M. Lance Frazier

Work stressors, role-based performance, and the moderating influence of organizational support.

As a test of the 2-dimensional model of work stressors, the present study proposed differential relationships between challenge stressors and hindrance stressors and role-based performance, which were expected to be moderated by organizational support. In a sample of 215 employees across 61 offices of a state agency, the authors obtained a positive relationship between challenge stressors and role-based performance and a negative relationship between hindrance stressors and role-based performance. In addition, organizational support moderated the relationship between challenge stressors and role-based performance but did not moderate the relationship between hindrance stressors and role-based performance. This suggests that organizations would benefit from increasing challenges in the workplace as long as they are supportive of employees and removing hindrances. Further implications for organizational theory and practice are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

Organizational Justice, Trustworthiness, and Trust: A Multifoci Examination

Drawing from the extant literature on organizational justice and trust, this study examines the effects of justice perceptions on trustworthiness perceptions and interpersonal trust in authority figures. Results indicate differential effects of procedural, interpersonal and informational justice on the three components of perceived trustworthiness: ability, benevolence, and integrity. Consistent with multifoci organizational justice and social exchange theory, the effects are dependent on the authority figure being referenced and the nature of the exchange relationship between authority and subordinate. Results also indicate that trust in the proximal referent led to increased ability to focus on work-related tasks, whereas trust in the distal referent did not influence such ability to focus. Ability to focus on work-related tasks predicted organizational citizenship behaviors directed at both the organization and individuals.

Voice Climate, Supervisor Undermining, and Work Outcomes A Group-Level Examination

This study draws from social information processing theory and the climate literature to examine an antecedent to and the consequences of voice climate, defined as shared group member perceptions of the extent to which they are encouraged to engage in voice behaviors. The authors test their hypotheses using data collected from a sample of 374 full-time employees nested in 54 work groups. Their results indicate that group perceptions of supervisor undermining have a negative effect on group perceptions of voice climate. In addition, voice climate predicts group voice behavior and also has a significant influence on group performance beyond the influence through group voice behavior. These findings provide additional evidence for the predictive validity of the voice climate construct and provide future research opportunities for researchers.

Voice Climate, Work Outcomes, and the Mediating Role of Psychological Empowerment: A Multilevel Examination

The study of voice climate in organizations is a recent introduction to the voice literature and much is still unknown about the outcomes associated with voice climate or the processes by which voice climate influences those outcomes. Drawing from social information processing theory, this study casts psychological empowerment as a cognitive mechanism through which shared voice climate perceptions in work groups are translated into individual work outcomes—voice behavior and customer service performance. Based on a sample of 314 full-time employees in 53 work groups, the results of our study suggest that psychological empowerment fully mediates the relationship between voice climate and customer service performance, and it only partially mediates the relationship between voice climate and voice behavior. Theoretical and practical implications of these findings as well as future research directions are discussed.

Dynamic Capabilities and Organizational Performance: A Meta-Analytic Evaluation and Extension

We move the dynamic capabilities view (DCV) forward in two important ways by meta-analysing prior empirical studies. First, we evaluate the two core theoretical tenets of the DCV: (1) Dynamic capabilities are positively related to performance, and (2) this relationship is stronger in industries with higher levels of technological dynamism. We find support for the former (rc = 0.296) but not for the latter, though results suggest the existence of moderators. Second, we theorize and demonstrate empirically that higher-order dynamic capabilities are more strongly related to performance than lower-order dynamic capabilities, lower-order dynamic capabilities partially mediate the relationship between higher-order dynamic capabilities and performance, and dynamic capabilities contribute more to performance in developing economies than in developed economies. These findings illustrate how the nature of the dynamic capability and the economic context in which it is utilized shape its value, thus offering a more nuanced conceptualization of the dynamic capabilities-performance relationship. [ABSTRACT FROM AUTHOR]

Development and validation of a propensity to trust scale

Though trust researchers recognise the importance of a dispositional component to forming trusting relationships in the workplace, there has been comparatively little research on propensity to trust in the literature. We review the literature, discuss prior measures of propensity to trust, and integrate them to develop a propensity to trust scale. Results of four validation studies suggest that this propensity to trust scale demonstrates strong psychometric properties and is empirically related to other constructs within a theoretically derived nomological network of trust. The consequence is a concise, rigorously developed, and consistently reliable scale of propensity to trust. Scholarly and practical implications are discussed along with several avenues for future research.

Supervisor Prosocial Motivation, Employee Thriving, and Helping Behavior A Trickle-Down Model of Psychological Safety

Although helping behaviors have increased in importance as work has become more interdependent, employees may be hesitant to help others for fear of it affecting their ability to complete their own tasks. Drawing from social learning theory and self-determination theory, we propose and test a multilevel model that examines the effects of supervisor prosocial motivation and psychological safety on employee psychological safety, thriving, and helping behaviors. Using data collected from 245 employees and 83 supervisors, the results of our study demonstrate support for a positive relationship between supervisor psychological safety and employee psychological safety. We also found positive indirect effects of supervisor prosocial motivation on employee psychological safety. Finally, we found that the relationship between employee psychological safety and both helping behaviors and task performance occurred indirectly through employee thriving. We discuss the theoretical and practical implications of our findings and also make suggestions for future research directions.

Voice Climate, TMX, and Task Interdependence: A Team-Level Study

Drawing on social exchange theory, the current research hypothesizes voice climate as a mediator of the relationship between team-member exchange (TMX) and both team decision-making effectiveness and innovative performance. Furthermore, we propose that task interdependence moderates the mediational relationship between TMX, voice climate, team decision-making effectiveness, and innovative performance. Survey results based on 294 members and their leaders from 73 entrepreneur teams demonstrated that TMX is positively related to voice climate and the two outcome variables. In addition, the relationships between TMX and both decision-making effectiveness and innovative performance are mediated by voice climate perceptions, respectively. Task interdependence moderated the relationship between TMX and voice climate, whereas moderated-mediation analyses indicated that the mediational relationship between TMX, voice climate, and both outcomes is stronger when task interdependence is high rather than low.