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Although previous studies have found that positive group affective tone is generally good for team creativity, the reported effects of negative group affective tone (NGAT) are mixed. Drawing on the team goal orientation composition literature, we propose that team trait learning goal orientation (TTLGO; aggregated level of team members' trait learning goal orientation) will moderate the relationship between NGAT and team creativity. Specifically, NGAT will be positively related to team creativity when TTLGO is high but becomes negative when TTLGO is low. We further theorize that team information exchange accounts for this moderating effect. Employing a multiple-source and time-lag design, we conducted two studies to test the hypotheses. In Study 1, we collected data from 270 information technology engineers working in 62 R&D teams in a software development company and examined the moderating effect of TTLGO on the NGAT-team creativity relationship. In Study 2, we replicated the findings of Study 1 and further tested the mediating role of team information exchange (i.e., Hypothesis 2) using data from 237 members of 43 diversified teams (e.g., R&D, advertising and marketing, technical services, and quality improvement). The results of these two studies support our hypotheses. Theoretical and practical implications for group affect and creativity literature are further discussed.

PurposeStatus is a key in the workplace. Although status is desirable when it has positive outcomes, little is known about its negative consequences. This study investigates both the bright and dark sides of workplace status in terms of employees' feelings and behaviors.Design/methodology/approachData were collected from 227 employees in various industries at two time points.FindingsWorkplace status is associated with knowledge hiding through two opposing mechanisms: felt obligation to share knowledge and feeling envied.Practical implicationsManagers may need to direct high-status employees' attention to felt obligation to share knowledge and shift their attention away from feeling envied.Originality/valueOur study enriches the understanding of workplace status by theoretically proposing and empirically testing a comprehensive framework that simultaneously considers its positive and negative impacts.

AbstractIn this essay, we honour the memory of Oliver Williamson by reflecting on Chiles and McMackin's 1996Academy of Management Reviewarticle 'Integrating variable risk preferences, trust, and transaction cost economics'. The article, which built on Williamson's work in transaction cost economics (TCE), went on to attract attention not only from the authors' home discipline of management and organisation studies, but also from other business disciplines, the professions and the social sciences. After revisiting the article's origins and core arguments, we turn to selectively (re)view TCE's development since 1996 through the lens of this article, focusing on trust, risk and subjective costs. We cover conceptual and empirical developments in each of these areas and reflect on how our review contributes to previous debates concerning trade-offs implicit in relaxing TCE's behavioural assumptions. We conclude by reflecting on key points of learning from our review and possible implications for future research.

Purpose
– The purpose of this paper is to examine the underlying exchange mechanisms between ethical leadership behavior and affective commitment. The authors hypothesized that ethical leadership behavior enhances perceived organizational support (POS), which then raises employee affective commitment. The authors further predicted that economic exchange weakens such indirect effect of ethical leadership on affective commitment via POS.


Design/methodology/approach
– Using a two-phase survey, the authors tested the hypotheses with a sample of 176 bank employees in Macau using hierarchical regression analysis and bootstrapping.


Findings
– POS was found to mediate the relationship between ethical leadership behavior and affective commitment, whereas economic exchange was found to moderate the ethical leadership behavior – POS relationship as well as its indirect effect on affective commitment via POS.


Originality/value
– By identifying POS as the mediator and economic exchange as the moderator, this study enhances our knowledge of the dynamics of multiple exchange mechanisms linking ethical leadership behavior to affective commitment.