The double-edged sword effect of workplace ostracism on employees' in-role job performance: the moderating roles of cooperative and competitive orientation

Purpose Based on the cognitive appraisal theory of stress, this study aims to explore the double-edged sword effect of workplace ostracism on employees' in-role job performance, as well as how competitive or cooperative orientation impacts response to workplace ostracism. Design/methodology/approach We collect data from 669 nurses in three phases from three public hospitals in China and construct a dual path model to analyze the impact of workplace ostracism on employees' in-role job performance. Findings The results of the study indicate that employees with high competitive orientation are more likely to exhibit regulation of emotions after experiencing workplace ostracism, which in turn improves in-role job performance. However, employees with high cooperative orientation are more likely to suffer from emotional dissonance after workplace ostracism. Originality/value Workplace ostracism researchers have noted conflicting findings regarding its specific impact on employees' in-role job performance. This study resolves these inconsistencies by examining the moderating role of cooperative versus competitive orientations, demonstrating how they trigger opposing behavioral outcomes in response to workplace ostracism. By establishing this critical contingency, our research advances a novel theoretical framework for comprehensively understanding the effects of workplace ostracism and the pivotal roles of competitive and cooperative orientations in workplace ostracism.