Integrating the bright and dark sides of ocb: : A daily investigation of the benefits and costs of helping others

By Joel Koopman, Klodiana Lanaj, Brent A. Scott. 2016

535 citations recorded by the source corpus.

Subfields: Applied Psychology, Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/08b5fa1a31579dcdb5b7f4dba597ba926139e9c7

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In Applied Psychology

In Experimental and Cognitive Psychology

In Social Psychology

Citations in the corpus

Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain (2021, background): “Indeed, research shows that there are personal costs to daily helping (e.g., Koopman et al., 2016).”
The Short-lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement (2017, methodology): “In line with recent studies (e.g., Bono et al., 2013; Koopman et al., 2016), our research also expands the scope of this theory by examining a prevalent daily phenomenon that has implications for supervisors’ personal resources.”
HEAVY IS THE HEAD THAT WEARS THE CROWN: AN ACTOR-CENTRIC APPROACH TO DAILY PSYCHOLOGICAL POWER, ABUSIVE LEADER BEHAVIOR, AND PERCEIVED INCIVILITY (2017, methodology): “Similar to Koopman, Lanaj, and Scott (2016), who used these items in a daily study similar to this one, we adapted these items by asking participants to rate their performance at work that day.”
Is Consistently Unfair Better than Sporadically Fair? An Investigation of Justice Variability and Stress (2017, methodology): “For testingmoderatedmediation, we extended the above procedure to test indirect effects where the magnitude of the first-stage coefficientwas calculated at lower (21 SD) and higher (11 SD) values of the cross-level moderator (Koopman et al., 2016; Lanaj et al., 2014).”
How Does Workplace Helping Behavior Step Up or Slack Off? Integrating Enrichment-Based and Depletion-Based Perspectives (2018, background): “That is, helping behavior interrupts help providers’ work routines, resulting in task goal disruption, increased time pressure, and, ultimately, emotional exhaustion (Bergeron, 2007; Bolino & Turnley, 2005; Ellington et al., 2014; Koopman et al., 2016; Lanaj et al., 2016; Rubin et al., 2013).”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “…leadersbehavetransformationallyconstitutewhat WeissandCropanzano(1996)referredtoasan “ affective event, ” a significant event at work that evokes emotional reactions (see Breevaart et al., 2016; Johnson et al., 2012; Lanaj et al., 2016; Tims et al., 2011).”
A Meta-Analysis Integrating 25 Years of Diversity Climate Research (2020, background): “For instance, seven of the nine items in the McKay et al. (2007) diversity climate scale explicitly include the terms diverse or diversity, whereas not a single item in Nishii’s (2013) climate for inclusion scale contains these terms. Likewise, five of the items in the organizational subscale of the”
Office Chit-Chat as a Social Ritual: The Uplifting Yet Distracting Effects of Daily Small Talk at Work (2020, background): “…mediation,wefollowedPreacher,Zyphur,andZhang (2010)andSeligandPreacher(2008)andusedaMonte Carlobootstrapapproachwith20,000simulated bias-corrected parameter estimates to calculate 95% confidence intervals (CIs) around our indirect and conditional indirect effects (e.g., Koopman et al., 2016).”