Voice vs. silence: the role of cognitive appraisal of and emotional response to stressors.

Stress is in the nature of work, employees, teams, and organizations. Some speak up under stress, whereas others keep silent. Given that employee voice has long been recognized to enhance high-quality decisions and organizational effectiveness, understanding conditions under which employees practice voice is important. In this article, we combine appraisal theory, prospect theory, and threat-rigidity thesis so as to enrich our understanding of the relationship between stressors and voice. In so doing, our theory paper integrates threat-rigidity thesis, prospect theory, and appraisal theory on the basis of the interaction between cognition and emotion, and it explores the detailed cognition-emotion-behavior (voice) relationship.

When team members retaliate: The effect of LMX differentiation on team CWB.

Leader-member exchange (LMX) differentiation, or a leader's differentiated treatments among team members, is a prevalent phenomenon in any type of organization due to constraints of personal, social, and organizational resources. Despite numerous empirical examinations of such phenomenon, the impact of LMX differentiation on group outcomes is inconsistent and inconclusive. Based on team diversity framework, we approach LMX differentiation as disparity and draw on social comparison theory and social exchange theory to examine the positive effect of LMX differentiation on team counterproductive work behavior (CWB) through a supervisory justice climate. In addition, we investigate leader competence as an essential boundary condition that influences the impact of LMX differentiation on supervisory justice climate and subsequent team CWB. Using a sample of 94 teams in South Korea, we found that LMX differentiation negatively impacts supervisory justice climate, subsequently promoting team CWB. Furthermore, when team members perceive their leader as incompetent, the positive impact of LMX differentiation on team CWB is strengthened. Theoretical and practical implications and directions for future research are discussed.

Unraveling the perceived overqualification puzzle: The role of distributive justice and leader political skill in influencing knowledge sharing.

Perceived overqualification is a prevalent phenomenon in any type of organization due to overeducation and worldwide economic downturn. Despite numerous empirical examinations of such phenomenon, the impact of perceived overqualification on individual behaviors is inconsistent and inconclusive. We draw on equity theory to examine the negative effect of perceived overqualification on knowledge sharing through distributive justice. In addition, we investigate a leader's political skill as a boundary condition that influences the impact of perceived overqualification on distributive justice and subsequent knowledge sharing. Using a sample of 339 team members in South Korea, we found that perceived overqualification negatively impacts distributive justice, subsequently deteriorating employees' knowledge-sharing behaviors. Furthermore, when team leader is politically skilled, the negative impact of perceived overqualification on knowledge sharing is weakened. Theoretical implications and directions for future research are discussed.