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Effects of coworker's idiosyncratic deals on witness's creative process engagement: roles of responsibility for change and perceived exploitative leadership

Published online by Cambridge University Press:  15 June 2021

Jie Huang Open the ORCID record for Jie Huang [Opens in a new window]  and
Chunyong Tang
Jie Huang
Affiliation:
School of Economics and Management, Southwest Jiaotong University, Chengdu, China
Chunyong Tang*
Affiliation:
School of Economics and Management, Southwest Jiaotong University, Chengdu, China
*
Author for correspondence: Chunyong Tang, E-mail: cy_tang618@126.com
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Abstract

Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.

Keywords

Coworker's idiosyncratic dealsperceived exploitative leadershippsychological contract violationresponsibility for changewitness's creative process engagement
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 21
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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