A theoretical model of selective cyber incivility: Exploring the roles of perceived informality and perceived distance

Abstract

We develop and advance a theoretical model which proposes the antecedents of selective cyber incivility may be distinct from the predictors of face‐to‐face (F2F) incivility. Specifically, our model proposes the physical separation of the perpetrator from the target and lack of sociocultural norms in written cyber communications enhances a perpetrator's sense of perceived informality and perceived distance from the target. Drawing from the attributional ambiguity theory, we further explicate the ways in which selective cyber incivility may be more detrimental to employee outcomes than selective F2F incivility. In doing so, we argue that feelings of distress and rumination are further exacerbated in the case of selective cyber incivility given that it has higher levels of situational and contextual ambiguity than F2F communications. Finally, we posit that targets may be able to draw from their psychological capital and social support to buffer the detrimental impact of incivility experiences on important work‐ and health‐related outcomes. We present our conceptual model in the form of testable propositions to guide future research in this important domain.

Impact of despotic leadership and workplace incivility on innovative work behavior of employees: Application of mediation-moderation model

“…Hence, study reveals that incivility at the workplace and despotic behavior of leaders directly diminish employees’ innovative behavior by suppressing employees psychologically. Findings of current study are in line with the findings of [ 52 , 54 , 55 , 105 ]explaining the negative effects of workplace incivility on employees.…”

“…According to Zhan, Li [ 54 ] workplace incivility caused low perceived insider status among employees and finally employees are found exhausted, depressed, and less innovative in their work roles. In the prevailing incivility at the workplace, employees struggle to reserve and maintain their personal resources as they feel it the loss of their valuable resources [ 55 ].…”

Does workplace toxicity undermine psychological capital (PsyCap) of the employees? Exploring the moderating role of gratitude

“…Narcissism is an ostentatious sense of self-importance, and narcissists display a sense of entitlement, lack empathy, are arrogant and haughty and require excessive admiration (Judge et al, 2006). They do not reciprocate the favours of others and are interpersonally exploitative and focus singularly on promoting self-interests (Morf and Rhodewalt, 2001). Campbell et al (2011) explore a three-component model of narcissism consisting of the self or narcissists feel about themselves, interpersonal relationships, which are characterised by low levels of empathy and emotional intimacy, and self-regulatory strategies for Moderating role of gratitude maintaining inflated views about self.…”

“…PsyCap can be viewed as a valuable resource with a large potential for developing emotionally intelligent and dynamic employees (Sarwar et al , 2017). Several studies have found the effect of PsyCap in buffering the severe effects of workplace toxicity on individuals (Agarwal and Avey, 2020; Al-Zyoud and Mert, 2019; Haq et al , 2021; Kalyar et al , 2020; Nag et al , 2023; Paul Vincent et al , 2022; Shah et al , 2019). However, to the best of authors’ knowledge, there are no studies in recent context that elucidate the reverse causal connection between PsyCap and toxic behaviours.…”

Unravelling the mysteries of cyber incivility: a systematic review and research agenda

“…To prevent and end cyber incivility, it is essential to design structures and processes that build a positive organisational culture that protects its employees. In this regards, organisations should develop and implement reporting processes to formally document cyber incivility incidences with a detailed description of the negative experience and the perpetrator (Nag et al , 2022). HR professionals must encourage the victims to report such incidences by reassuring them of strict confidentiality and timely action.…”