Territoriality, motivational climate, and idea implementation: We reap what we sow

Huo, WW; Yi, H; Men, C; Luo, J; Li, X; Tam, KL

Territoriality, motivational climate, and idea implementation: We reap what we sow

Huo, WW Yi, H Men, C Luo, J Li, X Tam, KL

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Publication Type:: Journal Article
Citation:: Social Behavior and Personality, 2017, 45 (11), pp. 1919 - 1932
Issue Date:: 2017-01-01

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Field	Value	Language
dc.contributor.author	Huo, WW	en_US
dc.contributor.author	Yi, H	en_US
dc.contributor.author	Men, C	en_US
dc.contributor.author	Luo, J	en_US
dc.contributor.author	Li, X	en_US
dc.contributor.author	Tam, KL	en_US
dc.date.issued	2017-01-01	en_US
dc.identifier.citation	Social Behavior and Personality, 2017, 45 (11), pp. 1919 - 1932	en_US
dc.identifier.issn	0301-2212	en_US
dc.identifier.uri	http://hdl.handle.net/10453/127045
dc.description.abstract	© 2017 Scientific Journal Publishers Limited. All Rights Reserved. Drawing on the integrated perspectives of territoriality and motivational climate, we explored the relationship between employees’ territoriality and idea implementation. We tested our model with 46 research and development teams in China, comprising 359 employees and their supervisors, who completed measures of territoriality, social alienation, motivational climate (specifically, performance climate and mastery climate), and idea implementation. The results showed that social alienation mediated the relationship between territoriality and idea implementation, and that mastery climate and performance climate moderated the positive relationship between territoriality and social alienation. Our findings not only provide insight into the relationship between territoriality and idea implementation, but also clarify the effect of motivational climate on this relationship. Implications for practice and future research are discussed.	en_US
dc.relation.ispartof	Social Behavior and Personality	en_US
dc.relation.isbasedon	10.2224/sbp.6849	en_US
dc.subject.classification	Social Psychology	en_US
dc.title	Territoriality, motivational climate, and idea implementation: We reap what we sow	en_US
dc.type	Journal Article
utslib.citation.volume	11	en_US
utslib.citation.volume	45	en_US
utslib.for	1701 Psychology	en_US
utslib.for	1702 Cognitive Sciences	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Provost
pubs.organisational-group	/University of Technology Sydney/Provost/Jumbunna
utslib.copyright.status	open_access
pubs.issue	11	en_US
pubs.publication-status	Published	en_US
pubs.volume	45	en_US

Abstract:

© 2017 Scientific Journal Publishers Limited. All Rights Reserved. Drawing on the integrated perspectives of territoriality and motivational climate, we explored the relationship between employees’ territoriality and idea implementation. We tested our model with 46 research and development teams in China, comprising 359 employees and their supervisors, who completed measures of territoriality, social alienation, motivational climate (specifically, performance climate and mastery climate), and idea implementation. The results showed that social alienation mediated the relationship between territoriality and idea implementation, and that mastery climate and performance climate moderated the positive relationship between territoriality and social alienation. Our findings not only provide insight into the relationship between territoriality and idea implementation, but also clarify the effect of motivational climate on this relationship. Implications for practice and future research are discussed.

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http://hdl.handle.net/10453/127045