The purpose of this paper is to explore whether green innovation strategy has a positive effect on green innovation. Furthermore, this study investigates whether both green organizational identity and environmental organizational legitimacy mediate the relationship between green innovation strategy and green innovation.

Employees’ beliefs about technological change, their “digital mindsets,” are likely to influence their engagement in, or withdrawal from, their company’s digital transformation initiatives. Employees’ beliefs regarding the malleability of personal ability (fixed/growth mindset) and their beliefs about the availability of situational resources (zero-sum/expandable-sum mindset) influence the extent to which they see new technologies as providing opportunities for professional growth or as encroaching on their ability to display competency. This article examines the implications for managing digital transformation.

近年来, 资质过剩作为一种特殊的个人-环境不匹配现象, 引发了较多学者的关注, 但相关研究结论尚有争议。对包含383项独立研究、945个效应值及575061个研究样本的321篇文献开展元分析：(1)直接效应检验表明, 资质过剩感与消极情绪(愤怒、无聊)显著正相关, 与积极自我概念(自尊、自我效能感)的相关性不显著; 在个体绩效方面, 资质过剩感与消极角色外行为(反生产行为、离职)显著正相关, 与积极角色外行为(创新、组织公民行为等)和任务绩效的相关性不显著。(2) 结构方程模型元分析表明, 资质过剩感能够通过增强消极情绪, 进而增加消极角色外行为、减少积极角色外行为和任务绩效; 能够通过增强积极自我概念, 进而增加积极角色外行为和任务绩效、减少消极角色外行为; (3)集体主义文化倾向在资质过剩感通过情绪-认知加工系统影响个体绩效的过程中发挥调节作用, 在高集体主义文化情境中, 资质过剩感对消极情绪的负向影响较弱, 且能对积极自我概念产生正向影响; 在低集体主义文化情境中, 资质过剩感对消极情绪的负向影响较强, 且能对积极自我概念产生负向影响。(4)资质过剩感与个人-工作匹配相关性较强, 与个人-组织匹配相关性较弱; 与二者相比, 资质过剩感对压力感、离职的预测效果最强。研究结果有助于理解资质过剩感对个体绩效的复杂作用机制和边界条件, 并为组织如何管理资质过剩员工提供参考。

With increasingly fierce competition in the labor market, a growing number of employees have to work on jobs for which they may perceive themselves overqualified. Such employees usually possess capabilities that enable them to perform their job tasks without much difficulties, while the perceptions of overqualification, or perceived overqualification (POQ), may play a complex role in shaping their attitudes and behaviors. Thus, the issue of overqualification has drawn a great deal of attention in the field of human resources management and organizational behavior. However, there are many unsolved theoretical issues.
We aim to understand the influence of POQ on individual performance, and the affective and cognitive mediating mechanisms. In doing so, we investigated a set of potential mediators based on competing theories including self-regulation theory, equity theory, relative deprivation theory, person-environment fit theory and role theory. We meta-analyzed both English and Chinese primary studies on this topic. Studies were identified with key words including “Overqualification”, “Overqualified”, “Underemployment”, etc., in English datasets including APA PsycINFO, ProQuest (Dissertation), Emerald, JSTOR, Web of Science, and Chinese databases of CNKI and CSSCI from the first available date until September, 2020. Selection criteria included: (1) studies must contain POQ as a variable, (2) correlations and sample sizes were reported in the study, (3) only one study with the most complete number of variables will be analyzed if the same sample was used in different studies, and (4) the published data shall be superior to the unpublished dissertation. We finally analyzed 945 effect sizes from 383 independent samples (N = 575, 061) in 321 articles.
Our research contained three steps. In the first step, we estimated the main effects of POQ on variables including negative emotions (i.e. job boredom and anger), self-concepts (i.e. self-esteem and self-efficacy), negative behaviors (i.e. turnover, counterproductive work behavior (CWB), positive extra-role behaviors (i.e. organizational citizenship behavior (OCB), knowledge sharing, creativity, voice, and job crafting) and task performance with the Hunter-Schmidt meta-analytic method. Thereafter, based on the different perspectives and the self-regulatory theory, we scrutinized potential mediators (i.e. negative emotions and positive self-concepts between POQ and negative extra-role behaviors (i.e. CWB and turnover), POQ and positive extra-role behaviors (i.e. OCB, knowledge sharing, creativity, voice, and job crafting), as well as POQ and task performance via meta-structural equation modelling (meta-SEM). We also tested whether collectivism played a moderating role in those relationships.
The first step of our analysis showed that POQ exerted significant positive effects on negative emotions (i.e. job boredom, anger), specific self-efficacy (e.g. role-breadth self-efficacy, knowledge self-efficacy, voice self- efficacy, etc.), turnover intentions and CWB, while having significant negative effects on organization-based esteem (OBSE). Meanwhile, the relationships between POQ and the other outcomes including general positive self-concepts (i.e. general self-esteem and general self-efficacy), positive extra-role behaviors (OCB, knowledge sharing, voice, creativity, job crafting and general proactive behaviors) and task performance were not significant.
Furthermore, we explored affective and cognitive mechanisms of POQ and negative and positive extra-role behaviors in meta-SEM. Our analyses showed that POQ had positive direct effects on both negative extra-role behaviors (i.e. CWB, turnover), positive extra-role behaviors (i.e. OCB, knowledge sharing, creativity, voice, and job crafting) and task performance, and negative emotions and positive self-concepts were positively affected by POQ. Besides, the direct effects of negative emotions on negative extra-role behaviors were significantly positive, and those of positive extra-role behaviors and of task performance were significantly negative; the direct effects of positive self-concepts on positive extra-role behaviors and of task performance were significantly positive, and those of negative extra-role behaviors were significantly negative. These findings suggested that employees with high levels of POQ felt negative emotions and positive self-concepts, and undertook both negative and positive behaviors to cope with POQ.
Then, we divided all the independent samples into two parts according to the degree of cultural collectivism of countries and regions in which those studies were conducted. Then, we compared three sets of meta-SEM analyses in model 1 (with all the samples), model 2 (with samples from areas of high collectivism) and model 3 (samples from areas of low collectivism). The results of meta-SEM demonstrated that POQ had indirect effects on negative extra-role behaviors (i.e. CWB, turnover) through negative emotions (i.e. job boredom, anger) in all the three models, indicating that affective mechanisms represent a robust explanatory power of POQ’s influences. By contrast, positive self-concepts (i.e. self-esteem and self-efficacy) served as a positive mediator between POQ and positive extra-role behaviors (i.e. OCB, knowledge sharing, creativity, voice, and job crafting) as well as between POQ and task performance only in the samples collected from collectivistic areas; in the cultural context of low-collectivism or high individualism, POQ were found to exert a significant, negative impact on positive self-concepts, and the latter can impact positive extra-role behaviors and task performance significantly. These findings demonstrated that collectivistic culture may restrict the applicability of cognitive resources on explaining the mechanism from POQ to positive extra-role behaviors and task performance. Therefore, we concluded that the social comparing perspective accounts for the processes that POQ come into effect, whereas self-regulation theory may not be a reliable explanation of the influence of POQ on employees without moderating variables taken into consideration.
Last but not the least, we conducted an explorative analysis to identify the correlations between POQ, person-job fit (PJ fit) and person-organization fit (PO fit), as well as their effect sizes on some important psychological and behavioral outcomes including job satisfaction, organizational commitment, strain, CWB, turnover, creativity, OCB, and task performance. With relative weight analysis, we found that POQ was relatively highly correlated to PJ fit, while weakly correlated to PO fit. POQ can best predict strain and turnover among the three, and thus it is unreasonable to take it as a redundant construct.
This study contributes to the POQ literature in several ways. First, we integrated previous empirical studies and reported more precise relationships between POQ and important psychological and behavioral outcomes involving emotions, cognitions and performance, which advances research on the outcomes of POQ. We then tested the direct and indirect effects of POQ on negative and positive extra-role behaviors and task performance, and clarified two foundational perspectives (i.e. social comparison and self-regulation) that address the underlying mechanisms of how POQ affects the outcome variables. Moreover, we evaluated the impact of cultural contexts, collectivism/individualism. Also, we suggest that future studies should pay more attention to the distinctions between POQ and other PE fit variables. Collectively, our contribution consists of our integration of the literature on POQ and its outcomes, our clarification of the mechanisms that underlie POQ, and the conclusion that collectivism/individualism exerts influence on the indirect relationships between POQ and performance.

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.

When actors deem technological change undesirable, they may act symbolically by pretending to comply while avoiding real change. In our study of the introduction of an algorithmic technology in a sales organization, we found that such symbolic conformity led unintendedly to the full implementation of the suggested technological change. To explain this surprising outcome, we advance a regime-of-knowing lens that helps to analyze deep challenges happening under the surface during the process of technology introduction. A regime of knowing guides what is worth knowing, what actions matter to acquire this knowledge, and who has the authority to make decisions around those issues. We found that both the technologists who introduced the algorithmic technology, and the incumbent workers whose work was affected by the change, used symbolic actions to either defend the established regime of knowing or to advocate a radical change. Although the incumbent workers enacted symbolic conformity by pretending to comply with suggested changes, the technologists performed symbolic advocacy by presenting a positive side of the technological change. Ironically, because the symbolic conformity enabled and was reinforced by symbolic advocacy, reinforcing cycles of symbolic actions yielded a radical change in the sales' regime of knowing: from one focused on a deep understanding of customers via personal contact and strong relationships, to one based on model predictions from the processing of large datasets. We discuss the theoretical implications of these findings for the introduction of technology at work and for knowing in the workplace.

Constructive voice is a type of communicative act involving both voicers and managers. However, research on constructive voice has developed in two separate streams, with studies adopting either a voicer- or a manager-centric perspective, thereby failing to provide a holistic understanding of constructive voice. This unilateral approach results in missed opportunities for scholars to understand the dyadic and dynamic nature of constructive voice. To address this limitation, we draw on social exchange theory to introduce a four-phase (felt voice, expressed voice, managerial responses to voice, and relational voice outcomes) dyadic model of constructive voice. By conceptualizing constructive voice as a dyadic exchange between voicers and managers, we detail the ongoing processes in which employees initiate voice and managers subsequently endorse and/or implement voicers’ input. We also introduce feedback loops to highlight the dynamic nature of constructive voice over time and explain the consequences of repeated constructive-voice exchange processes on relational outcomes. Finally, we review the literature, summarize gaps and opportunities, and provide directions for future research.

互联网背景下的平台经济时代重构了人与组织之间的关系,需要创新性地建立一种基于平台隐喻的领导范式和实践途径。本文在文献内容分析基础上对6位管理学领域专家和21位企业管理者进行结构化访谈，经过质性研究过程归纳38个题项，进行606份有效问卷的实证分析并通过信度和效度检验，开发出平台型领导量表的22个测量题项以及分享利他、交互协作、孵化创客、度己化人、赋能平等5个构成维度，并给出五个构成维度的内涵释义。该研究较为完备地刻画了平台型领导的行为特征，弥补了平台型领导研究缺乏测量量表和维度界定的理论缺口，所确定的5维度22题项具有系统性、涵盖性和内在区别性，具与有互联网、大数据背景下企业平台化经营和平台化升级的契合性，为践行平台型领导提供了理论依据和行为导向，对推动平台领导力的进一步研究具有积极作用。

The era of the platform economy under the background of the Internet has restructured the relationship between people and organizations. It is necessary to fundamentally establish a leadership paradigm and practical approach based on platform metaphors. Based on the analysis of the content of the literature, this article conducted structured interviews with 6 management experts and 21 enterprise managers. After the coding process, 38 questions were summarized. An empirical analysis of 606 valid questionnaires was conducted and the reliability and validity tests were passed. This study developed 22 measurement items of the platform leadership scale and five constituent dimensions which are sharing altruism, interactive collaboration, incubation of maker, self-cultivation, empowerment equality. This study also give connotation of the five constituent dimensions. This study more fully characterizes the behavioral characteristics of platform-based leadership, and makes up for the lack of theoretical scales and dimensions of platform-based leadership research. The identified 5 dimensions and 22 items are systematic, comprehensive, and inherently different. It has compatibility with the platform operation and platform upgrade of enterprises under the background of the Internet and big data, which provides theoretical basis and behavioral guidance for the practice of platform leadership. It is positive for promoting further research on platform leadership effict.

– Employees need to feel secure to perform their job effectively, therefore job insecurity has an effect on organizational citizenship behaviour (OCB) and job performance; however, some organizational attitudes may reduce these negative effects. The purpose of this paper is to investigate the mediating role of organizational identification (OID), as a process underlying the relationship between qualitative job insecurity, OCB and job performance.

在心理学和其他社科研究领域, 大量实证文章建立中介效应模型, 以分析自变量对因变量的影响过程和作用机制。检验中介效应最流行的方法是Baron和Kenny的逐步法, 但近年来不断受到批评和质疑, 有人甚至呼吁停止使用其中的依次检验, 改用目前普遍认为比较好的Bootstrap法直接检验系数乘积。本文对相关的议题做了辨析, 并讨论了中介分析中建立因果关系的方法。综合新近的研究成果, 总结出一个中介效应分析流程, 并分别给出显变量和潜变量Mplus程序。最后介绍了中介效应模型的发展。

<p>Mediation models are frequently used in the research of psychology and other social science disciplines. Mediation indicates that the effect of an independent variable on a dependent variable is transmitted through a third variable, which is called mediator. In most applied research, Baron and Kenny&rsquo;s (1986) causal steps approach has been used to test mediating effect. In recent years, however, many methodological researchers questioned the rationality of the causal steps approach, and some of them even attempted to stop its use. Firstly, we clarify the queries on the causal steps approach one by one. Secondly, we propose a new procedure to analyze mediating effects. The new procedure is better than any single method that constitutes the procedure in terms of Type I error rate and power. The proposed procedure can be conducted by using observed variables and/or latent variables. Mplus programs are supplied for the procedure with observed variables and/or latent variables. Finally, this article introduces the development of mediation models, such as mediation model of ordinal variables, multilevel mediation, multiple mediation, moderated mediation, and mediated moderation.</p>

People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, our article examines: (a) the potential bidirectional relationship between leader and organizational identification; (b) the mediating role of organizational identification on the relationship between leader identification and organizational citizenship behavior (organization-targeted, OCBO); and (c) the moderating role of collective identity orientation on the indirect relationship between leader identification and OCBO via organizational identification. Cross-lagged analyses of two-time data in two independent studies provided support for identification generalization from leader identification to organizational identification and confirmed the hypothesized mediating role of organizational identification. Our results also confirmed the moderating role of collective identity orientation and showed that the relationship between leader identification and organizational identification was stronger for employees with low collective identity orientation. Support was also provided for moderated mediation. Overall, our findings showcase the importance of examining multiple identifications foci when studying social identification at work, and provide support for spillover effects of lower-order to higher-order identifications.