When Positives and Negatives Collide: Evidence for a Systematic Model of Employees’ Strategies for Coping with Ambivalence
Although ambivalence is a common phenomenon in organizations, the scientific literature on this topic remains at a nascent stage. In particular, little is known about how employees cope with ambivalence. To address this gap, this paper examines a systematic model of employees’ strategies for coping...
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Published in | Journal of business and psychology Vol. 38; no. 2; pp. 473 - 491 |
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Main Authors | , , , |
Format | Journal Article |
Language | English |
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Springer US
01.04.2023
Springer Nature B.V |
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Abstract | Although ambivalence is a common phenomenon in organizations, the scientific literature on this topic remains at a nascent stage. In particular, little is known about how employees cope with ambivalence. To address this gap, this paper examines a systematic model of employees’ strategies for coping with ambivalence. In study 1, using various samples, we develop a multidimensional scale of employees’ strategies for coping with ambivalence. The results reveal four distinct strategies, which fall into two categories: proactive strategies (i.e., holism and compromise) and reactive strategies (i.e., domination and avoidance). In study
2
, we examine the potential antecedents and outcomes of these four strategies, building on the conservation of resources theory. The results show that, unlike domination and avoidance, holism and compromise strategies buffer the negative impacts of ambivalence on employees’ tasks and innovative performance. Moreover, employees are particularly likely to use holism and compromise approaches if their personality or job encourages proactivity. Taken together, these findings support a new coping-oriented perspective on ambivalence, reveal why some employees choose (in)effective ways to deal with ambivalence, and show how effective coping can be fostered. |
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AbstractList | Although ambivalence is a common phenomenon in organizations, the scientific literature on this topic remains at a nascent stage. In particular, little is known about how employees cope with ambivalence. To address this gap, this paper examines a systematic model of employees’ strategies for coping with ambivalence. In study 1, using various samples, we develop a multidimensional scale of employees’ strategies for coping with ambivalence. The results reveal four distinct strategies, which fall into two categories: proactive strategies (i.e., holism and compromise) and reactive strategies (i.e., domination and avoidance). In study 2, we examine the potential antecedents and outcomes of these four strategies, building on the conservation of resources theory. The results show that, unlike domination and avoidance, holism and compromise strategies buffer the negative impacts of ambivalence on employees’ tasks and innovative performance. Moreover, employees are particularly likely to use holism and compromise approaches if their personality or job encourages proactivity. Taken together, these findings support a new coping-oriented perspective on ambivalence, reveal why some employees choose (in)effective ways to deal with ambivalence, and show how effective coping can be fostered. Although ambivalence is a common phenomenon in organizations, the scientific literature on this topic remains at a nascent stage. In particular, little is known about how employees cope with ambivalence. To address this gap, this paper examines a systematic model of employees’ strategies for coping with ambivalence. In study 1, using various samples, we develop a multidimensional scale of employees’ strategies for coping with ambivalence. The results reveal four distinct strategies, which fall into two categories: proactive strategies (i.e., holism and compromise) and reactive strategies (i.e., domination and avoidance). In study 2 , we examine the potential antecedents and outcomes of these four strategies, building on the conservation of resources theory. The results show that, unlike domination and avoidance, holism and compromise strategies buffer the negative impacts of ambivalence on employees’ tasks and innovative performance. Moreover, employees are particularly likely to use holism and compromise approaches if their personality or job encourages proactivity. Taken together, these findings support a new coping-oriented perspective on ambivalence, reveal why some employees choose (in)effective ways to deal with ambivalence, and show how effective coping can be fostered. |
Author | Wu, Bingqing Schuh, Sebastian C. Wei, Hongguo Cai, Yahua |
Author_xml | – sequence: 1 givenname: Bingqing orcidid: 0000-0001-5996-649X surname: Wu fullname: Wu, Bingqing email: wub@uwp.edu organization: College of Business, Economics, and Computing, University of Wisconsin Parkside – sequence: 2 givenname: Sebastian C. surname: Schuh fullname: Schuh, Sebastian C. organization: China Europe International Business School (CEIBS) – sequence: 3 givenname: Hongguo surname: Wei fullname: Wei, Hongguo organization: Robert Morris University – sequence: 4 givenname: Yahua surname: Cai fullname: Cai, Yahua organization: College of Business, Shanghai University of Finance and Economics |
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Keywords | Proactive personality Enriched job characteristics Responses to ambivalence Coping Ambivalence toward the organization |
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Snippet | Although ambivalence is a common phenomenon in organizations, the scientific literature on this topic remains at a nascent stage. In particular, little is... |
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SubjectTerms | Behavioral Science and Psychology Business and Management Community and Environmental Psychology Coping Employee attitude Employees Holism Industrial and Organizational Psychology Organizational behavior Original Paper Personality and Social Psychology Psychology Social Sciences |
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Title | When Positives and Negatives Collide: Evidence for a Systematic Model of Employees’ Strategies for Coping with Ambivalence |
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