohort, while those with a highly cooperative orientation will have a high increase in in‐degree centrality, which reflects the number of personal friendship ties. To test our hypotheses, a cohort of 607 newcomers in a manufacturing company was tracked for 18 months (in seven waves) and the results show that competitive orientation is positively related to newcomers' increase in coreness centrality and that a cooperative orientation is positively related to an increase in in‐degree centrality. Furthermore, the increase in coreness centrality is positively related to newcomers' task assistance from other newcomers, which in turn reduces their likelihood of leaving the organization.

SummaryUsing a sample of 297 working mothers across three time periods (their last trimester of pregnancy, while on maternity leave, and after returning to the workplace), we examined the role of vicarious abusive supervision, beyond their own experience of abusive supervision, on turnover intentions through experiences of maternal mental health. Utilizing the unfolding model of turnover and Conservation of Resources theory, we found that experiencing the shock event of vicarious abusive supervision contributed to job‐related negative emotions as well as postpartum depressive symptoms in working new moms. Further, this experience of vicarious abusive supervision contributed to job‐related emotional exhaustion and turnover intentions, even after controlling for the mother's own experience of being targeted with abusive supervision behaviors. Finally, we examined the moderating role of financial dependence on this process and found that when working mothers' families were financially dependent on her job, the mothers were less likely to have turnover intentions. Implications for research and practice are provided.

SummaryAlthough mindfulness has attracted increasing attention from scholars and practitioners, we do not have a clear understanding of whether, how, and when individual mindfulness composites may shape team mindfulness. Based on the input–process–output (IPO) model and integrating mindfulness theory and team composition perspective, we propose a team‐level model theorizing that the additive accumulation of individual mindfulness among members (i.e., the mean level of individual trait mindfulness within a team) reduces team relational stress and that this reduction in turn enhances team mindfulness. Furthermore, team individual mindfulness diversity (i.e., the variability of individual trait mindfulness within a team) serves as a moderator, such that the indirect effect of team average individual mindfulness on team mindfulness via reduced relational stress is stronger when team individual mindfulness diversity is low rather than high. The results from a three‐wave field survey data support our hypotheses. Our findings resolve important unanswered questions relating to how and when individual mindfulness composites shape team mindfulness, and illuminate critical implications for managerial practice.

No abstract is available for this article.

SummaryBurgeoning organizational research has begun to explore how self‐compassion or the compassion individuals give to themselves in times of suffering may positively contribute to organizational outcomes. This review describes self‐compassion and its theoretical underpinnings in a workplace context, systematically reviews the current empirical literature on self‐compassion using samples of working adults, critically analyzes the current state of the literature, and provides recommendations for robust future research. In the process, we offer a dynamic, process‐based conceptualization of self‐compassion that aligns past research with current directions in organizational compassion and several suggestions for using a processual approach to improve theoretical and empirical rigor. We also guide future scholarly work surrounding self‐compassion in organizations by highlighting fundamental research questions that could advance our theoretical understanding of self‐compassion in organizational contexts.