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Despite recent growth of research on the effects of prosocial media, processes underlying these effects are not well understood. Two studies explored theoretically relevant mediators and moderators of the effects of prosocial media on helping. Study 1 examined associations among prosocial- and violent-media use, empathy, and helping in samples from seven countries. Prosocial-media use was positively associated with helping. This effect was mediated by empathy and was similar across cultures. Study 2 explored longitudinal relations among prosocial-video-game use, violent-video-game use, empathy, and helping in a large sample of Singaporean children and adolescents measured three times across 2 years. Path analyses showed significant longitudinal effects of prosocial- and violent-video-game use on prosocial behavior through empathy. Latent-growth-curve modeling for the 2-year period revealed that change in video-game use significantly affected change in helping, and that this relationship was mediated by change in empathy.

In today’s marketplace, consumers want brands to take a stand on sociopolitical issues. When brands match activist messaging, purpose, and values with prosocial corporate practice, they engage in authentic brand activism, creating the most potential for social change and the largest gains in brand equity. In contrast, brands that detach their activist messaging from their purpose, values, and practice are enacting inauthentic brand activism through the practice of “woke washing,” potentially misleading consumers with their claims, damaging both their brand equity and potential for social change. First, the authors draw on theory to inform a typology of brand activism to determine how, and when, a brand engaging with a sociopolitical cause can be viewed as authentic. Second, a theory-driven framework identifies moderate, optimal incongruence between brand and cause as a boundary condition, showing how brand activists may strengthen outcomes in an increasingly crowded marketplace. Third, the authors explore important policy and practice implications for current and aspiring brand activists, from specific brand-level standards in marketing efforts to third-party certifications and public sector partnerships.

A number of studies have shown that prosocial behavior is associated with enhanced well-being, but most prior experimental studies have involved actual or potential face-to-face contact with the beneficiary. To establish that it is prosocial behavior itself , and not only an increased sense of social relatedness to the recipient that improves well-being, participants (n = 76) were invited to play a simple computer game, where half were made aware of a chance to have an anonymous prosocial impact through gameplay. As compared to the control condition, this group experienced more positive affect, meaningfulness and marginally more vitality. Going beyond self-reported outcomes, they also demonstrated better post-game performance on a subsequent Stroop task, providing behavioral evidence for the positive effects of prosocial behavior. Also supported was the hypothesis that these positive effects of prosocial behavior on well-being were mediated by subjectively assessed autonomy and competence need satisfactions.

We proposed and tested a moderated mediation model that jointly examines affect-based and cognition-based trust as the mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers’ helping behavior towards coworkers. Data were collected from 348 sales and servicing employees and their supervisors in four private retail companies and five private manufacturing companies located in Southeast China. The results showed that both affect-based trust and cognition-based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers. Furthermore, moderated mediation analyses showed that affect-based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers only among employees with high prosocial motivation, whereas cognition-based trust mediated this relationship among only those with low prosocial motivation. Implications for the theory and practice of leadership are then discussed.

The factors that compel individuals to exert the extraordinary effort needed to create high reliability—consistent error-free performance under trying conditions—remain unspecified. Here, we propose that when individuals experience emotional ambivalence and prosocial motivation, it induces the broad thinking and other-orientation that undergird mindful organizing and high reliability.

Social scientists often study the flow of material and social support as generalized exchange systems. These systems are associated with an array of benefits to groups and communities, but their existence is problematic, because individuals may be motivated to take from the system without giving back to it. Researchers have identified two broad processes governing prosociality in generalized exchange systems: generalized reciprocity (a person who receives help from someone pays it forward by helping a third person) and indirect reciprocity (a person who helps another establishes a prosocial reputation and, as a consequence, later receives help from a third person). Although generalized exchange systems can be based on either process, generalized and indirect reciprocity are based on different mechanisms and, with few exceptions, have been investigated independently. Here we present an integrated approach to generalized exchange that (1) specifies when each process is most likely to promote prosocial behavior, (2) details the implications for resource inequalities in generalized exchange systems, and (3) describes how generalized and indirect reciprocity jointly influence prosocial behavior. Results from four new experiments strongly support the theoretical arguments.

Purpose The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking. Design/methodology/approach The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study. Findings In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding. Research limitations/implications Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study. Practical implications The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding. Originality/value This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.

The role and influence of workplace spirituality on individual and organisational outcomes continue to draw attention among management scholars. Despite this increased attention, extant literature has yielded limited insights particularly into the impact and influence processes of workplace spirituality on performance outcomes at both the individual and unit levels of analysis. Addressing this gap in research, we proposed and tested a multilevel model, underpinned by social cognitive theory, that examines the processes linking perceptions of workplace spirituality and performance outcomes at the individual and organisational level of analysis. Data were obtained from 51 branches of a retail organisation in the United Kingdom. Results from structural equation modelling analysis revealed three salient findings. First, workplace spirituality was positively related to ethical climate, prosocial motivation, and moral judgment. Second, ethical climate partially mediated the relationship between workplace spirituality and prosocial motivation and moral judgment, respectively. Third, aggregated ethical climate significantly relates to branch-level helping behaviour and service performance.

Prior approaches that leverage identity to motivate prosocial behavior are often limited to the set of people who already strongly identify with an organization (e.g., prior donors) or by the costs and challenges associated with developing stronger organization-linked identities among a broader audience (e.g., encouraging more people to care). In contrast, this research demonstrates that small prosocial gifts, such as tips or small donations, can be encouraged by framing the act of giving as an opportunity to express identity-relevant preferences—even if such preferences are not explicitly related to prosociality or the organization in need. Rather than simply asking people to give, the \"dueling preferences\" approach investigated in this research frames the act of giving as a choice between two options (e.g., cats vs. dogs, chocolate vs. vanilla ice cream). Dueling preferences increases prosocial giving by providing potential givers with a greater opportunity for self-expression—an intrinsically desirable opportunity. Seven experiments conducted in the laboratory, online, and in the field support this theorized process while casting doubt on relevant alternatives. This research contributes to work on self-expression and identity and sheds light on how organizations can encourage prosocial behavior.

This paper explores the extent to which firms targeted by consumer boycotts strategically react to defend their public image by using prosocial claims: expressions of the organization's commitment to socially acceptable norms, beliefs, and activities. We argue that prosocial claims operate as an impression management tactic meant to protect targeted firms by diluting the negative media attention attracted by the boycott. We test our hypotheses using a sample of 221 boycotts announced between 1990 and 2005. Results suggest that boycotted firms do significantly increase their prosocial claims activity after a boycott is announced. Firms are likely to react with a larger increase in prosocial claims when the boycott is more threatening (it receives more media attention), when the firm has a higher reputation, or when the firm engaged in more prosocial claims before the boycott. We demonstrate that firms fall back on their established impression management strategies when they face a reputational threat and will increase these previously perfected performances as the threat increases. In this way, the severity of a threat positively moderates the relationship between a firm's prior performance repertoire and future performance repertoire, a mechanism we refer to as \"threat amplification.\" When an organization with high reputational standing has bolstered its position by using prosocial claims in its past performance repertoire, however, it will perceive itself to be shielded from movement attacks, decreasing the likelihood of any defensive response, a mechanism we call \"buffering.\" Our findings contribute to impression management by exploring the use of impression management in response to a movement attack and highlighting the important role that a firm's pre-threat positioning plays in its response to an image threat.