To Invest or Not? The Role of Coworker Support and Trust in Daily Reciprocal Gain Spirals of Helping Behavior

By Jonathon R. B. Halbesleben, Anthony R. Wheeler. 2015

505 citations recorded by the source corpus.

Subfields: General Decision Sciences, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1e4d4135802f4a640197a2b0d7e5e23c174cfd78

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In General Decision Sciences

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, unknown): “That is, leaderswill be more likely to invest resources in their trusted employee (Colquitt, Scott, & LePine, 2007; Halbesleben & Wheeler, 2012) and more likely to help out their followers when they need them.”
It Isn’t Always Mutual (2015, methodology): “This proposition was tested in a study by Juvina et al. (2013) using repeated trials of variations on the prisoner’s dilemma.”
Intervening to Enhance Proactivity in Organizations: Improving the Present or Changing the Future (2018, methodology): “Resource management behavior is shaped by two factors: individuals’ perceptions of the availability of resources and their beliefs about the instrumentality of investing in future resources (Halbesleben & Wheeler, 2015).”
EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT (2017, background): “This results in a cycle of resource gain (Halbesleben & Wheeler, 2015) that elicits positive employee outcomes, from emotional well-being to performance and change adaptability (Bruque et al., 2016).”
Office Chit-Chat as a Social Ritual: The Uplifting Yet Distracting Effects of Daily Small Talk at Work (2020, background): “Interactions that produce positive emotions seed a socialexchangewhereindividualsseektoreciprocate their elevated emotions by benefiting their coworkers (Halbesleben & Wheeler, 2011, 2015).”
The Interaction Effect of Crisis Communication and Social Support on The Emotional Exhaustion of University Employees during the COVID-19 Crisis (2020, background): “Research has shown that 274 International Journal of Business Communication 59(2) coworker support is regarded as a key social resource that buffers employees from work stress (Charoensukmongkol et al., 2016; Halbesleben & Wheeler, 2015).”
Does enterprise social media use promote employee creativity and well-being? (2021, background): “The resulting gap between the demands and the employees ’ available capacity to deal with them can thus lead to various psychological and behavioral outcomes (Halbesleben & Wheeler, 2015).”
The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior (2017, background): “The employees would be expected to show reciprocal behavior as a response to the perceived leader’s behavior [19].”
Developing and Testing a Dynamic Model of Workplace Incivility Change (2017, methodology): “…psychology), the utility of this data-analytic technique has only recently been recognized by management and applied psychology researchers (e.g., Halbesleben & Wheeler, 2012; Huang, Zhao, Niu, Ashford, & Lee, 2013; Jones, King, Gilrane, McCausland, Cortina, & Grimm, 2013; Li, Fay, Frese, Harms,…”