Heesun Chae
Biographic Data
| ID | 5679135 |
|---|---|
| NAME | Heesun Chae |
| GIVEN NAMES | Heesun |
| FAMILY NAME | Chae |
| SIGNATURE | CHAE H |
| AFFILIATIONS | Pukyong National University |
| ORCID | 0000-0003-4748-8448 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
Proactive but not always creative
Leader prohibitive voice behavior and its effects on followers through leader identification and political skill
Prohibitive voice behavior plays a crucial role in organizational effectiveness by signaling previously undetected issues. However, individuals paradoxically perceive this behavior as difficult due to its emphasis on identifying harmful factors, which may lead to misinterpretation and other undesirable social consequences. Based on social learning theory, this study aims to identify how the leader’s prohibitive voice behavior affects the follower…
The Effects of Routinization on Radical and Incremental Creativity
An important question within the creativity literature is whether routinization inhibits individuals' creative performance. Scholars have concentrated on complex and demanding jobs that promote creativity while ignoring the potential effects of routinized activities on creativity. Moreover, little is known about the impact of routinization on creativity, and the few studies investigating this matter have reported inconclusive and inconsistent res…
Interactive effects of employee and coworker general self-efficacy on job performance and knowledge sharing
Guided by resource allocation theory and trait activation theory, we examined the relationships between a focal employee's general selfefficacy and the work outcomes of task performance and knowledge sharing. In particular, because coworkers play a critical role in activating the trait-like dimension of general self-efficacy, we investigated how the interactive effects between a focal employee's and their coworker's general self-efficacy influenc…
Routinization, free cognitive resources and creativity
In job design and creativity literature, challenging and complex jobs drive individual creativity, whereas routinization impedes creative outcomes. This study challenges this prevailing view by exploring the intermediate psychological mechanism and boundary conditions enabling the potential benefits of routinization to foster creativity in organizations. Routinization economizes employees’ use of resources in performing tasks, thereby generating …
Two facets of conscientiousness and the knowledge sharing dilemmas in the workplace
This study adopts self‐ and other‐centered approaches to explain how the two facets of conscientiousness (i.e., dutifulness and achievement striving) distinctly resolve knowledge sharing dilemmas among employees. It also explores how the critical social surroundings of employees (i.e., supervisor support and coworker support) neutralize or activate the effects of dutifulness and achievement striving on knowledge‐sharing behavior. Our analysis of …
When and why high performers feel job dissatisfaction
Our aim was to elucidate when and why high performers feel job dissatisfaction by taking a resource flow approach and focusing on team members' role overload (resource outflow) and relative leader–member exchange compared to other members (resource inflow). The sample comprised 136 supervisor–subordinate dyads, and we found that role overload decreased high performers' job satisfaction owing to the depletion of available resources, whereas leader…
Routinization, free cognitive resources and creativity
In job design and creativity literature, challenging and complex jobs drive individual creativity, whereas routinization impedes creative outcomes. This study challenges this prevailing view by exploring the intermediate psychological mechanism and boundary conditions enabling the potential benefits of routinization to foster creativity in organizations. Routinization economizes employees’ use of resources in performing tasks, thereby generating …
Two facets of conscientiousness and the knowledge sharing dilemmas in the workplace
This study adopts self‐ and other‐centered approaches to explain how the two facets of conscientiousness (i.e., dutifulness and achievement striving) distinctly resolve knowledge sharing dilemmas among employees. It also explores how the critical social surroundings of employees (i.e., supervisor support and coworker support) neutralize or activate the effects of dutifulness and achievement striving on knowledge‐sharing behavior. Our analysis of …
When and why high performers feel job dissatisfaction
Our aim was to elucidate when and why high performers feel job dissatisfaction by taking a resource flow approach and focusing on team members' role overload (resource outflow) and relative leader–member exchange compared to other members (resource inflow). The sample comprised 136 supervisor–subordinate dyads, and we found that role overload decreased high performers' job satisfaction owing to the depletion of available resources, whereas leader…
Two facets of conscientiousness and the knowledge sharing dilemmas in the workplace
This study adopts self‐ and other‐centered approaches to explain how the two facets of conscientiousness (i.e., dutifulness and achievement striving) distinctly resolve knowledge sharing dilemmas among employees. It also explores how the critical social surroundings of employees (i.e., supervisor support and coworker support) neutralize or activate the effects of dutifulness and achievement striving on knowledge‐sharing behavior. Our analysis of …
Routinization, free cognitive resources and creativity
In job design and creativity literature, challenging and complex jobs drive individual creativity, whereas routinization impedes creative outcomes. This study challenges this prevailing view by exploring the intermediate psychological mechanism and boundary conditions enabling the potential benefits of routinization to foster creativity in organizations. Routinization economizes employees’ use of resources in performing tasks, thereby generating …
Interactive effects of employee and coworker general self-efficacy on job performance and knowledge sharing
Guided by resource allocation theory and trait activation theory, we examined the relationships between a focal employee's general selfefficacy and the work outcomes of task performance and knowledge sharing. In particular, because coworkers play a critical role in activating the trait-like dimension of general self-efficacy, we investigated how the interactive effects between a focal employee's and their coworker's general self-efficacy influenc…
The Effects of Routinization on Radical and Incremental Creativity
An important question within the creativity literature is whether routinization inhibits individuals' creative performance. Scholars have concentrated on complex and demanding jobs that promote creativity while ignoring the potential effects of routinized activities on creativity. Moreover, little is known about the impact of routinization on creativity, and the few studies investigating this matter have reported inconclusive and inconsistent res…
Leader prohibitive voice behavior and its effects on followers through leader identification and political skill
Prohibitive voice behavior plays a crucial role in organizational effectiveness by signaling previously undetected issues. However, individuals paradoxically perceive this behavior as difficult due to its emphasis on identifying harmful factors, which may lead to misinterpretation and other undesirable social consequences. Based on social learning theory, this study aims to identify how the leader’s prohibitive voice behavior affects the follower…
Proactive but not always creative
Psychology (6 works) · Social Psychology (6 works) · Job Satisfaction and Organizational Behavior (5 works) · Management (5 works) · Social Psychology (5 works) · Supervisor (4 works) · Cognitive psychology (3 works) · Creativity in Education and Neuroscience (3 works) · Economics (3 works) · Creativity (2 works)