Management or technology? Firms' embeddedness in dual talent flow networks and their innovation performance.

This paper examines the complex relationship between different types of talent flow networks and firms' innovation. Based on the social network theory and human capital theory, we divide the talent flow networks into "management talent flow networks" and "technical talent flow networks". The paper then investigates the potential interacting effect and matching effect between the two types of networks when they influence the innovation of firms. The empirical results, which draw from LinkedIn (China) resume data show that: (1) in both management talent flow networks and technical talent flow networks, higher degree of centrality and larger structural hole indexes can enhance firms' innovation performance; (2) there is significant interacting effect between management talent flow networks and technical talent flow networks in their influence on firms' innovation. That is, the interaction between firms' centrality in management talent flow networks and technical talent flow networks, and the interaction between firms' structural hole indexes in the two networks can both enhance their innovation performance; (3) there is also noteworthy matching effect between the two network types. That is, firms with balanced degree centrality (high-high, or low-low) and balanced structural hole indexes (high-high, or low-low) in management talent flow networks and technical talent flow networks exhibit better innovation performance than those with imbalanced degree centrality (high-low, or low-high) and structural hole indexes (high-low, or low-high) in the two networks. This paper contributes to the classification research on talent flow networks, and deepens our understanding of the complex influencing mechanism between talent flow networks and firms' innovation. Moreover, it provides managerial implications for firms to improve innovation performance via talent flow management.

The impact of social comparison and (un)fairness on upstream indirect reciprocity: Evidence from ERP.

Event-related potential (ERP) technology and the dictator game paradigm are used to explore the formation mechanism of upstream indirect reciprocity behaviors. We design a within subject experiment of 3 (social comparison: upward versus parallel versus downward) × 2 (treatment: fair versus unfair) involving 49 subjects. In the first round of allocations, subjects are forced to accept a monetary amount allocated to them by another player. In the second round, subjects assume the role of allocator and divide a monetary amount between themselves and a third party. Our results show the following: 1) Having received fair treatment from someone else, individuals engaged in downward comparison are more inclined to reciprocate the fairness they had received to a third party compared to individuals in parallel and upward comparison conditions. If individuals receive unfair treatment, they tend to repeat this behavior to a third party regardless of which social comparison condition they are in; 2) Under the condition of upward comparison, individuals receiving unfair treatment exhibit greater FRN amplitude and less P300 amplitude, but in parallel and downward comparison conditions, there is no significance in FRN and P300 amplitude between individuals receiving fair and unfair treatment.

Why and When Temporary Workers Engage in More Counterproductive Work Behaviors with Permanent Employees in Chinese State-Own Enterprise: A Social Identity Perspective.

Why do temporary workers sharing the same working conditions as permanent employees still frequently engage in deviant behaviors that negatively affect the organization's interests? Drawing on the theory of social identity, this articlr discusses the relationships among employment status, organizational identification, and counterproductive work behavior. Time-lagged data were collected from sample of 210 dyads of employees and corresponding supervisors from a large Chinese state-owned service company, to test hypothesis. Results showed that temporary workers engage in counterproductive work behaviors more frequently than permanent employees, and organizational identification plays a mediating role in this process. Turnover intention moderated the relationship between employment status and counterproductive work behavior (organizational identification). In terms of turnover intention, organizational identification and counterproductive work behavior, two types of employees did not exhibit a significant difference. However, when turnover intention increase, there was a sharper decline in organizational identification and a greater increase in counterproductive work behaviors among temporary employees than among permanent employees. Finally, the theoretical and practical implications of these findings and future research directions are discussed.

Hatred out of love or love can be all-inclusive? Moderating effects of employee status and organizational affective commitment on the relationship between turnover intention and CWB.

Owing to the prevalence of flexible employment practices around the world and increasingly loose employee-organization relationships, employee turnover intention is gradually becoming normalized. This study aimed to examine the counterproductive work behaviors (CWB) of employees with turnover intention in the hybrid employment context. Drawing on the psychological contract process perspective, this research endeavored to examine whether higher turnover intention is associated with greater levels of CWB and to determine whether and how the association between turnover intention and CWB differs across temporary and permanent workers by considering organizational affective commitment. The results of analyzing 211 pairs of two-wave subordinate-supervisor matching data from a Chinese service company indicated that turnover intention is positively related to CWB, and the association is stronger for temporary workers than permanent ones. Such difference is caused by permanent workers' higher organizational affective commitment than temporary workers. The findings' implications for theory and research are provided in hybrid employment.

The Effect of Job Security on Deviant Behaviors in Diverse Employment Workplaces: From the Social Identity Perspective.

Organizational scholars concur that job security can attach employees to a workplace and improve their job quality. The relationship between job security and employees' deviant behaviors in the workplace, such as counterproductive work behavior (CWB), lacks insights into how or why this occurs, especially in a diversified employment context. To address these limitations, we developed a theoretical model of job security impact on employees' CWB from the perspective of social identity. Analysis of employees (N = 208) and their supervisors in a China state-owned company were used to test the hypothesis. Results confirmed the negative relationship between job security and CWB; organizational identification partly mediates the relationship between job security and CWB. Moderated mediation analyses further indicate that the indirect effect of job security on CWB via organizational identification are stronger for temporary employees than for permanent employees. This article contributes to the understanding of job security's impact on employees' deviant behavior, practical implications and research aspects are discussed.

Job Insecurity and Employees' Extra-Role Behavior: Moderated Mediation Model of Negative Emotion and Workplace Friendship.

Based on the affective events theory, this paper discusses the influence of job insecurity on employees' extra-role behavior. The mediating effect of negative emotion and the moderating effect of workplace friendship are also tested. The results of an empirical analysis, based on the data of 327 employees, show that job insecurity has a significant negative impact on employees' extra-role behavior. Negative emotion plays a mediating role in the relationship between job insecurity and extra-role behavior. Workplace friendship moderated the relationship between job insecurity and negative emotions, as well as between job insecurity and extra-role behavior. Workplace friendship also moderates the mediating effect of negative emotion on the relationship between job insecurity and extra-role behavior, that is, the higher the level of the workplace friendship is, the weaker the mediation role mentioned above will be. The research results have implications for the sustainable development of the organization.

Job Security and Organizational Citizenship Behaviors in Chinese Hybrid Employment Context: Organizational Identification Versus Psychological Contract Breach Perspective Differences Across Employment Status.

The goal of the present research was to identify the mechanism through which job security exerts its different effects on organizational citizenship behaviors (OCB) among contract and permanent employees from social identity and social exchange perspectives. Our research suggests two distinct, yet related explanatory mechanisms: organizational identification and psychological contract breach, to extend the job security literature by examining whether psychological contract breach and organization identity complement each other and explaining the mechanism of different behaviors response to job security across employment status. Data were collected from 211 Chinese employees and 61 supervisory ratings of OCBs. Our results showed that relative to psychological contract breach, organizational identification plays a stronger mediating role in the association between job security and OCBs. Evidence from multi-group analyses also suggested employment status moderated the mediation mechanism of organizational identification between job security and OCB. Implications for job security and hybrid employment management are discussed.

Predictive Validity of Interviewer Post-interview Notes on Candidates' Job Outcomes: Evidence Using Text Data From a Leading Chinese IT Company.

Despite the popularity of the employment interview in the employee selection literature and organizational talent selection process, few have examined the comments interviewers give after each interview. This study investigated the predictability of the match between interviewer post-interview notes and radar charts from job analysis on the candidate's later career performance using text mining techniques and data from one of the largest internet-based technology companies in China. A large sample of 7,650 interview candidates who passed the interviews and joined the company was obtained to show that the number of job-related capabilities interviewers mentioned in their notes was positively related to candidate's job performance, the number of promotions, and negatively related to turnover. Moreover, the dimensions of the radar chart from job analysis covered in the interview moderated the predictability of interview post-interview notes. Our results indicated that a smaller number of radar chart dimensions by which interviewers assessed the candidates in the interview positively moderated candidates' promotion for product development jobs, and negatively moderated turnover for technical jobs. The implications of these results for structured interview research in both theory and practice are discussed.

Job security and work performance in Chinese employees: The mediating role of organisational identification.

This research focuses on investigating whether organisational identification mediates the effects of job security on in-role behaviour and extra-role behaviour and how these mediation mechanisms differ according to gender. Through analysing 212 supervisor-subordinate dyads from a Chinese air transportation group, the research indicated that organisational identification partially mediated the effect of job security on in-role behaviour and fully mediated the effect of job security on extra-role behaviour. A multi-group analysis also showed that there were significant differences between male and female employees in these relationships. In addition, moderated mediation analyses showed that gender moderated the indirect effects of job security on in-role behaviour and extra-role behaviour through organisational identification. Limitations and implications of these findings are discussed.