Session Details

The talk was part of the session “Employee Voice and Change (session 517)” organized by the Organizational Behavior (OB) division of the Academy of Management. The session consisted of four presentations that all revolved around the proactive behavior of employees.

Why ethical leadership generate moral voice: A dual-route model

Authors: ChungJen Chien, Liew Yueah-Cin, and Yu-Chi Lin (College of Management, Yuan Ze University)

Abstract: Ethical leadership has been recognized as a critical factor influencing employees’ ethical behaviors. However, only a few research has empirically examined the effect of ethical leadership, not to mention its psychological process. To address this research gap, we adapt the coo/hot framework to explain the relationship between ethical leadership and moral voice. A total of 217 leader-follower dyad data were obtained from companies in Taiwan. The result reconfirmed the cognitive process (moral efficacy) and proposed another new affective process (affective attachment). Besides, it was also found that the effect of these two routes depends on the followers’ moral identity. The moral efficacy route works only when the follower has a higher moral identity; however, the affective attachment route is more substantial when the follower has a lower moral identity. In conclusion, this research confirmed the dual paths of ethical leadership and elucidated its critical boundary condition. Through this dual-route model, we can integrate social learning theory and social exchange theory to depict a complete picture of ethical leadership. It is hope that the findings can inspire further studies to investigate the mechanisms and consequences of ethical leadership.

Perceived Organizational History and its Influence on Employees’ Daily Change Behaviors

Authors: Kai Christian Borman (Bielefeld University) and Fabian Bernhard (EDHEC Business School)

Abstract: An increasing number of scholars have emphasized the implications of organizational history for understanding organizational behavior. Yet little is known how individuals’ perceptions of the past can positively or negatively affect proactive change behaviors. In this study we first theoretically develop and empirically validate a measure for perceived organizational history. Three validation studies lend support for three distinctive constructs of perceived promotive, prohibitive and presence of history. We then use two diary studies to test the influence of perceived history on employees’ daily change behaviors. Noting individuals’ different time orientations, we also examine moderating effects of mindfulness and feelings of nostalgia. The findings add to current knowledge on how the appraisal of imprints of the past can make employees promote or decline change. Important implications for organizations are drawn.

Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior

Authors: Stefan Breet (Radboud University Nijmegen), Lotte Glaser (Erasmus University Rotterdam), and Justin J.P. Jansen (Erasmus University Rotterdam)

Abstract: Although prior research on mergers and acquisitions (M&As) has suggested that cross-legacy boundary-spanners serve as organizational change agents, an emerging line of research highlights the costs of developing and maintaining boundary-spanning ties. Building on the social networks and organizational identification literatures, we develop a social network model and explore the influence of boundary-spanning on post-merger taking charge behavior. More specifically, we argue that employees without boundary-spanning ties are more likely to engage in taking charge behavior when they are closely connected to the boundary-spanners of their legacy organizations. Our analysis of the social network of a post-merger organization shows that cross-legacy boundary-spanning has a negative effect on taking charge behavior, while proximity to boundary-spanners has a positive effect. Our study also reveals that the positive effect of proximity on taking charge behavior is strongest for employees who weakly identify with the new organization.

Why and How Manager Promotive and Preventive Psychological Ownership Influence Voice Endorsement

Authors: Jinyun Duan (East China Normal University), Wang Xiaotian (East China Normal University), Yue Xu; Xi’an (Jiaotong-Liverpool University), and Lixiaoyun Shi (East China Normal University).

Designated as a “Best Paper” for OB

Abstract: By considering the literature on psychological ownership and regulatory focus theory, this study explored why and how two distinct forms of managers’ psychological ownership (i.e., promotive and preventive) influenced voice endorsement. Results from a time-lagged field study and an experimental scenario study revealed that managers’ promotive psychological ownership was positively correlated, while preventive psychological ownership was negatively correlated with voice endorsement through openness to change. Moreover, the group promotive voice strengthened the positive indirect effect of managers’ promotive psychological ownership on voice endorsement via openness to change, whereas its prohibitive voice strengthened the negative indirect effect of preventive psychological ownership on voice endorsement via openness to change. Finally, implications for manager-centered and team-level studies for voice endorsement, as well as practice, are discussed in the paper.