[1]
|
何浩然, 卢柯霖(2021). 为什么团队与个人决策存在差异?——基于团队内成员互动的解释. 经济学(季刊), (4), 1213-1232.
|
[2]
|
刘效广, 马宇鸥(2021). 管理者亲社会违规对员工创新行为的影响. 科技进步与对策, 38(5), 143-151.
|
[3]
|
容琰, 隋杨, 江静(2022). 领导权力和地位对下属建言的影响——心理安全感的作用. 心理学报, 54(5), 549-565.
|
[4]
|
Akinyemi, B., George, B., & Ogundele, A. (2022). Relationship between Job Satisfaction, Pay, Affective Commitment and Turnover Intention among Registered Nurses in Nigeria. Global Journal of Health Science, 14, 1-37.
https://doi.org/10.5539/gjhs.v14n2p37
|
[5]
|
Ambrose, M. L., Taylor, R., & Hess Jr., R. L. (2015). Can I Help You? Employee Prosocial Rule Breaking as a Response to Organizational Mistreatment of Customers. Mistreatment in Organizations, 13, 1-31.
https://doi.org/10.1108/S1479-355520150000013001
|
[6]
|
Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in Organizations: An Examination of Four Fundamental Questions. Journal of Management, 34, 325-374. https://doi.org/10.1177/0149206308316059
|
[7]
|
Bandura, A., & Walters, R. H. (1977). Social Learning Theory (Vol. 1). Englewood Cliffs.
|
[8]
|
Blank, W., Weitzel, J., Blau, G., & Green, S. G. (1988). A Measure of Psychological Maturity. Group & Organization Studies, 13, 225-238. https://doi.org/10.1177/105960118801300208
|
[9]
|
Bryant, P. C., Davis, C. A., Hancock, J. I., & Vardaman, J. M. (2010). When Rule Makers Become Rule Breakers: Employee Level Outcomes of Managerial Pro-Social Rule Breaking. Employee Responsibilities and Rights Journal, 22, 101-112.
https://doi.org/10.1007/s10672-009-9114-6
|
[10]
|
Cai, Y., Cheng, J., & Li, J. (2022). Rules Can Maintain Harmony? The Influence of Team Pro-Social Rule Breaking Climate on Team Performance from the Perspective of Harmony Management. Acta Psychologica Sinica, 54, 66-77.
https://doi.org/10.3724/SP.J.1041.2022.00066
|
[11]
|
Chen, C. A., & Hsieh, C. W. (2017). Confucian Values in Public Organizations: Distinctive Effects of Two Interpersonal Norms on Public Employees’ Work Morale. Chinese Public Administration Review, 8, 104-119.
https://doi.org/10.22140/cpar.v8i2.131
|
[12]
|
Chen, Y., Wang, L., Liu, X., Chen, H., Hu, Y., & Yang, H. (2019). The Trickle-Down Effect of Leaders’ Pro-Social Rule Breaking: Joint Moderating Role of Empowering Leadership and Courage. Frontiers in Psychology, 9, Article No. 2647.
https://doi.org/10.3389/fpsyg.2018.02647
|
[13]
|
Coyle-Shapiro, J. A., & Conway, N. (2005). Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support. Journal of Applied Psychology, 90, 774-781. https://doi.org/10.1037/0021-9010.90.4.774
|
[14]
|
Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social Exchange Theory: A Critical Review with Theoretical Remedies. Academy of Management Annals, 11, 479-516. https://doi.org/10.5465/annals.2015.0099
|
[15]
|
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The Management of Organizational Justice. Academy of Management Perspectives, 21, 34-48. https://doi.org/10.5465/amp.2007.27895338
|
[16]
|
Daft, R. L. (2015). Organization Theory and Design. Cengage Learning.
|
[17]
|
Dahling, J. J., & Gutworth, M. B. (2017). Loyal Rebels? A Test of the Normative Conflict Model of Constructive Deviance. Journal of Organizational Behavior, 38, 1167-1182. https://doi.org/10.1002/job.2194
|
[18]
|
Dahling, J. J., Chau, S. L., Mayer, D. M., & Gregory, J. B. (2012). Breaking Rules for the Right Reasons? An Investigation of Pro-Social Rule Breaking. Journal of Organizational Behavior, 33, 21-42. https://doi.org/10.1002/job.730
|
[19]
|
Delanoeije, J., Verbruggen, M., & Germeys, L. (2019). Boundary Role Transitions: A Day-to-Day Approach to Explain the Effects of Home-Based Telework on Work-to-Home Conflict and Home-to-Work Conflict. Human Relations, 72, 1843-1868.
https://doi.org/10.1177/0018726718823071
|
[20]
|
Dépret, E., & Fiske, S. T. (1993). Social Cognition and Power: Some Cognitive Consequences of Social Structure as a Source of Control Deprivation. In Control Motivation and Social Cognition (pp. 176-202). Springer.
https://doi.org/10.1007/978-1-4613-8309-3_7
|
[21]
|
Fleming, C. J. (2020). Prosocial Rule Breaking at the Street Level: The Roles of Leaders, Peers, and Bureaucracy. Public Management Review, 22, 1191-1216. https://doi.org/10.1080/14719037.2019.1619817
|
[22]
|
Furst, S. A., & Cable, D. M. (2008). Employee Resistance to Organizational Change: Managerial Influence Tactics and Leader-Member Exchange. Journal of Applied Psychology, 93, 453-462. https://doi.org/10.1037/0021-9010.93.2.453
|
[23]
|
Ha, N. M., & Nguyen, T. V. H. (2014). The Influence of Leadership Behaviors on Employee Performance in the Context of Software Companies in Vietnam. Advances in Management and Applied Economics, 4, 157-171.
|
[24]
|
He, B., He, Q., & Sarfraz, M. (2021). Inclusive Leadership and Subordinates’ Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate. Psychology Research and Behavior Management, 14, 1691-1706. https://doi.org/10.2147/PRBM.S333593
|
[25]
|
Heider, F. (2013). The Psychology of Interpersonal Relations. Psychology Press. https://doi.org/10.4324/9780203781159
|
[26]
|
Huang, Y., Lu, X. X., & Wang, X. (2014). The Effects of Transformational Leadership on Employee’s Pro-Social Rule Breaking. Canadian Social Science, 10, 128-134.
|
[27]
|
Jawahar, I. M. (2002). A Model of Organizational Justice and Workplace Aggression. Journal of Management, 28, 811-834.
https://doi.org/10.1177/014920630202800606
|
[28]
|
Ji, H., & Yan, J. (2022). Why Does Counterproductive Work Behavior Lead to Pro-Social Rule Breaking? The Roles of Impression Management Motives and Leader-Liking. Asia Pacific Journal of Management, 1-17.
https://doi.org/10.1007/s10490-022-09818-9
|
[29]
|
Jyothilakshmy, H., Rameshwar, S. T., & Ajith, K. N. (2021). Organizational Career Management and Turnover Intentions: Mediating Role of Trust in Management. European Journal of Training and Development, 46, 257-275.
https://doi.org/10.1108/EJTD-09-2020-0136
|
[30]
|
Kahari, W. I., Mildred, K., & Micheal, N. (2017). The Contribution of Work Characteristics and Risk Propensity in Explaining Pro-Social Rule Breaking among Teachers in Wakiso District, Uganda. SA Journal of Industrial Psychology, 43, a1368. https://doi.org/10.4102/sajip.v43i0.1368
|
[31]
|
Karakas, F., & Sarigollu, E. (2012). Benevolent Leadership: Conceptualization and Construct Development. Journal of Business Ethics, 108, 537-553. https://doi.org/10.1007/s10551-011-1109-1
|
[32]
|
Kelley, H. H. (1987). Attribution in Social Interaction. In Preparation of This Paper Grew Out of a Workshop on Attribution Theory . Lawrence Erlbaum Associates, Inc.
|
[33]
|
King, D. D., Newman, A., & Luthans, F. (2016). Not If, but When We Need Resilience in the Workplace. Journal of Organizational Behavior, 37, 782-786. https://doi.org/10.1002/job.2063
|
[34]
|
Larsson, J., Ramstedt, J., & Wickenberg, J. (2014). On the Diffusion of Rule Breaking Norms to Organizational Newcomers. In 9th Colloquium on Organizational Change & Development (pp 12-13). Chalmers Publication Library.
|
[35]
|
Lavelle, J. J., Rupp, D. E., & Brockner, J. (2007). Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model. Journal of Management, 33, 841-866.
https://doi.org/10.1177/0149206307307635
|
[36]
|
Lee, E. S., Park, T. Y., & Koo, B. (2015). Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review. Psychological Bulletin, 141, 1049-1080. https://doi.org/10.1037/bul0000012
|
[37]
|
Li, M., Wang, P., & Wang, L. (2013). The Relationship among Burnout and Conscientiousness, Autonomy and Psychological Work Maturity. Advances in Psychology, 3, 61-67. https://doi.org/10.12677/AP.2013.32010
|
[38]
|
Li, R., Tian, X., & Liu, S. (2015). Does Benevolent Leadership Increase Employee Pro-Social Rule Breaking? Acta Psychologica Sinica, 47, 637-652. https://doi.org/10.3724/SP.J.1041.2015.00637
|
[39]
|
Li, R., Zhang, Z. Y., & Tian, X. M. (2016). Can Self-Sacrificial Leadership Promote Subordinate Taking Charge? The Mediating Role of Organizational Identification and the Moderating Role of Risk Aversion. Journal of Organizational Behavior, 37, 758-781. https://doi.org/10.1002/job.2068
|
[40]
|
Li, Y., Li, D., & Li, N. (2019). Sustainable Influence of Manager’s Pro-Social Rule-Breaking Behaviors on Employees’ Performance. Sustainability, 11, Article No. 5625. https://doi.org/10.3390/su11205625
|
[41]
|
Liu, X. G., & Li, J. Z. (2015). Dual Effects of Managerial Pro-Social Rule Breaking on Employee Behavior in the Chinese Context. Revista de Cercetare si Interventie Sociala, 51, 187-201.
|
[42]
|
Liu, X., & Wang, Z. H. (2018). Influence Mechanism of Managerial Pro-Social Rule Breaking on Employee Behavior from the Perspective of Opposition between Favor and Reason: A Cross-Levels and Longitudinal Study. Advances in Psychological Science, 26, 191-203. https://doi.org/10.3724/SP.J.1042.2018.00191
|
[43]
|
Luo, J. D. (2005). Particularistic Trust and General Trust: A Network Analysis in Chinese Organizations. Management and Organization Review, 1, 437-458. https://doi.org/10.1111/j.1740-8784.2005.00022.x
|
[44]
|
Lv, Y., Liu, X., Li, G., & Choi, Y. (2020). Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification. Sustainability, 12, Article No. 6786. https://doi.org/10.3390/su12176786
|
[45]
|
Ma, C., Yang, B., & Shen, Y. (2022). Linking Organizational Identification with Employee Outcomes: A Moderated Mediation Model. Journal of Personnel Psychology. https://doi.org/10.1027/1866-5888/a000300
|
[46]
|
Martin, A. W., Lopez, S. H., Roscigno, V. J., & Hodson, R. (2013). Against the Rules: Synthesizing Types and Processes of Bureaucratic Rule-Breaking. Academy of Management Review, 38, 550-574. https://doi.org/10.5465/amr.2011.0223
|
[47]
|
Mayer, D. M., Caldwell, J., Ford, R. C., Uhl-Bien, M., & Gresock, A. R. (2007). Should I Serve My Customer or My Supervisor? A Relational Perspective on Pro-Social Rule Breaking. In 67th Annual Meeting of the Academy of Management. Philadelphia.
|
[48]
|
McKnight, D. H., Cummings, L. L., & Chervany, N. L. (1998). Initial Trust Formation in New Organizational Relationships. Academy of Management Review, 23, 473-490. https://doi.org/10.2307/259290
|
[49]
|
Morrison, E. W. (2006). Doing the Job Well: An Investigation of Pro-Social Rule Breaking. Journal of Management, 32, 5-28. https://doi.org/10.1177/0149206305277790
|
[50]
|
Petrou, P., van der Linden, D., & Salcescu, O. C. (2020). When Breaking the Rules Relates to Creativity: The Role of Creative Problem-Solving Demands and Organizational Constraints. The Journal of Creative Behavior, 54, 184-195.
https://doi.org/10.1002/jocb.354
|
[51]
|
Phong, L. B., Hui, L., & Son, T. T. (2018). How Leadership and Trust in Leaders Foster Employees’ Behavior toward Knowledge Sharing. Social Behavior and Personality: An International Journal, 46, 705-720.
https://doi.org/10.2224/sbp.6711
|
[52]
|
Pratt, M. G. (1998). To Be or Not to Be? Central Questions in Organizational Identification. In D. A. Whetten, & P. C. Godfrey (Eds.), Identity in Organizations: Building Theory through Conversations (pp. 171-208). Sage.
https://doi.org/10.4135/9781452231495.n6
|
[53]
|
Shi, G., Xie, Z., Niu, Y., Tang, J., & Pang, H. (2022). Benevolent Leadership and Employee Task Performance: Chain Intermediary Role of Personal Initiative and Work Engagement in Crosscultural Management. Social Behavior and Personality: An International Journal, 50, 49-61. https://doi.org/10.2224/sbp.11528
|
[54]
|
Shum, C., Ghosh, A., & Gatling, A. (2019). Prosocial Rule-Breaking to Help Coworker: Nature, Causes, and Effect on Service Performance. International Journal of Hospitality Management, 79, 100-109.
https://doi.org/10.1016/j.ijhm.2019.01.001
|
[55]
|
Suazo, M. M., Turnley, W. H., & Mai-Dalton, R. R. (2008). Characteristics of the Supervisor-Subordinate Relationship as Predictors of Psychological Contract Breach. Journal of Managerial Issues, 20, 295-312.
|
[56]
|
Tu, C. K., & Luo, B. (2020). Paternalistic Leadership and Pro-Social Rule Breaking: The Moderating Roles of Psychological Empowerment and Leader-Member Exchange. Human Systems Management, 39, 93-103.
https://doi.org/10.3233/HSM-190531
|
[57]
|
Van Knippenberg, D., Van Knippenberg, B., De Cremer, D., & Hogg, M. A. (2004). Leadership, Self, and Identity: A Review and Research Agenda. The Leadership Quarterly, 15, 825-856. https://doi.org/10.1016/j.leaqua.2004.09.002
|
[58]
|
Van Minh, N., Badir, Y. F., Quang, N. N., & Afsar, B. (2017). The Impact of Leaders’ Technical Competence on Employees’ Innovation and Learning. Journal of Engineering and Technology Management, 44, 44-57.
https://doi.org/10.1016/j.jengtecman.2017.03.003
|
[59]
|
Vardaman, J. M., Gondo, M. B., & Allen, D. G. (2014). Ethical Climate and Pro-Social Rule Breaking in the Workplace. Human Resource Management Review, 24, 108-118. https://doi.org/10.1016/j.hrmr.2012.05.001
|
[60]
|
Walumbwa, F. O., Wu, C., & Orwa, B. (2008). Contingent Reward Transactional Leadership, Work Attitudes, and Organizational Citizenship Behavior: The Role of Procedural Justice Climate Perceptions and Strength. The Leadership Quarterly, 19, 251-265. https://doi.org/10.1016/j.leaqua.2008.03.004
|
[61]
|
Wang, F., & Shi, W. (2021). Inclusive Leadership and Pro-Social Rule Breaking: The Role of Psychological Safety, Leadership Identification and Leader-Member Exchange. Psychological Reports, 124, 2155-2179.
https://doi.org/10.1177/0033294120953558
|
[62]
|
Wang, F., Zhang, M., Das, A. K., Weng, H., & Yang, P. (2020). Aiming at the Organizational Sustainable Development: Employees’ Pro-Social Rule Breaking as Response to High Performance Expectations. Sustainability, 13, Article No. 267.
https://doi.org/10.3390/su13010267
|
[63]
|
Wang, Q., & Wang, C. (2020). Reducing Turnover Intention: Perceived Organizational Support for Frontline Employees. Frontiers of Business Research in China, 14, Article No. 6. https://doi.org/10.1186/s11782-020-00074-6
|
[64]
|
Wang, Z., Xu, H., & Liu, Y. (2018). Servant Leadership as a Driver of Employee Service Performance: Test of a Trickle-Down Model and Its Boundary Conditions. Human Relations, 71, 1179-1203.
https://doi.org/10.1177/0018726717738320
|
[65]
|
Weißmüller, K. S., De Waele, L., & van Witteloostuijn, A. (2022). Public Service Motivation and Prosocial Rule-Breaking: An International Vignettes Study in Belgium, Germany, and the Netherlands. Review of Public Personnel Administration, 42, 258-286. https://doi.org/10.1177/0734371X20973441
|
[66]
|
Xia, Z., Yu, H., & Yang, F. (2022). Benevolent Leadership and Team Creative Performance: Creative Self-Efficacy and Openness to Experience. Frontiers in Psychology, 12, Article ID: 745991. https://doi.org/10.3389/fpsyg.2021.745991
|
[67]
|
Zehir, C., Müceldili, B., Altindağ, E., Şehitoğlu, Y., & Zehir, S. (2014). Charismatic Leadership and Organizational Citizenship Behavior: The Mediating Role of Ethical Climate. Social Behavior and Personality: An International Journal, 42, 1365-1375. https://doi.org/10.2224/sbp.2014.42.8.1365
|
[68]
|
Zhang, A. Y., Tsui, A. S., & Wang, D. X. (2011). Leadership Behaviors and Group Creativity in Chinese Organizations: The Role of Group Processes. The Leadership Quarterly, 22, 851-862. https://doi.org/10.1016/j.leaqua.2011.07.007
|
[69]
|
Zhang, X., & Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. Academy of Management Journal, 53, 107-128.
https://doi.org/10.5465/amj.2010.48037118
|
[70]
|
Zhang, X., Yu, Y., & Liu, X. (2022). The Effect of Spouse Emotional Intelligence on Employee Work Engagement: The Mediating Role of Employee Life Well-Being and the Moderating Role of Gender. Acta Psychologica Sinica, 54, 646-664.
https://doi.org/10.3724/SP.J.1041.2022.00646
|
[71]
|
Zhu, J. Q., Xu, S. Y., Ouyang, K., Herst, D., & Farndale, E. (2018). Ethical Leadership and Employee Pro-Social Rule-Breaking Behavior in China. Asian Business and Management, 17, 59-81. https://doi.org/10.1057/s41291-018-0031-0
|