Despite the extensive evidence of the positive influence of work flow experience on personal and organizational development, the dark side of such experience has been largely ignored. Drawing on the resource perspective and the approach-inhibition theory of power, we build and test a model to address this concern.
We test our model through two studies, namely, (1) a time-lagged questionnaire study (N = 956) and (2) a diary study (N = 189), which largely support our theories.
Work flow experience increases employees' sense of power, which weakens their need for social contact with others and further reduces social exchange behaviors (i.e. helping and help-seeking behaviors). We also observe that the effects of flow on helping behaviors may be harmful only in the short term but remain positive in the long term. However, in both the long and short terms, flow inhibits an individual's help-seeking behaviors, and the proposed power-centered mechanism always exists.
We provide a more balanced picture of the impact of flow experience at work, thereby contributing to positive psychology and management practices.
