The antecedents and consequences of positive organizational behavior: The role of psychological capital for promoting employee well-being in sport organizations Minjung Kim a, *, Amy Chan Hyung Kim b , Joshua I. Newman b , Gerald R. Ferris b , Pamela L. Perrewé b a University of Mississippi, United States b Florida State University, United States A R T I C L E I N F O Article history: Received 14 September 2017 Received in revised form 12 April 2018 Accepted 14 April 2018 Available online 24 April 2018 Keywords: Positive organizational behavior Psychological capital Psychological well-being Sport management Sport employees A B S T R A C T A positive approach to addressing mental health issues in workplaces advocates the examination of an untapped resource—psychological capital—as a potential positive construct in contemporary organizational behavior. The authors tested various antecedents and outcomes of psychological capital, and examined the role of this construct in psychological well-being and job satisfaction among sport employees. To test 11 hypothe- ses, the researchers recruited 708 employees from the athletic departments of Division I institutions. Results indicate that the meaningful work of employees and a supportive organizational climate positively influenced psychological capital, thereby leading to high levels of job satisfaction and psychological well-being. Psychological capital also functioned either as a partial mediator or as a full mediator. In this study, the authors offer a new perspective on sport employees’ mental health outcomes, with particular emphasis on positive organizational behavior in sport settings. © 2018 Sport Management Association of Australia and New Zealand. Published by Elsevier Ltd. All rights reserved. 1. Introduction People spend a significant amount of time at work, so much so that individuals’ work-lives considerably influence their personal well-being. In today’s work environment, where market-based competition has come to increasingly shape social and health outcomes both inside and outside of the workplace, the majority of U.S employees are experiencing high levels of job stress (Podsakoff, LePine, & LePine, 2007). In the sport industry, for instance, head coaches of professional sports teams work under a great deal of pressure to win, and receive criticism from outside sources such as the media, sponsors, and fans (CBS Denver, 2013). As another example, women working in athletic management and coaching positions report difficulties integrating work and a life due to the travel demands and supervision requirements (Inglis, Danylchuk, & Pastore, 2000). From a labor economics perspective, the sport industry has seen a dramatic shift toward the over-supply of labor, such that employees within this sectorare willing to work longer hours, often in an unpaid capacity or forlower wages, to gain a foothold in * Corresponding author at: Sport and Recreation Administration, Department of Health, Exercise Science, and Recreation Management, University of Mississippi, 220 Turner Center, University, MS 38677, United States. E-mail addresses: mk55@olemiss.edu (M. Kim), kamy@fsu.edu (A.C.H. Kim), jinewman@fsu.edu (J.I. Newman), gferris@fsu.edu (G.R. Ferris), pperrewe@fsu.edu (P.L. Perrewé). https://doi.org/10.1016/j.smr.2018.04.003 1441-3523/© 2018 Sport Management Association of Australia and New Zealand. Published by Elsevier Ltd. All rights reserved. Sport Management Review 22 (2019) 108–125 Contents lists available at ScienceDirect Sport Management Review journa l homepage : www.e lsevier.com/loca te/smr