This study aims to shed light on Creativity Paradox which is a phenomenon that creative people are not appreciated where creativity is emphasized, and to explore individual differences that affect the phenomenon. As per the previous research (Kettler et al., 2018) that even teachers who say they value creativity as educational goals actually find creative characteristics undesirable through the replication from school (Study 1) and expansion to organization (Study 2). In Study 1, 172 schoolteachers in Korea completed 2 waves of survey for the importance of educational goals including creativity and personal creativity with the desirability on characteristics for both creative indicative and contraindicative. In study 2, 331 fulltime employees completed 2 waves of survey including creative mindsets. Result indicated that both teachers and employees in this study rated characteristics associated with creativity as less desirable than those characteristics that are considered contraindicative, which confirms the Creativity Paradox. No effects were found based on the individual differences, but the level of personal creativity related to how desirable they rate others’ characteristics associated with creativity. As a result of hierarchical regression analysis, the moderating effect of creative growth mindset was partially presented in the relationship between the personal creativity and the members’ perception of creative characteristics, while no effect of fixed-creative mindset was presented. This study was intended to highlight the need of examining the implicit theory of, attitude toward, and changes of norms and climate related to creativity in the organizational context The implications, limits and future research suggestions were discussed.
The purpose of this study is to validate the Shared Leadership Scale((28 questions of four factors) recently developed for Korean employees. Specifically, we examined (1) factor structure of the scale (2) convergent and discriminant validity with similar concepts, and (3) the relationship with both predictors and criterion variables based on nomological network at the individual as well as team level. 417 people employed in various organizations and occupations participated in online survey. We conducted team-level analysis on 278 people of 50 teams currently working as teams(4~15 team size) for multilevel validation. The results are as follows. First, the four-factor structure of shared leadership was verified through exploratory and confirmatory factor analysis. With 24 items excluding the 4 items with a slightly low factor loading(one for each factor), the four-factor structural model was found to be the most suitable compared to other models. Second, the results of correlation analysis, confirmatory factor analysis, and hierarchical regression analysis confirmed the convergent and discriminant validity between shared leadership and similar concepts(team empowerment, team adaptation performance). Finally, we developed the nomological network including the predictors and criteria of shared leadership. Transformational leadership, organizational delegation, and task interdependence were the significant predictors of shared leadership at both the individual and team level. Shared leadership also had a significant relationship with the criteria of various team effectiveness such as team efficacy, team innovation behavior, team performance, and team satisfaction at the individual and team level. The implications, limitations, and future research directions of the team-based shared leadership scale validation research were discussed based on the above finding.
This study confirmed the mediating effect of relative deprivation in the effect of perceived overqualification on knowledge hiding motivation, and confirmed the moderated mediating effect of work meaningfulness. To verify the hypothesis, an online survey was conducted on 408 office workers working at various domestic companies. As a result of analyzing the survey responses, the mediating effect of relative deprivation was significant in the effect of perceived overqualification on knowledge hiding motivation. The work meaningfulness was found to have a significant mediating effect by moderated mediating effect of relative deprivation in the relationship between perceived overqualification and knowledge. This study confirmed that perceived overqualification increases knowledge hiding motivation through relative deprivation. We also found that work meaningfulness moderates the process by which perceived overqualification increases knowledge hiding motivation through relative deprivation. Specifically, we found that higher levels of work meaningfulness reinforced the effect of perceived overqualification on knowledge hiding motivation through relative deprivation. Based on the results of this study, we discuss the significance, implications, and limitations of this study.
This study investigated mediating effects of work engagement facets (vigor, dedication, and absorption) on the relationships between challenge-hindrance stressors and two kinds of organizational citizenship behaviors (OCBs). Participants were recruited from an online panel of a survey company in South Korea, and 353 employees completed a cross-sectional questionnaire. The results of path analyses and bootstrap analyses indicated that challenge stressors showed positive indirect effects on OCBs through increased vigor and dedication, whereas hindrance stressors exhibited negative indirect effects through decreased vigor and dedication. In addition, facets of work engagement displayed distinct patterns in terms of their mediating effects, in that dedication consistently showed larger effect sizes compared to vigor and absorption. Moreover, challenge stressors were observed to have both direct and indirect effects on OCBs, whereas hindrance stressors were found to have only indirect effects. Based on these research findings, theoretical and practical implications were discussed, along with limitations of the study and suggestions for future research.
This study aims to investigate the psychological resources that could serve as protective factors against work-family conflict, considering both family-related dynamics and work-related values. To this end, we assessed marital intimacy, work-family conflict, job satisfaction, and work-role salience in a sample of 220 full-time working parents (113 males and 107 females), all of them had at least one child under the age of 13. We analyzed the moderated mediation model by structural equation model using MPlus 8.0. The results demonstrated that higher levels of marital intimacy were associated with increased job satisfaction and reduced work-family conflict. Job satisfaction fully mediated the relationship between marital intimacy and work interference with family (WIF). More importantly, as the significance of one’s work-role increased, the positive relationship between marital intimacy and job satisfaction was strengthened, thereby reducing WIF. Our findings suggest that when individuals place a high value on their work-role, marital intimacy could function as psychological resource to enhance job satisfaction and mitigate work-family conflict. Based on these findings, we discussed the implications of the study and provided recommendations for future research.
As a result of the pandemic, the concept of “Quiet Quitting” where employees perform assigned tasks without asking for promotions or additional effort, has gained widespread attention. Quiet Quitting refers to an attitude in which a worker adheres to his or her assigned tasks in an organization, but does not put in extra work and does not seek promotions or good evaluations. Despite recent social and academic interest in quiet quitting, a lack of research on the psychological construct remains. The purpose of this study is to adapt and validate the Multidimensional Quiet Quitting Scale (MQQS) by Patel et al.(2023) which organizes quiet quitting into two dimensions: behavioral and emotional, in Korean. To this purpose, exploratory and confirmatory factor analyses were conducted by conducting two surveys (N1 = 220, N2 = 400), and it was confirmed that the MQQS has a two-factor structure. Furthermore, the convergent validity of the scale was verified by analyzing its relation to psychological concepts such as organizational citizenship behavior and voice behavior, and hierarchical regression and dominance analysis were conducted to verify incremental validity. The results confirmed that the MQQS would have significant incremental explanatory power and unique variance for organizational citizenship behavior and turnover intention after controlling for continuance commitment, psychological contract breach, and feeling of violation. Through this process, the reliability and validity of the MQQS were verified, and the significance, limitations, and future research directions of the study were discussed.
The aim of this study is to identify the variables that influence leaders’ innovative behavior and comprehensively explore their interrelationships. To this end, a moderated mediation model was used to examine the mediating role of adaptive cognitive-emotional regulation and the moderating influence of psychological resilience on the relationship between job burnout and innovative behavior. A web-based survey was conducted among 446 leaders occupying positions at or above the team leader level, which measured job burnout, innovative behavior, adaptive cognitive-emotional regulation, and psychological resilience. The study sample comprised 413 participants, consisting of 61 males and 349 females, and were analyzed using SPSS 28.0 and SPSS Macro PROCESS. As a result of the study, the effect of job burnout on innovation behavior is partially mediated by adaptive cognitive emotional regulation, and the effect of job burnout on adaptive cognitive emotional regulation is moderated by resilience. In other words, the effect of job burnout on innovation behavior is mediated by the effect of adaptive cognitive emotional regulation moderated by resilience. Finally, we discussed implications, limitations, and future research.
Organizations are increasingly integrating artificial intelligence (AI) technology into their recruitment process. However, there is still a lack of understanding regarding how AI technology affects job applicants. Based on signal theory, we expected that the incorporation of AI technology in the recruitment process would convey a specific signal to job applicants, which would affect their organizational attractiveness. Specifically, we expect that the application of AI technology would influence the attractiveness of the organization based on the perceived innovativeness and procedural fairness of the organization. Additionally, we hypothesized that job applicant’s personal innovativeness would facilitate the effect of AI technology on organizational attractiveness. The results using two scenario studies showed that as the level of AI technology increased in the recruitment process, the perceived innovativeness of the organization increased, leading to an increase in organizational attractiveness. On the other hand, perceived procedural justice did not mediate the relationship between the AI technology application in the recruitment process and organizational attractiveness. When individuals had a high level of personal innovativeness, the impact of AI technology on organizational attractiveness was positive, but the effect was negative among those with low personal innovativeness. Our results suggest that the impact of AI applications depends on how job applicants interpret and perceive the incorporation of AI technology rather than AI technology application itself. Based on these results, we discussed implications, limitations, and recommendations for future research.