管理工程学报2025，Vol.39Issue(3)：44-57,14.DOI:10.13587/j.cnki.jieem.2025.03.004
"好公民"还是"坏苹果"?吹哨行为对团队关系冲突的双元影响机制
"Good citizen"or"Bad apple"?The dual effects of whistleblowing on team relationship conflict
摘要
Abstract
Despite the seemingly trivial nature of misconducts,failure to rectify them adequately may result in organizational members passively accepting and disregarding the covert norms,or even actively engaging in them for personal advantage.As these minor issues accumulate and eventually necessitate public disclosure,the organization will face a crisis,thereby inflicting harm upon the lives and property of the general public.Organizations can effectively mitigate misconducts through top-down management control methods,such as cultural construction and moral training.However,the presence of hidden rules beyond the purview of explicit laws and regulations introduces ambiguity in the punishment of misconduct.Consequently,relying solely on traditional management controls becomes challenging in the endeavor to curb misconducts. Numerous empirical studies have demonstrated the efficacy of whistleblowing as an ethical management tool within organizations.Nevertheless,As of right now,there are relatively few researches regarding the effects of emotion regulation strategies on the emotional response of team members after witnessing or indirectly contacting whistleblowers.Drawing upon the cognitive appraisal theory of emotion,this study perceives whistleblowing as an environmental occurrence that elicits an emotional response among team members.Further,the theory of emotion regulation process emphasizes that emotions occur as a result of a process,in which individual emotion regulation strategies influence how emotions are experienced and expressed.The daily interaction among team members can intensify emotions,akin to the impact of a stone thrown into a tranquil lake,leading to a ripple effect that shapes the emotional atmosphere within the team,which influences the team's cognitive evaluation and relationship dynamics.Therefore,the appraisal of whistleblowing as either a challenge or a hindrance by team members will yield distinct consequences for team dynamics and collaborative conduct.It is important to acknowledge that whistleblowing can potentially elicit emotional responses among team members,thereby impacting interpersonal relationships.Consequently,in order to enhance the ethical framework of an organization in a systematic manner,it is imperative to prioritize a comprehensive and in-depth comprehension of the post-effects mechanism associated with whistleblowing. Drawing upon the aforementioned background and theoretical framework,we propose our hypothesis,positing that whistleblowing negatively predicts team relationship conflict via challenge appraisal,and positively predicts team relationship conflict via hinder appraisal.Additionally,whistleblowing negatively predicts team relationship conflicts via challenge appraisal,and positively predicts team relationship conflicts via hinder appraisal.Furthermore,we test our hypothesis based on the empirical analysis of 84 team samples collected at three time points,the following conclusions are drawn:1)Whistleblowing negatively predicts team relationship conflict through challenge appraisal,and positively predicts team relationship conflict through hinder appraisal;2)Whistleblowing negatively predicts team relationship conflicts via challenge appraisal,and positively predicts team relationship conflicts via hinder appraisal.Specifically,when whistleblowing occurs,team members with high cognitive reappraisal are more likely to make challenge appraisal,thereby reducing team relationship conflict;team members with high expression suppression are more likely to make hinder appraisal,thereby increasing team relationship conflict. The primary contributions of the current research are as follows:Firstly,it conducts an analysis and discussion on the post-effects of whistleblowing at the team level,addressing the concerns raised by scholars like Lim.This study aims to enhance the comprehension of the mechanisms underlying the after-effects of whistleblowing behavior and offer valuable insights for future researchers investigating the after-effects and their mechanisms of whistleblowing;Secondly,This paper examines the consequential mechanism of whistleblowing.It elucidates the dual aspects of whistleblowing,addresses the inconsistencies found in prior research findings,and enhances the understanding of the subsequent effects of whistleblowing behavior.Furthermore,whistleblowing is approached as an emotional event,and drawing upon the cognitive appraisal theory of emotion,this study delves into the mediation variables of hindrance appraisal and challenge appraisal to deepen the understanding of the relationship between whistleblowing behavior and team relationship conflict.Last,two emotion regulation strategies,cognitive reappraisal and expression suppression,are introduced to investigate their moderate roles in the mechanism of whistleblowing on team relationship conflict,and the boundary conditions between whistleblowing and team relationship conflict are further clarified.关键词
吹哨行为/情绪认知评价理论/团队关系冲突/情绪调节策略Key words
Whistleblowing/Cognitive appraisal theory of emotion/Team relationship conflict/Emotion regulation strategies分类
管理科学引用本文复制引用
于维娜,李冬冬,李敏.."好公民"还是"坏苹果"?吹哨行为对团队关系冲突的双元影响机制[J].管理工程学报,2025,39(3):44-57,14.基金项目
国家自然科学基金项目(71802118) （71802118）
国家社会科学基金项目(22FGLB096) The National Natural Science Foundation of China(71802118) （22FGLB096）
The National Social Science Foundation of China(22FGLB096) （22FGLB096）
