Willing to Pay for Quality Personalization? Trade-off Between Quality and Privacy
Abstract We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types—encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one’s value to the organization). Conversely, leaders encouraging independent action decreased employees’ desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging self-development strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees’ self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences.
|Keywords||Autonomy, Empowering leadership, Empowerment, Fairness, Justice, Organization citizenship behavior, Procedural justice, Self-development|
|Persistent URL||dx.doi.org/10.1057/ejis.2012.13, hdl.handle.net/1765/37715|
Li, T., & Unger, T.. (2012). Willing to Pay for Quality Personalization? Trade-off Between Quality and Privacy. European Journal of Information Systems, 117(2), 235–248. doi:10.1057/ejis.2012.13