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951.
Jaee Cho;S. Arzu Wasti;Krishna Savani;Hwee Hoon Tan;Michael W. Morris; 《Asian Journal of Social Psychology》2024,27(2):203-218
This research investigates how formal versus informal supervisor support behaviours shape employees' affect- and cognition-based trust across cultures of varying power distance. Using data from in-depth interviews, Study 1 found that trust-enhancing supervisor behaviours were more formal, status conscious and imposing in India (a high power distance culture) than in the Netherlands (a low power distance culture); unlike in India, supervisors acted more like friends or equals with their subordinates in the Netherlands. Using vignettes, Study 2 found that, compared to informal support behaviours, formal support behaviours increased both affect- and cognition-based trust among Indian participants, but among US participants, formal support behaviours only increased cognition-based trust. Study 3 conceptually replicated those findings by manipulating power distance in an organization. Together, the findings from these three studies suggest that supervisors' formal socio-emotional support behaviours are particularly effective in increasing affect-based trust in societal and organizational cultures that are high power distance. 相似文献
952.
Julie N. Y. Zhu;Long W. Lam;Yolanda Na Li;Maggie Q. Shao; 《Journal of Occupational & Organizational Psychology》2024,97(4):1550-1571
Pro-group unethical behaviour (PGUB) refers to a set of behaviours that conflict with moral standards but are beneficial to the interests of an actor's workgroup. Drawing on social cognitive theory, this research investigates whether, how, and when perceived co-worker PGUB leads employees to engage in the same unethical behaviour. We propose that moral disengagement is a crucial mechanism through which PGUB is transmitted from co-workers to employees and that this relationship is further amplified by employees' group identification. The results of three field studies featuring different samples consistently highlight the mediating role of moral disengagement in the relationship between perceived co-worker PGUB and employee PGUB. Furthermore, employees who identify strongly with their workgroup are more likely to exhibit moral disengagement and learn their co-workers' PGUB than are employees with low group identification. The findings of this research provide insights for both theory and practice. 相似文献
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