Dec 2019, Volume 13 Issue 4

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    Jiunyan Wu, Tomoki Sekiguchi

    Although intragroup conflict has both multilevel and dynamic natures, less attention has been paid to establishing a holistic model of intragroup conflict that emerges across levels and unfolds over time. To address this research gap, we extend the multilevel view of intragroup conflict (Korsgaard et al. 2008) to develop a multilevel and dynamic model of intragroup conflict that explicitly includes (a) the role of time and (b) the feedback loop to encompass the dynamic aspect of intragroup conflict. We further instantiate the extended model in the context of team decision-making. To achieve this and systematically examine the complex relationships, we use agentbased modeling and simulation (ABMS). We directly investigate how two types of intragroup conflict—task and relationship conflict—interplay with cross-level antecedences, interrelate and develop over time, and affect team outcomes. This study adds to the intragroup conflict research by extending the field with multilevel and dynamic views.

    Jin Feng, Wenxia Zhou, Shuoyu Li, Mengyi Li

    By responding to the call for research on negative career shocks and future time perspective, this study regarded internal social capital as a tool of resource retention which shifts attention to negative career shocks’ positive effects. We test a moderated mediation model which illustrates the effect of negative career shocks on focus on opportunities—positive dimension of occupational future time perspective. Results revealed that internal social capital acts as the mediator between negative career shocks and focus on opportunities, and organizational embeddedness moderats the mediation effect. The relationship is stronger when individuals are highly embedded in organizations.

    Zhen Wang, Yuan Liu, Songbo Liu

    This study examines how and when authoritarian leadership affects subordinates’ task performance. Using social exchange theory and power dependence theory, this study proposes that authoritarian leadership negatively influences task performance through leader-member exchange (LMX). This study further proposes that the effect of authoritarian leadership on LMX is stronger when a subordinate has less dependence on a leader. A two-wave survey was conducted in a large electronics and information enterprise group in China. These hypotheses are supported by results based on 219 supervisor-subordinate dyads. The results reveal that authoritarian leadership negatively affects subordinates’ task performance via LMX. Dependence on leader buffers the negative effect of authoritarian leadership on LMX and mitigates the indirect effect of authoritarian leadership on employee task performance through LMX. Theoretical contributions and practical implications are discussed.

    Yue Wang, Wenhao Luo, Jing Zhang, Yirong Guo

    Leader humility has emerged as an important topic in understanding the role of leadership in organizations in recent years. Though it was found to enhance subordinates’ work performance and positive work behaviors, we are unaware of the psychological mechanism and boundary conditions underlying leader humility and employees’ negative behaviors toward leaders. Drawing on social exchange theory and using a multistage sample including 273 employees and 55 supervisors in China, we demonstrated a negative indirect effect between leader humility and subordinates’ counterproductive work behaviors toward supervisors (CWB-S) via interpersonal justice and trust in supervisor. Furthermore, we find that leader political skill moderates the effect of leader humility on interpersonal justice and trust in supervisor. The indirect effect of leader humility on subordinates’ CWB-S through interpersonal justice is stronger when leader political skill is high, suggesting a moderated mediation model. Finally, we discuss the theoretical contributions and practical implications of this study, and highlight future directions for research on leader humility.

    Jinran Chen, Lijuan Xie

    Industrial policy is an important means for governments to promote industrial development and accelerate economic growth. This paper mainly uses the Chinese Law and Regulation Database as the source of the relevant laws and regulations of China’s industrial policies from 2003 to 2015. On this basis, it empirically examines the impact of industrial policies on economic growth. The study finds that China’s industrial policy has significant positive effects on economic growth and that industrial structure rationalization is an important channel of industrial policy to improve economic growth. The findings are also valid under a series of robustness tests and endogenous corrections. The results of heterogeneity tests confirm that there are heterogeneous effects pertaining to industrial policy on economic growth among different subregional areas, administrative levels, industrial development stages, and industrial policy types. Overall, this paper supports the hypothesis that industrial policy has positive effects on economic growth and, accordingly, provides a basis for industrial policy implementation.