Abstract
“Cyberslacking” has emerged as a widespread practice in modern workplaces. Utilizing network ethnography, this study examines cyberslacking behaviors discussed within the “Office Slacking Squad” and incorporates insights from interviews with 35 employees, supplemented by semantic network analysis, time-series trends, and frequency data on common slacking activities. The research employs a Motivation-Behavior-Emotion (MBE) framework to classify cyberslacking into four types: Self-Enhancement-Type cyberslacking arises from a desire for career advancement and is often linked to feelings of accomplishment and self-satisfaction. Adjustment-Type cyberslacking occurs in high-pressure work environments, providing workers with a way to relieve stress and recalibrate their focus. Avoidance-Type cyberslacking reflects passive resistance to workplace stress and perceived inequities, frequently accompanied by frustration. Lastly, Habitual-Type cyberslacking refers to automatic, routine behaviors that blur the boundaries between work and leisure, often occurring without conscious intent or clear purpose. The study also emphasizes the fluidity among these types, with organizational supervision, external pressures, and social networks playing pivotal roles in shaping these behaviors. By examining cyberslacking in depth, this research moves beyond simplistic moral critiques of “laziness.” and offers theoretical and practical insights for managers, and policymakers concerned with employee well-being and organizational governance.
Plain Language Summary
In today’s digital workplaces, many employees engage in “cyberslacking”—using the internet for personal activities during work hours. This study explores why and how workers in China participate in cyberslacking. By analyzing online discussions and interviewing 35 employees, researchers identified four main types of cyberslacking: Self-enhancement: Using work breaks to learn new skills or plan career moves, leading to feelings of achievement. Adjustment: Taking short breaks, like watching videos or browsing social media, to relieve stress and regain focus. Avoidance: Engaging in non-work activities to escape from job-related stress or dissatisfaction. Unconscious: Habitual behaviors, such as mindlessly checking the internet, without realizing it’s happening. The study found that factors like company rules, personal stress, and social interactions influence these behaviors. Understanding the reasons behind cyberslacking can help employers create better work environments that support employee well-being and productivity.
Introduction
The idea that “labor creates happiness” has long been a core social value in Chinese history, encouraging individuals to achieve personal fulfillment through diligence and hard work. However, in today’s Chinese society, this traditional work ethic is being challenged by emerging youth subcultures such as the “Buddhist youth,”“lying flat,” and “giving up” movements. These phenomena reflect a growing culture of burnout, where individuals—especially younger workers—struggle with overwhelming expectations, intense competition, and limited upward mobility (Zhang & Li, 2023). Rather than fully rejecting work, these trends suggest a reevaluation of the meaning and value of labor in an era where continuous striving does not always lead to personal or professional satisfaction. The mentality of burnout is particularly evident in the increasing prevalence of cyberslacking, encapsulated by slogans such as, “working makes money for the boss, but cyberslacking makes money for youself.” This departure from traditional work ethics has become a notable trend in workplaces. “Cyberslacking” involves the use of internet and mobile technology during work or study time for activities not related to one’s job or academic responsibilities (Rana et al., 2019). According to a 2022 survey by The Paper, over 90% of labors admitted to cyberslacking at work. Similarly, a report by the U.S.-based firm GETVOIP revealed that 80% of respondents engaged in cyberslacking, with 20% admitting to cyberslacking for three or more hours each day. As cyberslacking becomes increasingly prevalent, organizations have responded by tightening monitoring measures. For example, in November 2021, GOME, a well-known e-commerce company, publicly reprimanded employees for listening to music and using their phones during work hours, sparking widespread debate on social media about the limits of workplace surveillance and autonomy (New Weekly, Redstar, 2021). In response to surveillance measures, workers have developed various strategies to avoid detection, such as quickly switching between screens, taking extended bathroom breaks, or managing freelance work on the side. This ongoing contest between cyberslacking and corporate surveillance has become a fantastic feature of the modern workplace (Orhan et al., 2021). This escalating phenomenon raises critical questions not only about the prevalence of cyberslacking, but also about the underlying psychological, organizational, and cultural dynamics that shape its varied expressions. This study aims to theorize its internal diversity by identifying distinct types based on workers’ motivations, behavioral patterns, and emotional experiences. Anchored in the context of China’s “involution” (neijuan) pressures, this research develops a Motivation–Behavior–Emotion (MBE) typology to identifies four distinct types of cyberslacking: (1) Self-Enhancement-Type, in which individuals use work time to pursue learning or career-related goals under the guise of non-work activity; (2) Adjustment-Type, characterized by short breaks or light digital entertainment to restore mental balance under high-pressure work routines; (3) Avoidant-Type, where cyberslacking reflects disengagement and silent protest against perceived injustice or burnout; and (4) Habitual-Type, marked by habitual, non-reflective digital distraction that often leads to guilt or emotional dissonance. Specifically, it asks: What motivates individuals to engage in different forms of cyberslacking? How do these behaviors vary in their psychological and emotional contours? And in what ways do broader socio-cultural and organizational factors shape their emergence and transformation? Through this inquiry, the study contributes a culturally grounded, theoretically informed framework to better understand the complexities and functions of cyberslacking in contemporary Chinese workplaces.
Literature Review
Lim (2002) first defined cyberslacking as using the internet for personal purposes during work hours, a concept expanded by Bock and Ho (2009) and Vitak et al. (2011) to explore its prevalence and impact on workplace productivity. More recent studies, such as Flanigan and Kiewra (2018), extended the concept to educational settings, examining how students use digital devices to engage in non-educational activities during class. This body of research highlights the pervasive nature of cyberslacking across professional and academic environments, driven by the widespread accessibility of digital technologies. Several studies have identified factors contributing to cyberslacking. Garrett and Danziger (2008) noted the internet’s dual role in enhancing productivity while also creating temptations that divert employees’ attention. The ease of access to entertainment and social media makes it difficult for employees to stay focused, leading to frequent cyberslacking. Andreassen et al. (2014) and Kim (2018) examined its impact on organizational performance, identifying consequences such as reduced productivity, bandwidth congestion, and potential legal risks. While some researchers suggest that moderate cyberslacking may offer mental breaks that improve performance, the overall negative effects on efficiency are widely acknowledged. The relationship between work and leisure has also shifted with the rise of digital labor, as explored by scholars like Scholz (2012). They argue that the internet has blurred the lines between personal and professional life, contributing to higher stress and burnout. Nusrat et al. (2024) proposed that by using enterprise social network tools to reduce online slacking behavior.
Cyberslacking has become increasingly prevalent in both workplace and educational contexts, yet it remains relatively underexplored within Chinese academic scholarship. While Western literature often frames cyberslacking as a form of individual resistance or a strategy for time management within liberal and flexible work environments, emerging Chinese studies have begun to highlight its distinctive expressions shaped by high-pressure social structures. For example, J. Wang and Zhao (2024) argue that in China’s competitive and result-oriented organizational culture, cyberslacking can serve as a pressure valve that enhances short-term creativity. Guo (2023) interprets cyberslacking as a symbolic expression of youth conformity and resistance to the culture of “involution”—the intense and often unproductive competition prevalent in contemporary Chinese workplaces. Similarly, Wu and Zhang (2022) describe it as a hallmark of the “Buddhist workstyle,” a passive and disengaged attitude that reflects widespread frustration over limited upward mobility. Luo (2023), on the other hand, highlights the revitalizing effects of smartphone use during work hours, particularly in monotonous job settings. However, despite these emerging insights, prior research has yet to develop a comprehensive theoretical framework that accounts for the emotional and motivational complexities of cyberslacking in a Chinese context. This study addresses the current gap in the literature by developing a Motivation–Behavior–Emotion (MBE) typology to systematically examine cyberslacking in contemporary Chinese workplaces. Drawing on qualitative data from online communities and in-depth interviews, the study offers a nuanced analytical lens through which to understand how employees engage in cyberslacking as a means of career management, psychological adjustment, avoidance, or habitual response. By moving beyond instrumental or moralistic interpretations of cyberslacking, this typology highlights its complexity and situational variability, offering new insights into how workers navigate organizational constraints, personal needs, and emotional states in everyday work life.
In conclusion, research on cyberslacking is more extensive in Western countries, particularly within the fields of organizational management and digital labor studies. In contrast, academic studies on cyberslacking in China are limited, with a focus on its socio-cultural causes and potential countermeasures. This disparity in academic output can be attributed to two main factors: the development stage of network technologies and the academic focus in China. Western countries, having adopted internet technologies earlier, encountered cyberslacking phenomena sooner, which prompted earlier academic attention (Rolf & Schindler, 2023). Additionally, Chinese academic research, traditionally influenced by Marxist labor theory, has historically emphasized labor and production, often marginalizing studies related to leisure activities such as cyberslacking (C. Wang & Peters, 2021; Wu & Zhang, 2022). While existing studies often conceptualize cyberslacking as a uniform phenomenon, primarily examining its causes and outcomes, this paper posits that cyberslacking encompasses a diverse array of worker motivations. For some individuals, it serves as a pathway to self-improvement; for others, it acts as a mechanism for stress relief; and in certain cases, it represents a form of quiet resistance against unfavorable workplace conditions. By classifying these varying manifestations, this research seeks to provide a more nuanced understanding of workers’ psychological and social needs, shedding light on their adaptive strategies in the face of rapid societal transformations.
Methodology
Given the private, dispersed, and often covert nature of cyberslacking behaviors, traditional research methods such as surveys or experiments are limited in their ability to capture the nuanced, everyday experiences and underlying cultural logics of this phenomenon. Surveys may lead to social desirability bias, while laboratory-based designs struggle to simulate real workplace conditions. In contrast, qualitative approaches that foreground naturalistic observation and insider perspectives are more suitable for exploring behaviors that are context-sensitive, emotionally complex, and socially negotiated. This study therefore employs a netnographic approach, as conceptualized by Kozinets (2002), to explore the phenomenon of cyberslacking among workers. Netnography, a participation- and observation-based ethnography adapted for online communities, has proven effective in examining social interactions and cultural dynamics across diverse fields, from health to education and consumer culture (Eaton & Pasquini, 2020; Whalen, 2018). Douban has been operational since 2005, and compared to other online communities such as Sina Weibo or Baidu Tieba, it has stricter entry mechanisms and daily management, which ensures a higher degree of authenticity in the information shared. In this research, the Douban group “Office Slacking Squad,” a platform dedicated to workplace leisure, was selected for participatory observation. Launched in 2018 and now with over 60,000 members (As of June 2024), this group emphasizes cyberslacking as both a method of exploration and enjoyment. It is particularly suited for observing how professionals incorporate leisure into their work routines, offering insights into the cultural and psychological implications of such behaviors (Douban, 2024).
At first, we used Python to scrape user-generated 918 posts from the group, extracting data from the first 30 pages of discussion threads, which represent the most recent and active posts. Semantic network analysis was conducted to examine co-occurring high-frequency keywords. The resulting graphs identified central word pairings such as “efficiency–anxiety,”“cyberslacking–growth,” and “involution–reflection.” These clusters illustrate the psychological and symbolic tensions embedded in cyberslacking behaviors, revealing how digital detours can serve both emotional and existential functions in a performance-driven workplace culture. The most common activities identified in the posts included chatting with colleagues, consuming gossip (87posts), binge-watching TV shows, and online shopping. In addition, and perhaps unexpectedly, there is also a portion of people using their time to prepare for postgraduate exams and civil service exams. To better contextualize user behavior, a time-series analysis was performed with the 918 posts. Findings show that activity peaks during the conventional workweek, particularly from Monday to Thursday (66.78% of all posts), with Monday being the most active day (18.64%). Posts are most frequent during work hours—especially between 10:00 a.m. and 4:00 p.m., peaking at 15:00 to 16:00. Engagement drops sharply over weekends and around 1:00 p.m., likely reflecting lunch breaks. These temporal rhythms suggest that cyberslacking is not random but synchronized with office routines, functioning as a structured form of “present but disengaged” behavior.
To further analyze and categorize the types of cyberslacking, the study employs a combination of participant observation and in-depth interviews to explore the motivations and emotional experiences associated with cyberslacking. 35 semi-structured interviews were conducted with purposively selected participants from the Douban community. The sample included 20 females and 15 males, aged between 24 and 41, representing a wide range of occupational sectors such as education, civil service, technology, finance, and the cultural industries. The sampling process continued until thematic saturation was achieved—specifically, no new codes, categories, or significant themes emerged during the final five interviews. This saturation check confirms the adequacy and reliability of the data for thematic analysis and ensures that the typological findings are grounded in a sufficiently comprehensive dataset. Interview questions explored motivations, behavior patterns, emotional experiences, and perceptions of organizational culture. Interviews were conducted via Zoom or WeChat, lasting 40 to 90 min each, and were audio-recorded and transcribed verbatim with participants’ consent. To protect anonymity, all names were replaced with pseudonyms, and identifiable details were removed. The study was conducted in accordance with widely accepted academic ethical standards, including informed consent, voluntary participation, and secure data storage. The study adhered to widely recognized academic ethical standards, including principles of informed consent, voluntary participation, and the secure storage of sensitive data. After transcription, interview data were imported into NVivo 12 software for qualitative coding and analysis. Following Braun and Clarke’s (2006) six-phase thematic analysis approach, the process began with familiarization, where researchers repeatedly read transcripts to gain an initial sense of emerging patterns. In the second phase, open coding was conducted line-by-line to generate initial codes related to motivation, behavioral performance, emotional dynamics, and contextual factors. In the third and fourth phases, codes were clustered into broader thematic categories, which were then reviewed and refined in light of the MBE (Motivation–Behavior–Emotion) framework. During the fifth phase, each theme was clearly defined and labeled, aligning with the study’s four cyberslacking types. Finally, the sixth phase involved selecting representative quotations to illustrate each theme, while also including disconfirming cases to ensure analytical rigor and thematic validity (Table 1).
Sample Coding Matrix (Excerpt).
This mixed-method design—netnographic observation triangulated with interview data—enables robust theory-building on cyberslacking as a complex socio-psychological phenomenon. The methodological transparency and theoretical alignment reinforce the credibility, transferability, and analytical depth of the findings.
To enhance transparency and reflexivity, we clarify the researchers’ positionalities. One of the researchers has been a long-term member of the Office Slacking Squad Douban group and actively participated in its discussions before the study. This insider status provided valuable contextual understanding and facilitated rapport-building with participants. The second researcher, by contrast, had no prior affiliation with the community, offering an external, comparative perspective during the analytical process. This insider-outsider dual positioning allowed for both empathetic engagement and critical distance, helping to minimize blind spots. To further reduce bias, we conducted intercoder reliability checks throughout the thematic analysis. Two coders independently reviewed a subset of transcripts (20%), and discrepancies were resolved through iterative discussion and refinement of the coding scheme. In addition, preliminary coding results and theme classifications were peer-reviewed by two colleagues with expertise in digital ethnography and organizational behavior. These measures ensured the credibility and consistency of the findings while mitigating the influence of personal assumptions or selective interpretation.
The MBE Framework
The Theory of Planned Behavior (TPB), introduced by Ajzen in 1985 and further developed in 1991, builds on the Theory of Reasoned Action (TRA) by adding the concept of “perceived behavioral control,” which accounts for external constraints and resource limitations. While TPB provides a solid framework for understanding individual behavior through attitudes, subjective norms, and perceived behavioral control, its application to complex behaviors such as workplace cyberslacking (or “mo yu”) reveals certain limitations. For instance, TPB offers a relatively singular interpretation of motivation, whereas workplace cyberslacking is often driven by multiple and overlapping motivational forces. These include career development needs (e.g., enhancing one’s competitiveness), psychological regulation (e.g., relieving work-related stress), and resistance to organizational control (e.g., implicit protest against unfair management). The diversity of these motivations cannot be fully captured by the TPB’s single-dimensional focus on behavioral attitudes. Moreover, TPB pays insufficient attention to the situational context of behavior. Cyberslacking in the workplace is highly contingent on dynamic contextual factors such as task pressure, managerial styles, and peer interactions, whereas TPB tends to examine the static causal relationship between behavioral intention and behavior, neglecting the complex interplay between behavior and environment. Finally, TPB is relatively weak in addressing emotional experience. Cyberslacking is not merely a one-time behavioral choice but is accompanied by complex emotional responses such as relaxation, anxiety, satisfaction, or guilt. To address the limitations of the Theory of Planned Behavior (TPB), the Motivation–Behavior–Experience (MBE) framework extends and deepens its core logic. While retaining TPB’s foundational insight—that attitudes, subjective norms, and perceived behavioral control shape behavior—MBE reconceptualizes these dynamics through three interrelated yet distinct dimensions: motivation, behavioral expression, and emotional experience.
First, the MBE framework expands the conceptualization of motivation, moving beyond the TPB’s emphasis on singular rational intention to encompass multiple, often competing, behavioral drivers. These include not only instrumental goals such as self-development and skill acquisition, but also affective needs like stress alleviation and latent psychological resistance to organizational authority. This multidimensional understanding enables a more refined explanation of why individuals engage in cyberslacking. As the internal impetus for action, motivation is central to understanding behavioral variation. Drawing on Maslow’s hierarchy of needs, once foundational needs—such as job security—are fulfilled, individuals increasingly pursue higher-order aspirations, including self-actualization, which may be expressed through skill-enhancing cyberslacking during work hours (Rojas et al., 2023). In parallel, Herzberg’s two-factor theory suggests that cyberslacking may function as both a response to workplace dissatisfaction (e.g., stress, monotony) and a proactive engagement in personal growth (Thant & Chang, 2021). This dual perspective highlights the ambivalence of motivation as both reactive and aspirational.
Second, MBE explicitly integrates situational context as a dynamic determinant of behavior. In contrast to TPB’s relatively static structure, MBE underscores the variability of cyberslacking across different environmental conditions—such as task pressure, managerial surveillance, organizational norms, and employment precarity. This contextual sensitivity allows for a more ecologically valid interpretation of workplace behavior. Moreover, the expression of cyberslacking is also shaped by individual personality traits. According to the Five-Factor Model, individuals high in extraversion may engage in socially interactive forms of cyberslacking (e.g., chatting or microblogging), whereas introverted individuals may prefer solitary, immersive activities like reading or gaming (McCrae & Costa, 2008; Tan et al., 2019). Additionally, those lower in conscientiousness tend to favor more impulsive, gratification-oriented behaviors such as social media scrolling or compulsive online shopping (Toyama & Hayashi, 2022). By attending to the interplay between personality and situational demands, MBE offers a more differentiated account of cyberslacking behaviors.
Third, and perhaps most distinctively, MBE foregrounds emotional experience as a core analytical dimension, rather than a peripheral behavioral outcome. Emotions such as anxiety, guilt, relief, and satisfaction are conceptualized not only as consequences of cyberslacking but also as formative forces that shape the frequency, form, and evolution of such behaviors. Drawing on Lazarus’s Emotion-Coping Theory, workplace-induced emotional strain often precipitates coping mechanisms—including cyberslacking—as a form of emotion-focused regulation (Kim et al., 2022). While some forms of cyberslacking serve restorative functions (e.g., stress reduction via brief entertainment), others may provoke negative affect, such as guilt or anxiety, particularly when they conflict with internalized performance norms, ultimately undermining job satisfaction or exacerbating burnout (Reinecke et al., 2018). Moreover, insights from emotional labor theory further suggest that cyberslacking may serve as an informal emotional reprieve, especially for workers subjected to continuous affective regulation or customer-facing roles (Wharton et al., 2021). This emphasis on emotional dynamics positions MBE as a particularly useful framework for analyzing cyberslacking as an adaptive yet ambivalent coping mechanism within the emotional economy of contemporary work.
By foregrounding these three components and their interactions, the MBE framework offers a more holistic and context-sensitive model for understanding digital labor behaviors. It builds on TPB’s strengths while expanding its explanatory power, better capturing the lived complexities of contemporary workplace life under conditions of emotional fatigue and institutional control. Moreover, rather than treating motivation, behavior, and emotion as three parallel and static components, the MBE framework conceptualizes them as dynamically interrelated variables. Motivation initiates and shapes the type of cyberslacking behavior—whether it is goal-directed, avoidant, or automatic—while behavior, in turn, generates emotional outcomes. These emotional responses are not merely byproducts but act as feedback mechanisms that either reinforce or deter future motivation and behavior. For example, a worker motivated by personal growth may engage in skill-based cyberslacking (e.g., online learning), which elicits feelings of accomplishment and strengthens the likelihood of similar behavior in the future. In contrast, a worker who cyberslacks to escape perceived injustice may experience guilt or emotional exhaustion, which can dampen motivation or shift behavior into more passive forms. Thus, within the MBE model, motivation moderates the behavior-emotion link, and emotion recursively influences future motivation, forming a cyclical pattern rather than a linear progression. This integrative view better reflects the fluid and evolving nature of cyberslacking as both a coping strategy and a meaning-making process in the workplace (Table 2).
MBE-Theory Mapping Table.
Four Types of Cyberslacking
To provide a comprehensive overview of the different types of cyberslacking, Table 3 summarizes the key distinctions based on motivations, behavioral expressions, and emotional experiences. This framework serves as the foundation for the following detailed discussion.
Summary of Cyberslacking Types.
Self-Enhancement-Type Cyberslacking
Workers driven by unmet self-actualization goals will use work time for learning, indicating purposeful cyberslacking. Self-Enhancement-Type cyberslacking typically stems from workers’ aspirations for better career opportunities and improved compensation, particularly when they feel dissatisfied with their current work conditions. In today’s rapidly changing work environment, employees face significant uncertainty and competitive pressures, prompting many to turn to continuous learning and skill development as a means of securing more promising career prospects. This professional development may be directly tied to their current role—acquiring new skills and knowledge to enhance task performance—or aimed at future career transitions or job opportunities. In this context, Self-Enhancement-Type cyberslacking becomes a strategic response to these challenges. By utilizing work hours or breaks for personal learning, employees are actively preparing for their future growth, reflecting a commitment to personal advancement and career progression. Popular posts on Douban serve as examples of this behavior:
I make just 3 or 4 thousand yuan a month, and all they ever do is make empty promises, it’s sickening. Now I’m just killing time at work, and when no one’s around, I watch videos for my graduate exam prep. Got to take a shot—turn that bike into a motorbike. (Douban post, 2/4/2023) The company has been laying off people lately, and I’m under a lot of pressure. I’ve been preparing for a foreign language exam, hoping I can switch to another company. (Douban post, 21/7/2023)
The motivation to enhance personal abilities through informal learning is particularly pronounced in knowledge-intensive industries, where the rapid pace of change demands constant upskilling. Self-Enhancement-Type cyberslacking is marked by behaviors that prioritize learning and professional development. These activities often include preparing for postgraduate exams, enrolling in online courses, or networking with industry professionals to explore potential career opportunities. In many cases, employees utilize company resources and work hours to engage in such learning activities, compensating for the lack of formal training programs provided by their employers. This form of cyberslacking allows individuals to gain new skills and knowledge that are not only beneficial for their current roles but also vital for long-term career growth.
I’ve been slacking off for over a year and managed to get into a 985 university for graduate school. In the last two months, I spent almost all my slacking time studying, and even continued learning after work. I read a lot and gained so much knowledge. Looking back, I can’t believe lazy old me had such strong motivation. I’m really grateful for that experience. (F2, State-owned Enterprise Employee, 13/6/2024) I spent my downtime every day reading professional books and learning Python. Not only did I improve my knowledge, but I also earned more recognition and a sense of achievement at work. (F17, Private Company Employee, 22/3/2024)
A key emotional experience associated with Self-Enhancement-Type cyberslacking is the profound sense of achievement it brings. Preparing for a postgraduate entrance examination during work hours and eventually gaining admission is a highly rewarding experience. This accomplishment fuels a sense of pride and motivates workers to set and pursue even higher goals. It also significantly boosts their confidence in their career development, reinforcing the belief that their efforts toward self-improvement are paying off (Dufner et al., 2019). Self-satisfaction plays a key role in Self-Enhancement-Type cyberslacking. When individuals reach milestones such as mastering a new skill or advancing in their career, they experience fulfillment from both external recognition and internal acknowledgment of their perseverance. These dual emotional rewards drive continued personal and professional growth, making Self-Enhancement-Type cyberslacking both productive and emotionally fulfilling. However, it is not without negative consequences; workers may fear being discovered by supervisors or colleagues, which could harm their professional image, creating psychological stress alongside the positive emotional outcomes.
Adjustment-Type Cyberslacking
Adjustment-Type cyberslacking serves as a coping mechanism for employees under high work pressure. Workers experiencing time pressure or emotional strain often engage in brief cyberslacking activities—such as listening to music or browsing social media—as a way to decompress, relieve mental fatigue, and temporarily restore emotional balance during the workday. Research by Sonnentag et al. (2022) emphasizes the value of micro-breaks, which reduce stress and prevent burnout by allowing employees to detach momentarily from tasks. These breaks improve emotional regulation and enhance performance upon returning to work. Unlike Self-Enhancement-Type cyberslacking, which focuses on long-term career growth, Adjustment-Type cyberslacking aims for immediate stress relief and short-term well-being. Some interview cases revealed that Adjustment-Type cyberslacking is not only a personal strategy but is also integrated into workplace culture. In certain organizations, these brief moments of relaxation are tacitly accepted as a way to prevent burnout and sustain employee engagement.
In our company, it’s almost an unwritten rule that listening to music or playing games at work is allowed. The pressure here is enormous, especially with all the projects and KPIs, and sometimes it feels suffocating. You just have no choice but to ‘slack off’ for a bit to adjust and recover. Otherwise, maintaining this level of intensity for too long, you’d break down. (M10, Private Company Employee, 27/3/2024)
Behavioral manifestations of Adjustment-Type cyberslacking include listening to music, watching short videos, chatting with colleagues, or playing mobile games—activities that are simple and require minimal mental effort. This form of cyberslacking isn’t just about shirking responsibilities; it’s a self-care strategy to cope with the stresses of modern work environments. Research by Hunter and Wu (2016) underscores the benefits of short breaks in enhancing work engagement and performance, particularly under stress. Kim et al. (2018) further support this, showing that brief breaks can alleviate work fatigue, boost well-being, and reduce turnover. The necessity for stress relief in high-pressure jobs is clear, with chronic workplace pressure linked to health issues like anxiety and burnout (Papathanasiou, 2015). Adjustment-Type cyberslacking thus acts as a vital escape, helping employees recharge and maintain productivity. Recognizing this as proactive stress management can help organizations value its contribution to employee health and long-term productivity.
Working on Saturday is exhausting. I’ve been super focused for the past five days, but today, I just can’t muster any energy—feels like my batteries are dead. I still have work to finish, but I have zero motivation. I’ll just listen to some music for now. I can finish it before Monday anyway. (Douban post, 24/1/2022)
Adjustment-Type cyberslacking helps employees manage work pressure by providing moments of relaxation and enjoyment. Engaging in activities like listening to music or chatting with colleagues allows workers to detach from stress, fostering joy and relaxation. This emotional reset not only boosts motivation but also improves job satisfaction and well-being, as shared by an interviewee.
During stressful work breaks, I like to chat with my colleagues or check the news on my phone. These activities don’t take up much time, but they are crucial moments of relaxation for me. Through these brief adjustments, I’m able to better handle the tasks at hand. (F3, Real Estate Company Employee, 22/3/2024)
Cyberslacking plays a significant role in maintaining employees’ mental health and work motivation. However, excessive Adjustment-Type cyberslacking may lead to reduced productivity and negatively impact overall work performance. In conclusion, Adjustment-Type cyberslacking holds considerable value and significance in modern workplaces. It is a behavior driven by positive motivation and emotional experiences, contributing to both individual well-being and organizational success when managed appropriately.
Avoidance-Type Cyberslacking
Employees experiencing time pressure or emotional strain often turn to brief leisure activities—such as browsing social media or listening to music—as a way to decompress and reclaim psychological space during the workday. However, when such stress is rooted in perceived organizational injustice or unmet expectations, cyberslacking can evolve into a form of silent resistance. In particular, employees who feel that the psychological contract has been violated—through broken promises related to workload, recognition, or career advancement—are more likely to engage in Avoidance-Type cyberslacking. This behavior functions not only as emotional self-care but also as a subtle, non-confrontational expression of disillusionment. It reflects a strategic retreat from institutional norms and productivity pressures, offering workers a way to reassert agency and dignity in environments where formal complaints may be discouraged or ineffective. Drawing on stress-coping theory, such avoidance arises when individuals perceive job demands as uncontrollable or overwhelming. Unlike Adjustment-Type cyberslacking, which is more restorative in nature, Avoidance-Type behavior often carries a more defiant undertone, signaling deeper frustration with issues like overwork, low pay, or poor management. An accountant from a state-owned enterprise (F9), for instance, turned to celebrity gossip and online shopping during work hours to escape the stress of overtime, highlighting both personal discontent and broader workplace issues. The theory of “psychological contract” offers further insight into the motivations behind Avoidance-Type cyberslacking. A psychological contract refers to the informal expectations and obligations employees hold toward their organization (Rousseau & Tijoriwala, 1998). When these expectations are violated or threatened, employees may resort to Avoidance-Type cyberslacking as a way to express their disappointment. Maslach et al. (2001) emphasize that avoidance behaviors often serve as a self-protective mechanism for employees who feel that their work environment is unfair. Employees may choose to browse social media or engage in casual conversations with colleagues during work hours to temporarily alleviate their dissatisfaction with their jobs.
They pay me peanuts but expect me to do the work of a high-stakes job, and they just pile on the responsibilities. They seriously treat me like a volunteer. Now I just don’t do anything unless I absolutely have to—I just play around. (Douban Post, 25/1/2024)
The behavioral expressions of Avoidance-Type cyberslacking are diverse, ranging from browsing irrelevant information to playing games. These activities typically lack clear goals or structure and are more focused on temporarily avoiding work pressure. One popular example is “getting paid to use the restroom,” which has become a humorous topic among modern youth, reflecting their dissatisfaction with the workplace. Compared to Adjustment-Type cyberslacking, Avoidance-Type cyberslacking often reveals a more negative attitude toward work.
There’s always so much to do, and I’m constantly working overtime. Sometimes I just watch videos or browse Weibo during work hours. (M1, Civil Servant, 12/4/2024) The workload is massive, and management always demands overtime for no good reason. Sometimes my colleagues and I just play games or chat about irrelevant things during work hours—mostly complaining about our boss. (M4, Private sector employee, 5/4/2024)
While Avoidance-Type cyberslacking can provide short-term relief, it ultimately affects work performance and career development in the long run. The emotional experiences associated with Avoidance-Type cyberslacking are often dual in nature—on the one hand, individuals experience temporary relaxation and pleasure, while on the other hand, some feel guilt and anxiety. Although engaging in Avoidance-Type cyberslacking provides short-term relaxation, the lack of constructive purpose often leads to feelings of guilt and anxiety afterward.
I joined this company straight out of college, full of excitement and ambition, thinking I’d do great things and quickly get promoted. I was so optimistic about the future. But then I ran into dumb managers and all sorts of ridiculous colleagues, and I started slacking off too. The longer I slacked off, the more I became the kind of person I used to dislike. (F6, IT Programmer, 14/3/2024)
These emotional experiences reveal the immediate effects of Avoidance-Type cyberslacking but also expose its potential risks to individual mental health. Repeated avoidance can lead to inefficacy, burnout, and stagnation. While it temporarily reduces anxiety in high-pressure settings, long-term effects include lower productivity and poor work quality. This behavior lacks constructive growth, stunting skill development and competitiveness. The cycle of “intermittent ambition” and “constant idleness” fosters disorientation and anxiety, ultimately diminishing work motivation and career direction, leading to burnout. Avoidance-Type cyberslacking in this study reflects a non-confrontational retreat from workplace expectations but differs from the Western notion of “quiet quitting,” which emphasizes boundary-setting and refusal of unpaid labor (Georgiadou et al., 2025). In China, such behaviors are shaped by hierarchical structures, limited grievance mechanisms, and cultural ideals of endurance. Rather than making explicit statements about work-life balance, workers engage in subtle digital withdrawal—scrolling, disengaging, or minimal-effort tasks—to cope with overwork and unmet expectations. These findings underscore that similar behaviors may arise from distinct emotional logics, highlighting the importance of culturally grounded interpretations of workplace disengagement.
Habitual-Type Cyberslacking
Employees with prolonged exposure to work monotony may develop unconscious digital habits, resulting in Habitual-Type cyberslacking. This form of cyberslacking is prevalent in contemporary workplaces and is characterized by behaviors that emerge from routine or automatic responses rather than deliberate intent. Often shaped by repetitive work patterns and low task engagement, Habitual-Type cyberslacking reflects ingrained behavioral tendencies that are triggered without conscious planning—such as reflexively opening social media or browsing online stores during idle moments. Unlike other types of cyberslacking, Habitual-Type cyberslacking lacks a clear, immediate motive. Instead, it is driven by habits, environmental cues, or other unconscious factors.
An old friend came to visit my place of work, and I didn’t have time to see her since I was at work. I started texting her about fun things to do around town, and before I knew it, the whole morning had passed. (Douban post, 5/2/2022)
Psychological research highlights the pivotal role habits play in influencing behavior. According to Duhigg (2012), habits operate through a loop of cues, routines, and rewards, which, once ingrained, can automatically respond to environmental triggers without conscious thought. This principle is clearly seen in Habitual-Type cyberslacking, where employees engage in activities like browsing social media or casual chatting without deliberate intent, reflecting the infiltration of personal habits into the workplace. Research supports this; Conner and Norman (2022) note that habitual actions significantly shape behavior, especially in repetitive work settings. For instance, Meier et al. (2023) found that habitual social media use at work markedly decreases focus and productivity. These automatic behaviors often lead to numerous interruptions, as workers instinctively reach for their phones or social media to occupy downtime. Furthermore, Sharma (2020) argues that Habitual-Type cyberslacking isn’t just about poor time management but is a response to stress and boredom, suggesting these habits are coping mechanisms. These actions provide temporary relief from routine or stress but inadvertently consume significant work time. In summary, Habitual-Type cyberslacking illustrates how Habitual-Type behavior can undermine workplace efficiency. Organizations need to understand the impact of these ingrained behaviors and devise strategies to manage them effectively.
I often open social media without even thinking about it—it’s become a reflex. I know it’s not good, but breaking the habit is really hard. (M8, Contract Worker, 12/4/2024) Sometimes, while waiting for clients to reply, I’ll habitually browse shopping sites or check the news—not that I’m planning to buy anything. (F9, State-Owned Enterprise Accountant, 9/5/2024)
The habitual engagement with social media, constant message checking, and idle conversations not only consume significant work time but also impair focus, reducing efficiency. Habitual-Type cyberslacking reflects how deeply digital technology has infiltrated daily life, especially among younger workers. Modern professionals now use computers and smartphones more than traditional tools, with apps like Weibo and TikTok reshaping leisure in China. Thus, cyberslacking mirrors overtime work. Gawronski and Corneille (2025) highlight how environmental cues shape unconscious behaviors, influencing our actions daily. The easy access to digital entertainment exacerbates Habitual-Type cyberslacking, leading to distractions and lost focus. Emotionally, these actions are complex; performed without conscious intent, they don’t provoke immediate reactions, but once the wasted time is recognized, guilt or anxiety may emerge.
Every time I realize I’ve spent a lot of time on TikTok during work, I feel a little guilty because I know I should have been reading academic papers instead. But it’s hard to control this habit (F7, PhD Student, 4/4/2024)
The emotional experience of Habitual-Type cyberslacking highlights its dual nature: it offers relaxation and pleasure yet is shadowed by guilt and anxiety. Since these actions are performed subconsciously, they provide a sense of ease during engagement. Unlike other forms of cyberslacking which might involve deliberate task avoidance or protest, this type is an automatic, habitual response. Over time, this can detrimentally affect work efficiency and career progression. The findings of this study offer several actionable insights for organizational leaders and HR practitioners. Habitual-Type cyberslacking—automatic digital behaviors like mindless scrolling or checking non-work apps—can be understood through the lens of digital well-being and habit formation (Alter, 2017; Orben, 2020). Rather than intentional resistance, these behaviors often stem from cognitive overload, work monotony, or environmental triggers within hyperconnected workplaces. From a digital well-being perspective, such micro-breaks may seem benign or even restorative; however, prolonged and unreflective engagement can lead to attentional fragmentation, decreased task efficiency, and diminished satisfaction with both work and leisure. Therefore, instead of punitive monitoring, organizations should promote digital mindfulness through interventions such as structured tech-free breaks, task rotation, and subtle behavioral nudges. These strategies can help employees regain attentional control, reduce habitual detours, and improve overall workplace engagement.
The Transition of Cyberslacking Types
Organizational Supervision
Organizational supervision refers to the monitoring, management, and control of employee behavior by superiors in the workplace, encompassing task allocation, performance evaluation, and the regulation of employee conduct. In the study of cyberslacking behavior, the role of organizational supervision is significant. The methods of supervision directly affect employees’ work experiences and behavioral choices, which, in turn, influence cyberslacking behaviors in the workplace.
Strict organizational supervision tends to suppress overt, inefficient forms of cyberslacking. When organizations rigorously monitor employee behavior through performance assessments, task supervision, and work documentation, employees typically avoid high-risk cyberslacking behaviors, such as frequent social media use or prolonged absences from their posts. However, intense supervision can easily lead to employee dissatisfaction, resulting in a “backfire” effect where employees may escalate their cyberslacking behavior into more extreme forms, such as resigning.
The supervision was too strict at my previous company. It felt like I was being watched all the time, even had to rush PPTs over the weekend. This pressure made me uncomfortable, so I just left. I actually liked the job a lot, and it was a good match with my university major, but it was just too restrictive. (F2, State-owned Enterprise Employee, 13/6/2024)
In a more relaxed supervisory environment, employees have fewer behavioral constraints and greater freedom in task completion, leading to more unconscious forms of cyberslacking, such as browsing social media, online shopping, or engaging in excessive social interactions with colleagues. These behaviors often serve as a means of stress relief or reflect boredom in the workplace. Particularly in repetitive, monotonous work environments that lack challenges, the absence of effective supervision often leads employees to choose low-effort, relaxing, or meaningless activities.
My work mainly picks up at the end of the month or year, and during those times, it’s really busy. Otherwise, there’s not much to do, and the big boss doesn’t come down. When things slow down, I’ll unconsciously browse online stores or chat a bit more with colleagues. I know it’s not ideal, but I just can’t control myself. (F9, State-Owned Enterprise Accountant, 9/5/2024)
Moreover, the differences in organizational supervision styles impact employees’ emotional experiences. A strict supervisory environment may make employees feel excessively monitored and restricted, leading to anxiety, frustration, and other negative emotions. In response, employees may engage in Adjustment-Type cyberslacking as a way to regulate their emotions and alleviate stress. In contrast, a more relaxed supervisory style may create a sense of freedom and satisfaction, enhancing job satisfaction and potentially leading to greater focus on work. However, an environment that lacks incentives could result in a decline in employees’ sense of responsibility, leading to Habitual-Type cyberslacking behaviors. Organizational policies also shape cyberslacking behaviors. Flexible work schedules and well-defined break systems can reduce Avoidance-Type motivations by granting employees autonomy and recovery time, thereby lowering emotional exhaustion. Conversely, high-intensity overtime or “996” culture may exacerbate Avoidance-Type and Habitual-Type cyberslacking, as workers disengage to cope with chronic fatigue and cognitive overload. These findings highlight how institutional design can either mitigate or unintentionally fuel counterproductive behaviors, underscoring the need for supportive workplace structures.
In summary, organizational supervision and work systems significantly impact the work environment, incentive mechanisms, and employees’ emotional experiences, all of which influence cyberslacking behaviors. Strict supervision often makes cyberslacking more covert and goal-directed, but can also provoke stronger resistance. In contrast, loose supervision may enhance job satisfaction but also lead to more diverse and visible cyberslacking behaviors.
Economic Pressure
Economic burdens have become an inescapable factor for many employees. During the transformation of cyberslacking behavior types, these economic pressures directly influence employees’ behavioral choices and emotional experiences when facing work tasks.
External economic pressures, such as mortgage or car loan obligations, often increase employees’ sense of urgency and crisis regarding their career development. This pressure drives employees to focus more on the tangible demands of career progression when facing the stresses of daily work, often leaning toward task completion and improving work performance with the aim of increasing income and ensuring financial security. In such a context, employees typically reduce Avoidance-Type cyberslacking behaviors, choosing instead to use their idle time for more purposeful self-improvement activities. This shift may manifest as employees proactively using their free time to learn new skills, obtain professional certifications, or plan their career development paths. Even when there is limited room for income growth, some employees still engage in Self-Enhancement-Type cyberslacking to boost their career competitiveness, addressing workplace uncertainty and the long-term threat of economic pressure. Through online learning platforms, self-study, or participation in professional online discussions, these behaviors not only alleviate the psychological burden of economic pressure but also provide more opportunities for future career growth.
The first thing I think about when I get my paycheck each month is how to pay off my loans. This pressure makes me work harder; I don’t dare to relax. The salary is too low, sometimes I wish I could take on additional work outside my regular hours. (M5, Township Civil Servant, 24/6/2024)
Self-improvement behaviors within cyberslacking not only satisfy employees’ psychological need for relaxation but also offer additional professional value, helping to reduce the anxiety brought on by economic pressure. However, it is important to note that excessive external pressure can lead employees to lower their identification with and investment in work goals. When employees feel that the economic pressures they face are too great and the financial rewards from their jobs are insufficient to alleviate these pressures, their motivation to work declines significantly. This often results in “workplace burnout”—a lack of interest and drive toward work. At this point, employees may shift to Habitual-Type cyberslacking behaviors, where they do not explicitly recognize that they are “slacking off” or “avoiding” work. Instead, they unintentionally redirect their attention to activities unrelated to their tasks. By engaging in simple, low-cost activities (such as browsing websites or watching videos), they temporarily detach from work. However, these actions often lack self-reflection or goal-setting, ultimately leading to a decrease in work efficiency.
When I feel my job isn’t financially rewarding enough, I lose interest. I used to stay late willingly, but now I procrastinate. Sometimes I read industry news during work hours, which is loosely related, but I know it’s just avoidance. I tell myself it’s for future career moves, but really, I’m avoiding dissatisfaction with my current job. (F3, Real Estate Company Employee, 22/3/2024 )
In conclusion, external pressures, especially economic burdens, play a crucial catalytic role in the transformation of cyberslacking behavior types. These pressures influence employees’ investment in and commitment to work goals, which in turn leads to the diversification and complexity of cyberslacking behaviors in the workplace. By examining external economic pressures, we can gain a deeper understanding of the psychological mechanisms and social contexts behind cyberslacking behaviors, further revealing how employees cope with economic pressures and the long-term effects on their work performance.
Social Networks
Social networks play a crucial role in the transformation of cyberslacking behavior types in the workplace. Peer support, often facilitated through interactions between colleagues, emotional support from friends, and the establishment of a sense of group belonging, influences employees’ attitudes toward work tasks and their work behavior, thus playing a key role in the transition of cyberslacking behaviors.
Social networks promote the socialization of cyberslacking behaviors by influencing group identity and collective behavioral norms. When cyberslacking becomes a common coping mechanism within a team or organization, individuals often mimic and follow this behavior pattern, especially under peer influence. In the workplace, employees frequently observe the behaviors of their colleagues to judge what is considered “acceptable.” If most colleagues choose to browse social media, relax, or chat during busy work intervals, individuals may be influenced by this social behavior and shift toward cyberslacking. This behavior is not solely a choice made to avoid work pressure; it also reflects an individual’s adaptive behavior within the team culture, functioning as a socialized behavior rooted in group identity. By participating in this group activity, employees gain a sense of recognition and belonging, thus enhancing the social acceptability of the behavior.
During breaks, we all chat and share some funny stories. Sometimes, when I see my colleagues chatting, I think, ‘Shouldn’t I relax too and join them?’ After all, everyone is doing it, and if I don’t, I might seem a bit out of place. These interactions helped me adapt to the company culture pretty early on. (M4, Private sector employee, 5/4/2024)
At the same time, social networks and peer comparisons often play a pivotal role in fostering self-awareness and prompting behavioral change. When employees observe their peers achieving career milestones through consistent effort and dedication, the resulting contrast can trigger feelings of guilt and anxiety, especially among those engaging in Avoidance-Type or Habitual-Type cyberslacking. These emotional reactions, while initially negative, may serve as internal catalysts that push individuals to reevaluate their current behaviors and set higher standards for themselves. More importantly, the influence of supportive social relationships—such as encouraging colleagues, inspiring friends, or understanding family members—should not be underestimated. Positive social support provides not only emotional reassurance but also constructive feedback and role modeling. Such interactions can help individuals build confidence, recognize untapped potential, and foster a sense of accountability. Over time, these influences may facilitate a gradual behavioral shift: from passive avoidance or habitual distraction to more purposeful and constructive engagement.
I have many friends and classmates who are very hardworking. Sometimes, when I hear them talk about their personal growth stories, it really touches me. Their encouragement and the example they set helped me find my direction and motivated me to explore more growth opportunities, like getting into graduate school. (F2, State-owned Enterprise Employee, 13/6/2024)
In conclusion, social networks, especially peer support, play a dual role in the transformation of cyberslacking behaviors in the workplace. On one hand, social support provides employees with ways to alleviate stress and regulate emotions, facilitating the emergence of Adjustment-Type and Avoidance-Type cyberslacking behaviors. On the other hand, peer support, by establishing team behavior norms and emotional resonance, drives the socialization of cyberslacking behaviors and forms a shared behavior pattern within team culture. Therefore, the impact of social networks on the transformation of cyberslacking behavior goes beyond the behavioral level, extending to emotional experiences and the deeper interaction of group identity.
Discussion
The findings of this study reveal that cyberslacking in Chinese workplaces cannot be fully understood without attending to the deep-seated cultural tensions shaping contemporary work ethics. In contrast to Western contexts—where individualism, work-life balance, and employee autonomy are often prioritized—Chinese work culture reflects a hybrid model. It combines neoliberal competition with traditional collectivist values, such as filial responsibility, perseverance, and the aspiration to achieve upward mobility. These values foster a deeply internalized sense of duty, leading many workers to accept excessive workloads as part of their moral and social obligations. However, in contemporary China, the pathway of “hard work leads to prosperity” has become increasingly elusive amid growing class solidification and diminishing social mobility, younger generations are increasingly influenced by global discourses emphasizing self-care, emotional well-being, and personal boundaries. This cultural shift introduces a growing sense of ambivalence. On the surface, workers may appear compliant with institutional norms, but internally they often experience burnout, disillusionment, and a need for psychological escape. Within this context, cyberslacking becomes a negotiated and culturally situated response—rather than merely a form of laziness or deviance.
This ambivalence is reflected across the four cyberslacking types identified in the MBE typology. “Self-Enhancement” behavior, for instance, reflects a rechanneling of work time toward career planning or personal learning, driven by both individual ambition and systemic insecurity. Meanwhile, “avoidant” and “habitual” forms of cyberslacking express emotional fatigue and a gradual withdrawal from the high-pressure, high-conformity environment characteristic of modern Chinese workplaces. The concept of “involution” (neijuan)—where employees compete relentlessly without meaningful reward—provides a critical lens through which to interpret these behaviors. By contrast, Western scholarship often positions cyberslacking within frameworks of digital autonomy, managerial resistance, or productivity trade-offs. These explanations overlook the moral and emotional layers found in the Chinese context. Thus, this study advocates for a culturally contextualized approach to workplace behavior. Rather than applying universalist assumptions, researchers and managers should attend to the cultural logics that shape how employees engage with, resist, or adapt to organizational pressures. In contexts like China, where collectivist norms, face-saving practices, and performance-driven environments coexist, cyberslacking may serve as a culturally embedded coping mechanism. Managers should therefore adopt culturally sensitive strategies—such as promoting psychological safety and flexible downtime—rather than relying solely on rigid surveillance or disciplinary measures.
Conclusion
This study delves into cyberslacking among workers, highlighting its roles as a coping mechanism for stress, dissatisfaction, and personal growth in contemporary work settings. Drawing on Han’s (2019)“Burnout Society,” it frames cyberslacking as a passive resistance to relentless workplace demands. Self-Enhancement-Type cyberslacking involves using downtime for skill acquisition and career advancement, whereas Adjustment-Type cyberslacking stresses the importance of brief mental breaks. Conversely, avoidance and Habitual-Type cyberslacking expose deep-seated discontent, often serving as responses to oppressive work conditions. The interplay between these cyberslacking types shows how employees manage the challenges of modern work, employing cyberslacking for immediate relief and long-term self-improvement. This research enhances our understanding of cyberslacking, reflecting the complex interplay of personal well-being, workplace expectations, and identity in today’s socio-economic context. Besides, by reframing cyberslacking as a coping mechanism rather than mere idleness, this study encourages managers to move beyond punitive oversight. Instead, it highlights the value of recognizing employees’ psychological needs and work-life boundaries. Supportive measures—such as flexible scheduling, meaningful feedback, and mental health resources—can transform unproductive detachment into constructive engagement, helping organizations balance performance.
Despite effectively categorizing workplace cyberslacking into four types based on the Motivation-Behavior-Experience (MBE) framework and exploring the influences of organizational supervision, external pressures, and social networks, this study has certain limitations. Firstly, the sample primarily comes from the “Douban Office Slacking Squad,” an online community that tends to attract younger, more digitally literate individuals. As such, the findings may not fully capture the experiences of older or less internet-savvy workers, particularly those in more traditional or blue-collar occupations, whose cyberslacking behaviors may take different forms or be shaped by distinct cultural and organizational factors. Secondly, due to the self-reported nature of interviews, Avoidance-Type cyberslacking may be underrepresented. To mitigate this, we triangulated with forum data; future studies could incorporate anonymous surveys or behavioral tracking to improve validity. Lastly, the study does not delve into how individual differences, particularly personality traits, affect the transformation of cyberslacking types. Future research could expand the sample scope and further investigate the moderating role of individual characteristics in cyberslacking behaviors.
Footnotes
Acknowledgements
The authors wish to thank the peer reviewers for their invaluable comments and suggestions that significantly improved the manuscript.
Author Note
Although a preliminary attempt was made to apply sentiment analysis, we found that the high-context, irony-rich linguistic style common in Douban posts—often involving sarcasm, metaphor, or playful subversion—rendered traditional lexicon-based approaches (e.g., Jieba-based segmentation and dictionary matching) unreliable. Therefore, we refrained from using automated sentiment scores as standalone quantitative evidence. Instead, we treated emotional expressions as context-sensitive discourse elements and analyzed them qualitatively through thematic and semantic interpretation.
Ethical Considerations
In accordance with the ethical guidelines of this journal, I ensure the transparency and integrity of our research. The following declarations relate to our manuscript titled: Beyond Laziness: A Motivation-Behavior-Emotion Typology of Cyberslacking in Contemporary Chinese Workplaces.
Author Contributions
Dr. Chaojin Wu conceived and designed the study, conducted the research, analyzed the data, and wrote the manuscript.
Funding
The authors received no financial support for the research, authorship, and/or publication of this article.
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.
Data Availability Statement
The data that support the findings of this study are available from these two authors, Chaojin Wu and Tangning Li, upon reasonable request.