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Drawing on conservation of resources theory and ego-depletion theory, this study explored the impact of crisis-driven organizational change (i.e., re-engineering, restructuring, and salary benefit cuts) on abusive supervision. We analyzed data from 323 frontline aircrew using structural equation modeling and developed a scale for crisis-driven organizational change using a separate dataset from 264 respondents. Results showed that a perceived hostile climate mediated the relationship between crisis-driven organizational change and abusive supervision. Salary benefit cuts had a partial mediating effect, while re-engineering and restructuring had a full mediating effect. Moreover, seniority based resource allocation moderated the impact of restructuring on abusive supervision, such that restructuring was associated with increased abusive supervision under conditions of minimal seniority-based allocation, whereas abusive supervision decreased when allocation relied heavily on seniority. This research deepens understanding of the contextual antecedents underlying abusive supervision and underscores the importance of resource distribution in shaping hierarchical dynamics during crises.

This study proposes and empirically tests a more elaborate model for feedback-seeking behavior (FSB) by including new potential predictors (perceived overqualification, hostile attributional style, and overwork climate) involved with a range of entitlement forms. As well, it aims to identify the extent to which FSB varies within its boundary conditions (i.e., regulatory foci, mutual recognition respect, and motivational climate). A series of hierarchical, moderated regression analyses were used to explore the hypotheses. Data were collected from a stratified sample of 444 employees working largely in manufacturing and IT service industries in eastern China. A hostile attributional style and an overwork climate negatively impact FSB. Although perceived overqualification does not have a direct effect, its interaction with a prevention focus (rather than a promotion focus) easily induces FSB. From the use of the influential predictors and moderators, a thorough understanding of their effects on FSB not only neutralizes the concern over reducing employees’ FSB, but also assists in providing possibilities to create a feedback-rich culture. We provide some insights on how an inflated sense of entitlement can be extended to understand the evolving nature of FSB through another feedback-seeking motive behind the instrumental one. As a different attempt, it adds further value in ongoing feedback research by showing the conditional impacts on such behaviors.