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NTU Management Review Vol. 33 No. 2 Aug. 2023

organization, even if doing so may yield negative feedback and cause harm to their ego
and self-image (Grant and Mayer, 2009). Such people are intrinsically affected by social
influence (i.e., openness to social influence) and adopt behaviors associated with more
heuristics during the judgement process (Korsgaard, Meglino, Lester, and Jeong, 2010).
Prior studies have pointed out common traits of people with other-orientation include
empathy, prosocial values, and altruistic personalities (Buch et al., 2019). Grant and
Wrzesniewski (2010) further argue that other-orientation, by fostering perceptions of

caring about others (i.e., team members and customers), raises employee perceived value
from work performance.
Conversely, self-orientation is associated with the tendency to search for and process
information on individual-level attributes and self-related consequences (e.g., personal
needs, states, achievements) (Bobocel, 2013; De Dreu and Nauta, 2009). Because people
with high self-orientation are motivated to protect their personal self, they tend to withdraw
from stress-inducing events and act with disregard for others (Taylor, Butts, Cole, and

Pounds, 2021). Given that service innovation requires a harmonious team relationship and
the willingness to consider others’ perspectives, employees with high other-orientation can
often contribute comprehensively to team work and drive their motivation toward others’
opinions (Grant and Berry, 2011). Grant and Wrzesniewski (2010) have further shown that
other-orientation encourages individuals to pay closer attention and expend greater effort
through self-regulatory mechanisms, leading them toward providing useful and novel
ideas that benefit others. Additionally, because employees with higher other-orientation
focus on the well-being of others, they may avoid overconfidence in terms of perceiving
the benefits they can provide to others through hard work (Buch et al., 2019; Korsgaard

et al., 2010). Therefore, these employees are more likely to seek out and collect service-
related information that facilitates novel and useful products or services.
However, other-orientation may also decrease the potential for individuals to make
inflated assessments and predictions about themselves, decreasing the chance of making
promises that exceed abilities (De Dreu and Nauta, 2009). Specifically, employees
with higher other-orientation are more likely to extensively consider and adopt others’
perspectives to make effective decisions (Grant and Berry, 2011). In contrast, employees

with low other-orientation tend to be preoccupied with their own self-interest, and in turn
to focus on self-related positive and negative consequences when making decisions (Buch
et al., 2019; Korsgaard et al., 2010). As a result, these individuals are more likely to refuse
others’ perspectives and thereby slow the organization’s development. Therefore, the

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