A Social Information Processing Perspective of Coworker Influence on a Focal Employee

Published Online:https://doi.org/10.1287/orsc.2013.0820

References

  • Andrews DW, Buchinsky KM (2000) A three-step method for choosing the number of bootstrap repetitions. Econometrica 68:23–51.CrossrefGoogle Scholar
  • Bandura A (1997) Self-Efficacy: The Exercise of Control (W. H. Freeman, New York).Google Scholar
  • Bandura A (2001) Social cognitive theory: An agentic perspective. Annual Rev. Psych. 52:1–26.CrossrefGoogle Scholar
  • Bauer TN, Bodner T, Erdogan B, Truxillo DM, Tucker JS (2007) Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. J. Appl. Psych. 92:707–721.CrossrefGoogle Scholar
  • Bergeron DM (2007) The potential paradox of organizational citizenship behavior: Good citizens at what cost?. Acad. Management Rev. 32:1078–1095.CrossrefGoogle Scholar
  • Bhave DP, Kramer A, Glomb TM (2010) Work-family conflict in work groups: Social information processing, support, and demographic dissimilarity. J. Appl. Psych. 95:145–158.CrossrefGoogle Scholar
  • Blader SL, Tyler TR (2009) Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. J. Appl. Psych. 94:445–464.CrossrefGoogle Scholar
  • Bolino MCWH, Turnley   (2005) The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict. J. Appl. Psych. 90:740–748.CrossrefGoogle Scholar
  • Bommer WH, Miles EW, Grover SL (2003) Does one good turn deserve another? Coworker influences on employee citizenship. J. Organ. Behav. 24:181–196.CrossrefGoogle Scholar
  • Bowler WM, Brass DJ (2006) Relational correlates of interpersonal citizenship behavior: A social network perspective. J. Appl. Psych. 91:70–82.CrossrefGoogle Scholar
  • Brass DJ, Burkhardt ME (1993) Potential power and power use: An investigation of structure and behavior. Acad. Management J. 36:441–470.CrossrefGoogle Scholar
  • Brislin RW (1990) Applied cross-cultural psychology: An introduction. Brislin RW, eds. Applied Cross-Cultural Psychology (Sage, Thousand Oaks, CA), 9–33.CrossrefGoogle Scholar
  • Burkhardt ME (1994) Social interaction effects following a technological change: A longitudinal investigation. Acad. Management J. 37:869–898.CrossrefGoogle Scholar
  • Caldwell DF, O’Reilly CA (1982) Boundary spanning and individual performance: The impact of self-monitoring. J. Appl. Psych. 67:124–127.CrossrefGoogle Scholar
  • Chen ZX, Aryee S (2007) Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Acad. Management J. 50:226–238.CrossrefGoogle Scholar
  • Chen Z, Lam W, Zhang JA (2007) Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. J. Appl. Psych. 92:202–212.CrossrefGoogle Scholar
  • Chiaburu DS, Harrison DA (2008) Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCB, and performance. J. Appl. Psych. 93:1082–1103.CrossrefGoogle Scholar
  • Cohen J, Cohen P (1983) Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences, 2nd ed. (Lawrence Erlbaum Associates, Hillsdale, NJ).Google Scholar
  • Cole MS, Walter F, Bruch H (2008) Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study. J. Appl. Psych. 93:945–958.CrossrefGoogle Scholar
  • Cropanzano R, Mitchell MS (2005) Social exchange theory: An interdisciplinary review. J. Management 31:874–900.CrossrefGoogle Scholar
  • Deelstra JT, Peeters MCW, Zijlstra FRH, Schaufeli WB, Stroebe W, van Doornen LP (2003) Receiving instrumental support at work: When help is not welcome. J. Appl. Psych. 88:324–331.CrossrefGoogle Scholar
  • Duffy MK, Shaw JD, Scott KL, Tepper BJ (2006) The moderating roles of self-esteem and neuroticism in the relationship between group and individual undermining behavior. J. Appl. Psych. 91:1066–1077.CrossrefGoogle Scholar
  • Eatough EM, Chang C-H, Miloslavic SA, Johnson RE (2011) Relationships of role stressors with organizational citizenship behavior: A meta-analysis. J. Appl. Psych. 96:619–632.CrossrefGoogle Scholar
  • Edwards JR, Lambert LS (2007) Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psych. Methods 12:1–22.CrossrefGoogle Scholar
  • Ehrhart MG, Naumann SE (2004) Organizational citizenship behavior in work groups: A group norms approach. J. Appl. Psych 89:960–974.CrossrefGoogle Scholar
  • Eisenberger R, Fasolo P, Davis-LaMastro V (1990) Perceived organizational support and employee diligence, commitment, and innovation. J. Appl. Psych. 75:51–59.CrossrefGoogle Scholar
  • Eisenberger R, Armeli S, Rexwinkel B, Lynch PD, Rhoades L (2001) Reciprocation of perceived organizational support. J. Appl. Psych. 86:42–51.CrossrefGoogle Scholar
  • Farh JL, Cheng BS (1999) An investigation of modesty bias in self-ratings of work performance among Taiwan workers. [In Chinese.]. Chinese J. Psych. 39:103–118.Google Scholar
  • Ferris GR, Brown DJ, Berry JW, Lian H (2008) The development and validation of the workplace ostracism scale. J. Appl. Psych. 93:1348–1366.CrossrefGoogle Scholar
  • Gerstner CR, Day DV (1997) Meta-analytic review of leader-member exchange theory: Correlates and construct issues. J. Appl. Psych. 82:827–844.CrossrefGoogle Scholar
  • Gilboa S, Shirom A, Fried Y, Cooper C (2008) A meta-analysis of work demand stressors and job performance: Examining main and moderating effects. Personnel Psych. 61:227–271.CrossrefGoogle Scholar
  • Glomb TM, Liao H (2003) Interpersonal aggression in work groups: Social influence, reciprocal, and individual effects. Acad. Management J. 46:486–496.CrossrefGoogle Scholar
  • Graen GB (2003) Interpersonal workplace theory at the crossroads: LMX and transformational theory as special cases of role making in work organizations. Graen GB, eds. Dealing with Diversity (Information Age Publishing, Charlotte, NC), 145–182.Google Scholar
  • Graen GB, Scandura TA (1987) Toward a psychology of dyadic organizing. Cummings LL, Staw BM, eds. Research in Organizational Behavior Vol. 9 (JAI Press, Greenwich, CT), 175–208.Google Scholar
  • Graen GB, Uhl-Bien M (1995) Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quart. 6:219–247.CrossrefGoogle Scholar
  • Graham JW, Cumsille PE, Elek-Fisk E (2003) Methods for handling missing data. Schinka JA, Velicer WF, eds. Handbook of Psychology: Research Methods in Psychology Vol. 2 (John Wiley & Sons, New York), 87–114.CrossrefGoogle Scholar
  • Grant AM (2007) Relational job design and the motivation to make a prosocial difference. Acad. Management Rev. 32:393–417.CrossrefGoogle Scholar
  • Grant AM (2008) The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. J. Appl. Psych. 93:108–124.CrossrefGoogle Scholar
  • Grant AM, Fried Y, Juillerat T (2010) Work matters: Job design in classic and contemporary perspectives. Zedeck S, eds. APA Handbook of Industrial and Organizational Psychology Vol. 1 (American Psychological Association, Washington, DC), 417–453.Google Scholar
  • Groth M, Goldman BM, Gilliland SW, Bies RL (2002) Commitment to legal claiming: Influences of attributions, social guidance, and organizational tenure. J. Appl. Psych. 87:781–788.CrossrefGoogle Scholar
  • Harter JK, Schmidt FL, Hayes TL (2002) Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. J. Appl. Psych. 87:268–279.CrossrefGoogle Scholar
  • Hoffman BJ, Blair CA, Meriac JP, Woehr DJ (2007) Expanding the criterion domain? A quantitative review of the OCB literature. J. Appl. Psych. 92:555–566.CrossrefGoogle Scholar
  • Hu L, Bentler PM (1999) Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Struct. Equation Model. 6:1–55.CrossrefGoogle Scholar
  • Humphrey SE, Nahrgang JD, Morgeson FP (2007) Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. J. Appl. Psych. 92:1332–1356.CrossrefGoogle Scholar
  • Jokisaari M, Nurmi JE (2009) Change in newcomers’ supervisor support and socialization outcomes after organizational entry. Acad. Management J. 52:527–544.CrossrefGoogle Scholar
  • Jones DA, Skarlicki DP (2005) The effects of overhearing peers discuss an authority’s fairness reputation on reactions to subsequent treatment. J. Appl. Psych. 90:363–372.CrossrefGoogle Scholar
  • Kahn RL, Wolfe DM, Quinn RP, Snoek JD, Rosenthal RA (1964) Organizational Stress: Studies in Role Conflict and Ambiguity (John Wiley & Sons, New York).Google Scholar
  • Kamdar D, Van Dyne L (2007) The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship behavior. J. Appl. Psych. 92:1286–1298.CrossrefGoogle Scholar
  • Kanfer R, Ackerman PL (1989) Motivation and cognitive abilities: An integrative/aptitude-treatment interaction approach to skill acquisition. J. Appl. Psych. 74:657–690.CrossrefGoogle Scholar
  • Katz D, Kahn RL (1978) The Social Psychology of Organizations, 2nd ed. (John Wiley & Sons, New York).Google Scholar
  • Kiker DS, Motowidlo SJ (1999) Main and interaction effects of task and contextual performance on supervisory reward decisions. J. Appl. Psych. 84:602–609.CrossrefGoogle Scholar
  • Lam SSK, Hui C, Law KS (1999) Organizational citizenship behavior: Comparing perspectives of supervisors and subordinates across four international samples. J. Appl. Psych. 84:594–601.CrossrefGoogle Scholar
  • LePine JA, Erez A, Johnson DE (2002) The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. J. Appl. Psych. 87:52–65.CrossrefGoogle Scholar
  • Liao H, Liu D, Loi R (2010) Looking at both sides of the social exchange coin: A social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Acad. Management J. 53:1090–1109.CrossrefGoogle Scholar
  • Liden RC, Wayne SJ, Sparrowe RT (2000) An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. J. Appl. Psych. 85:407–416.CrossrefGoogle Scholar
  • Mael F, Ashforth BE (1992) Alumni and their alma mater: A partial test of the reformulated model of organizational identification. J. Organ. Behav. 13:103–123.CrossrefGoogle Scholar
  • Mas A, Moretti E (2009) Peers at work. Amer. Econom. Rev. 99:112–145.CrossrefGoogle Scholar
  • Mayo E (1933) The Human Problems of an Industrial Civilization (Macmillan, London).Google Scholar
  • Organ DW, Podsakoff PM, MacKenzie SB (2006) Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences (Sage, Thousand Oaks, CA).CrossrefGoogle Scholar
  • Ostroff C, Kozlowski SWJ (1992) Organizational socialization as a learning process: The role of information acquisition. Personnel Psych. 45:849–874.CrossrefGoogle Scholar
  • Pierce JL, Gardner DG (2004) Self-esteem within the work and organizational context: A review of the organization-based self-esteem literature. J. Management 30:591–622.Google Scholar
  • Pierce JL, Gardner DG, Cummings LL, Dunham RB (1989) Organization-based self-esteem: Construct definition, measurement, and validation. Acad. Management J. 32:622–648.CrossrefGoogle Scholar
  • Preacher KJ, Hayes AF (2004) SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behav. Res. Methods, Instruments, Comput. 36:717–731.CrossrefGoogle Scholar
  • Rizzo JR, House RJ, Lirtzman SI (1970) Role conflict and ambiguity in complex organizations. Admin. Sci. Quart. 15:150–163.CrossrefGoogle Scholar
  • Robinson SL, Rousseau DM (1994) Violating the psychological contract: Not the exception but the norm. J. Organ. Behav. 15:245–259.CrossrefGoogle Scholar
  • Roethlisberger F, Dickson W (1939) Management and the Worker (Harvard University Press, Cambridge, MA).Google Scholar
  • Salancik GR, Pfeffer J (1978) A social information processing approach to job attitudes and task design. Admin. Sci. Quart. 23:224–253.CrossrefGoogle Scholar
  • Scandura TA, Graen GB (1984) Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. J. Appl. Psych. 69:428–436.CrossrefGoogle Scholar
  • Schafer JL (1997) Analysis of Incomplete Multivariate Data (Chapman & Hall, New York).CrossrefGoogle Scholar
  • Schneider B (1987) The people make the place. Personnel Psych. 40:437–453.CrossrefGoogle Scholar
  • Settoon RP, Mossholder KW (2002) Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior. J. Appl. Psych. 87:255–267.CrossrefGoogle Scholar
  • Sherony KM, Green SG (2002) Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. J. Appl. Psych. 87:542–548.CrossrefGoogle Scholar
  • Stamper CL, Masterson SS (2002) Insider or outsider? How employee perceptions of insider status affect their work behavior. J. Organ. Behav. 23:875–894.CrossrefGoogle Scholar
  • Takeuchi R, Chen Z, Cheung SY (2012) Applying uncertainty management theory to employee voice behavior: An integrative investigation. Personnel Psych. 65:283–323.CrossrefGoogle Scholar
  • Takeuchi R, Yun S, Wong KFE (2011) Social influence of a coworker: Testing the effects of the exchange ideologies of employees and coworkers on the quality of the employees’ exchanges. Organ. Behav. Human Decision Processes 115:226–237.CrossrefGoogle Scholar
  • Tepper BJ, Duffy MK, Hoobler J, Ensley MD (2004) Moderators of the relationships between coworkers’ organizational citizenship behavior and fellow employees’ attitudes. J. Appl. Psych. 89:455–465.CrossrefGoogle Scholar
  • Van Dyne L, LePine JA (1998) Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Acad. Management J. 41:108–119.CrossrefGoogle Scholar
  • Vinarski-Peretz H, Binyamin G, Carmeli A (2011) Subjective relational experiences and employee innovative behaviors in the workplace. J. Vocational Behav. 78:290–304.CrossrefGoogle Scholar
  • Wang M, Liu S, Zhan Y, Shi J (2010) Daily work-family conflict and alcohol use: Testing the cross-level moderation effects of peer drinking norms and social support. J. Appl. Psych. 95:377–385.CrossrefGoogle Scholar
  • Whitaker BG, Dahling JJ, Levy P (2007) The development of a feedback environment and role clarity model of job performance. J. Management 33:570–591.CrossrefGoogle Scholar
  • Williams LJ, Anderson SE (1991) Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behavior. J. Management 17:601–617.CrossrefGoogle Scholar
  • Wood B, Bandura A (1989) Social cognitive theory of organizational management. Acad. Management Rev. 14:361–384.CrossrefGoogle Scholar
  • Yaffe T, Kark R (2011) Leading by example: The case of leader OCB. J. Appl. Psych. 96:806–826.CrossrefGoogle Scholar
  • Yun S, Takeuchi R, Liu W (2007) Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment. J. Appl. Psych. 92:745–756.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.