Leaders' guanxi human resource management (HRM) practices are prevalent in East Asian organizational contexts shaped by Confucian culture. In such settings, leaders often allocate limited resources to beneficiaries with whom they share guanxi, at the expense of victims who lose access to those resources. While prior research has primarily focused on the self-directed consequences of leaders' guanxi HRM practices for victims, much less attention has been paid to the other-directed behavioral responses-particularly from the perspective of interactions between guanxi victims and beneficiaries. Drawing from theories of social comparison and dual-system self-control, this paper develops a theoretical model to elucidate how and when leaders' guanxi HRM practices lead victims to ostracize beneficiaries. Across three studies conducted with Chinese samples, we found that leaders' guanxi HRM practices elicit both contempt (via downward comparison) and envy (via upward comparison) toward beneficiaries among victims, which in turn lead to ostracism of beneficiaries. Moreover, victims' orientation toward superficial harmony was found to weaken the relationship between contempt and ostracism, although its moderating effect on envy-ostracism was not significant. The stronger the victim's tendency toward superficial harmony, the weaker the indirect effect of leaders' guanxi HRM practices on their ostracism toward beneficiaries via contempt. This paper advances the literature on guanxi HRM practices by shifting the focus from intra-individual to interpersonal consequences and provides practical insights for managers to optimize guanxi-based human resource decisions.

家族企业实际控制人于任职期间意外离世会对组织产生极大冲击，如何塑造韧性以应对此类突发事件是现代家族企业面临的治理难题。对中国历史上10个政治大一统朝代的史料数据进行多水平计量统计分析，并结合扎根理论方法探索实控人骤然离世后影响组织韧性的特征要素，构建出贯通古今的“家族—从属双系统”理论模型。在此基础上，采用NCA和fsQCA方法，剖析28家案例企业双系统特征要素的复杂耦合机制对组织韧性的多重并发因果路径。研究表明，在实控人突然离世背景下，家族—从属双系统协同应对内外部冲击：家族系统“关系融合”、从属系统“协同规约”特征要素发挥核心作用(稳健共济型组态)时，或家族系统“代际致治”、从属系统“转换绸缪”特征要素发挥核心作用(独挽狂澜型组态)时组织韧性较强。研究提供了家族企业组织韧性形成条件的异质性解释，深化了对组织整体韧性和局部特征要素之间关系的系统性认识，为组织应对家族性突发事件提供了借鉴和参考。

PurposeSome scholars argue that wrongdoers with high hierarchical levels are less likely to be subjected to negative gossip in comparison to wrongdoers with low hierarchical levels, others hold the opposing view. To reconcile these conflicting views, we explored whether wrongdoers' hierarchical levels were associated with observers' negative gossip behavior and in what manner, from an attributional perspective.Design/methodology/approachTwo different experiments were conducted with 200 and 240 participants respectively, all of whom were from China. This study conducted two-way analysis of variance (ANOVA), hierarchical regression analysis and bootstrapping approach to test the hypotheses.FindingsThe results indicate that the direction of the effect of wrongdoers' hierarchical levels on observers' negative gossip behavior is dependent on the hierarchical type (i.e. power hierarchy and status hierarchy). When the hierarchical type is a power hierarchy, the wrongdoers' hierarchical levels positively affect the observers' negative gossip behavior due to the observers' increased intentionality attributions and unethical perception; when the hierarchical type is a status hierarchy, the wrongdoers' hierarchical levels have a negative effect on the observers' negative gossip behavior, due to the observers' inhibiting intentionality attributions and unethical perception.Originality/valueThese results reconcile previous inconsistent conclusions and establish a theoretical reference on the mechanism in which different types of wrongdoers' hierarchy have differential impacts on observers' judgment and behaviors.

PurposeDebate persists regarding the transformation between team task conflict and relationship conflict. Based on conflict spiral and team effectiveness theory, this study aims to explore whether and when these conflicts transform over time.Design/methodology/approachTo address endogeneity in existing research and to test theoretical model, the authors conduct a two-stage structural equation modeling meta-analysis using a cross-lagged panel model based on 32 longitudinal studies (N = 2361).FindingsThe meta-analytic results are as follows: (a) Early team task conflict leads to an increased subsequent relationship conflict while controlling for another form of conflict at each time point (Time 1 and Time 2). This relationship is positively moderated by team size and negatively moderated by interdependence, but not moderated by time lag. Specifically, task conflict generates higher levels of relationship conflict in larger teams or teams with lower interdependence. (b) While controlling for another form of conflict at each time point, early relationship conflict within teams does not significantly relate to task conflict over time. Team size, interdependence and time lag do not significantly moderate this relationship.Research limitations/implicationsThese findings help scholars better understand team conflict transformation processes and present managerial implications for practitioners. The limited sample sizes precluded the exploration of more moderators and the interactions among them.Originality/valueThe uniqueness of this paper is related to its effort in clarifying the temporal precedence of two forms of conflict, reconciling previous inconsistencies in conflict transformation by exploring moderators and addressing endogeneity in existing research.

在中国情境中,儒家关系主义注重人情与关系的重要性,为任人唯亲型领导行为的合法性奠定了一定的社会和文化基础。组织公平主义则注重组织成员贤能的重要性,提倡领导应当采取任人唯贤型领导行为。以往研究者多将唯亲型和唯贤型领导行为作为两种对立的领导行为,独立考察二者对领导有效性的影响,却忽视了―亲‖、―贤‖实际上是中国领导者在日常工作中需要兼顾的两个重要因素。基于以上不足,本研究通过对中国本土关系文化和西方公平管理思想的辩证分析,指出了这两者分别存在的利弊之处。根据中国传统的阴阳理论,本研究将这两者有机结合,构建了亲贤兼顾型领导行为这一构念。这是一种基于中国传统阴阳理论的行为,强调领导者在做出决策时在关系、公平两者之间的平衡,这种行为在工作场所中普遍存在。为了进一步加深理解,本研究通过两个子研究构建了亲贤兼顾型领导行为及其测量量表,并验证了其对领导地位的影响。本研究首先构建了亲贤兼顾型领导行为的构念,并通过归纳和演绎、构念内容效度的检验、探索性因子分析（EFA）以及验证性因子分析（CFA）等过程,进一步构建了其测量量表。在此基础之上,本研究通过问卷调查法探讨了亲贤兼顾型领导行为对领导地位的影响,并进一步探索了这一过程的作用机制和边界条件。量表构建的结果表明亲贤兼顾型领导行为的测量量表具有良好的信效度。模型验证的结果表明:（1）亲贤兼顾型领导行为对领导在组织中的绩效具有积极影响,且在控制了唯亲和唯贤两种领导行为之后,亲贤兼顾型领导行为依然能够产生额外的解释力。（2）亲贤兼顾型领导行为能够通过提升领导绩效来影响领导者在组织中的地位。（3）工作复杂性调节了这种中介作用,即与复杂程度较高的工作任务相比,在面对复杂程度较低的工作任务时,领导的亲贤兼顾行为会更好地通过绩效来提升领导地位。本研究的研究结果具有重要的现实意义。一方面,这些研究结果为亲贤兼顾型领导行为的合法性奠定了基础,有助于研究者和组织中的实践者更加全面地看待关系和公平两种具有不同文化底蕴的管理方式。另一方面,本研究对于亲贤兼顾型领导行为和领导地位之间关系的研究也为领导在组织中维持和提升地位提供了理论指导。

职场负面八卦是指发生在职场中的对不在场的第三人的负面评价性言论。职场负面八卦在职场中普遍存在,并对组织中的员工产生了重要影响,这种影响既有正面的也有负面的。以往研究多关注职场负面八卦的消极影响,忽视了其对组织可能带来积极的影响。因此,与以往研究不同,本研究旨在检验职场负面八卦可能带来的积极影响,探索其中可能存在的中介机制和边界条件,并通过三个研究对研究假设进行验证。首先,实验1（N=129）通过学生样本验证了职场负面八卦对职场偏离行为的约束作用。结果表明,个体在表现出职场偏离行为后,当其感知到其偏离行为被其他同事负面八卦时,会产生更多的减少职场偏离行为的意愿。同时,实验1也发现个体的担忧情绪显著中介了职场负面八卦与职场偏离行为之间的关系。其次,实验2（N=221）通过在职员工样本检验了权力对职场负面八卦与担忧情绪、面子之间关系的调节作用。结果发现,对于拥有高权力的个体而言,当其感知到关于其偏离行为的职场负面八卦后,会产生较少的担忧情绪和较低的面子威胁。同时,实验2也成功检验了有调节的中介效应模型。再次,实验3（N=218）同样通过在职员工样本来检验地位的调节作用和有调节的中介效应模型。研究发现地位负向调节了职场负面八卦与减少职场偏离行为意愿之间的关系,高地位者减少职场偏离行为的意愿明显低于低地位者。从理论视角来看,本研究丰富了职场负面八卦的相关研究,并指出了职场负面八卦的正面约束作用,有利于拓展职场负面八卦的研究领域;从实践视角来看,本研究有利于帮助管理者重新审视职场负面八卦,认识到职场负面八卦的正面作用,也为职场偏离行为的防控提供了一种有效方式。

在组织行为领域,元分析研究通常涉及多变量关系分析,导致研究者不可避免地需要明确不同预测变量对因变量的相对贡献,即进行相对重要性分析,以确定对因变量贡献更大的预测变量或证明构念的研究价值。然而,基于近十年发表在组织行为领域元分析中的文献,本研究发现不少研究者未能意识到因变量类型、相对重要性分析方法、抽样和测量误差对相对重要性分析结果的可靠性带来的影响,导致对此方法感兴趣的元分析研究者难以使用规范的流程开展相对重要性分析。因此,本研究基于组织行为元分析中相对重要性分析的应用现状和真实的元分析数据,着重介绍能够在单一因变量元分析中处理多重共线性问题的优势分析、相对权重分析方法的原理、优势、差异、适用研究问题和显著性检验,以及这两种方法在组合因变量元分析中的拓展。此外,提供在元分析中进行相对重要性分析的实施程序,为组织管理领域元分析研究者开展规范有效的相对重要性分析提供理论依据。

权力接近-抑制行为理论是解释权力和行为关系的重要理论,但应用该理论的实证研究却存在与理论相矛盾的结论。通过对2003～2023年探索权力与接近和抑制行为关系的154篇文献、245个实证样本的261个效应值的元分析整合,本研究检验了权力与接近-抑制行为关系的双刃剑作用机制及边界条件,以期解释以往研究结论不一致的原因。结果显示权力与接近-抑制行为的关系具有双刃剑效应,客观权力既会通过主观权力间接增加接近行为并减少抑制行为,也会对抑制行为产生直接的促进作用,且主观权力对行为的解释力强于客观权力。调节效应结果显示,权力距离能够加强主观权力对接近行为的正向影响,并强化主观权力对抑制行为的负向影响。上述结论有助于深化和拓展权力接近-抑制行为理论框架。