Extending Situational Strength Theory to Account for Situation-Outcome Mismatch

The current paper was motivated by previous results (Meyer et al. Journal of Management, 40, 1010–1041, 2014) that appeared to contradict the popular idea that “strong” situations weaken the impact of personality on job performance. We extend situational strength theory by contending that, when a strong situation blocks one outlet for poor performance (e.g., low task performance), employees predisposed toward such behavior experience negative affect. They then displace their negative behavior to a second outlet (e.g., counterproductive work behavior), thereby strengthening their predispositions, unless that second outlet, too, is blocked by a strong situation. We then test this assertion using a two-wave survey (N = 369), analyzed using dual-stage moderated mediation. Results indicate strong support for this assertion vis-a-vis the personality traits of conscientiousness and agreeableness, thereby replicating and extending Meyer et al.’s (Journal of Management, 40, 1010–1041, 2014) seemingly anomalous results. However, results indicate weaker support vis-a-vis a third personality trait, emotional stability, which has a weaker bivariate relationship with counterproductive work behavior. The extended situational strength theory suggests important avenues for future research as well as practical guidelines for avoiding unintended consequences when applying strong situations in organizations.