The Journal of applied psychology
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Reports an error in "Why and when hierarchy impacts team effectiveness: A meta-analytic integration" by Lindred L. Greer, Bart A. de Jong, Maartje E. Schouten and Jennifer E. ⋯ Additionally, we show that the negative relationship between hierarchy and team performance is exacerbated by aspects of the team structure (i.e., membership instability, skill differentiation) and the hierarchy itself (i.e., mutability), which make hierarchical teams prone to conflict. The predictions regarding the positive effect of hierarchy on team performance as mediated by coordination-enabling processes, and the moderating roles of several aspects of team tasks (i.e., interdependence, complexity) and the hierarchy (i.e., form) were not supported, with the exception that task ambiguity enhanced the positive effects of hierarchy. Given that our findings largely support dysfunctional views on hierarchy, future research is needed to understand when and why hierarchy may be more likely to live up to its purported functional benefits. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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We utilize the social intuitionist approach to moral judgment and moral disengagement theory to understand why and when employees sabotage customers. We contend that when customers mistreat employees (i.e., customer mistreatment), employees experience intuitive emotional reactions in the form of hostility, which automatically activates devaluation of targets, a specific facet of moral disengagement. In turn, employees become unencumbered by moral self-regulation and sabotage customers who mistreat them (i.e., customer-directed sabotage). ⋯ We test our theoretical model using a field sample of customer service employees and an experimental study to establish causality. Our results provide general support for our hypotheses. We discuss theoretical and practical implications and opportunities for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).