Conflict or Collaboration—The Impact of Knowledge Endowment Heterogeneity on Remix in Open Collaborative Communities

With the emergence of online open platforms and communities, remix has drawn much attention as an essential source of innovation whereby the knowledge endowment of online community users plays a crucial role. This study constructs a structural equation model to explore the impact of user knowledge endowment heterogeneity on remix through the mediating effect of their collaborative psychology. In this empirical study, we collected 25,032 pieces of data from Thingiverse (a 3D printing community) users and their published designs. The findings are as follows. Explicit knowledge endowment heterogeneity has a positive impact on the quantity of remix but a negative impact on its quality. Likewise, the implicit knowledge endowment heterogeneity positively affects the quantity of remix but has no significant effect on its quality. Users’ conflicting psychology plays a mediating role between knowledge endowment heterogeneity and remix, while their collaborative psychology negatively mediates merely between explicit knowledge endowment heterogeneity and remix quality. By unraveling the relationship between user knowledge endowment heterogeneity, collaborative psychology, and remix, this study is significant in understanding users’ remix process in open collaborative communities and illuminating their psychological mechanism in this process.

Research on the Influence of Dynamic Work Environment on Employees' Innovative Performance in the Post-epidemic Era - The Role of Job Crafting and Voice Behavior

In today’s interconnected world, environmental uncertainty is higher than ever. Under the new economic normal, innovation-driven has become the key to the transformation and upgrading of various enterprises. Employees’ behavior affects the company’s innovative performance, but it is also deeply affected by the dynamic work environment. The sudden epidemic has greatly increased the environmental dynamics and uncertainties faced by individuals, and also caused many changes in individual behavior. However, the research on the mediating mechanism and boundary conditions of how the dynamic work environment affects employee behavior and results is relatively few. Based on uncertainty reduction theory and innovative performance theory, and following the research paradigm of “environment-behavior-performance,” a moderated mediation model with job crafting as the mediating variable and voice behavior as the moderating variable is constructed. Through the statistical analysis of 210 valid questionnaires for employees in different types of enterprises, the mechanism of how the dynamic work environment affects innovative performance by promoting employees to carry out job crafting is discussed. According to the test results, the dynamic work environment has a significant positive impact on individual innovative performance, and job crafting plays a mediating role in the relationship between the two. In addition, voice behavior positively moderate the relationship between dynamic work environment and job crafting, and the indirect relationship between dynamic work environment and innovative performance through job crafting.

Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict

With the diffusion of team-based work organizations and flatter organizational hierarchies, many leaders empower employees to perform their work. Empowerment creates an interesting tension regarding coworker conflict, enhancing trust and giving employees more autonomy to prevent conflict, while also increasing workload and the potential for coworker conflict. Recent conflict research has focused on how characteristics of individuals, groups, and tasks contribute to conflict among coworkers. We extend this work by exploring the role of leader empowerment behavior (LEB) in influencing coworker conflict. Our model integrates research on LEB and coworker conflict to help organizations manage coworker conflict effectively. To test our model at the workplace level, we utilize data drawn from matched surveys of leaders and employees in 317 workplaces. We find that LEB relates negatively to relationship and task conflict through affective and cognitive trust in leaders. We further find that LEB relates negatively to relationship and task conflict through reduced workload, but only when employees have a clear role description. In contrast, if employees have unclear roles, LEB has a U-curve relationship with workload: a moderate level of LEB reduces workload, but a high level of LEB increases workload, in turn increasing coworker conflict. Finally, relationship conflict has a direct negative effect on task performance, whereas task conflict has an indirect negative effect through relationship conflict.

An empirical study of the impact of goal orientation on individual ambidexterity – moderating roles of goal interdependence and constructive controversy

Purpose

Ambidexterity is the source of organizational sustainable development and long-term success. However, understanding the role of individual ambidexterity in organizations remains underdeveloped. Recently, scholars have increasingly emphasized the importance of individual ambidexterity, calling for more research on the topic. This study aims to explore the factors influencing individual ambidexterity. It proposed that goal orientation would be related to individual ambidexterity, and perceived cooperative goal interdependence and constructive controversy would play moderating roles in this relationship.

Design/methodology/approach

The paper opted for a survey study. Questionnaires were distributed to enterprise managers from a part-time MBA program at a university located in Beijing, China. They were also asked to bring copies to their colleagues, so they could fill them out. The authors obtained 229 valid questionnaires and used hierarchical regression analysis to test the relationships.

Findings

The results revealed that both learning goal orientation and performance goal orientation were significantly and positively related to individual ambidexterity. Perceived cooperative goal interdependence and constructive controversy positively moderated the relationship between learning goal orientation/ performance goal orientation and individual ambidexterity.

Practical implications

The paper provides beneficial suggestions for both managers and employees. It offers a reference for managers regarding how to promote employee ambidexterity. It also provides suggestions for employee career development.

Originality/value

The paper explored the factors influencing ambidextrous activities at the individual level, a very scare approach in extant studies. It also constructed a systematic process mechanism of individual ambidexterity, integrating both internal and external factors.

Relationship between Chinese adjective descriptors of personality and emotional symptoms in young Chinese patients with bipolar disorders

OBJECTIVE

To investigate whether personality traits are related to emotional symptoms (mania, hypomania, and depression) in Chinese patients with bipolar disorders.

METHODS

Patients with bipolar I and II disorders, and healthy volunteers, were assessed using the Chinese Adjective Descriptors of Personality (CADP) questionnaire, Mood Disorder Questionnaire (MDQ), Hypomanic Checklist (HCL-32), and Plutchik-van Praag Depression Inventory (PVP).

RESULTS

Seventy-three patients with bipolar I disorder, 35 with bipolar II disorder and 216 healthy controls were included. Bipolar I and II groups scored significantly higher on MDQ, HCL-32 and PVP scales than controls; the bipolar II group scored lower on the MDQ, but higher on the HCL-32 and PVP than bipolar I. In the bipolar I group, the CADP Intelligent trait (β, 0.25) predicted MDQ; Intelligent (β, -0.24), Agreeable (β, 0.22) and Emotional (β, 0.34) traits predicted PVP. In the bipolar II group, Intelligent (β, 0.22), Agreeable (β, -0.24) and Unsocial (β, 0.31) traits predicted MDQ; Intelligent (β, -0.20), Agreeable (β, -0.31) and Emotional (β, -0.26) traits predicted HCL-32.

CONCLUSIONS

Four out of five Chinese personality traits were associated with emotional symptoms in patients with bipolar I or II disorder, but displayed different associations depending on disorder type.

Constructively Managing Conflicts in Organizations

Researchers have used various concepts to understand the conditions and dynamics by which conflict can be managed constructively. This review proposes that the variety of terms obscures consistent findings that open-minded discussions in which protagonists freely express their own views, listen and understand opposing ones, and then integrate them promote constructive conflict. Studies from several traditions also suggest that mutual benefit relationships are critical antecedents for open-minded discussion. This integration of research findings identifies the skills and relationships that can help managers and employees deal with their increasingly complex conflicts. Research is needed to deepen our understanding of the dynamics of open-minded discussion and the conditions that promote it as well as when open-mindedness is inappropriate. Training studies can test and show how the model of open-minded discussion supported by mutual benefit relationships can be applied in cross-cultural and other challenging settings.

Leaders’ transformational, conflict, and emotion management behaviors in culturally diverse workgroups

Purpose

Previous research has shown that diversity is related to both task and relationship conflict in groups. The purpose of this paper is to posit that leadership is an important factor for maintaining high group performance and morale under conditions of conflict. Specifically, the paper argues that leader conflict management, emotion management, and transformational behaviors determine the impact of conflict on group outcomes.

Design/methodology/approach

Data were collected from 585 people in 89 workgroups from eight public service organizations in Australia. The authors used hierarchical regression to test the hypotheses regarding group performance and morale. To test mediation and moderation, the authors followed the procedure outlined by Baron and Kenny. Finally, they used the formulas provided by Preacher, Rucker and Hayes to test for moderated mediation.

Findings

Results showed that diversity increased task conflict but was unrelated to relationship conflict. Both task and relationship conflict were negatively associated with group performance and morale, and effective leadership reduced these negative effects to zero. There was also a partial support for the authors’ theoretical model predicting that leadership moderates the indirect effect of diversity on group outcomes occurring through the mediator of conflict.

Research limitations/implications

A greater amount of variation in the diversity of work groups included in the sample would have been useful for overcoming problems of restriction of range, which likely reduced ability to observe an association between diversity and group outcomes. Based on the results, in order to prevent negative emotions from task and relationship conflict from damaging group performance, leaders of diverse groups can act to manage those emotions among their group members. Results from this study implicate conflict management training. While training for conflict management is beyond the scope of this research, further research should examine this issue.

Originality/value

The study extends research in the area of diversity, leadership and group work. In particular, it demonstrates that transformational leadership is an important factor for maintaining high group performance and morale under conditions of conflict. It also offers practical assistance to individuals entrusted with the responsibility of managing culturally diverse workgroups.

Conflict Management for Government and Businesses to Share Effective Practices in China

Governments and businesses are increasingly forming partnerships to further common purposes and learn from each other. However, they are apt to have considerable conflict as they have diverse interests and perspectives. Findings from 119 pairs of government officials and business managers support the theorizing that the cooperative approach to conflict, but not the competitive approach, contributes to successful government–business partnerships in China. Specifically, structural equation analyses support the model that the cooperative approach to conflict fosters interorganizational trust and the sharing of effective practices that in turn result in effective partnerships and industry development.