Compromising Innovative Behaviour with Work Shame

Duff, Angus; Chan, Chris; Salamon, Sabrina Deutsch; Budworth, Marie‐Hélène

doi:10.5465/ambpp.2014.10201abstract

Cited by 3 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In such cases, employees feeling shame may predominantly engage in cognitive withdrawal where they mentally distance themselves from the social gaffe episode by suppressing its thoughts and trying to forget it (Daniels & Robinson, in press). Employees may also cognitively disengage from work relationships by convincing themselves that these relationships are unimportant or deciding to focus on relationships outside of work (Duff, 2017). Such cognitive withdrawal can help the employee avoid mentally reliving the unpleasant experience of the social gaffe and the shame associated with it (Tangney & Tracy, 2011).…”

Section: Employees' Interpersonal Response To the Perception Of Their Social Gaffementioning

confidence: 99%

Oops, I did it (again)! The emotional experience, interpersonal responses, and relational consequences of social gaffes in the workplace

2021

View full text Add to dashboard Cite

Summary In line with the research on how specific episodes affect relationships, we advance workplace social gaffes—work episodes where employees think either their own or others' social behavior unintentionally violated interactional expectations and threatened the actor's relational value—as an event that can shape employees' workplace exchange relationships. Using a sensemaking lens, we explain when and why employees will believe they committed a social gaffe. In so doing, we advance a new definition of a social gaffe that outlines its necessary attributes. We then integrate sensemaking with the research on self‐conscious emotions to theorize that on perceiving their social gaffe, employees can experience embarrassment, or guilt, or shame—based on how they make sense of the social gaffe. These emotions, in turn, are theorized to shape employees' subsequent interpersonal response (repair vs. withdrawal). Moving onto colleagues' reaction, we posit that whether or not colleagues view the initial employee action as a social gaffe will influence their reaction (benign vs. hostile) to employees' interpersonal response. Over time, this employee–colleague interaction pattern is theorized to influence the quality of their exchange relationship. We thus outline how even seemingly minor workplace social gaffes can have complex emotional, interpersonal, and relational consequences.

show abstract

Section: Employees' Interpersonal Response To the Perception Of Their Social Gaffementioning

confidence: 99%

Oops, I did it (again)! The emotional experience, interpersonal responses, and relational consequences of social gaffes in the workplace

2021

View full text Add to dashboard Cite

show abstract

“…Indeed, flourishing hotels are garnering more business as a result of their abilities to generate, promote and mobilize support for innovation space, specifically through the adoption of new technologies such as hotel information management system (HIMS)and blockchain technologies (Bani-Melhem et al, 2018;Stare and Krizaj, 2018;Valeri and Baggio, 2020). Certainly, the competitive landscape in the industry is human resource based, hence identifying imminent antecedents of innovative behavior among workers remains an important research agenda (Agarwal, 2014;Duff, 2017;Bani-Melhem et al, 2018). To the best of our knowledge, relatively few studies have examined factors that affect IWB in the modern-day hospitality industry, particularly in a developing economy's perspective (Li and Hsu, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Thus, borrowing from Davis (1989), this study focuses on employee perceptions of particular ICT application adoption beliefs, namely, perceived ease of use of HIMS (PEUHIMS) and perceived usefulness of HIMS (PUHIMS) as major drivers of IWB through EAE as a conduit. Now, while IWB has received some attention in organizational research, our understanding of how it manifests in hospitality operations is still embryonic, particularly regarding its antecedents (Li and Hsu, 2016;Duff, 2017;Miao and Cao, 2019). There are several calls for further studies so as to offer more refreshing approaches to hospitality provision, especially on factors influencing IWB in different contexts (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…In today’s increasingly dynamic and disruptive business environment, the extent to which employees adapt to work changes as well as generating innovative ideas has become essential for organizational survival (Duff, 2017; Hon et al , 2016). Organizations worldwide are therefore looking out for employees who are able to contribute to effective organizational functioning through innovative behavior at work.…”

Section: Introductionmentioning

confidence: 99%

“…Now, while IWB has received some attention in organizational research, our understanding of how it manifests in hospitality operations is still embryonic, particularly regarding its antecedents (Li and Hsu, 2016; Duff, 2017; Miao and Cao, 2019). There are several calls for further studies so as to offer more refreshing approaches to hospitality provision, especially on factors influencing IWB in different contexts (e.g.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Linking key antecedents of hotel information management system adoption to innovative work behavior through attitudinal engagement

Otengei

Kasekende

Changha

2021

JHTI

View full text Add to dashboard Cite

PurposeThe paper aims to examine the relationship between the key antecedents of hotel information management system (HIMS) adoption and innovative work behavior (IWB) with attitudinal engagement as a mediator.Design/methodology/approachSurvey data were obtained from 297 full-time employees in five-star hotels in Uganda. With the help of Analysis of Moment Structures (AMOS), seven hypotheses were tested and analyzed using structural equation modeling (SEM).FindingsBoth perceived usefulness and perceived ease of use are significant determinants of IWB. The study also confirms attitudinal engagement as a significant predictor of IWB. Importantly, attitudinal engagement was found to be a partial mediator in both the perceived usefulness and the perceived ease–IWB relationships.Practical implicationsThe study’s findings will guide managers in formulating policies that promote employee display of vigor, absorption and dedication to work. Hospitality and tourism firms can now keep their workers abreast with the latest technology at work so as to help them exhibit engagement tendencies as well as generating new ideas for the organization.Originality/valueThe proposed framework provides a fresh theoretical explanation for IWB in hotels with perceived technology beliefs and attitudinal engagement as major drivers, hence contributing to the current state of knowledge. The study demonstrates that engagement acts as a link for the transfer of part of the contributions of both perceived usefulness (PUHIMS) and perceived ease of use of HIMS (PEUHIMS) into IWB.

show abstract

The Shame of It All: A Review of Shame in Organizational Life

Daniels

Robinson

2019

Journal of Management

117

View full text Add to dashboard Cite

Shame is a powerful and relevant discrete emotion in the workplace, as organizations are rife with potential to induce shame, and reactions to shame relate to important organizationally relevant outcomes. In this article, we review shame-related research from a variety of disciplines, integrating and identifying common patterns to better understand the shame process as it relates to organizational life. In doing so, we develop a framework that outlines the more internal psychological processes at the heart of the emotion of shame and situates these processes within the context of organizations. This framework highlights the organizational factors that help instigate shame in employees (i.e., unintentional shame triggers and purposeful shaming behaviors) as well as the behavioral outcomes important to organizations (i.e., prosocial, withdrawal, and aggressive behaviors) and provides insights regarding moderators that likely impact this process. In addition, we discuss future research implications as they pertain to each of the components in our framework, hoping that our article not only improves our understanding of organizational shame but encourages much-needed future research on it.

show abstract

Compromising Innovative Behaviour with Work Shame

Cited by 3 publications

References 0 publications

Oops, I did it (again)! The emotional experience, interpersonal responses, and relational consequences of social gaffes in the workplace

Oops, I did it (again)! The emotional experience, interpersonal responses, and relational consequences of social gaffes in the workplace

Linking key antecedents of hotel information management system adoption to innovative work behavior through attitudinal engagement

The Shame of It All: A Review of Shame in Organizational Life

Contact Info

Product

Resources

About