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User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.

This study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.

Negative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.

The authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.

Aligning employees' goals with organizational goals is an overarching objective of an organization to increase employees' outcomes and, ultimately, the firm's performance. Employees' perceived goal congruence is proposed to be an important mediator of the effect of high-performance work systems (HPWS) on organizational citizenship behaviors (OCB). In this paper, the authors proposed and tested a moderated mediation model that depicted how servant leadership increased or restrained these effects.

This study used data from 56 managers and 322 employees working in Bangladeshi organizations. The study conducted cross-level analyses using hierarchical linear modeling (HLM) to examine the hypothetical relationships among variables.

This study revealed that employees' perceived goal congruence mediated the influence of HPWS on OCB. Consistent with the moderated mediation prediction, employee-perceived goal congruence mediated the relationship between HPWS and OCB when servant leadership is high.

This study examined how and when HPWS affects OCB by incorporating perceived goal congruence and servant leadership as mediating and moderating variables, respectively.

Drawing upon the cognitive-affective processing system (CAPS) framework, the current study proposes a dual-pathway model that suggests self-serving leadership has a positive influence on employee knowledge hiding. The study also examines the mediating effects of relative deprivation and emotional exhaustion, as well as the moderating effect of political skill, to provide a comprehensive understanding of these relationships.

This study employed two-wave time-lagged survey data collected from 644 employees in 118 teams within a company based in Shenzhen, China. Moreover, hierarchical linear modeling (HLM) was used to test the hypothesized relationships.

The results indicated that self-serving leadership positively influenced employee knowledge hiding, and this relationship was mediated by relative deprivation and emotional exhaustion. Additionally, political skill was found to negatively moderate both the direct relationship between self-serving leadership and relative deprivation and emotional exhaustion, and the indirect path from self-serving leadership to employee knowledge hiding through relative deprivation and emotional exhaustion.

This study makes a unique contribution to the knowledge management literature in several ways. First, it introduces self-serving leadership as a predictor of employee knowledge hiding, expanding the current understanding of this phenomenon. Second, it offers a novel conceptualization, suggesting that employees coping with self-serving leadership may experience relative deprivation and emotional exhaustion, and these factors can predict their engagement in knowledge hiding. Third, the research findings on the moderating role of political skill push the boundaries of the knowledge-hiding literature, providing new insights into the conditions under which this behavior occurs.

Based on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.

A quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.

Results revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.

The research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.

Research on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.

The substantial cost of employee cyberloafing to organizations calls for research into exploring the factors that influence such behavior. Drawing upon social cognitive theory, the authors develop a theoretical model that unpacks when and why leader forgiveness induces employee cyberloafing. Specifically, the authors identify moral disengagement as a linking mechanism and employee empathic concern as a key boundary condition in the association between leader forgiveness and employee cyberloafing behaviors.

The authors conducted multilevel analyses to examine the authors' hypotheses by utilizing a sample of 71 supervisors and 306 direct reports.

Results showed that leader forgiveness encouraged employee cyberloafing via moral disengagement among employees with low empathic concern, whereas the indirect effect was not present among those with high empathic concern.

The authors contribute to the literature on cyberloafing and leader forgiveness. First, this study extends the cyberloafing research by considering leader forgiveness as an enabler, challenging the dominant notion that positive leader behaviors (e.g. leader mindfulness) constrain employee cyberloafing while negative leader behaviors (e.g. abusive supervision) elicit it. Second, although past studies have predominantly concentrated on the positive outcomes of forgiveness, the current research contributes to the balanced and comprehensive understanding of leader forgiveness by linking leader forgiveness with employee cyberloafing.

Drawing upon ego depletion theory, the authors developed a serial mediation model linking job insecurity with employee political behavior in which resource depletion and moral disengagement operated as two sequential mediators. The authors further identified employee moral identity as an important boundary condition that impacts the strength of this serial mediation effect.

Multilevel analyses were utilized to test the proposed hypotheses by analyzing a sample included 306 employees nested in 71 groups.

Results revealed that job insecurity induced resource depletion that activated moral disengagement, which in turn instigated political behavior. Furthermore, employee moral identity weakened this serial indirect effect. Specifically, this indirect effect was positive when moral identity was low, whereas did not present when moral identity was high.

Prior studies have primarily concentrated on the detrimental effects of job insecurity. However, less study has investigated how individuals proactively cope with job insecurity. The authors contribute to this stream of research by exploring whether and how job insecurity facilitates employee political behavior.

While cyberloafing has emerged as a prevalent issue in numerous workplaces, research on its consequences is still underdeveloped, highlighting a need for further exploration and analysis. Drawing upon the cognitive appraisal theory of emotion, this study investigates the influence of coworkers' cyberloafing on employees' workplace incivility, mediated by negative emotions and moderated by task interdependence.

In Study 1, the hypothesized research model was tested utilizing three-wave time-lagged survey data collected from 333 employees and their coworkers. In Study 2, an additional sample of 274 employees was surveyed. Data were analyzed using hierarchical regression analysis and the bootstrap method.

The results indicated that coworkers' cyberloafing positively influenced employees' workplace incivility, with this relationship mediated by negative emotions. Additionally, task interdependence was found to positively moderate both the direct relationship between coworkers' cyberloafing and negative emotions and the indirect path from coworkers' cyberloafing to employees' workplace incivility through negative emotions.

This study helps managers gain a deeper understanding of cyberloafing's effects, enabling them to manage and curb it more effectively.

Prior research has predominantly explored the effects of cyberloafing on its implementers. However, this study innovatively shifts focus to the observer perspective, empirically demonstrating whether and how coworkers' cyberloafing affects employees' workplace incivility, enriching and expanding the existing literature.

Drawing upon the conservation of resources (COR) theory, this study aims to examine whether ego depletion mediates the relationship between negative workplace gossip and employees’ service sabotage behavior and whether psychological resilience moderates the relationship between negative workplace gossip and service sabotage behavior through the mediator of ego depletion among hotel frontline employees and their colleagues.

A paired sample was collected at three-time points from employees and their colleagues working in hotels in Guizhou province, China. The PROCESS macro for SPSS was applied to examine the moderated mediation model.

The results showed that negative workplace gossip has a positive effect on employee service sabotage behavior, and that ego depletion mediates the relationship between negative workplace gossip and employee service sabotage behavior. Psychological resilience weakens the relationship between negative workplace gossip and ego depletion, as well as the indirect effect of negative workplace gossip on employee service sabotage behavior through ego depletion.

The present research provides a thorough understanding of when and how negative workplace gossip influences employee service sabotage behavior in the hospitality industry. The findings of this moderated mediation relationship expanded the boundary conditions of negative workplace gossip and employee service sabotage behavior.

Although scholars have suggested that employees often carefully consider social contexts before enacting voice, few studies have explored whether firms foster employee voice behavior by adopting a set of systematic HR practices, namely, high-commitment work systems (HCWS). By integrating the literature on HCWS and voice, the purpose of this paper is to explore the mechanisms of how HCWS utilization influences employee voice.

The authors adopted multilevel analyses with HLM software to examine the research hypotheses. The authors collected data from a sample of 290 employees and 58 line managers from 11 software design and development firms in China.

HCWS utilization positively affected employee-experienced HCWS which enhanced psychological safety and perceived organizational support, and in turn employee voice behavior. In addition, HCWS utilization positively influenced employee-experienced HCWS, and subsequently increased voice efficacy. However, contrary to the expectations, voice efficacy was not related to employee voice.

The study is the first to integrate research on HCWS and voice. By building on the theory of planned behavior, the authors provide new insights into the relationship between HCWS utilization and employee voice and inspire researchers to elucidate other explanatory mechanisms in this link.

Drawing from cognitive and emotional perspectives, the purpose of this paper is to theorize and test a dual-pathway model in which moral disengagement and anger toward organization act as two explanatory mechanisms of the association between perceived overqualification and employee cyberloafing. The authors further proposed that the strengths of these two mediating mechanisms depend on employee moral identity.

The authors used hierarchical linear modeling to examine the hypotheses by analyzing a sample of 294 employees working in 71 departments in China.

Results revealed that moral disengagement and anger toward organization mediated the positive link between perceived overqualification and cyberloafing beyond the influence of social exchange. Furthermore, moral identity attenuated the association between the mediators (i.e. moral disengagement and anger) and cyberloafing and the indirect relationship between perceived overqualification and cyberloafing.

Extant studies have examined the effects of perceived overqualification on employee behaviors in terms of task performance, organizational citizenship behavior, proactive behavior, as well as withdrawal behavior. The study expands this line of research by empirically investigating whether and how perceived overqualification influences cyberloafing.