Although significant scholarly attention has been devoted to understanding subordinates’ information seeking from supervisors, researchers have not paid adequate attention to information sharing by supervisors. Moreover, research on supervisors’ information sharing behavior has focused almost exclusively on work‐related information sharing, disregarding supervisors’ sharing of information not related to work (e.g., that related to family). Drawing on self‐disclosure theory, we argue that supervisors share both work‐related and nonwork information with their subordinates and propose that these two forms of information sharing are conceptually distinct. Furthermore, to unravel the role of supervisors’ nonwork information sharing, we develop an interactive model to test how it may be associated with important employee outcomes. We conducted pilot studies using five samples and, through a sixth study, tested the hypothesized model using a four‐wave data collection design. This study makes three major contributions to research and theory. First, it integrates information sharing and information seeking literatures. Second, it underlines the importance of supervisors’ nonwork information sharing in organizations by testing its direct and interactive effects. Third, it contributes to theory by presenting trust as a mechanism that links information disclosure in dyads. Results obtained using structural equation modeling generally supported the proposed model.
Increased focus towards food safety and quality is reshaping food purchasing decisions around the world. Although some food attributes are visible, many of the attributes that consumers seek and are willing to pay a price premium for are not. Consequently, consumers rely on trusted cues and information to help them verify the food quality and credence attributes they seek. In this study, we synthesise the findings from previous research to generate a framework illustrating the key trust influencing factors that are beyond visual and brand-related cues. Our framework identifies that consumer trust in food and the food system is established through the assurances related to individual food products and the actors of the food system. Specifically, product assurance builds consumer trust through food packaging labels communicating food attribute claims, certifications, country or region of origin, and food traceability information. In addition, producers, processors, and retailers provide consumers with food safety and quality assurances, while government agencies, third-party institutions, advocacy groups, and the mass media may modify how labelling information and food operators are perceived by consumers. We hope our framework will guide future research efforts to test these trust factors in various consumer and market settings.
Employing self-determination theory, in this study, we explore how workplace ostracism (being ignored and excluded by others) affects newcomer’s voice behavior. Through an empirical study with 353 matched supervisor–subordinate pairs from a large high-technology company, we find that workplace ostracism has negative influence on newcomer’s both promotive and prohibitive voice through the mediating effect of psychological needs satisfaction. In addition, narcissism moderates the effects of ostracism on psychological needs satisfaction. Theoretical and practical implications of these findings are discussed.
Idiosyncratic deals (i-deals) refer to customized work arrangements and employment conditions employees negotiate with employers. Significant scholarly attention has been paid to understand the responses of i-deals' recipients. However, little attention has been paid to coworkers' reactions to the i-deals. This study examines how coworkers react to focal employees' i-deals. We tested our hypotheses with a sample of 253 employee–coworker pairs and found that coworkers are more likely to accept focal employees' flexibility i-deals than development i-deals. Specifically, we found that coworkers view focal employees' development i-deals as more threatening to their status than flexibility i-deals, and status threat mediates the relationship between development i-deals and coworkers' acceptance. In addition, flexibility i-deals increase coworkers' perception of obtaining future i-deals more than development i-deals, and this perception mediates the relationship between flexibility i-deals and coworkers' acceptance. Furthermore, the results show that coworkers' relative leader–member exchange moderates the above relationships.
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