“Where You Lead,I Will Follow”: Partisan Cueing on High-Salience Issues in a Turbulent Multiparty System

The ability of parties to not only reflect, but actually shape, citizens' preferences on policy issues has been long debated, as it corresponds to a fundamental prediction of classic party identification theory. While most research draws on data from the United States or studies of low-salience issues, we exploit the unique opportunity presented by the 2013 Italian election, with the four major parties of a clear multiparty setting holding distinct positions on crucial issues of the campaign. Based on an experimental design, we test the impact of party cues on citizens' preferences on high-salience issues. The results are surprising: Despite a party system in flux (with relevant new parties) and a weakening of traditional party identities, we find large, significant partisan-cueing effects in all the three experimental issues, and for voters of all the major Italian parties—both old and new, governmental and opposition, ideologically clear or ambiguous.     

How and for Whom Time Control Matter for Innovation? The Role of Positive Affect and Problem-Solving Demands

Job resources are essential for higher performance. Focusing on innovation, we examine how and for whom the job resource of time control is related to the implementation of novel ideas in the workplace. Drawing on the job demands-resources model and affect-as-information theory, we propose that positive affect explains how the association of time control with innovation unfolds and how this psychological process depends on the extent to which employees work under problem-solving demands. Using a survey study, conducted with 198 employees from diverse organisations, we supported a mediation mechanism in which time control was positively associated with positive affect, which is turn was positively related to innovation. Furthermore, the strength of this mediation process depended on problem-solving demands, such that positive affect and innovation resulting from time control was stronger for those working in complex environments. These results corroborate and expand knowledge on the job demands-resources, affect and innovation literatures, showing that job resources matter for performance, particularly in conjunction with job complexity denoting challenging performance. Thus, organisations should be aware of opportunities to manage the degree of job control and complexity if they aim to foster employee innovation.