Information and communication technology (ICT) provides employees with convenience in communication. However, it also creates a preoccupation with and urges to respond quickly to work-related ICT messages during nonworking time, which is defined as workplace telepressure after hours (WTA). Drawing on the job demand-resource model, conservation of resource theory, and workplace anxiety theory, this study explores how and when task interdependence and dispositional workplace anxiety affect WTA and how individuals cope with WTA. A total of 269 full-time workers from an online survey panel completed questionnaires at three time-points. We found that both task interdependence and dispositional workplace anxiety are positively related to WTA. The perception of pay-for-responsiveness moderates the relationship between task interdependence and WTA, such that the relationship is significant only for employees with a strong perception of pay-for-responsiveness. Others\' approval contingency of self-worth moderates the relationship between dispositional workplace anxiety and WTA, and the relationship is significant only for employees with high degrees of others\' approval contingency of self-worth. Finally, WTA arising from external work requirements or the internal pursuit of achieving work goals prompts employees to generate responsiveness coping strategies. Overall, these findings suggest that task interdependence and dispositional workplace anxiety are important factors affecting employees\' WTA and highlight the importance of being responsive to WTA.

This study evaluated the impact of an interdisciplinary care teams (IDCT) care management program on cost and quality outcomes using a novel algorithm to identify 400 high-risk patients out of 48,235 Medicare Advantage (MA) beneficiaries. Of the 400, 252 were enrolled in the IDCT care management intervention program, while the remaining 148 were not enrolled. A second comparison group consisted of 660 who were referred to the IDCT program but not selected by the algorithm. The program\'s effectiveness was evaluated 1-year postintervention. Analyses found that health care costs for members enrolled in the IDCT program were reduced by US$1,121.76 and US$1,625.61 per member per month, respectively, relative to those not enrolled and those enrolled by referral. The cost reduction from the program generated a net savings of US$1.9MM, covering the program\'s cost. Findings suggest IDCTs can cost-effectively manage populations of high-risk patients with better selection and fostering greater interdependence.

During the Covid-19 pandemic, most of the workforce moved from office setting to home-office and virtual teamwork. Whereas the relationship between leadership and team cooperation in physical settings is well documented - less is known about how daily virtual team cooperation is influenced by daily constructive as well as destructive leadership, and how intervening mechanisms influence this relationship. In the present study, we test the direct effect of daily transformational- and passive avoidant leadership, respectively, on the daily quality of virtual team cooperation - and the moderating effect of task interdependence. Using virtual team cooperation as outcome, we hypothesized that (a) transformational leadership relates positively to virtual team cooperation, (b) passive-avoidant leadership relates negatively, and (c) moderated by task interdependence. Our hypotheses were tested in a 5-day quantitative diary study with 58 convenience sampled employees working from home in virtual teams. The results show that virtual team cooperation is a partially malleable process - with 28% variation in daily virtual team cooperation resulting from within team variation from day to day. Surprisingly, the results of multilevel modeling lend support only to the first hypothesis (a). Taken together, our findings suggest that in virtual settings, inspirational and development-oriented transformational leadership plays a key role in daily team cooperation, while passive-avoidance has little impact - independently of task interdependence. Hence, in virtual team settings, the study shows that \"good is stronger than bad\" - when comparing the negative effects of destructive leadership to the positive effect of constructive and inspirational leadership. We discuss the implications of these findings for further research and practice.

Although previous research has found that workplace friendship has beneficial effects on employees\' and organisations\' consequences, knowledge regarding the complexity and dark sides of workplace friendship is limited. Our purpose is to develop and test a three-way interaction model that explains when and how negative outcomes of workplace friendship are likely to unfold considering both individual personality and contextual conditions. Based on the stressor-emotion model, we argue that workplace friendship may also be a stressor due to its conflicting and contradictory dual roles, which in turn triggers negative employees\' emotions, thus, leading to withdrawal behaviour. Furthermore, we propose that emotional reactivity and task interdependence are individual and contextual factors that induce and catalyse the negative effect of workplace friendship. By analysing the data from 429 respondents, the result supported our hypotheses. Overall, our research provides a theoretical and empirical foundation for future research on the dark sides of workplace friendship.

Compared with incremental innovation, breakthrough innovation is essential to sustaining competitive advantage, but breakthrough innovation has the characteristics of high standards and strict requirements. As the main body and foundation of enterprises, the attitude and behavior of employees play a vital role in enterprise innovation. Based on the positive organizational behavior theory and knowledge management theory, the purpose of this paper is to investigate the relationship between psychological capital and breakthrough innovation, and we also integrate tacit knowledge sharing and task interdependence into the research framework, so as to further explore the influence mechanism of employees\' psychological capital on breakthrough innovation. Utilizing a quantitative method, this study takes employees of Yunnan coffee enterprises as investigation objects, the data was analyzed using regression analysis through SPSS 24.0, and the existence of mediation was further verified by Bootstrap test. The results showed that the psychological capital of employees have a positive impact on breakthrough innovation; tacit knowledge sharing partially mediates the relationship between psychological capital and breakthrough innovation; and task interdependence plays a moderating role, that is, the stronger the task interdependence, the stronger the influence of employee psychological capital on breakthrough innovation. This study enriches the research on the influencing factors of breakthrough innovation of Yunnan coffee industry, expands the application scenarios of the related theory, emphasizes that the importance of psychological capital and the breakthrough innovation is the result of the interaction and value-added linkage of various internal and external resources.

Flexible work arrangements (FWAs) have become prevalent working norms in the post-pandemic era, but are they beneficial to employees\' work? From the theoretical perspective of social exchange, previous studies have viewed FWAs as supportive practices that facilitate employees\' functional intrapersonal outcomes. However, little is known about the interpersonal effects of FWAs. Based on the affective events theory, this study aims to elucidate why and when FWAs are associated with employees\' knowledge sharing. A web-based survey of 314 respondents (Study 1) and a three-wave field research study of 343 employees (Study 2) provided valid questionnaires to examine the hypothesized theoretical relationships. Our findings reveal that employees who frequently adopt FWAs would produce a persistently negative affective experience-workplace loneliness-further discouraging their intentions to share knowledge with coworkers. The specific work-characteristic conditions in this relationship-task interdependence would mitigate the dysfunctional effect of FWAs on employees\' knowledge sharing via workplace loneliness. Our study advances the understanding of FWAs\' dysfunctional impacts on employees\' knowledge sharing from the theoretical perspective of affective reactions. Our findings remind managers to avoid the interpersonal pitfalls of FWAs by increasing task interdependence among employees.

Despite the negative impact of social isolation on wellbeing, research has yet to address how organisations may mitigate the effects of workplace isolation and loneliness. The main objective of the study is to explore the mediating role of task interdependence and supportive behaviours of colleagues on the relationship between workplace isolation on workplace wellbeing. A total of 137 volunteers completed a survey assessing workplace isolation, loneliness, task interdependence, supportive behaviours of colleagues and wellbeing at work. SEM analyses supported the negative effects of company isolation on workplace wellbeing. While supportive behaviours had a mediating role, task interdependence did not mediate the relationships between company isolation and loneliness, and wellbeing. The findings show that increased opportunities for interpersonal interactions at work through greater task interdependence are not enough to reverse the negative effects of workplace isolation on wellbeing. In contrast, an investment in a supportive environment may reverse the negative effects of workplace isolation on wellbeing, highlighting the importance of a supportive culture.

This study seeks to examine the relationship between workplace ostracism and innovation behavior while considering the mediating role of knowledge hiding and organizational identification. The study also tests the moderating role of task interdependence in these relationships. The study collected data through structured questionnaires from 409 participants (i.e., employees) working in the small to medium-sized enterprise of big cities of China. The study adopted a structured equation modeling technique for data analysis. Significantly, the study results suggest that workplace ostracism is negatively associated with innovation behavior, both directly and indirectly via knowledge hiding and organizational identification. We also find that task interdependence weakens the positive relationship between workplace ostracism and knowledge hiding. Current study has tested the negative relationship between workplace ostracism and innovation behavior unlike most of the previous investigations that have focused on positive factors. Our study from a rational perspective to explore the influence mechanism between workplace ostracism and innovation behavior is addition to the previous research and the rich, in revelation managers motivate employees to implement knowledge sharing activities at the same time, pay attention to take measures to restrain negative knowledge such as knowledge hidden activities, to activate the creativity of organization staff of intellectual resources. This paper contributes to innovation behavior literature which is an important part of innovation management based on both conservation of resources theory and social network theory.

In today\'s era of rapid development of science and technology, organizations are confronted with unprecedented opportunities and challenges. Employee innovative behavior has become the key element to promote organizational innovation and achieve sustainable competitive advantages. This study examines the relationship between organizational innovation climate and employee innovative behavior by focusing on the mediating role of psychological ownership and the moderating role of task interdependence. The survey data were collected from the matched samples of 326 employees and their direct supervisors from 13 enterprises in Guangdong Province, China. The results indicate that organizational innovation climate is positively related to employee innovative behavior and that psychological ownership plays a fully mediating role between them. For the moderating effects, task interdependence positively moderates the relationship between organizational innovation climate and employees\' psychological ownership. The results also reveal an indirect effect of organizational innovation climate on employee innovative behavior through psychological ownership. Theoretical and practical implications are also discussed.

Personal competition among colleagues and co-workers has been observed in order to prove their professional superiority over others. Such behaviors have grave consequences on the overall team performance. The aim of this study was to investigate the role of personal competition on team performance incorporating the mediating role of the playing dumb behavior of knowledge hiding. The study has further checked the moderating effect of task interdependence on the relationship between personal competition and playing dumb. Data for the present study had been collected through questionnaires from the sports players actively associated with games through their educational institutes in China. The sample size of the study was 339, selected on the basis of convenience sampling. Smart PLS had been employed to analyze the data through structural equation modeling (SEM). The results of the study showed a strong impact of personal competition on team performance and the playing dumb variable. Furthermore, playing dumb has been found to have a strong mediating impact on team performance. The study has theoretically contributed to the literature of competition and performance by investigating the mediating role of playing dumb. The study also offers certain practical implications to the managers of the corporate world to devise such human resource policies that take appraisals from the colleagues so as to rectify the negative workplace behaviors and could be worked out accordingly.