组织行为课件

组织行为专题吴隆增厦门大学管理学院管理系课程资料经典论文Smith,K.G.,&Hitt,M.A.(2005).GreatMindsinManagement:TheProcessofTheoryDevelopment,OxfordUniversityPress,NewYork,NY.北美商学院博士生管理理论Seminar的指定参考书，书中邀请了每个管理理论的奠基者或集大成者，详细阐述该管理理论的发展过程。

主流的管理学期刊管理学研究的目的、过程、范式和范围管理学研究的模型与设计要求什么是理论贡献？如何作出有理论贡献的研究（Theory）第一章主要内容1.主流的管理学类期刊TopManagementJournals(A+)AcademyofManagementJournalAcademyofManagementReviewAdministrativeScienceQuarterlyJournalofAppliedPsychologyStrategicManagementJournalTopManagementJournals(A)JournalofManagementJournalofManagementStudiesOrganizationalBehaviourandHumanDecisionProcessesOrganizationSciencePersonnelPsychologyJournalofInternationalBusinessStudiesVeryRespectableJournals(B+)HumanRelationsHumanResourceManagementJournalofOccupationalandOrganizationalPsychologyJournalofOrganizationalBehaviorJournalofVocationalBehaviorJournalofCross-culturalPsychologyJournalofBusinessEthicsJournalofBusinessVenturingETPJournalofProductInnovationManagementJournalofBusinessResearchOrganizationstudiesOtherTopJournalsMarketingJournalofMarketingJournalofMarketingResearchJournalofConsumerResearchMarketingScienceHospitalityInternationalJournalofHospitalityManagementCornellHospitalityQuarterlyTourismManagementAnnalsofTravelResearch2.管理学研究的目的、过程、范式和范围

2.1研究目的

Davis&Cosenza,1993控制

(control)预测(prediction)解释(explanation)叙述(description)报道(reporting)最高(highest)最低(lowest)

理解的程度(degreeofunderstanding)112.2研究的过程和方法(AnneTsui)

Scientificresearchisasystematic,controlled,empirical,andcriticalinvestigationofnaturalorsocialphenomena,thateither(a)isguidedbytheoryandhypothesesaboutthepresumedrelationsamongsuchphenomena;

orb)resultsintheoryandpropositionsaboutthepossiblerelationshipsamongsuchphenomena.121.ResearchQuestion研究问题3.TheoryandHypotheses理论和假设4.Theempiricalstudy实证研究2.Literaturereview文献回顾（1）演绎法deductive(从一般到特殊,Theory-driven)

演绎为推论形式之一种，其目的乃获得一个结论，而且结论必须跟随已设定之前提。一个正确而有效的演绎，必须辩释的形式是有效的而且前提为真的情况下才能成立。灯泡烧坏按下开关灯不亮;换上新灯泡，并按下开关，灯会亮(演绎)。绝大部分的实证研究(至少形式上)都是遵循演绎法Theory-drivenresearch（2）归纳法inductive(从特殊到一般,data-driven)经由一个以上特定事实，或一些证据，归纳出结论。结论乃在解释该事实，需事实支持结论。归纳法的本质：结论可能仅为一种假说。例如：个案法。按开关而灯不亮灯泡烧坏(归纳)绝大部分的案例研究都是采用归纳法OB领域:Data-drivenresearch的指责与争论?(ElickWong,JAP,2006)战略领域：Secondarydataanalyses，看菜吃饭，有问题吗？（3）演绎法与归纳法之结合—双轨反射思考方式

（doublemovementofreflectivethought,

JohnDewey）

当观察某种事实并问「为何如此」时，若观察者对发生的现象提出解释此时即已采行归纳法。而验证此假说是否对该项事实具有解释能力即为演绎法的过程。按开关而灯不亮灯泡烧坏(归纳)灯泡烧坏按下开关灯不亮；换上新灯泡，并按下开关，灯会亮(演绎)。最好:Theory-drivenResearch+访谈的数据次之：Theory-drivenResearch

再之：Data-drivenresearch包装成Theory-drivenResearch最后：Data-drivenresearch162.3“研究范围”与主要的变量Inter-firmlevel:firmtofirm,firmtoenvironmentFirmlevel:Strategy,structure,culture,processGrouplevel:process,structure,dynamicsIndividuallevel:attitudes,behavior,decision,perceptionCross-level: firm group individual firm individual individual group firm

IndividualleveloutcomesJobBehaviors:Jobperformance,organizationalcitizenshipbehavior,voicebehavior,resistance,creativity,innovativebehavior,proactivebehavior,presenteeism,absenteeism,problemdrinking,workplacedeviance,turnoverbehaviorFamilyoutcomes:Familyperformance,lifesatisfaction,familysatisfaction,familyunderminingCareeroutcomes:Careergrowth,careersatisfaction,careercommitmentJobAttitudes:Jobsatisfaction,leaveintension,affectivecommitmentPsychologicalwell-being:Emotionalexhaustion,jobtension,depression,Emotionaldistress,DepressedmoodsatworkFirmleveloutcomesFirmperformance,firminnovation,newproductdevelopmentperformance,Corporatesocialresponsibility,marketenter/exitbehavior资源一：IACMR中文官方网站的量表库

网址:

资源二：《组织管理研究》的英文网站

网址:

资源三：美国管理学会研究方法部的量表库

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/wiki/Main_PageServiceoutcomes:Serviceperformance,service-orientedOCBPersonality:Big-fivepersonalities(agreeableness,extroversion,conscientious,neuroticism,andopennesstoexperiences),coreself-evaluations,negativeandpositiveaffectivity,traitanger,self-determination,aggressivepersonality,narcissism,self-monitoring,马基雅维利主义,locusofcontrol,futureorientation,TypeAandB,interpersonalsensitivity,andcareerismorientationCulturevalues:collectivism,powerdistance,long-termorientation,大男子主义、uncertainavoidanceSelf-construal:dependentandinterdependentself-construalIndividualdifferencesValues:Self-transcendentvaluevs.self-enhancementvalueConservationvs.opennesstoexperienceAttributionstyles:hostileattributionbiasNeeds:needforaffiliation,needforpower,needforachievementReciprocitynorms:negativereciprocitynorms,exchangeideologyBoundary:work-familysegmentationpreferences,boundarystrengthathomework-familyintegrationSocialskillandpoliticalskillEmotionalintelligenceSituationalfactorsOrganizationalpoliticalperceptionsandpoliticalclimateOrganizationalJustice:procedural,interpersonalandoutcomejusticeLeadership:transformationalleadership,empoweringleadership,servantleadership,abusivesupervision,leaderomissionandextinctionbehavior,authenticleadershipWorkcharacteristics:taskinterdependence,taskcomplexityWorkplaceharassment:abusivesupervision,workplaceostracism,workplacegossip,workplaceincivility,workplacesexualharassmentHRMpractices:HPWS,commitmentorientedHRMs,executiveSHRMFirmstrategy:Marketorientation,learningorientation,differentiationstrategyTeamcharacteristicsTeamclimateandorganizationalcultureSocialexchangetheoryGuan-xiwiththesupervisorLeadermemberexchangeTrustinthesupervisorFeltobligationsSocialidentitytheoryOrganizationalidentificationPersonalidentificationInsiderstatues

SocialcapitaltheoryAccesstoinformation/AccesstoresourcesSocialcognitiontheoryPersonallearningandself-efficacyMotivationaltheoriesOrganizationalbasedself-esteem/Role-breathselfefficacy/creativeself-efficacyJobengagement/Intrinsicmotivation/Jobpassion/PsychologicalempowermentMediatorsNeedstheoriesFourhumanbasicNeedsBoundarytheoryWork-familyconflictWorkfamilyenrichmentOthermediatorsSocialstatusPsychologicalcontactbreachPsychologicalsafety

Psychologicalownership

PersonalreputationPersonalpowerMoraldisengagementRevengecognitionsJobEmbeddedness

OccupationalEmbeddedness

2.4“研究范式”

(>1500papersinAMJ)SurveyResearch

70%Secondarydataanalyses

20%Qualitativeandcasemethods5%

Laboratoryexperiments

4%Quasiexperiments

1%ADilemmainfollowinganestablishedparadigm(AnneTsui)

Thebenefit–itimprovescommunication,understanding,andaccumulationof(global)knowledge

Thecost–itlimitsthepossibilitydiscoveringsomethingnewanddifferent,orevenmayleadtoinaccurateknowledge

Thegoal–universalismwithparochialism–balanceandcreativity八股文3.管理学研究的模型与设计3.1ResearchModel(AnneTsui)Independent—Thecause,whetherDependent—TheeffectMediating—Theprocess,howModerating—Thecontext,whenControlThealternativecausesI.V.D.V.MedModControl背后的故事？273.2研究设计要点之一:方差控制(AnneTsui)

(1)TypesofvarianceSystematicvariance

Extraneousvariance

Errorvariance

Agoodresearchdesignshould:

Maximizesystematicvariance,Controlextraneousvariance,andMinimizeerrorvariance28(2).方差控制方法

(AnneTsui)MaximizesystematicvarianceThroughgoodexperimentalcontrolThroughastrongtheoryThroughsystematicsamplingControlextraneousvarianceThroughrandomizationormatchingofsubjectsThroughincludingmeaningfulcontrolvariablesMinimizeerrorvarianceThroughcontrolledconditionsThroughvalidmeasurementSurveyResearch(AnneTsui)

PerceptualreportsofselforotherindividualsorentityControlsystematicvarianceThroughsamplingtoensurevarianceontheI.V.,e.g.,leadershipstyleTheory

measurementtoensurethereisvarianceintheresponse.,e.g.,creativityControlextraneousvarianceThroughsamplingtoremoveunwantedvariance,e.g.,industryThroughidentifyingcontrolvariablesintheanalysis.StrengthsFlexible,easytoadminister,standardized,canbestatisticallyanalyzed.Canbeusedtoobtainfactualdata,measureinternalstatesuchasattitudes,values,beliefs,andperceptionsofobjects,eventsorattributesProblemsCommonmethodvarianceproblemValidityofsubjectivemeasuresAttributionbias问卷调查SecondaryDataAnalysis(AnneTsui)

UseexistingdatatostudyaquestionControlsystematicvariance:MakesurethatthedatasethasvarianceonallthevariablesthatyouwanttostudyControlextraneousvariance:Throughselectingasubsetofthedatatocontrolfortheseorincludecontrolvariables.Strengths:Usually,theseareobjectivedata,e.g.,financialdata.

Problems:Variablesmaynotmatchtheconstructsyouarestudying.二手数据313.3ResearchDesign:ValidityandReliability

(1)TypesofValidityConstructvalidityPresentwhenmeasureproducesresultsconsistentwithalternative(valid)measuresofsameconstruct

ContentvalidityCriterion-relatedvalidityConvergentvalidityDiscriminantvalidityInternalvalidityAbsenceofalternativeexplanationsExternalvalidityPresentwhencontrolvariablesdonotinteractwithcausalvariables,i.e.,resultswouldholdatothertimes,inothersettings,andwithotherindividuals打在了靶上32TypesofReliabilityInternalconsistencyAllitemsmeasurethesameconstructTest-retestCorrelationbetweenmeasuresovertimeParallelformCorrespondencebetweentwoparallelformsInter-observeragreementAgreementbetweentwoobserversorratersIndicesAlphacoefficientformultiple-itemscalesRwgforinter-rateragreementInter-coderagreementforcontentanalysis(2)Reliability稳定性4.Whataretheoreticalcontributions?

什么是理论贡献？(1)AcademyofManagementJournalFrom/amjnew/TobepublishedinAMJ,amanuscriptmustmakestrongempiricalandtheoreticalcontributionsandhighlightthesignificanceofthosecontributionstothemanagementfield.AllarticlespublishedintheAcademyofManagementJournalmust

alsomakestrongtheoreticalcontributions.MeaningfulnewimplicationsorinsightsfortheorymustbepresentinallAMJarticles,althoughsuchinsightsmaybedevelopedinavarietyofways(e.g.,falsificationofconventionalunderstanding,theorybuildingthroughinductiveorqualitativeresearch,firstempiricaltestingofatheory,meta-analysiswiththeoreticalimplications,constructivereplicationthatclarifiestheboundariesorrangeofatheory).AcademyofManagementJournalTheory:Doesthepapertest,create,orextendmanagementtheoryinameaningfulway?Doesthestudyinformorimproveourunderstandingofpriortheory?Aremajorconceptsclearlydefined?LiteratureReview:Doesthepaperciteappropriateliteratureandprovidepropercredittoexistingworkonthetopic?Ifnot,canyouofferimportantreferencesthattheauthorhasmissed?Doesthepapercontainanappropriatenumberofreferences(i.e.,neitherover-referencingnorunder-referencing)?Method:Dothesample,measures,methods,observations,procedures,andstatisticalanalysesensureinternalandexternalvalidity?Arethestatisticalproceduresusedcorrectlyandappropriately?Arethemajorassumptionsofthestatisticaltechniquesreasonablywellmet(i.e.,nomajorviolations)?Integration:Doesthestudyprovideagoodtestofthetheoryandhypotheses,orsufficientempiricalgroundsforbuildingnewtheory?Isthemethodchosen--eitherqualitativeorquantitative--appropriatefortheresearchquestionandtheory?Contribution:Doesthepapermakeanewandmeaningfulcontributiontothemanagementliteratureintermsoftheory,empiricalknowledge,andmanagementpractice?Isthetopicimportantandinteresting?Isthelengthofthepapercommensuratewithitscontribution?Citations:Haveyougivenproperreferenceorcitationtotheoriginalsourceofthecommentsthatyouwriteinthereviewiftheyaretakenfromothers'work(orevenyourown)?

(2)JournalofAppliedPsychologyManuscriptswillbeevaluatedaccordingtothefollowingcriteria:/journals/features/apl8813.pdf(a)significanceofthetheoreticalandmethodologicalcontributions,(b)degreetowhichthemanuscriptfitstheemphasisofJAP,(c)appropriatenessoftheliteraturereview,(d)adequacyofthedesignandexecutionofthestudy,(e)appropriatenessoftheanalysis,(f)qualityofthediscussionandinterpretationoftheresults,(g)clarityofpresentation,and(h)implicationsforpractice.Tomaketheoreticalcontributions,

thetheoreticalpart1.Youmusthaveatheory(astory)explainingtherelationshipsamongthedatayoureport2.RuleofparsimonyExplainingalldata(phenomena)inone(few)theory(ies)3.Managementresearchwelcomeswell-groundedtheoriesYoudonotneedtocreatebrandnewtheories;youcancreatenewtheoryorborrowtheoriesfromotherdisciplines.(3)So,whattheoryisandwhattheoryisnot?Whattheoryisnot?(Sutton&Staw,1995,ASQ)ReferencesarenottheoryDataarenottheoryListsofvariablesorconstructsarenottheoryDiagramsarenottheoryHypotheses(orpredictions)arenottheoryWhattheoryis?Theoryistheanswertoqueriesofwhy.Theoryisabouttheconnectionsamongphenomena,astoryaboutwhyacts,events,structure,andthoughtoccur.Theoryemphasizesthenatureofcausalrelationships,identifyingwhatcomesfirstaswellasthetimingofsuchevents.Strongtheory,inourview,delvesintounderlyingprocessessoastounderstandthesystematicreasonsforaparticularoccurrenceornonoccurrence.(p.378)Hypothesis1aIVDVbecause“YYY”Hypothesis1bIVMediatorDVbecause“YYY”Hypothesis1cIVDVisdependentona“moderator”because“YYY”YYYisthestoryandthetheoryI.V.D.V.ModMed(4)“理论写作范式”

本周的课程结束谢谢同学们的参与和关注！第一部分管理学研究应有的技能、策略和伦理主意事项第二部分如何做研究设计——“点带面”的研究第三部分如何快速地去掌握一个理论并加以运用第四部分一篇学术论文的形成全过程第二章内容1.1OB研究需要的四种能力模型构建能力(1/6)数据收集能力(1/6)强大的关系资源、充足的经费和良好的执行力

每次收集；3-5万/项目;500employeesand200supervisors如何保证质量：名单和过程管理（测谎题、问卷删除原则）数据分析和写作能力（方法学部分的写作）(1/6)理论运用和写作能力(1/2)第一部分管理学研究应有的技能、策略和主意事项模式：单干vs.合作共赢合作关键：技能互补（强过自己）+友谊Liu,Kwan,Wu三人行第二部分研究设计—做“面式”研究（1）传统的“点式”研究打一枪换一炮，今天做这个明天做那个由于分散，不利于积累，没有办法作出一系列的作品研究视角很局限，缺乏宏观的思维不懂借鉴别的领域的研究（2）“面式”研究扎实推进，一点一点获取成果由于集中，理论基础积累更好更快宏观的思维使得不再思维短路借鉴别的领域的研究1.“点式”v.s.“面式”研究前因后果调节机制中介机制层级：个体、团队、组织和跨层次

两面性:好与坏的相对性2.围绕概念做概念层次的创新vs.理论层次创新结合理论：Socialexchangetheory,socialidentitytheory,socialinterdependencetheory,socialcognitiontheory,socialcapitaltheory,self-esteemtheory,self-determinationtheory,componentialtheoryofcreativity,groupdiversitytheory,Person-situationinteraction,Boundarytheory,andneedstheory.3.一个成功的“面式”研究案例Abusivesupervision研究的起源和发展200020012002200320042005200620072008200920102011AbusivesupervisionJobmobilityOrganizationalJusticeEmployeeattitudes,Psychologicalhealth,Work-familyconflictTepper(2000)Abusivesupervision:thesustaineddisplayofhostileverbalandnon-verbalbehaviors,excludingphysicalcontact.SubjectiveassessmentSustainedHostileExcludingphysicalcontactContribution:Answerwhether,whyandwhenAbusivesupervisionConscientiousnessAgreeablenessFollowerresistanceTepper,Duffy,&Shaw(2001)ContributionBehaviorresponsesIndividual-basedboundaryconditions(traits)AbusivesupervisionOCBroledefinitionsProceduralJusticeOCBZellars,Tepper,&Duffy(2002)ContributionAnewtypeofbehaviorresponsesAnewtypeofindividual-basedboundaryconditions(cognition)PsychologicalcontactviolationHostileattributionbiasAbusivesupervisionFamilyunderminingHoobler&Brass(2005)ContributionAntecedentsKitthedogeffect:displaceaggressionFamilyundermining(familyoutcomes)AbusivesupervisionConscientiousAgreeablenessStressProblemdrinkingBamberger&Bacharach(2006)NeuroticismAgreeablenessConscientiousAgreeablenessContributionAnewantecedentTestoftwotypesoftheoreticalexplanationProceduraljusticeNegativeaffectivityDepressionAbusivesupervisionTepperetal.(2006)ContributionAntecedentsIncorporatingvictimcharacteristicsvictimprecipitationAbusivesupervisionUpwardmaintenancecommunicationRegulatorytacticsDirecttacticsPsychologicaldistressTepperetal.(2007)ContributionOurstudyisthefirsttoexplorerelationshipsbetweenabusivesupervisionandupwardmaintenancecommunication.(2)TheroleofupwardmaintenancecommunicationindeterminingthedistressofabusivesubordinatesAbusivesupervisionIngratiationNegativeoutcomesHarveyetal.(2007)ContributionLessiscurrentlyknownaboutpotentialmoderators,especiallywithrespecttofactorsthatcanmitigatetheadverseeffectsofabusivesupervision…PositiveaffectSupervisorperceptionsofInteractionaljusticeAuthoritarianleadershipstyleAbusivesupervisionSubproceduraljusticeAryeeetal.(2007)ContributionAntecedentsMediatingprocesses:adoptamultidimensionalviewoforganizationaljusticeSubinteractionaljusticePerformanceandOCBAbusivesupervisionMeaningofworkJobperformanceHarrisetal.(2007)ContributionPerformanceoutcomeMeaningofworkasamoderator概念评述性文章经典论文的面世：尤其是概念/量表刚面世后要抢跑相关领域的借鉴依据变量列表来找空缺，“面式”开发4.模型设计切入点6、组织行为学中的常用理论基础Socialexchangetheory,socialidentitytheory,socialinterdependencetheory,socialcognitiontheory,socialcapitaltheory,self-esteemtheory,self-determinationtheory,componentialtheoryofcreativity,groupdiversitytheory,Person-situationinteraction,Boundarytheory,Needstheory.第三部分如何快速地去掌握一个理论并加以运用1.传统的观念必须看经典，尤其是专著，越老越好（老中医,Blau,1964)必须精读所有相关的文献必须有深厚的理论功底后才能写出东西来（厚积薄发vs.掌握方法）2.现代的观念先掌握总体的理论框架，而后才是细节掌握学习理论的方法比知道理论本身更为重要不必精读所有的相关文献，只看与研究密切相关的文献以最新的评论性论文切入，节省时间（这种评论性论文很可能出自论文而非专著中，Google）Pierce,J.L.,andGardner,D.G.Organization-BasedSelf-EsteemLiteratureSelf-EsteemWithintheWorkandOrganizationalContext:AReviewoftheOrganization-BasedSelf-EsteemLiterature.JournalofManagement,2004,30:591–622.TheoryofOrganization-BasedSelf-Esteem(AtypeofMotivationtheory)Definitionofself-esteem:Self-esteemreferstoanindividual’soverallself-evaluationofhis/hercompetencies.Twocomponents:cognitiveandaffectivecomponents.Existsatdifferentlevelsofspecificity:

global,andtaskorsituation-specificself-esteemOBSE:Organization-basedself-esteem(OBSE)isdefinedasthedegreetowhichanindividualbelieveshim/herselftobecapable,significant,andworthyasanorganizationalmember.Lessmalleablethantask-specificself-esteem,butmoremalleablethanglobal.TheoryofOrganization-BasedSelf-EsteemAntecedents.Theliteratureontheoriginsofglobalself-esteemsuggestthatself-esteemisaffectedbyseveralforces.Thesedeterminantscanbecategorizedas：Theimplicitsignalssentbytheenvironmentalstructurestowhichoneisexposed;Mechanisticallydesignedsocialsystems:system-imposedcontrolBeliefsystems:incapabilityofindividualstoself-directandself-regulate(2)Messagessentfromsignificantothersinone’ssocialenvironment;OBSEis,inpart,asocialconstruction,shapedandmoldedaccordingtosocialmessagesabouttheselftransmittedbysignificantothers.Others’beliefsinfluenceone’sownbeliefsaboutoneself.(3)Theindividual’sfeelingsofefficacyandcompetencederivedfromhis/herdirectandpersonalexperiences(success-buildingroleconditions).PerformanceandattributionSelf-esteemiscentraltotheexplanationofemployeeattitudes(e.g.,jobsatisfaction),motivation,andperformance.Why?Severalself-regulatorymechanisms:Self-consistencymotivation(Korman,1970):MaximizetheirsenseofcognitivebalanceorconsistencySelf-enhancementmotivation(Dipboye,1977;Sedikidesetal.,

2003):Basicneedstoenhancetheirlevelofself-esteem.Difference:Damagecontrol(rational)vs.consistent(irrational)Acombination:Self-enhancementandSelf-protection(Korman,1970)ConsequencesTheoryofOrganization-BasedSelf-EsteemBehavioralplasticity(Brockner,1988):therearedifferencesinthedegreetowhichindividualsattendandreacttoexternalcues.Thedegreeofanindividual’sreactivitytoexternalcuesis,atleastinpart,causedbyself-esteem.Lowself-esteem:morebehaviorallyplastic(reactive)becauseindividualswithlowself-esteemexperiencemoreuncertaintyastothecorrectnessoftheirthoughts,feelings,andbehaviorsandthusrelymoreonexternalcuestoguidethem.ModerationTheoryofOrganization-BasedSelf-EsteemEmpiricaltestofthetheoryofOBSEAntecedentsConsequencesMediationModerationFutureresearch（Theory-basedresearch)(1)Self-regulatingmechanisms(2)OBSEfromadynamicsperspective(3)PersonalitytraitsandOBSE总结：总体框架+快速细节定位

+知晓理论空白WorkplacegossipOrganizational-basedself-esteemEmployeeoutcomesNegativeaffectivity如果你有下列的模型/构想，你会如何去运用OBSE理论呢？Self-esteemtheory

Pierce,J.L.,andGardner,D.G.Organization-BasedSelf-EsteemLiteratureSelf-EsteemWithintheWorkandOrganizationalContext:AReviewoftheOrganization-BasedSelf-EsteemLiterature.JournalofManagement,2004,30:591–622.SocialexchangetheoryCropanzano,R.,&Mitchell,M.S.2005.Socialexchangetheory:Aninterdisciplinaryreview.JournalofManagement,(31):874-900.

SocialidentitytheoryAshforth,B.E.,&Mael,F.1989.Socialidentitytheoryandtheorganization.AcademyofManagementReview,14:20-39.最新的理论评论性论文举例一篇学术论文的形成全过程及其写作技巧第四部分基本定位徐淑英和陈晓萍：大方向，基本理论，九阳神功自己：小技巧，掌握基本的生存的技能，狗爬I.V.D.V.ModMed1.摘要的写作手法要达到极其熟练的程度中文：职场排斥与组织公民行为英文：CHQ2.引言部分写作手法Frameworkforconstructingcontribution土办法：部分仅适用于中文西方正统的办法：Locke&Golden-Biddle,1997中文引言部分写作技巧（1）IVandDV:先引出IV还是DV？（a）注意研究视角的分类正面与负面、情绪与认知、冷暴力和热暴力等（b）注意大概念与小概念职场暴力与职场排斥；领导与辱虐管理（c）没人研究：新的前因与新的后果（理论和实践意义）（d）有人研究：缺陷（样本、方法、某一概念在中国情境下基本没有研究）（2）Mediator:如何引出？没有研究：提供理论视角，简要论证IV-Me,ME-DV的关系有研究：提供alternativemediatingpath（缺点）（3）Moderator:如何引出？根据中介的理论来，尽量中介和调节用一个理论实在没有理论，也应该搞一个perspective出来Process1Constructingintertextualcoherence

Synthesizedcoherence–drawingconnectionsbetweenworksnottypicallybroughttogether;consensus(Liu,AMJ,hintrelationships)

Progressivecoherence–drawingonworkalreadylinkedbysharedtheoreticalperspectives/methodsinresearchareasadvancedovertime;consensus(Zellars,Tepper,&Duffy,JAP,2002;consistentrelationships)

Noncoherence–drawingconnectionsbetweenworksbelongingtocommonresearchprogrambutlinkedbydisagreement;dissensus(Treadwayetal.,2007,JAP;inconsistentrelationships)Process2Problematizingthesituation

Callsintoquestiontheparticularintertextualfieldconstructedtolocatethework.Signifyhowmuchthecontributionofpresentstudymattersbyturningonextantliteraturetocreatea‘gap’Incompleteness–extantliteratureisnotfinishedandpresentstudywillfurtherspecifyit;specifying(additionaloutcomes,seeZellars,Tepper,&Duffy,2002,JAP)

Inadequacy–extantliteraturedoesnotsufficientlyincorporatedifferentperspectivesandviewsofphenomenonunderinvestigation;illuminatingoversights(Wongetal.,2006,JAP,differenttypesofantecedentsormediators)

Incommensurability–extantliteratureiswrong,havingamisguidedperspectiveorhavingmovedinwrongdirection;directadvocacyofalternativethesesregardedas