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| An integrative theoretical study on the impact of workplace interpersonal capitalization |
| ZHU Di1, LI Rui2, TIAN Xiaoming1,3, WANG Ying4,5 |
1 School of Business, Quzhou University, Quzhou 324000;
2 School of Management, Hefei University of Technology, Hefei 230009;
3 School of Education, Suzhou University of Science and Technology, Suzhou 215009;
4 School of Management, Beijing Institute of Technology, Beijing 100081;
5 School of Global Goverence, Beijing Institute of Technology, Beijing 100081 |
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Abstract Scholarly attention has recently shifted from focusing solely on negative stressors to examining responses to positive events, aiming to leverage individual strengths and maximize benefits. One crucial response is capitalization—the process of sharing positive experiences with others. Within the workplace, this phenomenon is termed Workplace Interpersonal Capitalization （WIC）, referring to employees sharing personal work-related positive events with colleagues. This paper elucidates the conceptualization of WIC and specifically examins its dual effects （both positive and negative） and their underlying theoretical mechanisms. Drawing upon Social Comparison Theory, the Approach-Avoidance Framework, and Job Demands-Resources （JD-R） Theory, we construct an integrated theoretical model to explain these divergent outcomes. Finally, we outline critical avenues for future research, emphasizing the need to explore individual differences, boundary conditions, and the consequences of negative reactions. Additionally, we advocate for localized empirical studies and the development of intervention training programs to further advance understanding and application in organizational contexts.
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