The call for an increased role of replication, extension, and mixed‐methods study designs in organizational research

Wright, Thomas A.; Sweeney, Dennis A.

doi:10.1002/job.2059

Cited by 54 publications

(28 citation statements)

References 19 publications

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“…The constructive replication study design helped establish and evaluate the new LSKH construct. Furthermore, the design confirmed and expanded on previous findings, forming the basis for improved generalization (Wright & Sweeney, ).…”

Section: Research Plansupporting

confidence: 75%

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Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

et al. 2019

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Summary The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.

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Section: Research Plansupporting

confidence: 75%

“…To benefit from a replication study (Hochwarter et al, 2011;Wright & Sweeney, 2016), we reviewed the hypotheses from Study 1. To create additional value, we expanded our analyses to test Hypotheses 3 and 7.…”

Section: Hypothesis Testingmentioning

confidence: 99%

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

et al. 2019

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“…In Study 2, we tried to capture the potential day-to-day fluctuations of homesickness and attempted to replicate our results using a four-week daily diary study design with supervisor ratings of performance in a military trainee sample. Our research answered the recent calls for more replication studies with diverse research designs in organizational research (e.g., Wright & Sweeney, 2016). We used two samples with different research designs and multisource data, which enabled a robust test of the hypothesized model and allowed us to cross-validate our findings.…”

Section: The Role Of Emotional Stability and Opennessmentioning

confidence: 78%

Does homesickness undermine the potential of job resources? A perspective from the work–home resources model

Derks

Bakker

et al. 2017

J Organ Behavior

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Rapid economic development in recent decades has resulted in a considerable increase in the number of people working far away from their home locations. Homesickness is a common reaction to the separation from home. Our research uses the work-home resources model to explain how the experience of homesickness can undermine the positive effect of job resources on job performance (i.e., task performance and safety behavior). In addition, we hypothesize that emotional stability and openness are key resources that can buffer the negative interference of homesickness with the job resources-performance relationship. We conducted two studies to test our hypotheses. Study 1 was a two-wave longitudinal study using a migrant manufacturing worker sample. In this study, homesickness was measured at the between-person level, and performance was measured three months later. Study 2 was a daily diary study conducted in a military trainee sample. In this study, homesickness was measured at the within-person level to capture its fluctuations over 20 days, and daily job performance was assessed using supervisor ratings. Both studies showed evidence of the hypothesized moderating effect of homesickness and three-way interaction effects of job resources, homesickness, and key resources (i.e., emotional stability and openness) on task performance and safety behavior.

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“…We used a multistudy design to examine the present hypotheses, in an effort to corroborate our results' robustness and generalizability to different contexts (Wright & Sweeney, ). Specifically, we conducted two independent field studies, gathering time‐lagged survey data from two different organizations (both located in China), with Study 1 drawing on a sample of manufacturing workers and Study 2 utilizing a sample of service employees.…”

Section: Methodsmentioning

confidence: 91%

Supervisors' emotional exhaustion and abusive supervision: The moderating roles of perceived subordinate performance and supervisor self-monitoring

2017

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Summary Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3‐way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self‐monitoring were jointly associated with subordinates' abusive supervision perceptions. A supplementary scenario experiment further corroborated this pattern. Together, the present studies illustrate a contingency model of abusive supervision's origins, highlighting emotional exhaustion as an important risk factor that is particularly likely to trigger abusive behavior among supervisors with lower (rather than higher) self‐monitoring who are faced with a relatively underperforming subordinate. As such, this research advances the abusive supervision literature by offering new insights into the complex resource conservation processes that may give rise to subordinates' abuse perceptions.

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The call for an increased role of replication, extension, and mixed‐methods study designs in organizational research

Cited by 54 publications

References 19 publications

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

Does homesickness undermine the potential of job resources? A perspective from the work–home resources model

Supervisors' emotional exhaustion and abusive supervision: The moderating roles of perceived subordinate performance and supervisor self-monitoring

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