Social Responses to Workplace Cyberbullying: Engagement, Withdrawal, and Their Impact on Innovation
This study investigates the role of active and passive bystander behaviors in workplace cyberbullying (WPCB) and their impact on employee innovation performance, filling a critical gap in the literature on bullying in digital work environments. A structured online survey collected data from 328 white-collar professionals. The structural equation modeling (SEM) technique was applied to test the relationships between WPCB, bystander behavior, social engagement, social withdrawal, and innovation performance. Active bystander interventions significantly mitigate the negative effects of WPCB by increasing employee social engagement and enhancing innovation performance. Conversely, passive bystanders exacerbate the harmful impacts of WPCB, leading to increased social withdrawal and a decline in innovation. WPCB's direct effect on innovation was found to be insignificant, but indirect effects through social behaviors were substantial. Organizations should promote active bystander behavior through targeted training and policy development, fostering a workplace culture that discourages cyberbullying and supports social engagement to enhance innovation. Addressing passive bystander behaviors and fostering a supportive work environment can reduce the prevalence of WPCB and its detrimental effects on individuals and organizational culture, contributing to healthier social interactions at work. This research offers novel insights into how bystander behavior moderates the relationship between WPCB and innovation performance, presenting a unique perspective on managing workplace conflict in the digital age.
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