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Article: An actor-partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions

TitleAn actor-partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions
Authors
Keywordscoworkers
innovative behavior
proactivity
psychological detachment
Issue Date2019
PublisherWiley-Blackwell Publishing, Inc. The Journal's web site is located at http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1744-6570
Citation
Personnel Psychology, 2019, v. 72 n. 3, p. 445-476 How to Cite?
AbstractIn an extension of the existing paradigm on the benefits of innovative behavior for organizations, this study addresses the negative effects of innovative behavior. Guided by psychological detachment theory, we propose that both displaying innovative behavior and witnessing others’ innovative behavior make it difficult for workers to psychologically distance themselves from innovation matters, engendering strain reactions (e.g., sleep problems, hostility). Those with more proactive personalities may be more likely to experience these detachment difficulty problems after displaying or witnessing innovative behavior. To test these premises, we conducted two studies. In the pilot study (N = 104 employee–coworker dyads), we gathered both quantitative and qualitative data to show that innovative behavior predicts detachment difficulty above and beyond other job behaviors. In the main study, we collected data from 257 employee–coworker dyads over 5 weeks and analyzed them with an actor–partner interdependence model. The results are generally supportive, suggesting that further investigation of the unintended consequences of innovative behavior is warranted.
Persistent Identifierhttp://hdl.handle.net/10722/278035
ISSN
2017 Impact Factor: 5.523
2015 SCImago Journal Rankings: 5.744

 

DC FieldValueLanguage
dc.contributor.authorNg, TWH-
dc.contributor.authorWang, M-
dc.date.accessioned2019-10-04T08:06:11Z-
dc.date.available2019-10-04T08:06:11Z-
dc.date.issued2019-
dc.identifier.citationPersonnel Psychology, 2019, v. 72 n. 3, p. 445-476-
dc.identifier.issn0031-5826-
dc.identifier.urihttp://hdl.handle.net/10722/278035-
dc.description.abstractIn an extension of the existing paradigm on the benefits of innovative behavior for organizations, this study addresses the negative effects of innovative behavior. Guided by psychological detachment theory, we propose that both displaying innovative behavior and witnessing others’ innovative behavior make it difficult for workers to psychologically distance themselves from innovation matters, engendering strain reactions (e.g., sleep problems, hostility). Those with more proactive personalities may be more likely to experience these detachment difficulty problems after displaying or witnessing innovative behavior. To test these premises, we conducted two studies. In the pilot study (N = 104 employee–coworker dyads), we gathered both quantitative and qualitative data to show that innovative behavior predicts detachment difficulty above and beyond other job behaviors. In the main study, we collected data from 257 employee–coworker dyads over 5 weeks and analyzed them with an actor–partner interdependence model. The results are generally supportive, suggesting that further investigation of the unintended consequences of innovative behavior is warranted.-
dc.languageeng-
dc.publisherWiley-Blackwell Publishing, Inc. The Journal's web site is located at http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1744-6570-
dc.relation.ispartofPersonnel Psychology-
dc.rightsPreprint This is the pre-peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article using the DOI]. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. Postprint This is the peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article using the DOI]. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions.-
dc.subjectcoworkers-
dc.subjectinnovative behavior-
dc.subjectproactivity-
dc.subjectpsychological detachment-
dc.titleAn actor-partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions-
dc.typeArticle-
dc.identifier.emailNg, TWH: tng@business.hku.hk-
dc.identifier.authorityNg, TWH=rp01088-
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1111/peps.12317-
dc.identifier.scopuseid_2-s2.0-85061972426-
dc.identifier.hkuros306443-
dc.identifier.volume72-
dc.identifier.issue3-
dc.identifier.spage445-
dc.identifier.epage476-
dc.publisher.placeUnited States-

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