Vicarious or direct? Testing experiences of interpersonal deviance and employees’ defensive strategies at work

dc.cclicenceCC-BY-NC-NDen
dc.contributor.authorArshad, Mamoona
dc.contributor.authorMalik, M. A. R
dc.date.acceptance2023-02-21
dc.date.accessioned2023-05-26T08:36:19Z
dc.date.available2023-05-26T08:36:19Z
dc.date.issued2023-04-24
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI linken
dc.description.abstractThe interpersonal deviance (ID) literature has mainly relied upon the conservation of resource (COR) theory that explains the dissemination of stressful cues. While literature concerning resource investment decisions at work exists, how and when individuals enter defensive mode is a relatively less researched area. We investigate the effects of two forms of interpersonal deviant experiences, namely, vicarious ID and direct ID that results in self-serving behavior—a defensive withdrawal. We analyzed two waves of 346 subordinate– supervisor pairs. Multilevel path modeling exhibited an indirect effect from direct ID to self-serving behavior via communion striving. On the other hand, there was no indirect effect of vicarious ID on self-serving behavior via communion striving. The results reveal that direct ID is a crucial factor in explaining defensive strategies at work, whereas the effects of vicarious ID are contingent upon certain boundary conditions. Given that, findings show vicarious ID was positively related to communion striving for employees with low relational identification and high susceptibility to emotional contagion. We offer new insights into ID and COR literature by providing important implications for theory and practice.en
dc.funderNo external funderen
dc.identifier.citationArshad, M. and Malik, M.A.R. (2023) Vicarious or direct? Testing experiences of interpersonal deviance and employees’ defensive strategies at work. International Journal of Stress Management, 30 (2), pp. 184-194en
dc.identifier.doihttps://doi.org/10.1037/str0000293
dc.identifier.issn1573-3424
dc.identifier.urihttps://hdl.handle.net/2086/22959
dc.language.isoenen
dc.peerreviewedYesen
dc.publisherAmerican Psychological Associationen
dc.subjectinterpersonal devianceen
dc.subjectconservation of resource theoryen
dc.subjectcommunion strivingen
dc.subjectrelational identificationen
dc.subjectsusceptibility to emotional contagionen
dc.titleVicarious or direct? Testing experiences of interpersonal deviance and employees’ defensive strategies at worken
dc.typeArticleen

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