Revisiting How and When Perceived Organizational Support Enhances Taking Charge: An Inverted U-Shaped Perspective

被引：71

作者：

Burnett, Meredith F. ^{[1
]}

Chiaburu, Dan S. ^{[2
]}

Shapiro, Debra L. ^{[3
]}

Li, Ning ^{[4
]}

机构：

[1] George Washington Univ, Washington, DC 20052 USA

[2] Texas A&M Univ, College Stn, TX 77843 USA

[3] Univ Maryland, College Pk, MD USA

[4] Univ Iowa, Iowa City, IA 52242 USA

来源：

JOURNAL OF MANAGEMENT | 2015年 / 41卷 / 07期

关键词：

creativity; employee voice; perceived organizational support; LEADER-MEMBER EXCHANGE; PROCEDURAL JUSTICE; SOCIAL-EXCHANGE; EMPLOYEE VOICE; UNCERTAINTY MANAGEMENT; CITIZENSHIP BEHAVIOR; MULTIPLE-REGRESSION; POWER DISTANCE; WORK; PERFORMANCE;

D O I：

10.1177/0149206313493324

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Current theory and research suggest a positive linear relationship between perceived organizational support (POS) and employees' taking charge, or change-suggesting, behaviors. Via a sample of 89 subordinate-supervisor dyads, we hypothesize and test an inverted U-shaped relationship between employees' POS and their taking charge behaviors and the likelihood that this curvilinear pattern is accentuated when employees anticipate costs related to their taking charge. Results support both of these patterns. We conclude by discussing our findings' implications regarding future needed sensitivity on the part of managers as well as management scholars regarding how to gauge optimal levels of POS.

引用

页码：1805 / 1826

页数：22

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