Organizational Behavior and Human Decision Processes
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Journal of Vocational Behavior
Careers
Career crafting in transition: Strategies of migrant women in vocational settings
Abstract
In response to the volatile nature of contemporary labor markets, individuals are increasingly expected to self-manage their career trajectories. Although career self-management presents inherent challenges for the general working population, these difficulties may be exacerbated for vulnerable groups. To date, however, empirical research on the career crafting behaviors of vulnerable populations remains scarce. To extend career crafting research to underrepresented groups, we explored theâŠ
In response to the volatile nature of contemporary labor markets, individuals are increasingly expected to self-manage their career trajectories. Although career self-management presents inherent challenges for the general working population, these difficulties may be exacerbated for vulnerable groups. To date, however, empirical research on the career crafting behaviors of vulnerable populations remains scarce. To extend career crafting research to underrepresented groups, we explored the career crafting strategies that migrant women engage in to achieve their future work selves, as well as the influence of resource availability on the adoption of these strategies. Based on migrant women's career orientation and temporal focus (present vs. future), we identified four career crafting strategies: (1) career planning, (2) career balancing, (3) career architecting and (4) career navigating. Our findings suggest that migrant women do not solely adopt one strategy throughout their entire career. Instead, we conceptualize career crafting as an agentic process wherein individuals seek optimal fit between their career crafting strategy and their (migration) context at the current stage of their career. Consequently, we do not state that one strategy is optimal compared to others â rather that the optimum can be found when achieving the right contextual fit, particularly in the context of vulnerability. Our findings underscore the importance of acknowledging the enabling and constraining circumstances that influence career crafting strategies of migrant women.
Journal of Vocational Behavior
Well-being & Health
Careers
A shield against promotion failure: Self-compassion mitigates the negative effects of promotion failure on well-being
Journal of Vocational Behavior
Careers
Personality
The ear of the beholder: Does listener introversion predict perceptions of being heard?
Journal of Vocational Behavior
Leadership
Careers
Research Methods
A meta-analysis of TMX and incremental effects over LMX: An examination in different cultures
Journal of Vocational Behavior
Careers
Bearing others' burdens: An investigation of how daily venting at work shapes recipients' post-work experiences
Journal of Occupational and Organizational Psychology
Leadership
Teams & Groups
Personality
Directive leadership as social adaptation: How leader and aggregate team core selfâevaluation interact with team past performance to shape directive behaviour
Abstract
To address when and to what extent leaders enact directive behaviour, we integrate adaptive leadership theory with traitâactivation theory to conceptualize directive leadership as a social adaptation process shaped by leaderâteam interactions. We propose that leader core selfâevaluation (CSE) represents a motivational and flexible potential for directive behaviour, which is activated or inhibited by two distinct yet complementary team signals: aggregate team CSE (a traitâlike team psychologicalâŠ
To address when and to what extent leaders enact directive behaviour, we integrate adaptive leadership theory with traitâactivation theory to conceptualize directive leadership as a social adaptation process shaped by leaderâteam interactions. We propose that leader core selfâevaluation (CSE) represents a motivational and flexible potential for directive behaviour, which is activated or inhibited by two distinct yet complementary team signals: aggregate team CSE (a traitâlike team psychological signal) and team past performance (a stateâlike team feedback signal). Results from a multiâsource, threeâwave field study of 203 leaders and 1520 team members supported both the twoâway and threeâway interaction hypotheses. The relationship between leader CSE and directive leadership was contingent on aggregate team CSE: the relationship was positive when aggregate team CSE was lower but turned negative when it was higher. Team past performance further qualified this interaction, such that the negative moderating effect of aggregate team CSE was stronger when team past performance was higher than when it was lower. Our findings advance leadership theory by elucidating how directive leadership emerges from the interplay among leader traits, team psychological resources, and outcome feedback cues, offering a nuanced account of when leaders calibrate their directive behaviour in response to team contexts.
Academy of Management Journal
To Be or Not To Be (Aligned with Elites): Navigating Systemic Power within Informal Institutions
Journal of Management
Research Methods
Qualitative Research on Incumbentsâ Responses to Discontinuous Technologies: Distilling an Integrative Framework of Context
Abstract
Scholars have long and effectively used qualitative-inductive methodologies to understand the heterogeneous responses of established organizationsâso-called incumbentsâto emerging discontinuous technologies. However, after nearly 30 years of nuanced, ...
Scholars have long and effectively used qualitative-inductive methodologies to understand the heterogeneous responses of established organizationsâso-called incumbentsâto emerging discontinuous technologies. However, after nearly 30 years of nuanced, contextualized qualitative research in this area, there is a unique opportunityâand essentially a needâfor its distillation, integration, and critical reflection. In particular, while qualitative studies on heterogeneous incumbent responses aspire to develop âtheories of the middle range,â and, thus, to acknowledge boundary conditions and contextual nuances, in practice, they rarely discuss a given theoryâs range systematically. This disconnect limits the comparability, generalizability, and integration of findings. To address this instability, we inductively and critically review 127 qualitative studies on incumbentsâ responses to discontinuous technologies published between 1998 and 2024. The central outcome of our review is an integrative framework of core contextual dimensions of incumbent responses to emerging discontinuous technologies, organized along six attributes related to the overarching domains of technology, market, and organization and institutions. Our distilled framework provides a taxonomic map for systematically comparing different empirical contexts of incumbent adaptation to discontinuous technologies and critically considering the boundary conditions of qualitatively induced theorizing in this regard. Our framework also enables us to present an encompassing program for future qualitative research on incumbent heterogeneity, one of the core phenomena underlying the overall process of creative destruction.
Journal of Organizational Behavior
Work Design
Research Methods
I Can't Split Myself in Two (or Five): Job Crafting in Highly Demanding and Interdependent Work Environments
Abstract
Employees in highly demanding, interdependent work environments face a dilemma: while avoidanceâfocused job crafting can preserve their own wellâbeing, these selfâinitiated changes to their jobs could negatively affect coworkers. Drawing on qualitative interviews with 81 employees concurrently working for multiple agile teams in a European automotive corporation, we explore how employees navigate this dilemma. Our findings reveal three primary job crafting strategiesâeliminating tasks, reducingâŠ
Employees in highly demanding, interdependent work environments face a dilemma: while avoidanceâfocused job crafting can preserve their own wellâbeing, these selfâinitiated changes to their jobs could negatively affect coworkers. Drawing on qualitative interviews with 81 employees concurrently working for multiple agile teams in a European automotive corporation, we explore how employees navigate this dilemma. Our findings reveal three primary job crafting strategiesâeliminating tasks, reducing task investment, and scheduling tasks in uninterrupted time blocksâthat decrease employees' emotional exhaustion yet burden coworkers and slow team processes. We identify two distinct pathways for navigating this dilemma: in selfâoriented job crafting, employees announce their strategies unilaterally and implement them despite coworkers' objections, shifting the burden of interdependence onto coworkers and fueling coworker frustration; in prosocial job crafting, they openly suggest crafting strategies, discuss them with coworkers, and adjust plans to balance selfâpreservation with coworkers' needs, thus partially internalizing the burden of interdependence. Our study advances research on socially embedded job crafting by revealing contrasting ways to manage interdependence. It also extends job crafting research by showing when and why avoidance crafting can effectively mitigate high job demands and by illustrating how avoidance and approach crafting can blend within a single strategy.
Personnel Psychology
Organizational Culture
A MetaâAnalysis of Antecedents of HighâPerformance Work System Use: The Role of Firmsâ Strategic and Institutional Environmental Forces
Abstract
Strategic human resource management (HRM) scholars have extensively examined the impact of a highâperformance work system (HPWS) on firm performance outcomes and the conditions that influence this relationship. However, the factors that affect how intensively a firm uses an HPWS remain less understood. Building on Wright and McMahan's (1992) model of strategic HRM, this metaâanalytic study examines the relationships of firm strategic (e.g., business strategy) and institutional environmentalâŠ
Strategic human resource management (HRM) scholars have extensively examined the impact of a highâperformance work system (HPWS) on firm performance outcomes and the conditions that influence this relationship. However, the factors that affect how intensively a firm uses an HPWS remain less understood. Building on Wright and McMahan's (1992) model of strategic HRM, this metaâanalytic study examines the relationships of firm strategic (e.g., business strategy) and institutional environmental forces (e.g., environmental dynamism) on firmsâ HPWS use. Additionally, we examine the relative importance of the two sets of forces in determining a firm's HPWS use while accounting for the correlations among the various factors. Our findings across various types of studies/samples suggest that (a) firmsâ strategic forces are substantially more influential than institutional environmental forces as antecedents of a firm's HPWS use; (b) factors in the firm resources and capacities domain are relatively more important than those in the business strategy domain; and (c) a differentiation strategy, firm size, past performance, and firm capital intensity are, on average, the most important determinants among all forces. Lastly, we examine whether and how rating sources, HPWS operationalization, and the level of analysis influence the antecedentâHPWS relationships.
Journal of Management
Diversity & Inclusion
How Gender Diversity and Equality in R&D Departments Jointly Affect Firm-Level Innovation Through Innovation Capabilities
Abstract
Innovation research has long shown that firms depend on their R&D personnel to strengthen their innovation capabilities, sparking scholarly interest in how to best staff R&D departments for competitive advantage, with a focus on gender diversity. However, ...
Innovation research has long shown that firms depend on their R&D personnel to strengthen their innovation capabilities, sparking scholarly interest in how to best staff R&D departments for competitive advantage, with a focus on gender diversity. However, left unexamined are the mechanisms linking gender diversity in R&D departments and firm-level innovation. Further, despite growing interest in the conditions under which diversity may enhance innovation, researchers have not adequately addressed how department-level gender rank inequalityâthe disproportionate concentration of men and women at various hierarchical ranksâinteracts with numerical diversity to affect innovation outcomes. We address both limitations by integrating insights from the information/decision-making perspective on diversity and research on inequality with research on innovation capabilities. Specifically, we develop and test a model explaining how R&D department gender diversity and gender rank equality jointly affect three firm-level innovation capabilities: breadth of external knowledge search, use of external knowledge, and quality of the innovation implementation process. We also examine the indirect effects of gender diversity on firm-level innovation, conditional on gender rank equality, via these capabilities. Our analyses of 552 corporate R&D departments over 12 years show how gender diversity and gender rank equality in R&D departments jointly relate to higher levels of all three firm-level innovation capabilities and, indirectly, to greater firm-level innovation. Our findings suggest that improving a firmâs innovation capabilities and performance requires both increased representation of women in R&D departments and proportional representation of men and women at all ranks of R&D departments.
Academy of Management Journal
Knowledge Bridging: How Acquirers Leverage the Knowledge of Their Targetsâ Prior Alliance Partners
Abstract
Extensive research has examined how firms rely on alliances and acquisitions for sourcing technological knowledge, but we do not know whether acquirers can benefit from the technological knowledge of their targetsâ pre-acquisition alliance partners. This study demonstrates that acquirers leverage relational assets inherited from their targets to access knowledge from the targetsâ prior partnersâknowledge that the target itself did not absorb during the alliance, including knowledge developed byâŠ
Extensive research has examined how firms rely on alliances and acquisitions for sourcing technological knowledge, but we do not know whether acquirers can benefit from the technological knowledge of their targetsâ pre-acquisition alliance partners. This study demonstrates that acquirers leverage relational assets inherited from their targets to access knowledge from the targetsâ prior partnersâknowledge that the target itself did not absorb during the alliance, including knowledge developed by the partner post-alliance. We term this form of knowledge absorption âknowledge bridging.â We reveal that knowledge bridging enables acquirers to more effectively absorb knowledge from their targetsâ prior partners, compared to similar firms without prior alliances with the target. Knowledge bridging intensifies with the targetâs previous knowledge absorption from its partners. Yet, this effect is weakened by the relatedness between the knowledge bases and business domains of the acquirer and the targetâs partners and strengthened by the targetâs post-acquisition autonomy.
Journal of Business and Psychology
Training & Development
Leadership
Job Attitudes
Well-being & Health
Work Design
Careers
Losing Control of My Career Trajectory: The Role of Career Insecurity and Supervisor Mentoring Support in Shaping Employee Withdrawal and Mental Health
Abstract
Artificial intelligence technologiesâ rapid advancement, alongside global economic instability, has heightened labor market uncertainty, making career insecurity a prevalent issue. However, understanding how employees cope with career insecurity and sustain healthy careers remains limited. Grounded in the transactional model of stress, this study posits that career insecurity, as a career-related stressor, triggers perceived control loss, which, in turn, increases job withdrawal and impairsâŠ
Artificial intelligence technologiesâ rapid advancement, alongside global economic instability, has heightened labor market uncertainty, making career insecurity a prevalent issue. However, understanding how employees cope with career insecurity and sustain healthy careers remains limited. Grounded in the transactional model of stress, this study posits that career insecurity, as a career-related stressor, triggers perceived control loss, which, in turn, increases job withdrawal and impairs mental health. Furthermore, we examine supervisor career support mentoring as a critical situational factor influencing employeesâ appraisals of and responses to career insecurity. Using three-wave data collected from two different occupational settingsâemerging gig work and traditional service workâwe find that career insecurity is positively associated with perceived control loss, which subsequently motivates job withdrawal and damages mental health. Notably, supervisor career support mentoring mitigates the indirect effects of career insecurity on job withdrawal and mental health through its impact on perceived control loss. Our research contributes to the career insecurity literature by offering a theory-based explanation of its influence on key career outcomes. Practically, it provides valuable insights for managers to mitigate career insecurityâs adverse effects and promote healthier, more sustainable careers among employees.
Journal of Occupational and Organizational Psychology
Selection & Assessment
Performance Management
Personality
Research Methods
Exploring the relation between IRT estimates of withinâperson variability in personality and job performance
Abstract
The relation between Item Response Theory tree (IRTree) estimates of withinâperson variability in responses to Big Five personality items and supervisor ratings of job performance was examined in this research. Using a large incumbent sample (N = 1108), withinâperson variability within and across Big Five domains was estimated using a modern IRTree model. The results suggest that the direction and magnitude of the relation between IRTree estimates of withinâperson variability in personality andâŠ
The relation between Item Response Theory tree (IRTree) estimates of withinâperson variability in responses to Big Five personality items and supervisor ratings of job performance was examined in this research. Using a large incumbent sample (N = 1108), withinâperson variability within and across Big Five domains was estimated using a modern IRTree model. The results suggest that the direction and magnitude of the relation between IRTree estimates of withinâperson variability in personality and supervisor ratings of job performance depend on the level at which withinâperson variability is estimated (within or across Big Five domains) and the level at which performance is measured (broad or specific dimensions of job performance). Additionally, there were multiple instances in which Big Five withinâperson variability estimates predicted job performance over and above trait estimates. The implications of these findings as well as limitations and future directions are discussed.
Journal of Occupational and Organizational Psychology
Work Design
Exploring the role of cognitive job demands in job demandsâresources theory
Abstract
Cognitive job demands in the JDâR theory are surprisingly underexplored. Despite extensive research using the JDâR model, we lack a comprehensive understanding of how cognitive job demands affect employee wellâbeing and do not have a widely accepted definition of these demands. This is particularly concerning, as cognitive job demands have become a crucial characteristic of the 21stâcentury work environment, especially with increasing job complexity and technological advancements such as AI.âŠ
Cognitive job demands in the JDâR theory are surprisingly underexplored. Despite extensive research using the JDâR model, we lack a comprehensive understanding of how cognitive job demands affect employee wellâbeing and do not have a widely accepted definition of these demands. This is particularly concerning, as cognitive job demands have become a crucial characteristic of the 21stâcentury work environment, especially with increasing job complexity and technological advancements such as AI. Therefore, in this conceptual paper, we draw on cognitive and work psychology research to explore the concept of cognitive job demands within the JDâR and propose a typology of these demands. We address three key questions: (1) How can cognitive job demands be defined? (2) Are cognitive job demands a challenge demand, a hindrance demand or potentially even a job resource? (3) What roles do personal and job resources play in managing cognitive job demands? This paper aims to explore cognitive demands and their effects on employees, laying the foundation for future research on the changing cognitive nature of contemporary jobs within the JDâR framework. Our questions about cognitive demands also raise important challenges for broader JDâR research, leading to proposals for the further development of the JDâR theory.
Journal of Occupational and Organizational Psychology
Leadership
I won't let you down! Transformational leadership, anticipated guilt of failure, and follower extra work effort
Abstract
Transformational leadership research has predominantly assumed that followers are motivated to work hard under a transformational leader due to the pleasant social and personal experiences they derive from the leader. Challenging and complementing this view, we adopt a selfâdiscrepancy perspective to propose anticipated guilt of failure, a psychological discomfort arising from concerns about failing to fulfil one's obligations, as a novel explanatory mechanism. We argue that transformationalâŠ
Transformational leadership research has predominantly assumed that followers are motivated to work hard under a transformational leader due to the pleasant social and personal experiences they derive from the leader. Challenging and complementing this view, we adopt a selfâdiscrepancy perspective to propose anticipated guilt of failure, a psychological discomfort arising from concerns about failing to fulfil one's obligations, as a novel explanatory mechanism. We argue that transformational leadership will induce followers to anticipate feelings of guilt over potential failures in meeting their leaders' expectations, thereby motivating them to exert extra effort at work, particularly in uncertain work environments. Across four studies, including two field surveys and two experiments (total N = 1166), we consistently find that anticipated guilt of failure, as an unpleasant and preventionâfocused motivational state, mediates the positive effect of transformational leadership on followers' extra work effort, even after accounting for previously established pleasant, promotionâfocused mediators. Moreover, perceived work uncertainty strengthens this new mediation process by amplifying the effect of transformational leadership on anticipated guilt of failure. Our research uncovers an unintended psychological cost that transformational leadership likely imposes on followers in motivating their work effort, offering new insights into how transformational leaders motivate and impact followers.
Journal of Occupational and Organizational Psychology
Leadership
Well-being & Health
Mitigating the toxic experience of knowledge theft: An exploration of interventions
Abstract
Drawing on research on toxic emotions and toxic climates, we investigate the emotional consequences of knowledge theftâwhen a colleague intentionally takes credit for our work or ideas. In two experimental studies, we highlight the central role of perceived loss in the relationship between the experience of knowledge theft and the anger it elicits in victims. Furthermore, we propose and evaluate two practical interventions that leaders and colleagues can implement to mitigate the toxicâŠ
Drawing on research on toxic emotions and toxic climates, we investigate the emotional consequences of knowledge theftâwhen a colleague intentionally takes credit for our work or ideas. In two experimental studies, we highlight the central role of perceived loss in the relationship between the experience of knowledge theft and the anger it elicits in victims. Furthermore, we propose and evaluate two practical interventions that leaders and colleagues can implement to mitigate the toxic emotional effects of knowledge theft and to restore what was lost. Our experimental results demonstrate that when leaders and colleagues amplify rightful ownership, knowledge theft victims' anger is reduced as ownership is restored. By implementing preventative measures that acknowledge and protect idea ownership, organizations can interrupt the toxicity of knowledge theft and mitigate its detrimental consequences on victims.
Journal of Occupational and Organizational Psychology
Well-being & Health
Research Methods
From fried to focused? A daily diary study of afterâwork cannabis use and downstream performance effects
Abstract
Claims regarding the implications of employee cannabis use vary considerably even though little research explores cannabis as it relates to the modern workplace. Drawing from substance use theories and the epidemiology literature, we develop a conceptual model that suggests afterâwork cannabis use is a mechanism to help employees protect cognitive resources in the evening, allowing them to stay engaged at work the next day. In a daily diary study of cannabis users and nonâusers, we find no linkâŠ
Claims regarding the implications of employee cannabis use vary considerably even though little research explores cannabis as it relates to the modern workplace. Drawing from substance use theories and the epidemiology literature, we develop a conceptual model that suggests afterâwork cannabis use is a mechanism to help employees protect cognitive resources in the evening, allowing them to stay engaged at work the next day. In a daily diary study of cannabis users and nonâusers, we find no link between afterâwork cannabis use and nextâday executive functioning, cognitive engagement or daily task performance. A deeper dive into the literature led to a contextualized model including both withinâ and betweenâperson moderators that we tested in a second daily diary study of cannabis users. We specifically predict moderated indirect effects from afterâwork cannabis use to cognitive engagement at work the following day. Results from this second study indicate afterâwork cannabis use interacts with daily workload and a betweenâperson performanceârelated cannabis use motive to predict nextâday cognitive engagement. Daily cognitive engagement is subsequently related to changes in daily task performance. Collectively, results suggest that theories on employee substance use should be updated to better account for the daily effects (or nonâeffects) of afterâwork cannabis use on important workplace outcomes.
Journal of Organizational Behavior
Selection & Assessment
Diversity & Inclusion
Discrimination Against People With Disabilities in Hiring and Strategies to Reduce It: Evidence From Resumes
Abstract
People with disabilities receive fewer callbacks when applying for jobs compared to people without disabilities. To minimize the adverse effects of having a disability in the job application process, some people with disabilities use mitigation strategies during the disclosure of a disability. We test the impact of two oftenâused and recommended mitigation strategies in resumes: (1) claiming, that is, emphasizing positive attributes, and (2) downplaying, that is, shifting attention away fromâŠ
People with disabilities receive fewer callbacks when applying for jobs compared to people without disabilities. To minimize the adverse effects of having a disability in the job application process, some people with disabilities use mitigation strategies during the disclosure of a disability. We test the impact of two oftenâused and recommended mitigation strategies in resumes: (1) claiming, that is, emphasizing positive attributes, and (2) downplaying, that is, shifting attention away from the disability towards other characteristics. Across two survey experiments (n = 445 and n = 1999), we find that employers give socially desirable answers about which candidate they advance. Using a Bayesian Truth Serumâa scoring method that helps lower social desirabilityâwe find that disclosing a disability leads to discrimination in this part of the application process. Mitigation strategies are ineffective or backfire, depending on the wording. In a field experiment with 1509 applications, we verify these results: Employers discriminate against people with disabilities. The claiming mitigation strategy, in which people emphasize the positive attributes of disabilities, has negative effects. These findings show that people who disclose their disabilities in their resumes are discriminated against, and that mitigation strategies do not reduce such discrimination; some even increase it.
Academy of Management Journal
Market-Stigmatized Groups and the Effectiveness of Stigma Management Strategies: Evidence from Washingtonâs Marijuana Market
Abstract
Some organizations in stigmatized markets are more successful than others at managing audience perceptions and attracting consumers. Despite extensive research on organizational stigma management, less is known about the conditions under which different strategies drive consumer patronage. This study examines two broad approachesâ(1) distancing from the stigmatized market, and (2) displaying associations with the stigmatized marketâthat operate through opposing mechanisms and offer competingâŠ
Some organizations in stigmatized markets are more successful than others at managing audience perceptions and attracting consumers. Despite extensive research on organizational stigma management, less is known about the conditions under which different strategies drive consumer patronage. This study examines two broad approachesâ(1) distancing from the stigmatized market, and (2) displaying associations with the stigmatized marketâthat operate through opposing mechanisms and offer competing prescriptions for organizations. We consider how group stigma affects dynamics between organizations and consumers to influence the effectiveness of stigma management strategies. We introduce the concept of market-stigmatized groups and predict that the local concentration of these groups moderates the effectiveness of distancing and displaying in generating sales. Examining dispensaries in Washington stateâs marijuana market, we find that displaying strategies are associated with lower sales in areas with higher concentrations of Black residents, a market-stigmatized group in this industry, whereas distancing strategies have diverging effects. Our study contributes to stigma research by demonstrating that the effectiveness of stigma management strategies is contingent on the local concentration of market-stigmatized groups, showing how stigmas interact across levels to affect organizational outcomes, and identifying a source of performance heterogeneity in stigmatized markets.
Academy of Management Review
Reimagining Management Theory as Theater Rather than Hoax: A Commentary on Willmottâs âManagement Theory: Jungle, Myth, or Hoax?â
Journal of Organizational Behavior
Polluted Air, Polluted Minds: The Psychological Costs of Air Pollution Events on Employee Work and Life
Abstract
A growing body of literature has illuminated the impacts of climate change on employees' physiological health. This research advances the field by uncovering evidence of the damaging psychological effects of air pollution on employees, along with an organizational alleviation mechanism. Integrating affective events theory and terror management theory, we theorize that air pollution event disruption leads to increased employees' workplace loneliness and decreased sleep quality at night via theâŠ
A growing body of literature has illuminated the impacts of climate change on employees' physiological health. This research advances the field by uncovering evidence of the damaging psychological effects of air pollution on employees, along with an organizational alleviation mechanism. Integrating affective events theory and terror management theory, we theorize that air pollution event disruption leads to increased employees' workplace loneliness and decreased sleep quality at night via the mediating role of employees' anxiety. However, the negative impacts of air pollution can be significantly mitigated for those who experience higher levels of organizational support. We first conducted two quantitative studies (Studies 1 and 2) using the experience sampling method to test the hypotheses. To further enrich the insights derived from these quantitative tests, we also carried out a qualitative study (Study 3) using inâdepth interviews. Taken together, our research generates valuable theoretical and practical implications for understanding the impacts of air pollution events and developing effective organizational coping strategies.
Journal of Management
Organizational Culture
A CEO-Driven Process Model of Firm Responsiveness to Secondary Stakeholder Demands: The Roles of CEO Values and Passion
Abstract
Secondary stakeholder demands represent increasingly important strategic issues for firms. However, the principal drivers of firm response remain poorly understood. We extend research on firm responsiveness to secondary stakeholders by introducing a new ...
Secondary stakeholder demands represent increasingly important strategic issues for firms. However, the principal drivers of firm response remain poorly understood. We extend research on firm responsiveness to secondary stakeholders by introducing a new theoretical perspective to detail the cognitive processes through which key CEO attributesânamely, personal values and passionâshape the trajectories of firm responsiveness. We first outline key aspects of secondary stakeholder demands to explain why CEO values and passion are important determinants of a firmâs response to secondary stakeholder demands. We then explain how a CEOâs values and passion influence the process of firm responsiveness. Finally, we extend our arguments to illustrate how values and passion-infused responses may influence social (dis)approval among key organizational stakeholders. By focusing on the cognitive processes of CEOs, we offer novel theoretical contributions to stakeholder theory, strategic leadership research, and the literature on firm social evaluations.
Journal of Organizational Behavior
Do Not Be a Prompt Puppet: Human Judgment and Courage in the Age of AI
Abstract
Data sharing not applicable to this article as no datasets were generated or analysed during the current study.
Data sharing not applicable to this article as no datasets were generated or analysed during the current study.
Journal of Organizational Behavior
Leadership
Diversity & Inclusion
Careers
Research Methods
Leader Role Transition: A Systematic Review and Agenda for Future Research
Abstract
Leader role transition is a critical stage in which new leaders learn leadership skills, develop their leader identity, and gain social validation. As the successful transition to one's leader role has important implications for individual career success and organizational performance, research interest in this topic has steadily grown over the last decade. However, this literature is developing in a rather fragmented and isolated manner. The absence of a unifying conceptual framework stands toâŠ
Leader role transition is a critical stage in which new leaders learn leadership skills, develop their leader identity, and gain social validation. As the successful transition to one's leader role has important implications for individual career success and organizational performance, research interest in this topic has steadily grown over the last decade. However, this literature is developing in a rather fragmented and isolated manner. The absence of a unifying conceptual framework stands to potentially stymy progress and understanding of this phenomenon. Therefore, we highlight leader role transition as a unique leadership topic and aim to provide a holistic understanding of leader role transition as a dynamic process. In a systematic review of 136 articles, we identify three key lines of inquiry (i.e., adjustment, identity transformation, and social construction) and synthesize them through the lens of role transition theory. In doing so, we develop an integrative framework that aims to move this literature toward a more comprehensive and processâbased understanding of leader role transition. We conclude our review with recommendations for future research directions.
Journal of Organizational Behavior
Performance Management
Research Methods
Performance Feedback: A Critical Systematic Review
Abstract
This critical systematic review responds to recent calls to untangle the fragmented state of the performance feedback literature. Even though performance feedback has a long history of being researched within the fields of organizational behavior and management, there has been no systematic review of the entire literature on performance feedback for almost three decades. Our review highlights that there are many different labels and contrasting definitions given to âfeedbackâ and a lack ofâŠ
This critical systematic review responds to recent calls to untangle the fragmented state of the performance feedback literature. Even though performance feedback has a long history of being researched within the fields of organizational behavior and management, there has been no systematic review of the entire literature on performance feedback for almost three decades. Our review highlights that there are many different labels and contrasting definitions given to âfeedbackâ and a lack of research specifying feedback valence, which limits our understanding and theory building. We further demonstrate that current research indicates that positive feedback consistently enhances performance, whereas negative feedback requires specific moderating variables or a highâquality supervisorâsubordinate relationship to be effective. Synthesizing the results, we demonstrate for which factors and theoretical frameworks' robust evidence exists, and we contribute to developing a comprehensive programmatic theory of performance feedback: the performance feedback valence theory.
Journal of Organizational Behavior
Teams & Groups
Work Design
Not Even Remotely Close: How CoâLocation Imbalance Affects Subgroup Formation in Hybrid Teams
Abstract
Despite the substantial proliferation of hybrid work, little has been done to reconcile extant individualâ and teamâlevel perspectives. This is problematic because it does not acknowledge how individuals' hybrid work practices constrain teamâlevel interactions and subsequent outcomes. Specifically, the extant literature does not yet capture the complex configurations that result from team members alternating between coâlocated and remote forms of collaboration and how these may provoke theâŠ
Despite the substantial proliferation of hybrid work, little has been done to reconcile extant individualâ and teamâlevel perspectives. This is problematic because it does not acknowledge how individuals' hybrid work practices constrain teamâlevel interactions and subsequent outcomes. Specifically, the extant literature does not yet capture the complex configurations that result from team members alternating between coâlocated and remote forms of collaboration and how these may provoke the formation of subgroups within the team. In this conceptual paper, we introduce the construct coâlocation imbalance, which we define as the disparity in coâlocation between different combinations of team members, as a way of capturing geographic configurations in hybrid teams. Through illustrative hybrid teamwork archetypes, we demonstrate the meaning and implications of coâlocation imbalance on subgroup formation. We then map out a nomological network surrounding coâlocation imbalance and derive testable propositions on its temporal dynamics and antecedents. Our paper concludes with a discussion of our research's theoretical and practical contributions and directions to advance future research on hybrid teamwork.
Journal of Organizational Behavior
Diversity & Inclusion
Mind the Gap: An Integrative Review of the Causes of the Gender Pay Gap
Abstract
The gender pay gap (GPG) is often discussed in policy, media, and across multiple academic literatures. Scholars of the GPG have focused significant attention on the causes and generated an extensive body of work revealing rich insights on why women tend to make less than men. But this literature is fragmented, and the sheer number of causes found in previous studies limits our ability to recognize the main reasons for the gap and move the literature forward toward solutions. We review theâŠ
The gender pay gap (GPG) is often discussed in policy, media, and across multiple academic literatures. Scholars of the GPG have focused significant attention on the causes and generated an extensive body of work revealing rich insights on why women tend to make less than men. But this literature is fragmented, and the sheer number of causes found in previous studies limits our ability to recognize the main reasons for the gap and move the literature forward toward solutions. We review the literature across fields, including economics, sociology, and applied psychology/management, and offer a unifying framework that identifies the main reasons for the GPG. Specifically, our framework organizes the GPG causes, and the theories used to explain such causes into four main perspectives: capital accumulation, bias and discrimination, sorting, and natureâ and nurtureâbased differences. Our framework also explains how these perspectives are affected by the national and organizational contexts in which they are embedded. We then discuss gaps in the current literature exposed by our model that can be filled via novel theoretical, crossâdisciplinary research, and by adopting different methodological and practical approaches. Overall, our review distills a large and diffuse literature into a clear framework to direct researchers toward theoretical insights and novel research questions that can get us closer to pay equality across genders.
Journal of Organizational Behavior
Well-being & Health
Mapping the Mistreatment Landscape: An Integrative Review and Reconciliation of Workplace Mistreatment Constructs
Abstract
As the literature on workplace mistreatment has grown, so too have the number of constructs proposed to represent distinctive forms of mistreatment. However, considerable disagreement exists surrounding whether these proposed constructs represent unique manifestations of workplace mistreatment or represent a single underlying phenomenon. This paper therefore offers an integrative review of the workplace mistreatment literature with the goal of aiding in construct reconciliation. MoreâŠ
As the literature on workplace mistreatment has grown, so too have the number of constructs proposed to represent distinctive forms of mistreatment. However, considerable disagreement exists surrounding whether these proposed constructs represent unique manifestations of workplace mistreatment or represent a single underlying phenomenon. This paper therefore offers an integrative review of the workplace mistreatment literature with the goal of aiding in construct reconciliation. More specifically, this review summarizes the underlying theories, motives, behavioral expressions, and correlates of extant workplace mistreatment constructs to critically examine their similarities and differences. We then leverage that review to propose a taxonomy of mistreatment that advances four key dimensions along which mistreatment behaviors may vary: motives, contact, harm, and prohibition. Finally, the review concludes with a roadmap to direct future research toward unanswered questions that must be addressed before the similarities and differences among existing mistreatment constructs can truly be understood. The goal is to encourage mistreatment scholars to reconsider the current boundaries erected around mistreatment constructs and whether they best represent the meaningful ways in which discrete manifestations of mistreatment vary. This paper also aims to guide researchers toward ways mistreatment constructs can be repackaged to yield novel insights into how mistreatment operates.
Journal of Organizational Behavior
Work Design
A MetaâAnalysis of Antecedents and Outcomes of Flexible Working Arrangements
Abstract
Flexible working arrangements (FWAs) are increasingly available and used across diverse settings, particularly following the COVIDâ19 pandemic. Yet, knowledge of the antecedents and outcomes of FWAs is incomplete and inconclusive. It remains unclear what factors facilitate the perceived availability and use of FWAs, and under what conditions FWAs are most beneficial, including (1) whether flexibility in work schedule (flextime), work location (flexplace) or both (flextime + place) is mostâŠ
Flexible working arrangements (FWAs) are increasingly available and used across diverse settings, particularly following the COVIDâ19 pandemic. Yet, knowledge of the antecedents and outcomes of FWAs is incomplete and inconclusive. It remains unclear what factors facilitate the perceived availability and use of FWAs, and under what conditions FWAs are most beneficial, including (1) whether flexibility in work schedule (flextime), work location (flexplace) or both (flextime + place) is most beneficial, and (2) whether employees must use FWAs to reap their benefits. To address these gaps, we conduct a comprehensive metaâanalysis to examine theoretically derived antecedents and outcomes of FWAs. We also examine whether different types of FWAsâflextime versus flexplace versus flextime + place, and FWA availability versus FWA useâmoderate the relationships between FWAs and outcomes. Metaâanalytic results based on 113 studies with 88 618 participants identify a host of important antecedences of FWAs, such as managerial status, selfâefficacy, and task interdependency. Consistent with social exchange theory, Conservation of Resources theory and boundary theory, FWAs were significantly associated with beneficial outcomes, such as greater job satisfaction, organisational commitment, job autonomy, life satisfaction, better workâfamily interface and family satisfaction. Significant moderation indicate that more beneficial employee outcomes were associated with (1) having both flextime and flexplace compared to flextime or flexplace alone, (2) flextime compared to flexplace and (3) the availability compared to use of FWAs. These results provide a comprehensive, systematic understanding of the personal, workârelated, and familial antecedents and outcomes associated with different types of FWAs.
Personnel Psychology
Leadership
Organizational Culture
Optimizing Human Resource Conditions for 20âYear Initial Public Offering (IPO) Survival
Abstract
The entrepreneurship literature emphasizes the importance of imprints founders leave on companies; those imprints can change at transformational events such as the initial public offering (IPO). Prior research has found that objective measures (such as structure or compensation systems) can imprint and predict survival post IPO. However, executive value imprinting has received less attention. We theorize that executive values, which are core to the change management literature, are particularlyâŠ
The entrepreneurship literature emphasizes the importance of imprints founders leave on companies; those imprints can change at transformational events such as the initial public offering (IPO). Prior research has found that objective measures (such as structure or compensation systems) can imprint and predict survival post IPO. However, executive value imprinting has received less attention. We theorize that executive values, which are core to the change management literature, are particularly important for postâIPO imprinting. Expanding employeeâorganization relationships to firmâlevel outcomes, we argue that optimization (not underemphasis or overemphasis) of the executive values of sense of urgency and valuing employees creates a unique human resource condition that is key to longâterm survival after the change event of the IPO. Based on the role of the human resource executive (HRE) as a change agent, we posit that having an HRE in place positively impacts 20âyear survival of the firm as its own, independent entity, by bolstering the initial imprint with ongoing support of the imprinted values. We find support for our hypotheses using survey data from executives leading companies from the 1996 IPO cohort and longitudinal archival data. We contribute to the literature on imprinting in IPOs, change management, and human resource management.
Personnel Psychology
Research Methods
Relationships Between Shared Group Properties: Theory, Measurement, Estimation, and Adjustment
Abstract
Teams researchers, metaâanalysts, and others often study relationships between groupâlevel constructs measured by aggregating individualâlevel variables, but it is wellâknown that groupâmean correlations are influenced by individualâlevel relationships. We review multilevel issues and current practices in estimating and adjusting groupâmean associations. We give special attention to comparisons across levels of analysis, and to adjustments for estimating population parameters. A Monte CarloâŠ
Teams researchers, metaâanalysts, and others often study relationships between groupâlevel constructs measured by aggregating individualâlevel variables, but it is wellâknown that groupâmean correlations are influenced by individualâlevel relationships. We review multilevel issues and current practices in estimating and adjusting groupâmean associations. We give special attention to comparisons across levels of analysis, and to adjustments for estimating population parameters. A Monte Carlo simulation study indicates that the two most commonly used adjustments in metaâanalysis are ineffective in estimating populationâbased effect sizes. They frequently overestimate true relationships, sometimes severely. Indeed, simulations show that common adjustments move estimates away from population values in many situations. We suggest an alternative approach to adjustment that produces more accurate and conservative estimates. We apply our approach to examples in the literature and call into question estimates and interpretations in a large body of metaâanalyses based on aggregated groupâmean variables.
Journal of Occupational and Organizational Psychology
Diversity & Inclusion
Careers
Research Methods
Differential returns from networking behaviours for men and women: A longitudinal study
Abstract
Networking is an important career selfâmanagement strategy that affects objective and subjective career outcomes. Concerning gender differences, the prevailing assumption is that women benefit less from networking than men. Yet, some findings on the effects of specific subdimensions of networking suggest that although men benefit from most dimensions, women may benefit as much or even more from at least some dimensions. Based on theories of stereotypes and homophily, as well as findings fromâŠ
Networking is an important career selfâmanagement strategy that affects objective and subjective career outcomes. Concerning gender differences, the prevailing assumption is that women benefit less from networking than men. Yet, some findings on the effects of specific subdimensions of networking suggest that although men benefit from most dimensions, women may benefit as much or even more from at least some dimensions. Based on theories of stereotypes and homophily, as well as findings from social network studies, we explore whether internal and external networking have different effects on career outcomes for men and women. Using data from an 8âyear longitudinal study (N = 229), we employ hierarchical linear modelling to examine how internal and external networking behaviours affect changes in salary and career satisfaction. We find that men's salary growth benefits from internal networking, whereas women's salary growth benefits from external networking. Contrary to our expectations, we find only crossâsectional, but no longitudinal, effects of networking on career satisfaction. Our findings suggest that men and women might emphasize different forms of networking to maximize objective returns.
Academy of Management Review
Diversity & Inclusion
Organizational Culture
Transaction Governance: Firm-Level Influences and the Organizational Identity Paradox
Abstract
We propose a conceptual framework of transaction governance that augments the existing transaction cost economics (TCE) model with research on organizational identity orientation. Our focus is on how particular identity orientations imply preferences for formal versus informal governance mechanisms. These preferences, in turn, are activated when a firm faces particular transaction hazards. In general, the identity orientation construct augments the current perspective on governance choice andâŠ
We propose a conceptual framework of transaction governance that augments the existing transaction cost economics (TCE) model with research on organizational identity orientation. Our focus is on how particular identity orientations imply preferences for formal versus informal governance mechanisms. These preferences, in turn, are activated when a firm faces particular transaction hazards. In general, the identity orientation construct augments the current perspective on governance choice and helps expand the current TCE model. We also discuss how a firmâs identity orientation is itself systematically shaped (strengthened or weakened) by transactional outcomes. These feedback processes involve certain paradoxes. For instance, even successfully governed transactions may actually weaken a firmâs identity orientation, to the extent that the governance choice is incompatible with the firmâs prevailing identity orientation.
Academy of Management Journal
Selection & Assessment
Careers
Role Rectification: How Hybrid Entrepreneurship Turns Entrepreneur Roles from Liability to Advantage in Hiring
Abstract
Research shows that certain work roles constrain labor market success when individuals transition to new work roles, as they are viewed as discrediting by potential role partners. However, workers increasingly hold multiple roles simultaneously, which may alter the inferences drawn from roles that are discrediting in isolation. Building on role accumulation theory, we theorize that work roles that are net liabilities in isolation, such as the entrepreneur role, can become net assets as part ofâŠ
Research shows that certain work roles constrain labor market success when individuals transition to new work roles, as they are viewed as discrediting by potential role partners. However, workers increasingly hold multiple roles simultaneously, which may alter the inferences drawn from roles that are discrediting in isolation. Building on role accumulation theory, we theorize that work roles that are net liabilities in isolation, such as the entrepreneur role, can become net assets as part of a compensatory role set, and we identify a new theoretical mechanism of role rectification through which this effect occurs. Mobilizing verbal protocol, experimental, and archival data sources, we find evidence for role rectification using the case of hybrid entrepreneurs, but we also find that the benefits of role rectification are attenuated in contexts where role accumulation magnifies role nonconformity risks.
Academy of Management Journal
Job Attitudes
Well-being & Health
Tied in or Tied Up? The Contrasting Effects of Social Ties on Employee Turnover
Abstract
A key theoretical tension in organizational network research lies in understanding how interpersonal connections shape employee turnover. While extensive workplace networks can reduce turnover by granting access to valuable information and resources, they can also increase it by exposing employees to information overload, leading to cognitive strain and disengagement. Drawing on process theory, we bridge these two previously disconnected mechanismsâinformation access and information overloadâtoâŠ
A key theoretical tension in organizational network research lies in understanding how interpersonal connections shape employee turnover. While extensive workplace networks can reduce turnover by granting access to valuable information and resources, they can also increase it by exposing employees to information overload, leading to cognitive strain and disengagement. Drawing on process theory, we bridge these two previously disconnected mechanismsâinformation access and information overloadâto uncover how they jointly influence turnover. We propose that an intermediate number of instrumental workplace connections maximizes retention, as it balances the benefits of information access with the burdens of overload. Specifically, we theorize that information access exhibits diminishing marginal returns in mitigating turnover as additional connections provide less value, while information overload accelerates as employees struggle to process a growing volume of inputs, resulting in a U-shaped relationship between the size of an employeeâs network and turnover. We test these arguments across four studies: two preregistered experiments and two field studies of employees in large organizations. Our findings challenge conventional wisdom that larger networks are universally beneficial, providing insights into how the structure of informal networks drives turnover dynamics.
Academy of Management Review
Organizational Culture
The Role of Deliberate Silence in Institutional Change
Abstract
In this article, I develop insights into deliberate silence as a facilitator of institutional change. I argue that deliberate silence constitutes a form of text that can influence dynamics of discourse positions and discourse content, thereby affecting relationships among relevant actors as well as institutional dynamics. This makes it a useful resource for change proponents located at the center of fields to inconspicuously shift voice toward more peripheral allies, facilitate the visibilityâŠ
In this article, I develop insights into deliberate silence as a facilitator of institutional change. I argue that deliberate silence constitutes a form of text that can influence dynamics of discourse positions and discourse content, thereby affecting relationships among relevant actors as well as institutional dynamics. This makes it a useful resource for change proponents located at the center of fields to inconspicuously shift voice toward more peripheral allies, facilitate the visibility of problematizations and novel theorizations, and mitigate the effect of defense strategies from central opponents of change. Starting from a basic discourse-based model of institutional change, I show how a systematic acknowledgment of deliberate silence facilitates a better understanding of discursive dynamics. Specifically, I synthesize four types of deliberate silenceâactivating, suppressing, affirming, and concealingâin institutional change processes, and model a set of communication strategies based on these types of silence that support change in various ways. These ideas contribute to existing literature by suggesting novel ways of understanding how actors navigate barriers to institutional change, and how interactions between different types of actors during institutional dynamics unfold.
Academy of Management Review
Training & Development
Competitive Externalities in Acquisitions
Abstract
While acquisitions are a popular means of corporate development, it is often uncertain whether acquirers capture positive value. This uncertainty is further compounded by the profound competitive implications associated with acquisitions. To shed more light on these implications, we develop the concepts of negative and positive competitive externalities in acquisitions in more detail and outline a framework that explains which acquisitions give rise to which competitive externalities. We thenâŠ
While acquisitions are a popular means of corporate development, it is often uncertain whether acquirers capture positive value. This uncertainty is further compounded by the profound competitive implications associated with acquisitions. To shed more light on these implications, we develop the concepts of negative and positive competitive externalities in acquisitions in more detail and outline a framework that explains which acquisitions give rise to which competitive externalities. We then predict their impact on acquirersâ and rivalsâ value capture under different synergy and information conditions, providing several insights: First, when negative competitive externalities exist, when no bidder can create unique synergies and bidders are aware of the synergies and externalities, bidders engage in value-destroying acquisitions to avoid negative externalities. A bidder with unique synergies only captures positive value if the unique synergies exceed a rivalâs negative competitive externalities. Second, information advantages of one bidder over others are a key factor enabling positive value capture even when competitive externalities exist. Third, faced with positive competitive externalities, bidders may lack incentives to acquire even if further synergies exist, and the most capable acquirer may not capture the most value. Our paper sheds light on competitive externalities in acquisitions and provides important insights for strategic management research.
Academy of Management Review
The Promise and Perils of Co-Construction: A Reply to âCo-Constructive Start-Up Illusionsâ
Academy of Management Review
Designing Dual-Purpose Organizations: The Role of Soft Governance
Abstract
Although the phenomenon of dual-purpose organizations (DPOs)âmarket-based organizations that pursue both private (commercial) and broader social objectives simultaneouslyâhas been explored extensively in prior literature, the role of organization design in addressing the distinct coordination problems inherent to DPOs has been largely overlooked. We develop a theoretical framework that conceptualizes how design considerations can influence organizational outcomes for DPOs. We identify twoâŠ
Although the phenomenon of dual-purpose organizations (DPOs)âmarket-based organizations that pursue both private (commercial) and broader social objectives simultaneouslyâhas been explored extensively in prior literature, the role of organization design in addressing the distinct coordination problems inherent to DPOs has been largely overlooked. We develop a theoretical framework that conceptualizes how design considerations can influence organizational outcomes for DPOs. We identify two central coordination challenges faced by DPOs: an aggregation problem, in which heterogeneous individual preferences and organizational goals must be effectively aligned; and a consolidation problem, in which the dual-purpose nature of DPOs prevents the consolidation of goals into a single organizational meta-goal, resulting in nonhierarchical decision-making structures. We argue that formal organization design processes and mechanisms alone may fail to resolve these coordination problems, and we conceptualize the role and notion of soft governance, which we define as the agentic deployment of informal design mechanisms that shape an organizationâs informal decision-making structure. Our core contribution lies in developing an integrative model of dual-purpose organizing that demonstrates how soft governance may complement formal organization design in alleviating the coordination problems inherent in DPOs, thereby supporting their stability and growth.
Journal of Personality and Social Psychology
Absolute moral perceptions of the self and others: People are bad, a person is good, I am great.
Abstract
For decades, psychologists have appreciated that the average person sees themselves as better than average, particularly in moral domains. Although self-other comparisons permit establishing normative violations, they leave unanswered whether people see themselves and others positively or negatively in an absolute sense. The present research introduces a novel measure of moral thresholds to identify the behavioral tipping point that subjectively differentiates morality from immorality.âŠ
For decades, psychologists have appreciated that the average person sees themselves as better than average, particularly in moral domains. Although self-other comparisons permit establishing normative violations, they leave unanswered whether people see themselves and others positively or negatively in an absolute sense. The present research introduces a novel measure of moral thresholds to identify the behavioral tipping point that subjectively differentiates morality from immorality. Participants in two countries viewed themselves as clearly moral while viewing the other participants as falling short of the moral threshold (Study 1 and Supplemental Study A). Social targets of course take different forms. Study 2 (and Supplemental Study B) found that even when collectives (e.g., others in the study) were seen to fall short of moral thresholds, randomly selected individuals in those collectivesâwhether individuating information was offered about them or notâwere estimated to exceed moral thresholds. The relative positivity of behavioral estimates (self > individuals > collectives) could not be explained by perceiversâ confidence in those assessments (Study 3). Studies 4aâ4b completed an experimental causal chain to identify one reason individuals are judged more positively than collectives. People anticipated feeling worse if they were to be cynical about an individual (as opposed to a collective). This heightened anticipated negative experience was causally responsible for more positive behavioral forecasts. The moral threshold allows moral perception to join other domains (e.g., monetary outcomes, attitudes) in which identifying neutral reference points has been core to theoretical and empirical development. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Management
When Overconfident CEOs Deliver Higher Returns: Evidence From Acquisition Waves
Abstract
Overconfident CEOs are frequently criticized for making value-destroying corporate acquisitions in which they acquire excessively and overpay for their acquisitions. By contrast, we argue that overconfident CEOs can deliver higher returns in acquisition ...
Overconfident CEOs are frequently criticized for making value-destroying corporate acquisitions in which they acquire excessively and overpay for their acquisitions. By contrast, we argue that overconfident CEOs can deliver higher returns in acquisition waves because the motivation and the requirement for action speed that occur in acquisition waves are different from other acquisition contexts. Specifically, we hypothesize and find that overconfident CEOs are more likely to capture preemption opportunities by acting earlier in acquisition waves, and such rapid moves enable overconfident CEOs to achieve higher acquisition returns. In addition, drawing upon organizational learning research, we hypothesize and find that in acquisition waves, pre-wave experience with large and related acquisitions facilitates overconfident CEOs to pursue acquisitions even more quickly during acquisition waves, which further enhances acquisition returns. Contributions to the acquisitions and CEO overconfidence literatures are discussed.
Academy of Management Journal
Understanding Why and When Coworkers Undermine Employees Who Have Friends in High Places
Abstract
This research examines why and when coworkers undermine employees who have social capital through high-level friends (i.e., friendship contact status). Drawing on appraisal theory, we theorize that coworkers envyâand subsequently undermineâsuch employees when they hold unfavorable core evaluations of the employees and perceive these employeesâ friendship networks as sparse. For coworkers, unfavorable core evaluations of an employee signal that the person is undeserving of high-level friends,âŠ
This research examines why and when coworkers undermine employees who have social capital through high-level friends (i.e., friendship contact status). Drawing on appraisal theory, we theorize that coworkers envyâand subsequently undermineâsuch employees when they hold unfavorable core evaluations of the employees and perceive these employeesâ friendship networks as sparse. For coworkers, unfavorable core evaluations of an employee signal that the person is undeserving of high-level friends, and sparse employee friendship networks signal a lack of guardian protection that increases coworkersâ own dominance-based control potential. These three componentsâhigh employee friendship contact status, low core evaluations (low employee deservingness) and low friendship network density (high coworker dominance-based control potential)âjointly drive the envy that fuels coworker undermining. We tested our theory and hypotheses across three studies. Study 1 supports our premise that coworkers negatively appraise employeesâ high friendship contact status. Study 2 shows that coworkersâ core evaluations of employees and perceived friendship network density jointly moderate the effects of employee friendship contact status on coworker envy and undermining. Study 3 confirms that envy and undermining arise in response to high friendship contact status only when appraised employee deservingness is low and coworker dominance-based control potential is high. Our work highlights the liabilities of social capital, the role of perpetrator predation in workplace mistreatment, and how appraisal processes drive envy in organizations.
Journal of Organizational Behavior
Leadership
Research Methods
Do Differentiated LeaderâFollower Relationships Matter for Collective Emotion? A Multilevel Investigation of LMX Differentiation, Work Group Positive Affect, and TrickleâOut Effects on Customer Outcomes
Abstract
Emotions pervade work groups and shape employeeâcustomer interactions, yet little is known about how differentiated leaderâmember relationships shape affective experiences within work groups and beyond. Drawing on the integrated social comparison and emotion contagion framework, we examine the role of LMX differentiation on both employee and customer affective and serviceârelated outcomes. Using multilevel data from 1608 hair salon employees nested within 165 salons and 3139 customers, we testâŠ
Emotions pervade work groups and shape employeeâcustomer interactions, yet little is known about how differentiated leaderâmember relationships shape affective experiences within work groups and beyond. Drawing on the integrated social comparison and emotion contagion framework, we examine the role of LMX differentiation on both employee and customer affective and serviceârelated outcomes. Using multilevel data from 1608 hair salon employees nested within 165 salons and 3139 customers, we test a model linking LMX differentiation to group positive affective tone and positive affective variation within the salon. We further examine trickleâout effects on customers by testing the indirect effects of LMX differentiation on customer positive affective experiences and customer perceptions of service quality. Our results show that LMX differentiation is negatively related to work group positive affective tone, whereas positively related to work group positive affective variation. We further find support for a serial mediation effect of LMX differentiation on customer perceptions of service quality via group positive affective tone (but not group affective variation) and customer positive affective experience. Our findings underscore the pivotal role of LMX differentiation in shaping collective affect within the leader's work group and beyond group boundaries, influencing customer experiences.
Academy of Management Review
Training & Development
Fading Memories: The Role of Machine Learning in Organizational Knowledge Depreciation
Abstract
Organizational knowledge is essential for sustained competitive advantage, yet it naturally depreciates over time. Traditional rule-based technologies help counter this erosion by serving as stable repositories of knowledge. In contrast, machine learning (ML) systemsâan increasingly prevalent and relied-upon technologyâintroduce new risks. Because their predictive models depend on historical training data, ML systems are vulnerable to model drift: a gradual misalignment with evolvingâŠ
Organizational knowledge is essential for sustained competitive advantage, yet it naturally depreciates over time. Traditional rule-based technologies help counter this erosion by serving as stable repositories of knowledge. In contrast, machine learning (ML) systemsâan increasingly prevalent and relied-upon technologyâintroduce new risks. Because their predictive models depend on historical training data, ML systems are vulnerable to model drift: a gradual misalignment with evolving operational realities that creates recurring needs for human-led repair. We develop a multilevel process model showing how and when repeated cycles of ML use and repair can unintentionally accelerate organizational knowledge depreciation. In doing so, we highlight the distinct vulnerabilities of ML systems, challenge the conventional view of technologies as stable repositories of knowledge, and emphasize the importance of deliberate human engagement alongside automation to sustain organizational knowledge over time.
Organizational Psychology Review
Intro to the Special Issue on Theory: Theory at the Level of the Profession
Abstract
This special issue seeks to enlarge scholarsâ understanding of the different ways that organization science uses theory to produce and disseminate knowledge. It brings the discussion about what theory is and does to the level of the profession as opposed ...
This special issue seeks to enlarge scholarsâ understanding of the different ways that organization science uses theory to produce and disseminate knowledge. It brings the discussion about what theory is and does to the level of the profession as opposed to the paper. Understanding why our profession has theory in the first place to should help scholars avoid some of the unproductive debates about the use of theory within papers. More importantly, it should help scholars produce theories that can solidify rather than destabilize our corpus of knowledge - the basis for our professional authority - without limiting conceptual advancement and innovation. Developing theory that fits with how our profession produces and disseminates knowledge should improve its chances of publication, but more importantly this should improve a paper's chances of being cited and its chances of generating knowledge that can truly be useful and usable to scholars and practitioners. The special issue should thus be a valuable resource for scholars as they produce and review theory, and should lead to a more integrated and coherent science of organizational psychology.
Journal of Management
âI Hold Onâ: How Country Music Songwriters Cope With the Precarity of Craft Work
Abstract
Careers in creative crafts are perceived to be precarious: workers face constant rejection and receive low and erratic pay. Yet, some creative craft workers handle these challenges better than others. Precarity sometimes subsides as careers progress, and ...
Careers in creative crafts are perceived to be precarious: workers face constant rejection and receive low and erratic pay. Yet, some creative craft workers handle these challenges better than others. Precarity sometimes subsides as careers progress, and the core-periphery structure that typifies creative craft production systems is navigable. This raises the question of how creative craft workers can cope productively with the precarity of craft work. We research a prominent creative craft worker collective: country music songwriters. Our study captures the voices of 90 creative craft workers, drawing on secondary interviews with 66 songwriters working at the core of Nashvilleâs highly corporatized country music production system, and 24 operating at its social and spatial periphery. We find that the key to coping with precarity lies in achieving supportive patterns of social embeddedness by investing in primary craft skills, advancing higher-order vocational skills, and navigating the core-periphery structure of the creative craft production system. As apprentice songwriters practice their craft and learn how to organize their songwriting routines, they become increasingly vested in the system. Once they become master songwriters, they broaden their networks by liaising more with other industry stakeholders and engage with the system more reflexively to ensure their continued relevance. Peripheral workers engage in allyship and develop ties with workers positioned at the systemâs core. We incorporate these social strategies in a grounded theoretical model capturing how songwriters cope with precarity. We conjecture that elements of the model generalize theoretically towards other corporatized creative craft production systems.
Journal of Vocational Behavior
Careers
Women in STEM careers through the lens of career construction theory: A study on females' experiences in persisting in the engineering field
Journal of Vocational Behavior
Careers
Research Methods
Theory & Philosophy of Science
Comparing workplace outcomes between disabled and non-disabled employees: A multi-paradigm meta-analysis
Journal of Vocational Behavior
Well-being & Health
Careers
Commute experiences & well-being: Exploring positive and negative effects through work-personal conflict
Journal of Vocational Behavior
Training & Development
Motivation
Careers
The paths to interests: Motivation profiles in interest development
Academy of Management Journal
Diversity & Inclusion
When Women Stick Together: Network Dynamics and Shared Resources Following Disruptive Events
Abstract
Social networks play a role in exacerbating or ameliorating inequality. The persistence of network-based inequality is well documented. However, the mechanisms that disrupt this unequal access to resources remain poorly understood. This study investigates how structurally disruptive events, such as mergers and acquisitions (M&As), reshape gender homophily and resource sharing in networks. We examine how 59 M&As shape the evolution of 82,064 physiciansâ referral and patient-sharing networks. WeâŠ
Social networks play a role in exacerbating or ameliorating inequality. The persistence of network-based inequality is well documented. However, the mechanisms that disrupt this unequal access to resources remain poorly understood. This study investigates how structurally disruptive events, such as mergers and acquisitions (M&As), reshape gender homophily and resource sharing in networks. We examine how 59 M&As shape the evolution of 82,064 physiciansâ referral and patient-sharing networks. We find that disruptive events enhance womenâs access to resources by altering gender-homophily dynamics in formation, and maintenance. Specifically, acquisitions intensify menâs tendency to form ties with other men. In contrast, women are more likely to preserve ties with other women, with all-women dyads exhibiting greater resilience and higher maintenance rates than mixed-gender or all-men dyads. This dynamic results in richer networks for women, shielding them from the adverse effects of organizational disruption. These results highlight contrasting network behaviors following disruption: women winnow their networks, reinforcing stable, trust-based relationships with women, while men widen theirs, forming new distant ties with men. By demonstrating how gendered network dynamics evolve in response to disruptions, this study contributes to scholarship on gender inequality, network resilience, and conditions under which homophilous ties can mitigate disparities.
Organizational Psychology Review
Theory & Philosophy of Science
Theories and Models: Acting on the Difference Advances Organizational and Management Scholarship
Abstract
People often confuse âtheoryâ and âmodelâ in organizational and management research, which slows scientific progress. A scientific theory is a strong, well-supported explanation built on extensive converging evidence. It provides reliable knowledge for ...
People often confuse âtheoryâ and âmodelâ in organizational and management research, which slows scientific progress. A scientific theory is a strong, well-supported explanation built on extensive converging evidence. It provides reliable knowledge for evidence-based practice and supports education that helps professionals adapt over time. A conceptual model, by contrast, is a preliminary idea that proposes how things might relate; it must be tested, critiqued, and refined. When a model's mechanisms are clearly specified and backed by substantial evidence, it can be recognized as a theory. But models are sometimes mistaken for theoriesâeither because long-used models (like Maslow's hierarchy or Lewin's change model) gain assumed legitimacy through familiarity, or because advocates re-label a model as a theory to enhance credibility without adequate evidence. Distinguishing between theories and models guides two research paths: strengthening established theories and rigorously developing models so their explanatory and predictive power can eventually be tested.
Organizational Psychology Review
Diversity & Inclusion
Intersectional Relational Identity: Co-Creating Work Relationships Across Differences
Abstract
Extending theories of relational identity for a diverse workforce, we introduce the concept ofintersectional relational identityâthe unique, shared identity created by partners through integrating and transforming their intersecting roles and social ...
Extending theories of relational identity for a diverse workforce, we introduce the concept of intersectional relational identityâ the unique, shared identity created by partners through integrating and transforming their intersecting roles and social positions. First, we introduce the dyadic-level construct of intersectional relational identity and locate it within a 2 Ă 2 framework of workplace relational identities. Situating our theorizing within the context of American gender and race labor stratification, we consider how work partnersâ social identity (dis)similarity and role (mis)alignment interactively shape relational identity development. Second, we theorize how diverse partners co-create intersectional relational identities, identifying key motivators, facilitators, and mechanisms. We outline how the resulting uncertainty can foster relational identity development through the co-creation of work roles. This framework advances relational identity theory by revealing how identity differences and role-prototype misalignment, typically conceptualized as relational barriers, offer flexibility and innovation opportunities.
Journal of Business and Psychology
Job Attitudes
The Buffering Role of Religiosity in Mitigating the Negative Effects of Eldercare Burden on Employee Exhaustion and Job Outcomes: Insights from Pakistani Organizations
Abstract
The aging population presents a significant challenge, bringing with it the additional burden of informal eldercare. In this study, we explore how this eldercare burden spills over into the workplace, affecting caregiversâ job outcomes. Specifically, we investigate how employeesâ eldercare responsibilities undermine their in-role performance, interpersonal citizenship behavior (OCB-I), and creativity through mental and physical exhaustion. Additionally, we also examine how religiosity, as aâŠ
The aging population presents a significant challenge, bringing with it the additional burden of informal eldercare. In this study, we explore how this eldercare burden spills over into the workplace, affecting caregiversâ job outcomes. Specifically, we investigate how employeesâ eldercare responsibilities undermine their in-role performance, interpersonal citizenship behavior (OCB-I), and creativity through mental and physical exhaustion. Additionally, we also examine how religiosity, as a personal resource, can help mitigate these negative effects. To test our predictions, we conducted two field surveys in several organizations across different sectors. The findings of both studies indicate that employeesâ eldercare burden negatively affects their in-role performance, OCB-I, and creativity. Mediation analysis reveals that this detrimental impact is due to increased mental and physical exhaustion. However, strong religiosity beliefs can mitigate the negative effects of eldercare burden on mental and physical exhaustion. Finally, the results also confirm a moderated mediation effect: religiosity buffers the indirect negative impact of eldercare burden on work outcomes. These findings are discussed considering their implications for theory and practice.
Journal of Business and Psychology
Selection & Assessment
Personality
Research Methods
A Meta-Analytic Investigation on the Construct Validity of Risk Propensity at Work: Insights from Decision Science and Large Language Models
Abstract
Risk propensity is a central construct in personality, economic, and decision sciences, but its predictive utility in a work context remains underexplored. In this paper, we integrate psychometric meta-analysis with decision modeling to examine the construct validity of risk propensity for work. We also use a large language model (LLM) approach to examine how semantic representations of specific decision attributes (e.g., potential gains, losses, and uncertainty) reflected in survey items mapâŠ
Abstract Risk propensity is a central construct in personality, economic, and decision sciences, but its predictive utility in a work context remains underexplored. In this paper, we integrate psychometric meta-analysis with decision modeling to examine the construct validity of risk propensity for work. We also use a large language model (LLM) approach to examine how semantic representations of specific decision attributes (e.g., potential gains, losses, and uncertainty) reflected in survey items map onto the observed meta-analytic relationships between risk propensity and work behaviors. We found that risk propensity outperformed most Big Five traits, the dominant model of personality at work, in uniquely predicting various constructive (e.g., creativity, constructive deviance) and destructive (e.g., counterproductivity, safety non-compliance) work performance constructs above and beyond the Big Five. Using sentence transformers, we found that outcome item embeddings were highly predictive of the meta-analytic correlations between risk propensity and work outcomes. Meta-regression using LLM-derived decision attributes revealed that the relationship between risk propensity and work performance was stronger for behaviors that involve greater personal risk (e.g., safety non-compliance) and positive organizational valence (e.g., creativity). Together, this paper expands the constellation of workplace predictors while advancing a novel methodological approach that combines modern LLMs with decision modeling to test the theoretical underpinnings of trait-behavior relationships.
Journal of Management
Social Media and Organizations: An Integrative Review and Future Research Directions
Abstract
Social media have fundamentally reshaped how organizations and audiences interact, challenging theoretical assumptions in the management literature. With this integrative literature review, we take stock of a fragmented body of research, based on an ...
Social media have fundamentally reshaped how organizations and audiences interact, challenging theoretical assumptions in the management literature. With this integrative literature review, we take stock of a fragmented body of research, based on an analysis of 647 articles across 9 disciplines. Our synthesis identifies three dominant perspectives: an organization-centric perspective that views social media as tools for strategic action; an audience-centric perspective that emphasizes audience empowerment and contestation; and a platform-centric perspective that highlights how platform features and algorithms condition organizational outcomes and audience interactions. Building on these perspectives, we develop an integrative framework of organizational enablement, audience empowerment, and platform mediation that captures how social media extend and redirect established theories. We distill five major research areasâidentity and community, social evaluations, corporate social responsibility, false narratives, and organizational outcome driversâthat capture the core themes of management scholarship to date. Our analysis shows how social media distinctivenessâheightened emotionality, many-to-many diffusion, and expanded actor visibilityâhas generated theoretical extensions while leaving key debates unresolved. We argue that management research must better integrate across perspectives, expand attention to platform mediation, and incorporate insights from related fields. We conclude with a bold future research agenda for researchers who aim to advance theorizing on organization audience relationships in a complex media ecosystem.
Journal of Management
Structural Choices at Alliance Formation: Accounting for Partner Asymmetry in Industry Distance
Abstract
Parties in an alliance aim to capture both common and private benefits. As they transfer and jointly create knowledge to generate common gains, differences in private benefits can arise due to asymmetric knowledge spillovers. Our model of alliance ...
Parties in an alliance aim to capture both common and private benefits. As they transfer and jointly create knowledge to generate common gains, differences in private benefits can arise due to asymmetric knowledge spillovers. Our model of alliance structural choices incorporates the alliance itselfâthe channel through which partner knowledge flowsâto reflect the fact that partners and the alliance may operate in different industry contexts. We propose that partners select structural governance mechanisms (equity governance and alliance scope) to enable valuable knowledge flows while protecting themselves from unwanted spillovers. Analyzing a large sample of U.S. alliances from 1985 to 2024, we find that asymmetric distance predicts these governance choices and that it is linked to the simultaneous use of multiple structural safeguards, including equity governance and a narrow alliance scope.
Journal of Business and Psychology
Well-being & Health
Making Sense of Claims of Unfairness: Third-Party Overall Fairness Perceptions Negatively Affect Claim Veracity and Deontic Reactions
Abstract
Research supporting the deontic model of justice demonstrates that employees experience anger at the mistreatment of coworkers and seek to restore justice on their behalf. However, this research has focused on situations in which third parties know what happened in the incident, such as when they witness the mistreatment. In contrast, when third parties receive a claim of unfairness, they lack knowledge about what happened and may question the veracity of the claim, thereby attenuating theirâŠ
Research supporting the deontic model of justice demonstrates that employees experience anger at the mistreatment of coworkers and seek to restore justice on their behalf. However, this research has focused on situations in which third parties know what happened in the incident, such as when they witness the mistreatment. In contrast, when third parties receive a claim of unfairness, they lack knowledge about what happened and may question the veracity of the claim, thereby attenuating their deontic reactions. We integrate the deontic model of justice with fairness heuristic theory to predict that third partiesâ overall fairness perceptions will serve as a lens through which claims of unfairness are interpreted. Perceptions of oneâs organization as generally fair will be negatively related to perceived claim veracity, which in turn reduces third-party anger and the desire to restore justice. In two preregistered studies (Ns = 286 and 394) using a complementary mix of correlational and experimental designs, we found support for our hypotheses. We also show that the negative indirect effect of overall fairness perceptions on third-party reactions is attenuated when the claim is corroborated. In total, the current research highlights the pivotal role of perceived claim veracity in explaining third-party reactions to claims of unfairness. More broadly, it suggests that holding the view of oneâs organization as generally fair may have paradoxical effects by reducing third-party support for another member of the organization who has experienced unfairness.
Journal of Occupational and Organizational Psychology
Motivation
Who is motivated to request iâdeals? expectancy theoryâbased analysis in the context of older workers
Abstract
Iâdeals provide flexibility and play an important role in sustaining workforce participation among older workers (a growing segment of the workforce). Employee decisions to request iâdeals are likely shaped by various cognitions, including perceived benefits of iâdeals and expectancies of successful negotiation with their employer. However, what shapes these cognitions has been overlooked in iâdeals research. Unfavourable perceptions of value or expectancy of iâdeals can serve as significantâŠ
Iâdeals provide flexibility and play an important role in sustaining workforce participation among older workers (a growing segment of the workforce). Employee decisions to request iâdeals are likely shaped by various cognitions, including perceived benefits of iâdeals and expectancies of successful negotiation with their employer. However, what shapes these cognitions has been overlooked in iâdeals research. Unfavourable perceptions of value or expectancy of iâdeals can serve as significant barriers and curtail access to iâdeals. We apply expectancy theory of motivation and examine factors that influence iâdealârelated beliefs and iâdeal request behaviour. We tested our predictions using two different iâdeals: workload reduction and development iâdeals. Data (N = 715) were collected in three waves, with antecedents at T1, expectancy beliefs and intention to seek iâdeals a month later at T2, and iâdeal request behaviours six months later at T3. We found that career ambition influenced valence of development iâdeals while workâlife conflict influenced valence of workload reduction iâdeals. Generalized selfâefficacy predicted expectancy beliefs, and perceptions of iâdeal availability predicted instrumentality beliefs (for both iâdeal types). Valence, expectancy and instrumentality beliefs were related to intention to seek iâdeals, which in turn predicted actual iâdeal requests in the following 6 months.
Journal of Organizational Behavior
Training & Development
Leadership
From Near to Far: Why, How, and When Mindful Leadership Can Benefit Subordinates' Family Members
Abstract
Existing research suggests that mindful leadership shapes the way followers interact with other people in the workplace. This study illustrates the mechanisms behind this leadership function, extends it to nonworking domains, and clarifies why and how followers' family members can benefit from it. Based on the social mindfulness framework and social learning perspective, we propose that subordinates can develop social mindfulness (i.e., the disposition of being attentive to and considerate ofâŠ
Existing research suggests that mindful leadership shapes the way followers interact with other people in the workplace. This study illustrates the mechanisms behind this leadership function, extends it to nonworking domains, and clarifies why and how followers' family members can benefit from it. Based on the social mindfulness framework and social learning perspective, we propose that subordinates can develop social mindfulness (i.e., the disposition of being attentive to and considerate of other people's needs) through observing and internalizing the orientation toward the other that mindful leaders embody. Higherâlevel social mindfulness encourages employees to provide more social support at home, which further leads to a series of positive outcomes for family members, including positive affect, family satisfaction, and nextâday work reattachment. However, employees with a weaker (rather than stronger) communal orientation are more likely to notice, recognize, and learn from mindful leaders. Consequently, their family members can benefit more (versus less) from the above processes. Two complementary studies, a field experiment involving a mindfulness intervention (N = 92 leaderâsubordinate pairs) and an experiential sampling study (N = 202 employeeâfamily member pairs), fully support our model. We extend the scope and boundaries of mindful leadership to provide a fresh lens on how leaders can influence followers' nonworking lives.
Journal of Business and Psychology
Motivation
Well-being & Health
Brittle Through the Ripple Effect of Disrespect? Stress Sensitization from Experienced Workplace Incivility
Abstract
This study investigates stress sensitization in a work context. Integrating stress-as-offense-to-self theory into stress sensitization, we argue that workplace incivility experienced in the past relates to heightened stress reactivity to various current stressors (i.e., workplace incivility, quantitative stressors, work-related hassles, and a laboratory stressor), with lower self-efficacy explaining these effects. To test these assumptions, we conducted a four-week weekly study with 314âŠ
Abstract This study investigates stress sensitization in a work context. Integrating stress-as-offense-to-self theory into stress sensitization, we argue that workplace incivility experienced in the past relates to heightened stress reactivity to various current stressors (i.e., workplace incivility, quantitative stressors, work-related hassles, and a laboratory stressor), with lower self-efficacy explaining these effects. To test these assumptions, we conducted a four-week weekly study with 314 employees, of whom 58 additionally participated in the laboratory-based Trier Social Stress Test (TSST). Stress reactivity was measured via negative affect in the weekly surveys and psychological distress as well as heart rate in the TSST. Hypotheses were tested using mediated-moderation analyses for the weekly data and latent growth modelling combining the weekly with the TSST data. Results showed that incivility experienced throughout the first three weeks related to stronger psychological stress reactivity to incivility, quantitative stressors and work-related hassles in week four. Self-efficacy partially mediated this moderation effect. In addition, past workplace incivility related to a stronger psychological but not physiological stress reactivity to the TSST. In sum, these results support the assumptions of stress sensitization and show that past workplace incivility positively relates to psychological vulnerability across a range of current stressors.
Organizational Psychology Review
Theory & Philosophy of Science
Advancing Organizational Science: Construct and Process Theorizing, Layers of Theoretical Explanation, and Implications for Causality and Intervention
Abstract
Organizational science has been dominated by construct theories, which focus on relationships among constructs to predict outcomes. In contrast, process theories emphasize action/event sequences, and the generative mechanisms that drive them, to explain ...
Organizational science has been dominated by construct theories, which focus on relationships among constructs to predict outcomes. In contrast, process theories emphasize action/event sequences, and the generative mechanisms that drive them, to explain how and why organizational phenomena unfold over time. Although these approaches have been viewed as distinctly different, we integrate them within a Layers of Theoretical Explanation Typology that encompasses construct relationships, underlying action/event process sequences, and foundational generative process mechanisms that drive the phenomena of interest. Theory building that integrates all three layers of theoretical explanation provides an explanation â the primary purpose of theory â that will improve prediction, strengthen causal inference, and provide better targeted interventions. Computational process theorizing provides improved causal inference that better specifies the who, what, where, when, why and how of organizational behavior and, hence, provides more precise specification for the design of interventions to enhance organizational effectiveness.
Journal of Organizational Behavior
Motivation
Food for Thought: A Review of Food in Organizational Contexts
Abstract
For years, organizational scholars have studied the role of human physiology in applied settings. Under this broad umbrella, researchers have recently given specific attention to the interplay between employee food consumption and organizational phenomena. This focus on food is natural, considering that acquiring food is a foundational human motivation and that food is often consumed within the workplace. However, despite recent inroads, research on this topic remains limited, especiallyâŠ
For years, organizational scholars have studied the role of human physiology in applied settings. Under this broad umbrella, researchers have recently given specific attention to the interplay between employee food consumption and organizational phenomena. This focus on food is natural, considering that acquiring food is a foundational human motivation and that food is often consumed within the workplace. However, despite recent inroads, research on this topic remains limited, especially studies involving interpersonal and episodic dynamics. As such, we present a framework of employee food consumption and outline individualâ, interpersonalâ, and organizationalâlevel predictors and outcomes. Additionally, we discuss how the nexus between work and food can be better understood by considering biological, psychological, and social mechanisms. Based upon our review of the literature, we identify new lines of inquiry that can help drive the field forward. We also describe the theoretical and practical implications of our framework.
Journal of Organizational Behavior
Leadership
When Inviting Voice Backfires: How Leader Dominance Shapes Employee Responses to Voice Solicitation
Abstract
Researchers have long sought to identify how leaders' behaviors shape employees' willingness to speak up (employee voice) or withhold their opinions (employee silence). Research often has portrayed leader voice solicitation as a universally positive behavior that promotes employee voice while curtailing silence. Drawing on approachâavoidance systems theory, we challenge this prevailing assumption and propose that the effects of leader voice solicitation depend crucially on employees'âŠ
Researchers have long sought to identify how leaders' behaviors shape employees' willingness to speak up (employee voice) or withhold their opinions (employee silence). Research often has portrayed leader voice solicitation as a universally positive behavior that promotes employee voice while curtailing silence. Drawing on approachâavoidance systems theory, we challenge this prevailing assumption and propose that the effects of leader voice solicitation depend crucially on employees' perceptions of leader dominance. Specifically, we theorize that when leaders with low perceived dominance solicit input, employees interpret this behavior as an opportunity that activates inspiration (an approachâoriented emotion) and encourages voice. In contrast, when leaders with high perceived dominance solicit input, employees perceive this behavior as an ambiguous threat that triggers anxiety (an avoidanceâoriented emotion) and results in silence. We provide evidence from an experience sampling study (Study 1) and a vignette experiment (Study 2) to support our hypotheses. Together, our findings offer a nuanced understanding of when and why leader voice solicitation can elicit employee voice or silence, thereby advancing theoretical insights into the complex dynamics of leaderâfollower communication.
Journal of Management
Diversity & Inclusion
Careers
Physical Disability in the Workplace: A Comprehensive Review and Unifying Framework
Abstract
In the United States, more than a quarter of the working-age population experiences physical disabilities that shape workplace participation and career outcomes. Drawing on 168 articles, we synthesize the management literature to develop a unifying ...
In the United States, more than a quarter of the working-age population experiences physical disabilities that shape workplace participation and career outcomes. Drawing on 168 articles, we synthesize the management literature to develop a unifying framework of focal mechanisms, workplace outcomes, and boundary conditions. In doing so, we offer a clear definition of physical disability, long absent from management research. We also highlight the fragmented theoretical and methodological landscape, in which most studies aggregate disability types, overlooking critical heterogeneity. Our review charts a path forward by identifying key gaps, outlining directions for future scholarship, and emphasizing the need for stronger theoretical grounding and methodological rigor. Finally, we discuss implications for policy and practice, underscoring how greater inclusion of persons with physical disabilities can advance various workplace outcomes.
Journal of Management
Family Political Embeddedness: A Double-Edged Sword For Entrepreneurial Entry in China
Abstract
Political embeddedness and family embeddedness are two influential yet distinct areas of entrepreneurship research. In this study, we integrate these two streams of research to focus on family political embeddedness and its implications for new venture ...
Political embeddedness and family embeddedness are two influential yet distinct areas of entrepreneurship research. In this study, we integrate these two streams of research to focus on family political embeddedness and its implications for new venture creation. Drawing on the social embeddedness perspective and utilizing a longitudinal dataset of 17,084 individuals from the China Family Panel Studies (2014â2022), complemented by 32 qualitative interviews, we examine the relationship between family political embeddedness and entrepreneurial entry, revealing a nuanced interplay. Our theory and related findings reveal a general negative relationship between family political embeddedness and entrepreneurial entry. However, we also unveil an indirect pathway through which family political embeddedness can foster entrepreneurial entry through political news consumption. Finally, we theorize and find that perceived government efficiency strengthens the relationship between political news consumption and entrepreneurial entry. Our work yields important theoretical and practical implications.
Academy of Management Review
Organizational Culture
Corporate Strategy and the Portfolio-Based View of CSR: Toward a Theory of Optimal CSR Diversification
Academy of Management Journal
Research Methods
Reckoning With the Ideal Worker Body: A Qualitative Study of Workers in Chronic Pain
Abstract
Implicit in the ideal worker norm is the assumption of the ideal worker body, a body that is always ready and willing to meet work demands. Yet, bodies vary in their ability to meet this ideal. Through a qualitative study of 66 workers in chronic pain, we build theory on the experience of a chronic, stigmatized deviation from the ideal worker body. Our analysis uncovered that as informantsâ pain interfered with their work, they attempted to pass as ideal-worker-bodied. However, attempting toâŠ
Implicit in the ideal worker norm is the assumption of the ideal worker body, a body that is always ready and willing to meet work demands. Yet, bodies vary in their ability to meet this ideal. Through a qualitative study of 66 workers in chronic pain, we build theory on the experience of a chronic, stigmatized deviation from the ideal worker body. Our analysis uncovered that as informantsâ pain interfered with their work, they attempted to pass as ideal-worker-bodied. However, attempting to pass ultimately increased their pain and its interference with their work, thus catapulting them into a vicious cycle. For two thirds of our informants, this cycle led to their pain becoming intolerable, forcing them to reckon with pervasive ableist norms as they turned to medical professionals for help. Informants who received validating cues from medical professionals were better able to relinquish, albeit with difficulty, the ideal worker body as necessary. They came to accept an alternative to the ideal worker body: a sufficient worker body. Informants who received invalidating cues continued in the vicious cycle of striving for the ideal worker body. Our findings contribute to scholarship on bodies at work, stigma at work, and the ideal worker norm.
Academy of Management Journal
Leadership
When the Moon is Jealous of the Stars: Implications of Informal Leadership for Supervisor Downward Jealousy and Their Treatment of Other Subordinates
Abstract
Informal leadership has received considerable attention over the last decade, yet the literature remains unclear about the interpersonal dynamics in teams where both informal and formal leadership coexist. Integrating the social functional view of emotions with recent theoretical advancements on workplace jealousy, we propose a theoretical model that explains how supervisors react emotionally and behaviorally to informal leadership. Specifically, we theorize that, when an informal leader isâŠ
Informal leadership has received considerable attention over the last decade, yet the literature remains unclear about the interpersonal dynamics in teams where both informal and formal leadership coexist. Integrating the social functional view of emotions with recent theoretical advancements on workplace jealousy, we propose a theoretical model that explains how supervisors react emotionally and behaviorally to informal leadership. Specifically, we theorize that, when an informal leader is highly competent, their informal leadership will elicit supervisor downward jealousy stemming from the supervisorâs fear of losing valued relationships with the other subordinates; and this jealousy, in turn, will prompt more supervisor support and less abusive supervision toward the other subordinates who are also highly competent. We adopted a multiwave, multisource field study and an experiment using the critical incident technique to test our model and hypotheses. Results across these studies consistently supported our predictions. We discuss the theoretical and practical implications as well as future research directions of our work.
Journal of Vocational Behavior
Leadership
Careers
Online platforms' organizational resources and gig workers' self-leadership
Journal of Occupational and Organizational Psychology
Leadership
Motivation
Well-being & Health
When sharing power leads to taking it back: A shift from empowering to directive leadership
Abstract
Leader behaviour shifts across days, and empowering acts may shape leaders' subsequent selfâregulation. Using a leaderâcentric, withinâperson lens, we test whether daily empowering leadership is associated with selfâregulatory demands and when such demands arise. Drawing on control theory, we argue that power sharing requires continual calibration to keep autonomy and accountability aligned and may coincide with higher dayâlevel regulatory strain indexed by leaders' selfâreported ego depletion.âŠ
Leader behaviour shifts across days, and empowering acts may shape leaders' subsequent selfâregulation. Using a leaderâcentric, withinâperson lens, we test whether daily empowering leadership is associated with selfâregulatory demands and when such demands arise. Drawing on control theory, we argue that power sharing requires continual calibration to keep autonomy and accountability aligned and may coincide with higher dayâlevel regulatory strain indexed by leaders' selfâreported ego depletion. We further propose that this strain is more likely when subordinates are low in proactive personality, and that strain is associated with greater directive leadership the next day as a structured response. We tested these expectations in a 10âday experienceâsampling study of 129 supervisorâsubordinate dyads (719 observations) in a military setting. Multilevel lagged analyses showed a conditional pattern consistent with nextâday strain and the subsequent shift towards directive behaviour. These findings clarify when empowerment becomes harder to sustain and how leaders adapt by increasing structure.
Journal of Business and Psychology
Selection & Assessment
Training & Development
Personality
Research Methods
In the Blink of an AI:Â Exploring Large Language Modelsâ Capability to Infer Traits From LinkedIn
Abstract
Large language models (LLMs) are increasingly promoted to practitioners as tools for inferring personality traits from LinkedIn profiles, promising scalable and innovative assessments. Yet, the psychometric foundations of such inferences remain untested. Building on the lens model, we presented 406 LinkedIn profiles to Microsoft Copilot (powered by GPT-4) twice, using single-shot prompting to assess personality (Big Five, narcissism) and intelligence. Inferences showed satisfactory intra-raterâŠ
Abstract Large language models (LLMs) are increasingly promoted to practitioners as tools for inferring personality traits from LinkedIn profiles, promising scalable and innovative assessments. Yet, the psychometric foundations of such inferences remain untested. Building on the lens model, we presented 406 LinkedIn profiles to Microsoft Copilot (powered by GPT-4) twice, using single-shot prompting to assess personality (Big Five, narcissism) and intelligence. Inferences showed satisfactory intra-rater reliability for observable traits (up to r = .81), but poor reliability for less visible traits, suggesting unstable inferences (as low as r = .31). Correlations with ground-truth test scores indicate above-chance yet limited convergent validity for intelligence ( r = .24), openness ( r = .20), and extraversion ( r = .20), but not for less visible traits. Analysis of 32 coded LinkedIn cues suggests that this above-chance convergence reflects Copilot drawing on LinkedIn information with some consistency and sensitivity to valid trait signals. While this suggests a rudimentary functional grasp of personality, inferences were undermined by serious flaws, including positivity bias, range restriction, poor discriminant validity, cue overgeneralization, and adverse demographic impacts. By extending the lens model to LLMs as perceivers, we offer a theoretical and empirical foundation for understanding LLM-based trait inferences. Overall, claims that LLMs can validly infer personality from LinkedIn profiles are not just overoptimistic, but potentially harmfulâthey risk encouraging the adoption of practices that could lead to invalid selection decisions, unfair treatment of applicants, and legal exposure for organizations.
Journal of Occupational and Organizational Psychology
Motivation
Performance Management
Well-being & Health
Work Design
Job autonomy as a doubleâedged sword: Good for work performance, but bad for psychological detachment
Abstract
Job autonomy is regarded as a resource that enhances motivation and performance. Yet, scholars have begun to question its uniformly positive portrayal, suggesting that job autonomy may have downsides. Addressing this debate, we examine how job autonomy can simultaneously foster desirable and undesirable outcomes for employees. Drawing from boundary theory, we propose that job autonomy increases problemâsolving pondering, which enhances task performance but impairs psychological detachment. OurâŠ
Job autonomy is regarded as a resource that enhances motivation and performance. Yet, scholars have begun to question its uniformly positive portrayal, suggesting that job autonomy may have downsides. Addressing this debate, we examine how job autonomy can simultaneously foster desirable and undesirable outcomes for employees. Drawing from boundary theory, we propose that job autonomy increases problemâsolving pondering, which enhances task performance but impairs psychological detachment. Our findings from a threeâwave, timeâlagged, multiâsource study (N = 331) were consistent with our predictions. For longâterm wellâbeing, it may be especially important to support high job autonomy employees in managing workâhome boundaries that enable them to disconnect and leave work problems at work.
Organizational Psychology Review
Theory & Philosophy of Science
"Talkinâ âBout a Revolution": Considering Data-Driven Theorizing
Abstract
Most of the quantitative work in management and organizational psychology emphasizes a deductive theory testing approach. In this paper, we focus on data-driven theorizing as an alternative, complementary approach to deduction. The increasing availability ...
Most of the quantitative work in management and organizational psychology emphasizes a deductive theory testing approach. In this paper, we focus on data-driven theorizing as an alternative, complementary approach to deduction. The increasing availability of (big) data and sophisticated methods provide opportunities for data-driven theory building and refinement as another way to build knowledge and advance the field. We explain how using data-driven theorizing in responsible and transparent ways can inform knowledge creation and theorizing, and we discuss opportunities and challenges. We also give recommendations for authors, reviewers, editors, and the discipline aimed at increasing transparency and stimulating responsible data-driven theorizing as well as increasing openness to the explorative use of quantitative data in our field.
Journal of Occupational and Organizational Psychology
Training & Development
Research Methods
Attributional senseâmaking of distrust in professional service firms: Working in a coopetitive paradox
Abstract
Distrust is an inevitable yet often overlooked feature of relationships in professional service firms (PSFs), where simultaneous demands to collaborate and compete produce a coopetitive paradox shaping everyday organizational life. Drawing on 50 inâdepth qualitative interviews using the critical incident technique, we examine how professionals attribute meaning to the development of distrust in their working relationships. The analysis identifies three recurring lociâreadings of character andâŠ
Distrust is an inevitable yet often overlooked feature of relationships in professional service firms (PSFs), where simultaneous demands to collaborate and compete produce a coopetitive paradox shaping everyday organizational life. Drawing on 50 inâdepth qualitative interviews using the critical incident technique, we examine how professionals attribute meaning to the development of distrust in their working relationships. The analysis identifies three recurring lociâreadings of character and conduct (internal), signals from structures, processes, and cultures (external), and interactional cues in dayâtoâday exchanges (relational)âwhich often braid together into compound explanations for distrust that travel and endure. In high pressure, identityâsensitive PSFs, coopetition heightens this braiding, making small ambiguities easier to read as selfâinterest and harder to reverse. The study clarifies how distrust functions as an active, socially embedded process of meaningâmaking and why it proves so durable in coopetitive settings.
Academy of Management Journal
Motivation
Theory & Philosophy of Science
CEO Regulatory Focus as an Interpretive Frame: An Empirical Examination of Investor Perceptions in the Context of Earning Deviations
Abstract
Investors perceive a CEOâs regulatory foci based on the language they use. Complementing earlier studies on the direct effects of CEO regulatory focus, we propose a novel theoretical paradigm in which CEOsâ regulatory-focused language act as interpretive frames shaping investorsâ reactions to earnings deviationsâthe positive or negative earnings deviations from analystsâ expectations. We propose that investor reactions to earnings deviations will be amplified when investors perceive a CEO toâŠ
Investors perceive a CEOâs regulatory foci based on the language they use. Complementing earlier studies on the direct effects of CEO regulatory focus, we propose a novel theoretical paradigm in which CEOsâ regulatory-focused language act as interpretive frames shaping investorsâ reactions to earnings deviationsâthe positive or negative earnings deviations from analystsâ expectations. We propose that investor reactions to earnings deviations will be amplified when investors perceive a CEO to have higher promotion focus, and dampened when investors perceive a CEO to have higher prevention focus. We employ a multimethod approach to test our theorizing; we use an archival study of S&P 500 firms from 2003 to 2017 to test our hypotheses, and two preregistered randomized vignette experiments to explore the underlying investor attributions theorized in our framework. Across all studies, we find broad support for our theorization regarding how CEO regulatory-focused language acts as interpretive frames for investors, which has important implications for research on the social view of financial markets and CEO regulatory focus.
Academy of Management Journal
Research Methods
Point Break? The Efficacy of Creative Differences as a Protective Label for Future Work
Abstract
Creative projects require teams to both generate and integrate divergent ideas. While divergent ideas are necessary for creative success, they can also foster disagreements that can lead to collaborative breakdowns where individuals leave a project. Because creative work requires a strong reputation for moving from project to project, collaborative breakdowns threaten the ability to secure future work opportunities. We conduct a qualitative and a quantitative study to investigate theâŠ
Creative projects require teams to both generate and integrate divergent ideas. While divergent ideas are necessary for creative success, they can also foster disagreements that can lead to collaborative breakdowns where individuals leave a project. Because creative work requires a strong reputation for moving from project to project, collaborative breakdowns threaten the ability to secure future work opportunities. We conduct a qualitative and a quantitative study to investigate the effectiveness of âcreative differencesâ as a protective label for individuals that leave creative projects. Our inductive, qualitative analysis of interviews with Hollywood professionals reveals the potential for reputational damage following a collaborative breakdown, as well as the role of âcreative differencesâ as a professionally ambiguous attribution meant to mitigate this damage. However, our informants offer conflicting views on its efficacy. From these insights, we abductively test hypotheses in a quantitative study examining directors who depart films due to creative differences, comparing them with those who leave for other reasons. Our study contributes by uncovering a novel dilemma in creative workâthe role of collaborative breakdownsâand the potential hazards of relying on professionally ambiguous attributions as reputational shields for future career opportunities.
Journal of Occupational and Organizational Psychology
Well-being & Health
Research Methods
When plans do not work out: Planning enhances perceived goal progress but increases perceived stress in case of goal failure
Abstract
Planning is thought to benefit goal progress and goal achievement, thus fostering wellâbeing and performance at work. In contrast to this positive view, the present study illustrates that planning might have undesirable effects when goals are not met. Specifically, planning may increase perceived stress in terms of lower control appraisals resulting from goal failure. In a diary study, we asked 192 employees to set daily work goals over the course of five workdays. We assessed planning everyâŠ
Planning is thought to benefit goal progress and goal achievement, thus fostering wellâbeing and performance at work. In contrast to this positive view, the present study illustrates that planning might have undesirable effects when goals are not met. Specifically, planning may increase perceived stress in terms of lower control appraisals resulting from goal failure. In a diary study, we asked 192 employees to set daily work goals over the course of five workdays. We assessed planning every morning and perceived goal progress as well as goal failure and perceived stress every evening. As expected, planning was associated with increased perceived goal progress and, in turn, with reduced perceived stress (mediation effect). However, the direct relationship between planning and perceived stress was moderated by goal failure. When goals were achieved, planning was associated with decreased perceived stress; when goals were not achieved, planning was associated with increased perceived stress. The results show that planning positively relates to the perception of goal progress, but if goals are not met, planning may reinforce the resulting perceived stress. To counteract this potential side effect of planning, daily plans should anticipate potential setbacks and incorporate strategies for dealing with failure.
Journal of Management
Organizational Culture
Custodians at the Crossroads: Managing Change at Institutionally Significant Places
Abstract
Custodians are integral to institutional maintenance, and instrumental to preserving institutionally significant places. Yet when institutional decline impacts institutionally significant places, we do not know how custodians manage the tensions between ...
Custodians are integral to institutional maintenance, and instrumental to preserving institutionally significant places. Yet when institutional decline impacts institutionally significant places, we do not know how custodians manage the tensions between preservation efforts aimed at saving these places and the need for adaptation. Using a rich qualitative dataset of interviews with custodians from and participant observation at 26 rural church buildings in England, we examine custodian responses when institutional decline in belief in Christian religion impacts sacred church buildings. We find that in response to experiencing place materiality, relational, and practices tensions, custodians are torn between preserving the institutional role of place and the need to find resources to maintain such places. Custodians manage these tensions by deliberatively evaluating materiality alterations and adopting innovative practices within the bounds of institutional appropriateness and resource constraints. The process we flesh out leads to distinct outcomes: place augmentation, practices augmentation, and, in a few instances, no augmentation. Our model portrays the pathways followed by institutional custodians that are rooted in the tensions they experience between the attachment to the institutional role of place and the need for change in response to institutional decline. Our study contributes to research on custodianship and place by uncovering divergent custodian responses when institutional decline impacts institutionally significant places and place as an institutional carrier and the locus of custodian place work.
Journal of Occupational and Organizational Psychology
Job Attitudes
A virtuous cycle: Reciprocal relations between work flexibilization and perceived organizational support
Abstract
Organizational support theory suggests that human resource practices are important antecedents of perceived organizational support which, in turn, influences employees' orientation towards their organization and their work behaviour, including further engagement with human resource practices. Based on organizational support theory and social exchange theory, we hypothesized positive and reciprocal withinâperson relations between work flexibilization and perceived organizational support. WeâŠ
Organizational support theory suggests that human resource practices are important antecedents of perceived organizational support which, in turn, influences employees' orientation towards their organization and their work behaviour, including further engagement with human resource practices. Based on organizational support theory and social exchange theory, we hypothesized positive and reciprocal withinâperson relations between work flexibilization and perceived organizational support. We tested these hypotheses using 30 waves of longitudinal data collected between July 2020 and December 2022 from n = 1000 fullâtime employees in Germany. Using an autoregressive latent trajectory model with structured residuals (ALTâSR), results suggest that higher levels of work flexibilization are associated with subsequently higher levels of perceived organizational support, and vice versa. These results suggest a dynamic and reciprocal withinâperson process wherein positive deviations from one's average trajectory of work flexibilization (perceived organizational support) are subsequently related to higher levels of perceived organizational support (work flexibilization). These findings imply a virtuous cycle where work flexibilization leads to more favourable perceptions of organizational support which, in turn, leads to an increase in employees' use of work flexibilization. However, such positive effects may be shortâlived (i.e., lasting between approximately 15 and 20 months), likely diminishing in strength over time.
Journal of Occupational and Organizational Psychology
Leadership
Diversity & Inclusion
Work Design
Managers' evaluations of flexible work idiosyncratic deals (Iâdeals): The impact of request, requester and approver characteristics
Abstract
When the onus is on employees to request flexible work arrangements, they need to individually broker flexibility idiosyncratic deals (iâdeals) with their supervisors. In two studies, we experimentally manipulated three factors: the types of appeals employees make when proposing flexibility iâdeals, the gender of the requester and the number of remote workdays requested. In Study 1, 93 participants evaluated four flexible work requests (based on caring, business case, workâlife integration forâŠ
When the onus is on employees to request flexible work arrangements, they need to individually broker flexibility idiosyncratic deals (iâdeals) with their supervisors. In two studies, we experimentally manipulated three factors: the types of appeals employees make when proposing flexibility iâdeals, the gender of the requester and the number of remote workdays requested. In Study 1, 93 participants evaluated four flexible work requests (based on caring, business case, workâlife integration for wellâbeing or task fulfilment). Careâand businessâbased framings were more likely to be approved than the other request types. In the second study (N = 208), we manipulated requester gender and surprisingly found no effect; that is, men and women's flexibility iâdeals were similarly approved for both the care and business case conditions. Managers were more likely to approve requests to work remotely for a shorter period, with 2 days preferred over four. Attitudes towards flexible work positively predicted approvals for any kind of appeal, highlighting the importance of managers' attitudes towards flexibility. Employees from diverse socioâeconomic groups, and those working in industries with varied flexible work access, need evidenceâbased research of this kind to inform their negotiations and to ensure that future flexibility requests become less idiosyncratic and more equitable.
Academy of Management Journal
Diversity & Inclusion
Careers
Political Segregation in the Labor Market and the Persistence of Pay Gaps
Abstract
Many scholars assume that initiatives to promote gender and racial pay equality are largely performative, helping firms appear socially responsible while making little progress. However, the extent to which such initiatives are genuinely supported may depend on the ideological leaning of the field in which they occur. We propose that the higher the ratio of liberals in an industry or occupation, the more its members will be guided by logics that support the equal distribution of resourcesâŠ
Many scholars assume that initiatives to promote gender and racial pay equality are largely performative, helping firms appear socially responsible while making little progress. However, the extent to which such initiatives are genuinely supported may depend on the ideological leaning of the field in which they occur. We propose that the higher the ratio of liberals in an industry or occupation, the more its members will be guided by logics that support the equal distribution of resources between gender and racial groups. Using large-scale archival samples of U.S. employees and recent data on U.S. firms and nonprofit organizations, we find support for our theory. The results indicate that membership in liberal-leaning industries and occupations is associated with stronger support for the use of pro-equality practices. Liberal-leaning industries and occupations also showed greater progress toward gender and racial pay equality over time. Notably, we controlled for various alternative explanations, such as demographic and geographic differences between fields. Thus, this paper suggests that the political composition of a field may give rise to logics and norms that shape how efforts to promote group equality are understood and pursued.
Organizational Psychology Review
Selection & Assessment
Theory & Philosophy of Science
Personnel Assessment and Selection in the Service of the Applicant (PASSA): Shifting the Applicant Perspective on Selection from Reaction to Action
Abstract
Research on staffing organizations traditionally focused on hiring the best performing applicants. This paradigm is restricted to serving the employer's interests, and its utility may be limited by skill shortage. It is therefore proposed to complement ...
Research on staffing organizations traditionally focused on hiring the best performing applicants. This paradigm is restricted to serving the employer's interests, and its utility may be limited by skill shortage. It is therefore proposed to complement traditional recruitment and selection based on a paradigm labeled Assessment and Selection in the Service of the Applicant (PASSA). PASSA is meant to support applicants taking on the agentic role in mutual interactions, such that they become recipients of the information gathered, whereas employers become targets of assessment. This idea is elaborated on along the typical stages of the staffing process, from defining goals and decision criteria, to job analysis, to recruitment, to assessment and selection, to validation. At each stage, implications and challenges for implementing PASSA in research and practice are discussed. Finally, theoretical arguments as to why and under which conditions both employers and applicants may benefit from this implementation are offered.
Personnel Psychology
The Social Capital Imperative: Revealing, Developing, and Leveraging Organizational Networks
Abstract
It is imperative that organizations understand, develop, and leverage networks within their organizations. As noted by the authors, this imperative is not new. In their introductory and concluding chapters to the book, the authors quote organizational network pioneer Dan Brass, who wrote that ignoring the social landscapes within organizations can create incomplete pictures and misdirected effort (Brass 2012). The swell of voices stating that social capital is a necessary part of the workplaceâŠ
It is imperative that organizations understand, develop, and leverage networks within their organizations. As noted by the authors, this imperative is not new. In their introductory and concluding chapters to the book, the authors quote organizational network pioneer Dan Brass, who wrote that ignoring the social landscapes within organizations can create incomplete pictures and misdirected effort (Brass 2012). The swell of voices stating that social capital is a necessary part of the workplace equation has been amplified by special issues and reviews in recent years but reaches a crescendo in this book. Cullen-Lester and Pryor bring together a stellar collection of researchers and practitioners befitting the Professional Practice Series of the Society for Industrial and Organizational Psychology. The book is very well structured, coupling an academic review of a given area of organizational life, such as the review chapter on organizational change (James Vardaman and Feigu Zhou), followed by one (or two) case study chapters of how networks have been applied in the area (e.g., Hemerson Paes; Theresa Floyd, Guiseppe (Joe) Labianca, and Brad Patrick). The case study chapter by Floyd and colleagues, for example, reveals varying levels of success leveraging networks in two organizational changes: a revision to the new product development process and the need for collaboration and cultural integration following a merger. This case includes several features common in cases throughout the book, including multiple nuanced scenarios to explore, actual visualizations provided to stakeholders, and key decision points made by the researchers at various stages of a given case. The academic reviews tend to be accessible enough that I would be comfortable giving them as assigned readings to master's students and/or suggesting them to a practitioner looking for a deep dive into a given area. The case studies help bring networks to life and provide many examples of successes and failures in implementation. Having worked in this academic space for nearly 20 years as a (sometimes lonely) network scholar in human resource management, I am thrilled that this book exists. Having devoted a large portion of the last decade trying to help make networks mainstream through engagement with HR professionals and executives, I feel like this book will make the next decade much easier. That said, my experience as a networks author, reviewer, editor, teacher, and ambassador leads me to believe that this book will be more useful to some audiences than others. If you self-identify as a network scholar, you will likely find this book generative of many new ideas. In reading this book, I color-coded sticky tabs for insights I wanted to return to for my research in red. When the red tabs ran out, I switched to pink. When the pink tabs ran out, I switched to purple. Every review chapter yielded different angles on familiar topics to me, papers I missed that I ran to download, or statements that I was looking forward to citing as further evidence of the social capital imperative in organizations. As scholars (network or not), we risk becoming somewhat detached from practical relevance given the pedestal upon which prestigious journals place theoretical advancement. The case studies included in each area offer a refreshing and energizing reminder of why many of us entered this field and should not be skipped. In fact, many of my aforementioned research idea tabs came from case studies. If you are a network novice (scholar or practitioner) with an eye toward the future, this book will help you build upon your knowledge base and extend your thinking to new areas. The structure of the book and the purposeful inclusion of opportunities (review chapters) or lessons learned (case study chapters) within each area helps yield a more holistic view of a topic than a reader would typically get in an empirical research paper or a case study. If you are the kind of academic journal reader who enjoys âfuture directionsâ or âpractical implicationsâ sections but often feels they are far too short, this book will leave you much more fulfilled. Finally, if you are ânetwork curiousâ, I would recommend this book as a âchoose your own adventureâ style of read. At 120 pages, Chapters 1-4 are a small book unto itself, but provide an excellent primer for those wanting to know more about networks in organizations. After this, I would recommend jumping to whatever topic (or topics) stands out to you based on your interests. Be sure to sprinkle in some case studies, but do not necessarily feel constrained to the case study assigned to your area of interest. While all of the case studies fit within the assigned topic area, most (if not all) have spillover into other topics. If there is a setting that you find interesting, do not feel constrained or intimidated by the fact that it is or is not in the same area as a review that you just read. As much as I enjoyed this book, it is not designed to serve as a ânetworks for dummiesâ foundational primer for academics or practitioners trying to become self-taught in organizational network analysis (ONA). While the first four chapters provide a nice overview of network analysis, and there are helpful design and analysis tips throughout the book, readers will need to look elsewhere for step-by-step guides on data collection (e.g., Agneessens and Labianca 2022) or analysis in the reader's preferred software (e.g., Borgatti et al. 2022; 2024). The inclusion of the former would have likely proven redundant with the aforementioned piece (and made an already weighty book even longer). The inclusion of any attempt at a walkthrough of a given network software would have had to be incredibly truncated, given there are entire books, week-long (or semester)-long courses, and YouTube playlists devoted to helping those who wish to learn a particular ONA tool. The book also takes an almost exclusive view of networks as the means for the exploration of social capital. Networks constitute the predominant view of social capital in the field (and are explicitly mentioned in the subtitle), but a reader looking for other ways of exploring social capital will need to look elsewhere. As I have previously advocated, there is much to be gained by moving outside of one's relational lens of choice (such as ONA) and integrating multiple relational lenses (Soltis et al. 2023). While the focus on networks in the book was understandable, to do so at the exclusion of other prominent perspectives such as relational coordination (four references, all in one chapter), LMX (two references, one chapter), job embeddedness (one reference), positive organizational scholarship (one reference), relational climates (zero references), and others felt like a missed opportunity to help make the entire relational picture come more clearly into focus. It is indeed imperative that scholars and practitioners take a joint human and social capital approach to increase understanding of organizational behavior and human resource management. The Social Capital Imperative thrives in its balance of timely and thorough literature reviews with case studies featuring a refreshing mixture of scholars and practitioners (in some cases, working together in a single chapter). The book will undoubtedly serve as a great resource and source of inspiration for those who consider themselves ONA experts, enthusiasts, or curious, but readers should not expect to find a step-by-step guide on how to conduct ONA, nor a broad-based discussion of the many alternative (or complementary) paths of exploring social capital. In short, this book accomplishes exactly what it sets out to do by helping the reader to better appreciate the need to reveal, develop, and leverage networks within organizations.
Journal of Occupational and Organizational Psychology
Research Methods
From foundations to frontiers: A 25âyear bibliometric journey of job demandsâresources theory
Abstract
This review focuses on overviewing research applying Job DemandsâResources (JDâR) theory. Previous reviews of research fields applying it have focused on its evolution, theoretical advancements and empirical validations over time. However, they have largely overlooked the broader bibliometric landscape, including the complex interconnections and theoretical influences among the extensive studies inspired by this theory. Our study contributes by presenting a comprehensive review of theâŠ
This review focuses on overviewing research applying Job DemandsâResources (JDâR) theory. Previous reviews of research fields applying it have focused on its evolution, theoretical advancements and empirical validations over time. However, they have largely overlooked the broader bibliometric landscape, including the complex interconnections and theoretical influences among the extensive studies inspired by this theory. Our study contributes by presenting a comprehensive review of the development and current state of the field. We implemented three bibliometric techniquesâcoâcitation, coâoccurrence and bibliographic couplingâto map the intellectual structure and thematic evolution of JDâR research. Additionally, we interpreted the results using the invisible colleges framework, focusing on five distinct time frames (2001â2004, 2005â2009, 2010â2014, 2015â2020 and 2021â2024). This produced an inâdepth map of the evolution of the field and its emerging research frontiers. By uncovering the complex connections between studies, our analysis highlights how JDâR theory has integrated diverse theoretical perspectives and shaped the broader discourse on workârelated outcomes across contexts and levels of analysis. These findings offer a foundation for future research to build on the theory's strengths and address its unexplored avenues, underpinning its continued relevance and impact.
Journal of Business and Psychology
Work Design
Advancing Research on Job Crafting and Playful Work Design
Abstract
The nature of work is rapidly evolving, prompting renewed interest in bottom-up approaches to work design that empower employees to proactively shape their roles. In this position paper, we synthesize and extend research on job crafting and playful work design as complementary forms of proactive work behavior and introduce the special issue that brings together cutting-edge contributions on these topics. We review the two dominant models of job crafting, clarify their convergence, andâŠ
The nature of work is rapidly evolving, prompting renewed interest in bottom-up approaches to work design that empower employees to proactively shape their roles. In this position paper, we synthesize and extend research on job crafting and playful work design as complementary forms of proactive work behavior and introduce the special issue that brings together cutting-edge contributions on these topics. We review the two dominant models of job crafting, clarify their convergence, and synthesize evidence on the predictors, outcomes, and boundary conditions of crafting across diverse contexts. We further outline the theoretical foundations and empirical benefits of playful work design, highlighting its task-level mechanisms for enhancing energy, engagement, and creativity. Emerging extensions â including career crafting, time-spatial crafting, and AI-enabled proactivity â illustrate the expanding landscape of proactive job and role redesign. We conclude with a research agenda and practical directions for cultivating sustainable proactive work behaviors in contemporary organizations.
Academy of Management Review
Organizational Culture
Empirically Based Response Strategies: When and How Empirical Debate Allows Firms to Resist Stakeholders
Abstract
While stakeholder support is essential for firm survival, when stakeholder pressures are at odds with firm interests, resistance becomes imperative for the firm. We theorize when and how empirically based responses enable firms to effectively resist stakeholders, without losing critical support, by following societal norms encouraging empirical debate. Extending arguments that stakeholder pressure progresses through phases, we argue that empirical debate is most influential before and after theâŠ
While stakeholder support is essential for firm survival, when stakeholder pressures are at odds with firm interests, resistance becomes imperative for the firm. We theorize when and how empirically based responses enable firms to effectively resist stakeholders, without losing critical support, by following societal norms encouraging empirical debate. Extending arguments that stakeholder pressure progresses through phases, we argue that empirical debate is most influential before and after the phase when stakeholder deliberation occursâthat is, in the preceding phase, when issues are defined, and the subsequent phase, when remedies are debated. We detail two empirically based response strategies: (1) validity disputing and (2) validity promoting. While validity disputing sows doubt and uncertainty on the empirical elements of issues and remedies, validity promoting advances the empirical merits of the firmâs preferred remedy relative to stakeholdersâ proposed remedy. Together, these strategies seek to mitigate stakeholder pressures by disrupting an issueâs rise to salience, and, failing that, to avoid remedies constituting more substantive concessions. We complete our model by examining three contingencies: firm dependence on stakeholders, causal complexity, and the strength of stakeholdersâ values. Detailing empirical debate as a basis of response complements well-established, values-based approaches to address stakeholder pressures.
Academy of Management Review
Moral Conviction as a Distinct Pathway in Resistance to Burdensome Role Expectations: An Extension of Yagilâs âI Donât Want To: The Violation of Burdensome Role Expectationsâ
Academy of Management Review
Theory & Philosophy of Science
Tackling the Complexity Challenge: When and How to Engage in Configurational and Hybrid Theorizing
Abstract
Management phenomena are often causally complex, and management research has increasingly turned to a configurational perspective to better account for this complexity. Yet, despite recent attention to configurational theorizing, we still lack comprehensive guidance on when a configurational approach is most appropriate, leading to confusion and avoidable disputes in the review process. Moreover, despite growing calls for theoretical triangulation, our understanding of how configurationalâŠ
Management phenomena are often causally complex, and management research has increasingly turned to a configurational perspective to better account for this complexity. Yet, despite recent attention to configurational theorizing, we still lack comprehensive guidance on when a configurational approach is most appropriate, leading to confusion and avoidable disputes in the review process. Moreover, despite growing calls for theoretical triangulation, our understanding of how configurational theorizing can be effectively combined with other theorizing approaches is limited, slowing the development of novel organizational theories and confining configurational inquiry to largely abductive research and ex post theorizing. We address these challenges in two ways. First, we articulate a framework of four key indicationsâcausal conjunction, causal disjunction, outcome asymmetry, and outcome intentionalityâthat provide systematic guidance on when a configurational approach is warranted. Second, we introduce two configurational hybrid theorizing approaches that integrate configurational theorizing with propositional and process grammars. Specifically, we demonstrate how configurational-propositional theorizing can generate novel predictions about complex causal relationships, and how configurational-process theorizing can incorporate temporal dynamics through temporal-configurational layering. Together, these contributions broaden the theoretical toolkit for studying complexity and offer new ways to advance the configurational perspective and management theory more generally.
Academy of Management Review
Feedback as a Mechanism: An Extension of Coffman et al.âs âLeaving Necessity Entrepreneurship Behindâ
Academy of Management Journal
Diversity & Inclusion
Research Methods
Who I Am Not: Enhancing Self-Clarity through Cultivating Not-Me Identities
Abstract
How do people develop and leverage self-definitions of who and what they are not, or their ânot-meâ identities, to navigate their work lives? In contrast to dominant portrayals of not-me identities as negative or oppositional, we explore how they can serve as resources in identity work. Drawing on a grounded theory study of 80 interviews with independent workers and clients, we identify a process we call âidentity filtering.â Through this process, individuals identify and disconfirm misalignedâŠ
How do people develop and leverage self-definitions of who and what they are not, or their ânot-meâ identities, to navigate their work lives? In contrast to dominant portrayals of not-me identities as negative or oppositional, we explore how they can serve as resources in identity work. Drawing on a grounded theory study of 80 interviews with independent workers and clients, we identify a process we call âidentity filtering.â Through this process, individuals identify and disconfirm misaligned role or relational elements, cultivating not-me identity repertoires that serve as reference points for how they engage in and shape their role-relationships. We identify two distinct pathways: some individuals enact their not-me identities through setting boundaries and role screening, which in turn enhance their self-clarity. Others suppress their not-me identities by engaging in enmeshment, which generates emotional strain. These diverging paths emerge through distinct underlying mechanisms: self-worth and desire for control both enable enactment, while adaptability constrains it. By reconceptualizing not-me identities as resources, this study advances identity theory and deepens understanding of how (independent) workers navigate fluid role-relationships and uncertainty in contemporary work.
Academy of Management Journal
Are You Looking at Me? Orchestrating Voyeuristic Events to Add Value for Those Being Observed
Abstract
Voyeurism offers audiences a window into the private lives of others. Given the widespread appeal of voyeurism, it is unsurprising that organizations have sought to commercialize voyeuristic events across various industries. Prior research has focused on the audienceâs role in voyeuristic experiences. However, those being observed (i.e., observees) play an essential role in shaping audiencesâ voyeuristic experiences, making it crucial to explore how voyeuristic businesses strive to manageâŠ
Voyeurism offers audiences a window into the private lives of others. Given the widespread appeal of voyeurism, it is unsurprising that organizations have sought to commercialize voyeuristic events across various industries. Prior research has focused on the audienceâs role in voyeuristic experiences. However, those being observed (i.e., observees) play an essential role in shaping audiencesâ voyeuristic experiences, making it crucial to explore how voyeuristic businesses strive to manage observeesâ engagement. For this exploration, we used an inductive approach. We focused on the voyeuristic business of slum tourism and interviewed the observees (slum residents), audience members (tourists), and orchestrators (tour guides) in the Dharavi slum. We found that businesses attempt to orchestrate a voyeuristic event to ensure continued observee participation by scripting the event, claiming to improve the lives of those in the transgressed community, bounding audience behavior, personalizing the observees, and memorializing the voyeuristic experience. This orchestrated interaction can temporarily blur the traditional roles of audience and observee, with some observees momentarily taking on the perspective of the audience and the audience momentarily being observed. This temporary switching of roles can enhance the experience of the voyeuristic event for the audience and for some of the nonconsenting observees.
Academy of Management Journal
Job Attitudes
Organizational Culture
Seeking Greener Pastures: Employee Turnover Following Corporate Stakeholder Violations
Abstract
Are employees willing to leave when their employer violates societal norms? We develop an event-based framework for understanding employee turnover in response to stakeholder violationsâpublicly announced, regulator-sanctioned harms to stakeholders. We theorize that intense violations prompt some employees to reassess their affiliation due to reputational concerns, especially when violations are broad in scope, occur in rapid succession, or diverge from past patterns. These features increaseâŠ
Are employees willing to leave when their employer violates societal norms? We develop an event-based framework for understanding employee turnover in response to stakeholder violationsâpublicly announced, regulator-sanctioned harms to stakeholders. We theorize that intense violations prompt some employees to reassess their affiliation due to reputational concerns, especially when violations are broad in scope, occur in rapid succession, or diverge from past patterns. These features increase the likelihood that observers, including peers and future employers, will view the misconduct as systemic, elevating reputational risk for those who remain. Using eight years of job history data from 735 large U.S. public companies, sourced from LinkedIn by Revelio Labs, we find that violations amounting to 5% of a companyâs annual revenues translate into a 3.93% increase in employee turnover. Turnover rates rise further when violations are broad, rapid, or historically atypical. Departing employees tend to join firms with fewer prior violations, indicating a form of values-based sorting. We also estimate the financial toll of violation-induced turnover for representative firms in our sample. Our findings offer a new lens on stakeholder violations as organizational events that drive interorganizational migration.
Journal of Occupational and Organizational Psychology
Job Attitudes
Meaningful work over time: The impact of relative meaningful work on organizational citizenship behaviour
Abstract
Research on meaningful work (MW) has largely presumed that its effects are determined by absolute levels: when MW is high, outcomes are favourable, and when it is low, outcomes are less so. Yet, this assumption overlooks the fact that employees interpret current experiences against the backdrop of the past. In this study, we apply a temporal lens to MW by examining how directional changes (gains vs. losses) and inconsistency (deviations from prior experiences) shape organizational citizenshipâŠ
Research on meaningful work (MW) has largely presumed that its effects are determined by absolute levels: when MW is high, outcomes are favourable, and when it is low, outcomes are less so. Yet, this assumption overlooks the fact that employees interpret current experiences against the backdrop of the past. In this study, we apply a temporal lens to MW by examining how directional changes (gains vs. losses) and inconsistency (deviations from prior experiences) shape organizational citizenship behaviour (OCB). Across two experienceâsampling studies (daily: 252 participants, 2200 observations; weekly: 387 participants, 2600 observations), we find that relative evaluations of MW explain OCB beyond absolute levels. Increases in MW generally enhance OCB more than decreases, but at the weekly level, inconsistency and even increases can undermine OCB. These findings underscore that MW is inherently dynamic and relative, advancing theory on how temporal comparisons shape work experiences and highlighting practical risks for sustaining employees' discretionary effort.
Journal of Occupational and Organizational Psychology
Leadership
Work Design
Research Methods
Longitudinal trajectories of leaderâmember exchange in the era of hybrid work: A growth mixture analysis
Abstract
While leaderâmember exchange (LMX) research has traditionally viewed the quality of relationships between leaders and followers â known for their beneficial implications â as stable over time, this perspective is increasingly challenged. Understanding how LMX relationships evolve is especially important in an era where hybrid work disrupts the foundations of highâquality LMX relationships. Accordingly, this study aims to (1) examine changes in LMX relationships over 6 months to identifyâŠ
While leaderâmember exchange (LMX) research has traditionally viewed the quality of relationships between leaders and followers â known for their beneficial implications â as stable over time, this perspective is increasingly challenged. Understanding how LMX relationships evolve is especially important in an era where hybrid work disrupts the foundations of highâquality LMX relationships. Accordingly, this study aims to (1) examine changes in LMX relationships over 6 months to identify profiles of trajectories; and (2) assess the impact of the current hybrid work context on these LMX trajectories by focusing on telework intensity and monitoring practices (observational or interactional). Using threeâwave longitudinal data from 769 workers across industries, we identified five distinct profiles. Among these, four displayed significant changes over time, supporting a dynamic view of LMX. Interestingly, greater fluctuations in LMX quality were associated with decreasing LMX trajectories, while higher telework intensity tended to reduce these fluctuations. Results demonstrated that monitoring practices played a critical role: observational monitoring was linked to the least desirable profiles, while interactional monitoring reduced the likelihood of belonging to those profiles. Moreover, monitoring practices impacted LMX trajectories, regardless of profile membership. The implications for LMX theory and managerial practices in a hybrid work context are discussed.
Journal of Business and Psychology
Selection & Assessment
Research Methods
Experimental Approaches for Testing Mediation Effects Models: A Review, Assessment, and Recommended Practices
Abstract
The amount of attention paid to mediating mechanisms in the fields of applied psychology and management has increased substantially in the past few decades. Much of this attention has focused on identifying and refining statistical techniques for testing mediation effects models or for the estimation of indirect effects and their confidence intervals. However, several scholars have argued that because mediation is about identifying theoretical (causal) mechanisms transmitting the effects ofâŠ
The amount of attention paid to mediating mechanisms in the fields of applied psychology and management has increased substantially in the past few decades. Much of this attention has focused on identifying and refining statistical techniques for testing mediation effects models or for the estimation of indirect effects and their confidence intervals. However, several scholars have argued that because mediation is about identifying theoretical (causal) mechanisms transmitting the effects of independent variables on dependent variables, researchers should focus more on study designs that improve the ability to make strong causal inferences and reduce the possibility that confounding variables account for the observed mediating effects. This paper provides a review of management and applied psychology articles reporting three experimental approaches to testing mediation: measurement-of-mediation (MOM), experimental-causal-chain (ECC), and moderation-of-process (MOP). Our review of 160 articles reporting 310 distinct studies indicates that there is a substantial amount of variance in the application of these techniques, and that some of the research designs being implemented limit appropriate causal inferences. We conclude with implications and recommendations for researchers.
Journal of Business and Psychology
Well-being & Health
Work Design
Careers
Job Crafting and Career Adaptation in Internships: Unravelling the Differential Roles of Job Crafting Consistency and Levels
Abstract
Job crafting can play a crucial function during internships, as early-career individuals do attempt to shape their transitional experiences to adapt their careers more actively. Yet, we know little about which and how interns do so. Drawing on the job demands-resources (JD-R) theory, we propose career adaptivity as a personal resource that drives job crafting, and its effects on well-being outcomes (thriving and depletion) among interns. We investigate the three distinct job crafting behaviorsâŠ
Job crafting can play a crucial function during internships, as early-career individuals do attempt to shape their transitional experiences to adapt their careers more actively. Yet, we know little about which and how interns do so. Drawing on the job demands-resources (JD-R) theory, we propose career adaptivity as a personal resource that drives job crafting, and its effects on well-being outcomes (thriving and depletion) among interns. We investigate the three distinct job crafting behaviors as elaborated through the JD-R lens; we further introduce the concept of job crafting consistency, above and beyond the widely explored idea of job crafting level. Using a 10-day diary methodology that measures both job crafting levels (mean) and consistency (variance) of the three distinct job crafting behaviors, we examine these relationships at the between-individual level with 760 daily observations of interns in China. Results revealed that career adaptive interns engaged in higher levels of seeking resources and challenges, subsequently experiencing greater thriving. While career adaptivity did not predict job crafting consistency, our findings uncover a distinct relationship between consistency and depletion; consistently reducing demands increased depletion. We discuss theoretical and practical implications.
Journal of Management
Leadership
Organizational Culture
Firm Growth and Corporate Social Responsibility
Abstract
This paper examines how the rate of firm growth influences corporate social responsibility (CSR). Periods of rapid growth can place substantial financial and managerial demands on firms, requiring leaders to prioritize the allocation of limited resources ...
This paper examines how the rate of firm growth influences corporate social responsibility (CSR). Periods of rapid growth can place substantial financial and managerial demands on firms, requiring leaders to prioritize the allocation of limited resources toward managing expansion. We propose that when firms grow quickly, managers may limit CSR investmentsânot because they undervalue CSR, but because growth itself consumes financial and attentional capacity. Using 19 years of data from 4,305 firms across 46 countries, we find that faster firm growth is associated with lower levels of CSR activity. This relationship is moderated by firmsâ financial and attentional resources: firms with greater financial slack and managerial bandwidth maintain stronger CSR engagement even while growing rapidly. Overall, our results suggest that the relationship between growth and CSR reflects a pragmatic balancing of competing demands.
Organizational Behavior and Human Decision Processes
Targeting behavioral interventions based on past behavior: Evidence from vaccine uptake
Organizational Behavior and Human Decision Processes
Diversity & Inclusion
When You Say It: How the Timing of LGBTQ+Â Allyship Displays Shapes Evaluations of Organizations
Organizational Behavior and Human Decision Processes
Training & Development
Well-being & Health
Learning from crisis: how crisis volunteering fosters resilience and change-oriented behaviors
Organizational Behavior and Human Decision Processes
Teams & Groups
Should I stand up for my mistreated colleague? When and why high-status team members stand up for their coworkers
Journal of Occupational and Organizational Psychology
Selection & Assessment
Assessing behavioural signatures in multiple, speeded assessments to illuminate intraindividual patterns of behaviour across situations
Abstract
Recently, multiple, speeded assessments (MSAs) have emerged as an attractive selection and assessment method that confronts candidates with a large set of jobârelated behavioural simulations. This study draws on the theory of behavioural signatures (Mischel & Shoda, 1995, Psychological Review, 102, 246) to argue that there is untapped potential in MSAs. Besides obtaining information on candidate's mean level, it also allows assessing their intraindividual patterns of behaviour variationsâŠ
Recently, multiple, speeded assessments (MSAs) have emerged as an attractive selection and assessment method that confronts candidates with a large set of jobârelated behavioural simulations. This study draws on the theory of behavioural signatures (Mischel & Shoda, 1995, Psychological Review, 102, 246) to argue that there is untapped potential in MSAs. Besides obtaining information on candidate's mean level, it also allows assessing their intraindividual patterns of behaviour variations (âbehavioural signaturesâ) across these simulations. We predicted that an assessment of behavioural signatures represents substantive information and improves the prediction of future performance above and beyond mean scores. Data were obtained from a sample of 96 junior managers who were rated by assessors on four interpersonal dimensions in an MSA that contained 18 short interpersonal roleâplays. Results showed that participants can indeed be characterized by unique intraindividual patterns of behaviour variations across the roleâplays and that participants differ in terms of these behavioural signatures. Moreover, betweenâperson differences in behavioural signatures matter because, for submissiveness, affiliation and quarrelsomeness, they predict supervisory ratings of communication skills above and beyond participants' mean levels of submissiveness, affiliation and quarrelsomeness. The conceptual, research and practical implications of introducing the notion of behavioural signatures in assessment contexts are discussed.
Journal of Occupational and Organizational Psychology
Work Design
What if there is a better way? Investigating upward counterfactual thinking as a metacognitive selfâregulatory strategy for job crafting
Abstract
This study investigates whether encouraging employees to actively reframe their thinking can stimulate behavioural job crafting, that is, optimizing their job demands and resources. Grounded in the functional theory of counterfactual thinking (CFT), we theorize that upward CFTâmentally contrasting negative work situations with better imagined alternativesâcan function as a selfâregulatory strategy that helps people to recognize and act on job crafting opportunities by triggering proactive goalâŠ
This study investigates whether encouraging employees to actively reframe their thinking can stimulate behavioural job crafting, that is, optimizing their job demands and resources. Grounded in the functional theory of counterfactual thinking (CFT), we theorize that upward CFTâmentally contrasting negative work situations with better imagined alternativesâcan function as a selfâregulatory strategy that helps people to recognize and act on job crafting opportunities by triggering proactive goal setting. In Study 1, we find significant correlations between upward selfâreferent (SâR) CFT and approachâ and avoidanceâoriented job crafting using crossâsectional data (N = 201). In Study 2, we develop and test a new electronic upward SâR CFT microâintervention using a 10âday experience sampling study (N = 191). Specifically, we demonstrate that this microâintervention indirectly promotes daily job crafting behaviours in workers through triggering proactive goal setting, which in turn enhances their work engagement and task performance. Our research seeks to contribute to Job DemandsâResources theory by integrating upward SâR CFT as a metacognitive strategy that can motivate people to set and act on job crafting goals, thereby addressing calls for deeper insight into the psychological mechanisms underlying job crafting. Practically, we offer a scalable selfâregulatory tool to complement existing job crafting interventions.
Journal of Management
The Glass Is Half Full: A Gendered Model of Illegal Entrepreneurship
Abstract
Individuals in impoverished communities often face considerable adversity. Under such circumstances, they can turn to illegal entrepreneurship. However, from a gendered perspective, women are typically considered incongruent with the masculinity of crime ...
Individuals in impoverished communities often face considerable adversity. Under such circumstances, they can turn to illegal entrepreneurship. However, from a gendered perspective, women are typically considered incongruent with the masculinity of crime and entrepreneurship and, thus, illegal entrepreneurship. In this study, we were interested in exploring how women navigate their societyâs gender role expectations to engage in illegal entrepreneurship. We adopted a qualitative, inductive approach to explore the cognitive processes through which women entrepreneurs navigate these tensions to manufacture and sell illegal alcohol within their impoverished communities throughout India. Our resulting gendered model of the cognitive processes underlying illegal entrepreneurship in impoverished communities offers new insights into how women entrepreneurs use cognitive carve-outs to navigate potentially conflicting societal expectations regarding gender and entrepreneurial roles. Further, we explore how entrepreneurship is influenced by construals, particularly in contexts of resource scarcity and gendered constraints. Finally, in line with the dark side of entrepreneurship, we shed light on how women can justify to themselves and others entrepreneurial action that, while shielding themselves from immediate personal repercussions, imposes substantial costs on many members of their impoverished communities.
Journal of Management
Training & Development
Teams & Groups
Missing Team Dynamics? An Integrative Review of Research on Team Development Over Time
Abstract
Theory describing the development, functioning, and performance of work teams emphasizes their dynamic nature. For many years, empirical research on teams has failed to keep pace with theory, impeding understanding of how teamwork unfolds over time and ...
Theory describing the development, functioning, and performance of work teams emphasizes their dynamic nature. For many years, empirical research on teams has failed to keep pace with theory, impeding understanding of how teamwork unfolds over time and teams as a whole. However, over the past several decades, research examining the onset and functioning of change in teams has significantly increased. Our review distinguishes two primary theoretical perspectives that have dominated the fieldâs understanding of team development and provides a foundation for integrating both perspectives, which would allow for a more nuanced understanding. With the overarching goal of summarizing findings from this burgeoning literature, we conduct a systematic review of 110 articles (116 studies) that examine team development and teams over time. We synthesize evidence to illustrate how team phenomena (i.e., composition, leadership, emergent states, processes, and outcomes) change over time and interact dynamically with one another. We conclude by offering several high-level critiques of the literature, along with proposed solutions to address these issues. In doing so, we move beyond a general call for more research on team dynamics toward a more precise account of the decisions and considerations that should guide future work. Taken together, our manuscript provides scholars with a detailed account of how teams develop over time, challenging the long-held assumption that there is a dearth of work in this domain, and a foundation to position future work within a more integrated understanding of team development.
Journal of Management
Training & Development
The Orchestratorâs Dilemma: How Ericsson Strategically Recombined Resource Commitments and Signaling Tactics to Outmaneuver WiMAX
Abstract
Orchestrators shape ecosystem development by aligning diverse participants while advancing their own competitive agendas. This alignment becomes fragile when a new entrant offers an alternative value proposition that appeals to ecosystem participants but ...
Orchestrators shape ecosystem development by aligning diverse participants while advancing their own competitive agendas. This alignment becomes fragile when a new entrant offers an alternative value proposition that appeals to ecosystem participants but threatens an orchestratorâs position. Whereas prior research highlights the success of new entrants, less is known about how an orchestrator defends its competitive interests and position while addressing expectations of cooperation from ecosystem participants, which we call the âorchestratorâs dilemma.â We investigate these dynamics through a longitudinal study of Ericssonâs responses as Intel attempted to promote WiMAX as an alternative to LTE, Ericssonâs fourth-generation mobile technology. Our analysis shows how Ericsson recombined its substantive resource commitments and signaling tactics to develop three distinct strategic responsesâavoiding competition, covert competition, and overt competitionâas ecosystem support for the new entrantâs value proposition changed over time. We show how an orchestrator can defend its position against disruptive entrants by decoupling signaling tactics from substantive resource commitments to influence ecosystem dynamics. We contribute by theorizing these dynamic strategic responses as a way to overcome the orchestratorâs dilemma and by highlighting the social aspects of ecosystem alignment and its fragility.
Journal of Management
Risk Sharing in Government Contracting: Strategic Alliances as Safeguards in Government Supplier Relationships
Abstract
Interorganizational alliances have been extensively studied as strategic arrangements that enable firms to manage risks arising from their embeddedness in external relationships. However, the unique dynamics of business-to-government (B2G) relationships, ...
Interorganizational alliances have been extensively studied as strategic arrangements that enable firms to manage risks arising from their embeddedness in external relationships. However, the unique dynamics of business-to-government (B2G) relationships, where firms often face regulatory and political risks, remain underexplored. In this study, we examine how firms reliant on U.S. Department of Defense (DoD) contracts use strategic alliances to mitigate these challenges. Drawing on resource dependence theory and the resource-based view of the firm, we theorize that firms with higher government contract value are more likely to form alliances with other government contractors to help share risk and navigate government contracting challenges. We further identify two boundary conditionsâan internal buffer (whether a firm operates as a generalist or specialist contractor) and an external buffer (the level of market-demand risk)âthat moderate this relationship. Our analysis of 339 U.S. publicly traded DoD contractors from 2001 to 2019 provides robust support for our hypotheses. A post hoc mediation analysis further shows that alliances partially mediate the relationship between government contract value and market performance. Our study contributes to interorganizational relationships and business-government interface literatures by articulating the unique dynamics of B2G alliances and offering nuanced insights into how firms manage their relationships with powerful government buyers.
Journal of Management
Performance Management
Underperformance by Design: A Scoping Review and Research Agenda of Intentional Task Underperformance at Work
Abstract
Recent workplace trends reveal that workers frequently discuss and engage in deliberate underperformance, underscoring the growing relevance of intentional underperformance at work. Although various disciplines have long studied purposeful reductions in ...
Recent workplace trends reveal that workers frequently discuss and engage in deliberate underperformance, underscoring the growing relevance of intentional underperformance at work. Although various disciplines have long studied purposeful reductions in work effort, these investigations have remained largely siloed, hindering conceptual clarity. In this scoping review, we integrate perspectives from management, social and educational psychology, and economics to establish a unified conceptualization of intentional underperformance (i.e., the deliberate suppression of task contributions, such that contributions fall below a relevant benchmark). In doing so, we make five primary contributions to the performance literature. First, we review and consolidate 36 related constructs to develop an umbrella conceptualization that can promote cumulative scientific understanding. Second, based on our review, we present an organized view of the antecedents and proximal motives of intentional underperformance. Third, we introduce the Intentional Underperformance Framework, a two-by-two that organizes forms of intentional underperformance, and organize the associated outcomes of these different forms. Fourth, we identify cross-disciplinary patterns in operationalizations, summarizing prevailing methods and their implications. Fifth, we outline a research agenda to guide future inquiry into when, why, and how intentional underperformance arises, as well as how organizations can constructively intervene. By integrating disconnected literatures and promoting a shared language, this review provides a foundation for more integrative theoretical and empirical inquiries. Ultimately, we aim to equip scholars and practitioners with a clearer, more comprehensive understanding of intentional underperformance in todayâs workplace.
Journal of Management
More Light but Less Sight? The Dual Effect of Information Transparency on Firm Innovation
Abstract
Whether more information available in capital markets fosters or hinders corporate innovationâand ultimately long-term firm valueâremains a contentious question. Does enhanced transparency discipline managerial decision-making, or does it induce short-...
Whether more information available in capital markets fosters or hinders corporate innovationâand ultimately long-term firm valueâremains a contentious question. Does enhanced transparency discipline managerial decision-making, or does it induce short-termism? This study addresses this tension by proposing that firmsâ R&D capabilities critically moderate these opposing effects. Leveraging the European Unionâs mandate for quarterly reporting as a quasi-natural experiment, we employ a difference-in-differences design to a panel of EU-listed manufacturing firms. We uncover a dual pathway: For firms with weaker R&D capabilities, greater transparency exerts a disciplining effect, leading to reduced R&D investment and enhancing firmsâ value. Conversely, firms with stronger capabilities reallocate R&D toward more familiar domains to deliver quicker returns, consistent with a myopic response that limits exploration and undermines long-term value. Our findings contribute to management theory by unpacking how capital market pressures differentially affect the âwhetherâ and âwhereâ of innovation decisions and offer policymakers important insights into the unintended consequences of disclosure regulation.
Journal of Organizational Behavior
Sharing Good News at Work to Collaborate and to SelfâEnhance: A Motivational and Reputational Perspective on Workplace Interpersonal Capitalization
Abstract
Employees routinely experience workârelated positive events. In the wake of these events, employees sometimes share the good news with coworkersâa phenomenon known as workplace interpersonal capitalization. Research shows that such capitalization matters for how employees feel and act. While capitalization is normatively expected within close relationships, sharing good news at work is relatively less expected and may even be actively discouraged, which raises questions about the factors thatâŠ
Employees routinely experience workârelated positive events. In the wake of these events, employees sometimes share the good news with coworkersâa phenomenon known as workplace interpersonal capitalization. Research shows that such capitalization matters for how employees feel and act. While capitalization is normatively expected within close relationships, sharing good news at work is relatively less expected and may even be actively discouraged, which raises questions about the factors that influence employees to disclose (versus conceal) positive events. Problematically though, scholars have yet to examine what drives employees to (not) share positive events with others. In this paper, we draw from socioanalytic theory to develop a contingency model that explains how employees' motives and individual differences interact to determine who capitalizes. Specifically, we describe how capitalization can be driven by either âcollaborationâ or âselfâenhancementâ motives, and why the influence of these motives hinges on employees' level of selfâmonitoring. In short, selfâmonitors' sensitivity to the social context makes them more likely to act on their collaboration motives and less likely to act on their selfâenhancement motives. Finally, we theorize how employee reputation is affected by capitalization in terms of likeability and status. We find support for our predictions in a sourceâ and timeâseparated field study and an experimental study. We ultimately broaden our understanding of capitalization as it pertains to who is more (less) likely to act on their motives to disclose positive events at work, as well as elucidating downstream reputational outcomes.
Organizational Research Methods
Application of Prototype Analysis to Organizational Research: A Critical Methodological Review
Abstract
Prototypesâinternalized knowledge structures of the most typical or characteristic features of a conceptâare important because they influence cognitive processing. Yet prototype analysis, the method used to examine prototypes, appears relatively ...
Prototypesâinternalized knowledge structures of the most typical or characteristic features of a conceptâare important because they influence cognitive processing. Yet prototype analysis, the method used to examine prototypes, appears relatively underutilized in organizational research. To introduce prototype analysis to a wider audience of organizational scholars, we conducted a critical methodological literature review following a six-step procedure. Seventy-three prototype analyses published in 35 journals were categorized and their content analyzed. A prototype analysis typically includes a sequence of independent studies conducted over two stages, recently referred to as the standard procedure. Our review makes several contributions, including development of a taxonomy of prototype analysis applications, clarification of the standard procedure of a prototype analysis and possible variations, and suggestions for organizational research. Benefits of undertaking a prototype analysis include improved understanding of abstract workplace concepts that are difficult to measure directly, the ability to compare cross-cultural prototypes, and an approach for investigating the issue of construct redundancy. We conclude with best-practice recommendations, implications for organizational scholarship, methodological limitations, and future research suggestions.
Organizational Psychology Review
Theory & Philosophy of Science
The Power of Pure Silence for Altering Individual Mental Models: A Paradigm Shift in Organizational Behavior for Dynamic Environments
Abstract
In dynamic environments, the necessity to adapt mental models that no longer serve their purpose is paramount as these models guide individual behaviors. This article aims to elucidate how engaging in Pure Silence can influence and alter mental models ...
In dynamic environments, the necessity to adapt mental models that no longer serve their purpose is paramount as these models guide individual behaviors. This article aims to elucidate how engaging in Pure Silence can influence and alter mental models with implications for organizational functioning. The formulation and operationalization of mental models have been central to analyzing intersections between industrial and organizational (I-O) psychology and cognitive psychology. The theoretical framework described and the proposed conceptual model can help organizational psychology researchers and professionals to understand how mental models can be altered to foster effective organizational behavior. The model integrates (a) Pure Silence, (b) meditation, (c) mindfulness, (d) mental models which guide individual behaviors and (e) organizational climate. By drawing insights from mindfulness theory and social learning theory, this article explores mechanisms underlying effective organizational behavior.
Personnel Psychology
Teams & Groups
Understanding Desired Greater Collaboration Ties: TieâStrengthening and Bypassing Approaches for Managing Formal Workflow Network Dependencies
Abstract
Whereas organizational network studies infer employeesâ agentic desires through observed network changes, we capture desires to collaborate more closely with coâworkers directly through a survey. We argue that formal structures create workflow dependencies between employees as they gather othersâ inputs to complete their tasks, and individuals desire to alter their networks to manage those dependencies using the following two main collaborative approaches: (1) collaborating more intensely withâŠ
Whereas organizational network studies infer employeesâ agentic desires through observed network changes, we capture desires to collaborate more closely with coâworkers directly through a survey. We argue that formal structures create workflow dependencies between employees as they gather othersâ inputs to complete their tasks, and individuals desire to alter their networks to manage those dependencies using the following two main collaborative approaches: (1) collaborating more intensely with existing formal workflow network partners; and (2) engaging in bypassing approaches with specific partners outside of their prescribed formal workflow. We found that employees pursued a tieâstrengthening approach with formal partners they already trusted to provide highâquality work inputs in a reliable manner. When using the bypassing approach, employeesâ choice of desired partners reduced their workflow dependencies on alters upstream in the formal workflow, detouring around them either by choosing an alter that was structurally equivalent to existing partners or moving two steps further upstream to choose alters that close disadvantageous structural holes, suggesting these potential greater collaboration ties had higher latent structural value. Our study illustrates agentic desires toward dealing with the formal workflow's dependencies through the choice of specific partners with whom to collaborate more closely in the future, using tieâstrengthening and bypassing approaches.
Academy of Management Journal
Stakeholder Political Ideology, Purpose of Business Beliefs, and Responses to CEO Activism: Introducing an Asymmetry Model
Abstract
CEO activism refers to public stance-taking by CEOs on politically polarized issues. The prevailing view is that liberal and conservative stakeholders respond symmetrically to CEO activism, like how liberal and conservative voters have been found to respond to ideological causes. Specifically, both groups are thought to similarly favor ideologically aligned CEO activism, and disfavor ideologically misaligned CEO activism and non-activism. We question the assumption that liberalâconservativeâŠ
CEO activism refers to public stance-taking by CEOs on politically polarized issues. The prevailing view is that liberal and conservative stakeholders respond symmetrically to CEO activism, like how liberal and conservative voters have been found to respond to ideological causes. Specifically, both groups are thought to similarly favor ideologically aligned CEO activism, and disfavor ideologically misaligned CEO activism and non-activism. We question the assumption that liberalâconservative symmetry in national politics translates to stakeholder preferences. Extending research indicating that liberals scrutinize the perceived benefits and costs that businesses impose on society more than conservatives due to differences in purpose of business beliefs, we theorize that liberal stakeholders respond more favorably to aligned activism, and less favorably to misaligned activism and non-activism. We corroborate our ideological asymmetry model in three preregistered experiments examining job seekers and consumers. Crucially, conservatives, unlike liberals, prefer non-activism over aligned activism, even when conservatives feel strongly about the underlying issue. Experimentally reducing the liberalâconservative gap on purpose of business beliefs reduces these asymmetries. Our work challenges the assumption that liberalâconservative symmetry in politics translates to business; sheds new light on the strategic implications of CEO activism; and may explain the rarity of conservative CEO activism.
Academy of Management Journal
Teams & Groups
Research Methods
Weâre Not in Kansas Anymore: Pragmatic Adaptation in Large-Scale Creative Projects with Underspecified Product Concepts
Abstract
Developing new creative products inherently involves ambiguity due to its focus on novelty. When organizations have high ambitions for novelty yet lack a specific product concept, they must coordinate complex work and manage possibilities alongside significant ambiguity. This longitudinal qualitative study of a video game project examines how a large-scale creative project team collaborated in the face of an underspecified product concept. I theorize how project teams employ two interconnectedâŠ
Developing new creative products inherently involves ambiguity due to its focus on novelty. When organizations have high ambitions for novelty yet lack a specific product concept, they must coordinate complex work and manage possibilities alongside significant ambiguity. This longitudinal qualitative study of a video game project examines how a large-scale creative project team collaborated in the face of an underspecified product concept. I theorize how project teams employ two interconnected processes: an iterative compositional process that drives product development within periods, and a pragmatic adaptation process that shifts teams from creative idealism to realism across periods. The findings reveal three distinct but interrelated forms of workâproduct work, contribution framing, and adaptive psychological workâthat enable creative workers to develop an ambitious product without a specified product concept. By examining both product work and the psychological experiences of creative workers across hierarchical levels, this research broadens our understanding of creative work beyond more exclusively product-focused perspectives.
Journal of Management
Striking a Political Balance? Political Polarization and Firm Innovation
Abstract
Affective polarization, a division marked by animosity between members of opposing political groups, has dramatically increased, particularly in the United States. This paper examines the extent to which affective polarization may spill over into ...
Affective polarization, a division marked by animosity between members of opposing political groups, has dramatically increased, particularly in the United States. This paper examines the extent to which affective polarization may spill over into organizations and influence strategic outcomesâspecifically, corporate innovation. I theorize how politically balanced organizations, that is, those that lack a prevailing political ideology and have workforces that are more evenly divided between opposing political stances, are less innovative due to heightened animosity and reduced collaboration. Furthermore, I propose that the negative relationship between political balance and innovation intensifies at higher levels of partisan animosity in society and political engagement among organizational members. Conversely, I theorize that the relationship weakens when a firm is led by a CEO who does not overtly signal a clear political leaning. I test and find support for these predictions using a novel donation-based index of organizational political balance for 744 publicly traded U.S. companies from 2002 to 2015. This paper highlights the role of political balance as a potential conduit of intrafirm rivalry that hinders innovation. The findings advance our understanding of the mechanisms and conditions through which political polarization may influence organizations and their outcomes.
Journal of Business and Psychology
Selection & Assessment
Diversity & Inclusion
Evaluating Potential Political Bias in Recruitment: Effects of Extreme vs. Moderate Party Affiliaton
Abstract
Growing political polarization is affecting recruitment. This study used an experimental simulation design to examine how political value similarity may influence hiring decisions, focusing on France's polarized multi-party system with a centrist core. This allowed us to compare fictional applicants with extreme political affiliations with those with moderate or neutral stances. We also analyzed raters' reasons for evaluating politically affiliated fictional candidates and how these evaluationsâŠ
Abstract Growing political polarization is affecting recruitment. This study used an experimental simulation design to examine how political value similarity may influence hiring decisions, focusing on France's polarized multi-party system with a centrist core. This allowed us to compare fictional applicants with extreme political affiliations with those with moderate or neutral stances. We also analyzed raters' reasons for evaluating politically affiliated fictional candidates and how these evaluations impacted hypothetical hiring outcomes. A sample of 350 raters assessed a fictional LinkedIn profile with manipulated political affiliation. Findings showed that political value similarity heightened perceptions of overall similarity, which was associated with hypothetical hiring outcomes such as expected counterproductive work behavior (CWB): Sharing political values reduced expectations of CWB. Notably, over 20% of participants cited political considerations as the key factors when evaluating fictional applicants who openly shared their political affiliation on LinkedIn. Future research should thus distinguish between different party affiliations as these can exhibit unique effects on hiring outcomes.
Journal of Management
Leadership
Organizational Culture
Research Methods
Vision Communication: A Systematic Review
Abstract
Vision communication plays a crucial role in leadership, strategic management, and organizational change. However, current research on vision communication is fragmented, leading to a limited understanding of the topic. To advance this topic, this paper ...
Vision communication plays a crucial role in leadership, strategic management, and organizational change. However, current research on vision communication is fragmented, leading to a limited understanding of the topic. To advance this topic, this paper synthesizes the existing literature on the dimensions, theoretical mechanisms, moderators, and outcomes of vision communication, drawing on 150 papers. In particular, we identify four key dimensions of vision communication: vision attributes (e.g., imagery, metaphor), vision content (e.g., emphasis on profits or product quality), vision communication frequency (e.g., infrequent vs. frequent), and non-verbal delivery (e.g., emotional displays, eye gaze). Furthermore, we integrate four theoretical perspectivesâmotivation-based, identification-based, affect-based, and cognition-basedâto explain the effects of vision communication. In essence, vision influences various outcomes by ensuring that employees are motivated and feel confident in their ability to achieve them (i.e., motivation-based), identify with the vision or leadership (i.e., identification-based), experience emotional inspiration or positive affect (i.e., affect-based), or understand the vision (i.e., cognition-based). Based on these mechanisms, we outline four categories of moderating factors that shape their impact (e.g., leader factors, follower factors, leader-follower relationships, and contextual factors). Finally, we outline future research directions to further advance research on vision communication.
Journal of Management
Careers
Disambiguating the Effects of Shareholder Activism on Corporate Director Careers
Abstract
This study examines shareholder activism and its consequences for corporate directorsâ career trajectories. We begin by highlighting that the inherent ambiguity surrounding activist interventions implies variation in director careers beyond an overall ...
This study examines shareholder activism and its consequences for corporate directorsâ career trajectories. We begin by highlighting that the inherent ambiguity surrounding activist interventions implies variation in director careers beyond an overall negative effect. Specifically, we posit and test the notion that the director labor market will differentiate between financially based versus socially based shareholder unrest, with the latter having a stronger negative effect based on (1) its greater information value above and beyond what is already knowable about the firm, and (2) heightened recognition of the need for directors to balance financial performance pressures with responsiveness to evolving environmental, social, and governance concerns. Empirically, we analyze U.S. shareholder activism events between 2014 and 2018, and using Coarsened Exact Matching combined with a Difference-in-Differences approach, we find evidence consistent with our disambiguation perspective on shareholder activism. Our theoretical and empirical analyses also further disambiguate whether director exits reflect market or/and director preferences, and we find evidence for both. We conclude by discussing how our theoretical perspective and empirical findings contribute to research on shareholder activism, director labor markets, and corporate governance.
Journal of Management
Diversity & Inclusion
Careers
Magic Will Happen if You Gather Us in One Room: Gender Homophily and Women-Only Networking
Abstract
Although networking is critical for career advancement, prior research has primarily examined womenâs networking in comparison to menâs, often concluding that it plays a less instrumental role due to gendered organizational structures. Women-only ...
Although networking is critical for career advancement, prior research has primarily examined womenâs networking in comparison to menâs, often concluding that it plays a less instrumental role due to gendered organizational structures. Women-only networking events are organized to enable women to leverage gender homophily for mutual support and career advancement. However, the mechanisms of gender homophily in womenâs networking are not straightforward. Drawing on observations of women-only networking events, interviews, and secondary data, we identify three meanings women attach to homophilic networking (status-driven, instrumental, and expressive) and show how these meanings shape networking behaviors. In networking contexts characterized by âenforced homophily,â where support is offered under the guise of benevolence, women are more aware of these differences in meanings, which prevent them from leveraging the potential benefits of networking with other women. In contexts characterized by âagentic homophily,â the relevance of these differences is less salient, empowering women to challenge, rather than reproduce, gendered organizational structures. Our research extends the understanding of gender homophily as a multifaceted force that is dynamically shaped by the context and interactions.
Academy of Management Review
Beyond Dangling Carrots: The Effect of Policy Maker Motives on Their Response to Corporate Political Activity
Abstract
Management scholars have predominantly theorized corporate political activity (CPA) as an exchange wherein a firm offers resources to a policy maker in return for favorable policy. While the CPA literature has extensively explored what drives firms to engage in CPA, it remains largely silent on the question of why a policy maker would accede to a firmâs attempt at influence. Drawing on social influence theory, we develop a framework that extends current CPA theory and centers a policy makerâsâŠ
Management scholars have predominantly theorized corporate political activity (CPA) as an exchange wherein a firm offers resources to a policy maker in return for favorable policy. While the CPA literature has extensively explored what drives firms to engage in CPA, it remains largely silent on the question of why a policy maker would accede to a firmâs attempt at influence. Drawing on social influence theory, we develop a framework that extends current CPA theory and centers a policy makerâs perspective when faced with CPA. We introduce a policy makerâs noninstrumental motives and identify novel types of CPA that appeal to these motives. We also consider the role of the bureaucratâa heretofore largely ignored but important type of policy maker whose motives differ from those of politicians in key respects that shape whether and how a given policy maker is influenced. Lastly, we examine how third-party lobbyists affect the CPA process, identifying key pathways through which they are likely to enhance a firmâs CPA. By theorizing around the motives of the policy maker faced with CPA, we present a novel policy maker-centered framework that helps us better understand this socially and economically important strategy.
Academy of Management Review
2025 Presidential Address: Activism, Impact and Science: Management Scholarship in a Challenging Era
Journal of Business and Psychology
Diversity & Inclusion
Gender Differences on Dual-Earnersâ Money as Achievement Congruence and Needs-Supplies Fit
Abstract
Prior research tends to view the impact of money on work-related outcomes from a focal employeeâs perspective. This is oversimplified, as many individuals are embedded in a dual-earner household. Additionally, the perspectives of men and women are likely to be unique, given societal expectations regarding household contributions to income. Along those lines, drawing from social role theory, we investigate the joint effects of dual-earnersâ considerations of money as an indicator of success andâŠ
Prior research tends to view the impact of money on work-related outcomes from a focal employeeâs perspective. This is oversimplified, as many individuals are embedded in a dual-earner household. Additionally, the perspectives of men and women are likely to be unique, given societal expectations regarding household contributions to income. Along those lines, drawing from social role theory, we investigate the joint effects of dual-earnersâ considerations of money as an indicator of success and achievement (i.e., money as achievement) on the male partnerâs person-job, needs-supplies fit. Our findings support two hypotheses: menâs needs-supplies fit increases as their perceptions of money as achievement become more congruent with their female partnersâ perceptions and menâs needs-supplies fit increases as congruence is obtained at higher levels (opposed to lower levels). Notably, results also indicated a curvilinear effect such that menâs needs-supplies fit is lowest when congruence is obtained at moderate levels. Importantly, as expected, these congruence/incongruence effects are not present when evaluating womenâs needs-supplies fit. Theoretical and practical implications specific to dual-earnersâ interdependence, gender roles, and dyadic perspectives on money-related attitudes are discussed.
Journal of Organizational Behavior
Leadership
Diversity & Inclusion
Linking Basis of LeaderâMember Exchange Differentiation to Diversity Climate and Idea Generation
Abstract
Diversity climate has been recognized as a key factor in preventing negative and fostering positive diversity effects. Despite this, the literature provides limited theory for leaders and organizations on how to create positive diversity climatesâand even fewer empirical tests. In this manuscript, we address this shortcoming by utilizing a multistudy, multimethod design (videoâvignette experiment; field study) to examine how the basis of leaderâmember exchange (LMX) differentiation signalsâŠ
Diversity climate has been recognized as a key factor in preventing negative and fostering positive diversity effects. Despite this, the literature provides limited theory for leaders and organizations on how to create positive diversity climatesâand even fewer empirical tests. In this manuscript, we address this shortcoming by utilizing a multistudy, multimethod design (videoâvignette experiment; field study) to examine how the basis of leaderâmember exchange (LMX) differentiation signals whether diversity is valued. We find that diversity climate is more positive when LMX differentiation is less associated with employee demographics. Additionally, we contribute conceptual clarity to diversity climate research by examining the differential effects of fairness and discrimination and synergy perspectives of diversity climate on unit idea generation, an important creativity outcome. We find support for the notion that synergyâbut not fairness and discriminationâis positively related to idea generation. By focusing on the basis of LMX differentiation, we also contribute to the LMX literature and offer a potential explanation for conflicting findings on the effects of differentiation.
Academy of Management Journal
Theory & Philosophy of Science
Moderately Fast and Furious: A Screening and Behavioral Theory of New CEO Strategic Action Speed
Abstract
CEO successions induce considerable uncertainty for external stakeholders like financial analysts, who eagerly await insight from new CEOs about their first large-scale strategy. But emerging research offers equivocal implications about analyst evaluations of how long new CEOs wait to announce strategy, with conventional theoretical logic contending analysts appreciate expediency and other work suggesting new CEOs benefit from patience. To place this paradigm into sharper view, we build theoryâŠ
CEO successions induce considerable uncertainty for external stakeholders like financial analysts, who eagerly await insight from new CEOs about their first large-scale strategy. But emerging research offers equivocal implications about analyst evaluations of how long new CEOs wait to announce strategy, with conventional theoretical logic contending analysts appreciate expediency and other work suggesting new CEOs benefit from patience. To place this paradigm into sharper view, we build theory about ânew CEO strategic action speed,â a construct we introduce constituting the amount of time that passes between the CEO appointment date and the first strategic action announcement. Fusing tenets of screening theory with the behavioral theory of the firm (BToF), we argue that analysts prefer faster new CEO strategic action speeds, except when they expect CEOs to undertake search before charting firm strategy. We specifically theorize that there exists an inverted U-shaped relationship between new CEO strategic action speed and analyst favorability when analysts expect CEOs to engage in greater degrees of search, but there is a negative association when analysts would not expect search. Our theory changes how scholars think about traditional logics from information economics, expands insights from the BToF, and illuminates key considerations for new CEOs.
Academy of Management Journal
Training & Development
Teams & Groups
Team Hierarchical Adaptability: Benefits for Team Coordination and Performance
Abstract
We introduce the concept of hierarchical adaptability, which we define as a teamâs relative capability to repeatedly and bidirectionally shift between different shapes of its influence hierarchy (i.e., more hierarchical or flatter) across tasks, while the teamâs formal hierarchy remains constant. We provide a first investigation of the effects of team hierarchical adaptability, proposing that team hierarchical adaptability enables teams to achieve better coordination and team performanceâŠ
We introduce the concept of hierarchical adaptability, which we define as a teamâs relative capability to repeatedly and bidirectionally shift between different shapes of its influence hierarchy (i.e., more hierarchical or flatter) across tasks, while the teamâs formal hierarchy remains constant. We provide a first investigation of the effects of team hierarchical adaptability, proposing that team hierarchical adaptability enables teams to achieve better coordination and team performance outcomes as they move across different tasks, compared to consistently hierarchical or flat teams. Five multimethod studies, including field data of intact teams and a laboratory experiment of interacting teams, provide support for our hypotheses.
Academy of Management Journal
From Paralysis to Publicization: How Victims of the UK Post Office Horizon IT Scandal Experienced and Confronted Organizational Harm
Abstract
The publicization of organizational harm is critical for enabling accountability and justice. While existing research offers valuable insights into how audiences label and sanction harm as misconduct, we know comparatively little about the early stages of such publicization â how knowledge of harm first moves from the private sphere to broader outsider awareness. In this study, we address this undertheorized phase in the misconduct literature by examining the UK Post Office Horizon IT scandal,âŠ
The publicization of organizational harm is critical for enabling accountability and justice. While existing research offers valuable insights into how audiences label and sanction harm as misconduct, we know comparatively little about the early stages of such publicization â how knowledge of harm first moves from the private sphere to broader outsider awareness. In this study, we address this undertheorized phase in the misconduct literature by examining the UK Post Office Horizon IT scandal, in which over 4,000 subpostmasters were wrongly accused of theft and false accounting over many years due to faults in an IT system. Our analysis reveals how a series of organizational moves produced a state of response paralysis among victims, leaving them unable or unwilling to speak out, thereby stalling publicization. We then show how this paralysis was gradually broken down, enabling victims to take the first steps toward making their experiences public. By foregrounding these early dynamics in the process of publicization, our study offers a more complete understanding of publicization and the broader lifecycle of organizational misconduct. Overall, the study enables scholars to better understand why some organizational harm remains hidden for years, or never comes to light at all.
Journal of Personality and Social Psychology
Selection & Assessment
Training & Development
Individualismâcollectivism: Reconstructing Hofstedeâs dimension of cultural differences.
Abstract
Individualismâcollectivism (I-C), the most widely researched cultural dimension, is often equated with Hofstedeâs pioneering nation scores. Concerns are growing about these scoresâ validity, but subsequent research has not produced a widely accepted alternative. Here, we offer a refined theoretical conceptualization of I-C, we systematically reevaluate the validity of Hofstedeâs I-C scores, and we report the development and validation of a new I-C index, covering 102 countries/territoriesâŠ
Individualismâcollectivism (I-C), the most widely researched cultural dimension, is often equated with Hofstedeâs pioneering nation scores. Concerns are growing about these scoresâ validity, but subsequent research has not produced a widely accepted alternative. Here, we offer a refined theoretical conceptualization of I-C, we systematically reevaluate the validity of Hofstedeâs I-C scores, and we report the development and validation of a new I-C index, covering 102 countries/territories inhabited by an estimated 88% of the worldâs population. In Study 1, we document the inferior convergent and nomological validity of Hofstedeâs I-C index, compared to subsequent measures. Hofstedeâs scores substantially overestimate individualism in English-speaking countries and collectivism in East Asian societies, which we demonstrate can considerably bias research findings. In Study 2, we develop an authoritative, theory-driven I-C index, using nationally representative data from the World Values Survey and European Values Study, which shows excellent internal coherence, temporal stability, and strong evidence of convergent, discriminant, and nomological validity. Theorized facets of individualismâfreedom (vs. conformity), tolerance of differences (vs. exclusion), and equality (vs. discrimination)âform a coherent and stable dimension at the cultural level of analysis. Individualism is higher in societies with better existential security (e.g., socioeconomic development, stable institutions) and is not associated with greater selfishness, anomie, or competitive beliefs and values. Relying on outdated indices may perpetuate cultural stereotypes and underpin flawed theorizing. Scholars should use theoretically appropriate and up-to-date measures of societal culture when seeking to understand global variation in human psychological functioning. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Management
Performance Management
Diversity & Inclusion
Inventor Rewards, Specialization, and Innovation Performance
Abstract
Inventor rewardsâmonetary compensation for employees who generate patentsâare widely used to promote innovation. Yet the same incentives can steer innovation toward productivity (quantity) or toward inventiveness (quality). Based on social identity ...
Inventor rewardsâmonetary compensation for employees who generate patentsâare widely used to promote innovation. Yet the same incentives can steer innovation toward productivity (quantity) or toward inventiveness (quality). Based on social identity theorizing, we argue that inventorsâ social identity orderâlower versus higherâexplains this heterogeneity. Lower-order identities, exemplified by technological specialists, are tightly constructed around exclusive, proximal membership with actively policed expectationsâsuch as strict inventiveness normsâwhereas higher-order identities, exemplified by generalists, are more distal and loosely policed, providing limited social constraints on behavior. Rewards activate identity, and the desire for incentive-identity alignment then guides behavior, with stronger pressures to conform to ingroup standards under lower-order than higher-order identities. Hence, we predict that, in response to inventor rewards, specialists produce fewer but more-inventive patents whereas generalists increase productivity at the expense of inventiveness, defaulting to prototypical reward-maximizing behavior. Further, in mixed-identity teams, specialistsâ norms are projected onto generalists, raising their inventiveness in response to inventor rewards. We test these predictions using a difference-in-differences estimation and matched inventor-patent data from before and after a regulatory change in China mandating inventor rewards in state-owned enterprises. Consistent with our theory, after the mandate, generalists filed more but less-inventive patents, specialists produced fewer but more-inventive patents, and generalists in mixed teams became more inventive. By linking social identity order to reward responses, we clarify how to align incentives and the R&D workforce with desired innovation outcomes.
Personnel Psychology
Teams & Groups
Diversity & Inclusion
Multiple Identity Construction at Work: An Intrapersonal Identity Network Approach to Intersectionality
Abstract
Employeesâ selfâconcepts are complex because they consist of multiple and interrelated identities. To address this complexity, we adopt a microâfoundational approach to network studies to explore how individuals construct and navigate their selfâconcepts inside and outside of the workplace. We integrate social network and intersectionality theories to examine the extent to which professional, race, and gender identities are perceived as meaningful aspects of the self among Black and WhiteâŠ
Employeesâ selfâconcepts are complex because they consist of multiple and interrelated identities. To address this complexity, we adopt a microâfoundational approach to network studies to explore how individuals construct and navigate their selfâconcepts inside and outside of the workplace. We integrate social network and intersectionality theories to examine the extent to which professional, race, and gender identities are perceived as meaningful aspects of the self among Black and White employees. Specifically, we utilize various network metrics, including network size, density, conflict, centrality, and node characteristics (e.g., importance, advantage) to understand how professional, race, and gender identities inform how employees understand who they are. We also qualitatively examine a longitudinal dataset that reveals nuanced patterns in the ways Black and White men and women experience and manage their race, gender, and professional identities over time in nonspecific and workâspecific contexts. We highlight the importance of considering multiple, interrelated identities such as race, gender, and professional identities and their dynamic nature in shaping individualsâ selfâconcepts. We discuss the theoretical and methodological implications of our findings. We also provide recommendations for strategic human resource management.
Journal of Management
Diversity & Inclusion
Stereotypes as Strategic Assets: How Expatriates Navigate Discrimination to Build Advantage
Abstract
Foreigners are often subject to stereotyping and discrimination, challenges typically associated with negative outcomes in the literature. In contrast, this study explores the potential benefits of such experiences for expatriates. Using an abductive ...
Foreigners are often subject to stereotyping and discrimination, challenges typically associated with negative outcomes in the literature. In contrast, this study explores the potential benefits of such experiences for expatriates. Using an abductive approach, informed by self-categorization theory and impression management theory, we draw on interviews with 102 German expatriates in China, Korea, and Japan to examine 1) the stereotyping and resulting preferential discrimination expatriates experience abroad and 2) how expatriates strategically utilize stereotypes to their advantage. Our findings reveal that both positive and negative stereotypes can lead to preferential discrimination. Expatriates may benefit from immediate trust, privileged access to decision-makers, and what is often referred to as a âforeigner bonus.â Rather than passively accepting stereotyping, expatriates actively leveraged it through three strategiesâtrustworthy actor, powerful messenger, cultural clueless foreignerâto gain individual and organizational benefits. These strategic performances were often encouraged by local colleagues and superiors. By uncovering how expatriates engage in stereotypical behavior to enhance outcomes, this study reframes foreignness as a valuable asset that can be performed situationally and relationally. This perspective offers valuable managerial implications and advances theoretical understanding of cross-cultural interactions.
Journal of Business and Psychology
Job Attitudes
Well-being & Health
The Mirrorâs Eye: Daily Work Events, Self-Conscious Emotions, and Job (Dis)Engagement
Abstract
While people can readily recall feelings of guilt and pride tied to workplace failures and successes, research on these emotions in organizational settings remains limited. Drawing on affective events theory, appraisal theory, and self-conscious emotions literature, we explore the antecedent work events that trigger guilt and pride through open-ended responses from 329 employed adults. We then examine how guilt and pride influence emotional exhaustion, withdrawal, and engagement, with perceivedâŠ
While people can readily recall feelings of guilt and pride tied to workplace failures and successes, research on these emotions in organizational settings remains limited. Drawing on affective events theory, appraisal theory, and self-conscious emotions literature, we explore the antecedent work events that trigger guilt and pride through open-ended responses from 329 employed adults. We then examine how guilt and pride influence emotional exhaustion, withdrawal, and engagement, with perceived supervisor support as a moderator, using an experience sampling study with 151 employees. We found that negative and positive performance, social, and moral events were significantly associated with daily guilt and pride, respectively. Daily guilt was associated with more withdrawal, whereas pride was linked to reduced exhaustion and boosted engagement. Notably, the buffering effect of pride on emotional exhaustion was stronger when supervisor support was high. These findings advance organizational behavior and self-conscious emotions literature by identifying key antecedent work events triggering guilt and pride and demonstrating that employeesâ guilt or pride elicited from violating or meeting their identity-related goals shape their daily (dis)engaging responses. Practical implications are discussed, highlighting the role of supportive supervisors and daily workplace practices.
Journal of Management
Cronyism, Rule of Law, and Entrepreneurship: A Country-Level Examination
Abstract
Cronyism promotes the exchange of favors among connected parties based on relationships rather than merit, granting them undue advantages in securing opportunities and resources. This study examines the impact of cronyism on the quantity and quality of ...
Cronyism promotes the exchange of favors among connected parties based on relationships rather than merit, granting them undue advantages in securing opportunities and resources. This study examines the impact of cronyism on the quantity and quality of entrepreneurship. The analysis of data from 98 countries over 8 years (482 country-year observations) indicates that cronyism is negatively associated with the quantity of productive entrepreneurship, and positively associated with the prevalence of unproductive entrepreneurship. Furthermore, the results reveal that cronyism diminishes the quality of entrepreneurship productivity across countries. Interestingly, the findings suggest that a stronger rule of law exacerbates the detrimental effects of cronyism on entrepreneurship productivity. These results extend our understanding of cronyism as a crucial yet understudied informal institution with major implications for management and entrepreneurship.
Journal of Organizational Behavior
Training & Development
Teams & Groups
Work Design
Human Capital Robotic Integration and Value Creation for Organizations
Abstract
Due to rapid advancements in artificial intelligence and machine learning, the research conversation has drifted from viewing robots as replacements for humans (i.e., the substitute view) to a view that considers the possible benefits of humanârobot collaboration in the workplace (i.e., the complementary view). However, as the complementary view has been mainly studied at the microlevel of the organization (i.e., individuals, dyads, and teams), we do not yet fully understand the organizationalâŠ
Due to rapid advancements in artificial intelligence and machine learning, the research conversation has drifted from viewing robots as replacements for humans (i.e., the substitute view) to a view that considers the possible benefits of humanârobot collaboration in the workplace (i.e., the complementary view). However, as the complementary view has been mainly studied at the microlevel of the organization (i.e., individuals, dyads, and teams), we do not yet fully understand the organizational impact of humanârobot collaboration. To better understand how humanârobot collaboration may impact firm outcomes, we apply the human capital resource emergence literature to develop a multilevel model of human capital robotic integration (HCRI). We specifically emphasize how HCRI influences the emergence of human capital resources through social dynamics in organizations while also considering the moderating effects of task interdependence. Furthermore, we develop theoretical arguments to illustrate how organizations can leverage the HCRI process to create value and gain a competitive advantage from their existing human capital. Finally, with potential positive effects being outlined, we discuss the possible negative consequences that may result from humanârobot collaboration.
Organizational Psychology Review
Work Design
The Relational Tradeoff Model: The Effects of Socially Interactive Artificial Intelligence (AI) in Human-AI Relationships
Abstract
Despite the proliferation of artificially intelligent systems capable of social interaction, how and why social interaction influences users over time remains poorly understood. We draw on theories of technology adoption and research in affective ...
Despite the proliferation of artificially intelligent systems capable of social interaction, how and why social interaction influences users over time remains poorly understood. We draw on theories of technology adoption and research in affective computing, social psychology, and management to introduce the concept of human-AI relationships involving interdependence, temporality, and intensity. We develop the Relational Tradeoff Model, extending current theorizing on technology adoption by accounting for a critical third factor in addition to cognitive acceptance and behavioral use: human subjective well-being. The model reveals an important unexplored tradeoff in relationships with socially interactive AI: short-term acceptance and use gains but long-term subjective well-being costs for trust, psychological safety, and emotional labor, depending on AI social function and exacerbating and mitigating individual and relational factors. We discuss implications and suggestions for future exploration, including intrapersonal, interpersonal, and team relational dynamics and evolving expectations of AI in organizations.
Journal of Business and Psychology
Job Attitudes
Work Design
The Bright and Dark Side of Playful Work Design: Navigating Work Engagement and Workaholism
Abstract
Play often equates to positive experiences, but could there also be drawbacks? To answer this question, we built on the energy management perspective of play to investigate the direct, configurational, and multiplicative effects of playful work design (consisting of designing fun and designing competition) on work engagement and workaholism. We proposed that playful work design represents an effective energy management strategy for work engagement, but may also increase workaholism whenâŠ
Abstract Play often equates to positive experiences, but could there also be drawbacks? To answer this question, we built on the energy management perspective of play to investigate the direct, configurational, and multiplicative effects of playful work design (consisting of designing fun and designing competition) on work engagement and workaholism. We proposed that playful work design represents an effective energy management strategy for work engagement, but may also increase workaholism when designing competition overshadows designing fun. We tested our hypotheses and replicated our findings in two heterogeneous samples. Specifically, we conducted a cross-sectional (Study 1; N = 1262) and daily diary study (Study 2; N = 742 individuals, n = 2774 days). As hypothesized, designing fun and designing competition promote work engagement, while designing fun decreases workaholism, and designing competition increases it. We also found support for the configurational hypotheses. Namely, work engagement is especially high when employees enact playful work design congruently, and workaholism decreases when employees design fun more often than they design competition. Taken together, these findings underscore the paradoxical nature of playful work design: the same strategies that energize employees can also either fuel or prevent maladaptive overinvestment, depending on how they are orchestrated. The findings have important implications for research and practice.
Journal of Business and Psychology
Motivation
Teams & Groups
An Attribution Perspective of Personal Initiative and Colleaguesâ Proactive and Reactive Knowledge Sharing: The Role of Cooperative Goal Interdependence
Abstract
Although the benefits of personal initiative for employees have been widely documented, how colleagues respond to personal initiative remains underexplored. Drawing on attribution theory, our research examines when and how colleagues make different attributions to personal initiative and, in turn, engage in proactive or reactive knowledge sharing. Through a two-wave survey (Study 1), a scenario-based experiment (Study 2), and a quasi-field experiment (Study 3), we find that when cooperativeâŠ
Although the benefits of personal initiative for employees have been widely documented, how colleagues respond to personal initiative remains underexplored. Drawing on attribution theory, our research examines when and how colleagues make different attributions to personal initiative and, in turn, engage in proactive or reactive knowledge sharing. Through a two-wave survey (Study 1), a scenario-based experiment (Study 2), and a quasi-field experiment (Study 3), we find that when cooperative goal interdependence is high, colleagues tend to attribute personal initiative to organizational concern and actively share knowledge. In contrast, when cooperative goal interdependence is low, colleagues are more likely to attribute personal initiative to impression management and share knowledge only when explicitly requested. Our research thus introduces an attribution perspective on the interpersonal effects of proactive behavior and offers valuable guidance for managing proactive behavior in organizations.
Journal of Organizational Behavior
Leadership
Dual Effects of Leader ProâGroup Unethical Behavior: The Role of Attribution in Shaping Employee Reactions
Abstract
Shifting the focus from leader unethical proâorganizational behavior to leader proâgroup unethical behavior, we examine how employees respond to such acts. Drawing on affective events theory and attribution theory, we develop a dualâpathway model to explain the paradoxical effects of leader proâgroup unethical behavior on employees. Through a scenarioâbased experiment and a threeâwave field study, we find that employees' reactions depend on how they interpret the leader's motivations. WhenâŠ
Shifting the focus from leader unethical proâorganizational behavior to leader proâgroup unethical behavior, we examine how employees respond to such acts. Drawing on affective events theory and attribution theory, we develop a dualâpathway model to explain the paradoxical effects of leader proâgroup unethical behavior on employees. Through a scenarioâbased experiment and a threeâwave field study, we find that employees' reactions depend on how they interpret the leader's motivations. When employees believe that leader proâgroup unethical behavior is motivated by a desire to benefit the group, this conduct is more likely to engender gratitude, which, in turn, elicits more proactive followership behavior and less negative gossip about the leader. Conversely, when employees perceive leader proâgroup unethical behavior as selfâserving, this conduct is more likely to evoke anger, which, in turn, increases negative gossip about the leader. Our findings highlight the importance of attributed motivations in shaping employees' paradoxical emotional and behavioral reactions to leader proâgroup unethical behavior, encouraging further research into this complex phenomenon.
Journal of Business and Psychology
Well-being & Health
Trabajo Peligroso: Occupational Segregation Among Latino Workers and the Cycle of Precarious Work
Abstract
In the United States, Latino workers are overrepresented in precarious and high-risk occupations, contributing to disparities in their long-term health and well-being and creating a cycle wherein workers experience further precarity and strain. However, although the cyclical relationship between precarity and health and well-being has been established by existing work, the underlying mechanisms that funnel marginalized workers into this cycle are not well understood. To address this gap, weâŠ
In the United States, Latino workers are overrepresented in precarious and high-risk occupations, contributing to disparities in their long-term health and well-being and creating a cycle wherein workers experience further precarity and strain. However, although the cyclical relationship between precarity and health and well-being has been established by existing work, the underlying mechanisms that funnel marginalized workers into this cycle are not well understood. To address this gap, we introduce a theoretical frameworkâthe Cycle of Precarious Workâthat integrates psychological and sociological perspectives to explain how occupational segregation emerges and persists as a driver of this cycle. Using the Latino experience as an example, we conducted an integrative literature review and identified 124 relevant studies to develop our framework. Our review revealed that (a) the bias against Latino workers is associated with occupational segregation in labor markets; (b) occupational segregation entails more Latino workers being employed in precarious work; (c) Latino workers with intersecting identities (e.g., gender or immigration status) are more vulnerable to precarious employment; (d) precarious work has serious short- and long-term health effects; and (e) these adverse health outcomes in turn exacerbate workersâ precarity and strain, fueling a self-reinforcing cycle. Taken together, our framework elucidates how structural inequalities and biased perceptions push stigmatized workers into precarious employment from which they struggle to escape. Our work is the first to integrate underlying psychological and sociological mechanisms that cause occupational segregation and to offer individual and contextual factors that may exacerbate or buffer these relationships.
Organizational Psychology Review
Personality
Conditional Reasoning as a Theoretical Perspective on Personality
Abstract
Conditional reasoning is a useful way to assess the implicit aspects of personality. Unfortunately, a limited number of conditional reasoning tests have been developed to measure different personality dimensions. While work exists that attempts to explain ...
Conditional reasoning is a useful way to assess the implicit aspects of personality. Unfortunately, a limited number of conditional reasoning tests have been developed to measure different personality dimensions. While work exists that attempts to explain ...
Organizational Psychology Review
Work Design
Artificial Intelligence as Theoretical Workshop: Using AI to Improve the Theory Problem in Organizational Sciences
Abstract
Theories in organizational science often suffer from fuzzy boundaries, overlapping constructs, and limited falsifiability, raising concerns about coherence and cumulative progress. In response, we explore the potential of artificial intelligence (AI) as a ...
Theories in organizational science often suffer from fuzzy boundaries, overlapping constructs, and limited falsifiability, raising concerns about coherence and cumulative progress. In response, we explore the potential of artificial intelligence (AI) as a tool for advancing theory-building in organizational science. We conceptualize AI as a theoretical workshop, arguing that when embedded within a human-in-the-loop framework, AI can assist with generating theoretical arguments, evaluating the logical coherence and completeness of theories, and formalizing them through computational modeling. These advances improve the quality of new theories while pruning inadequate theoretical frameworks. AI also lowers barriers that have historically limited progress by democratizing access to computational tools and enabling more dynamic, iterative, and interdisciplinary theorizing. Although integration of AI demands careful attention to ethical considerations and cannot replace the judgment, creativity, and contextual expertise of researchers, its potential to transform organizational research is substantial.
Journal of Organizational Behavior
Training & Development
Teams & Groups
Preparing for Tomorrow's Teamwork: Insights From eSports on How Human Expertise Shapes Training Needs for AIâIntegrated Work
Abstract
As organizations increasingly adopt humanâAI teams (HATs), understanding how to enhance team performance is paramount. A crucially underexplored area for supporting HATs is training, particularly helping human teammates to work with these inorganic counterparts. Indeed, research on training for HATs is limited, often relying on human team training frameworks, failing to consider the humans' expertiseâbased training needs and how this may affect collaboration with AI. To bridge this gap, weâŠ
As organizations increasingly adopt humanâAI teams (HATs), understanding how to enhance team performance is paramount. A crucially underexplored area for supporting HATs is training, particularly helping human teammates to work with these inorganic counterparts. Indeed, research on training for HATs is limited, often relying on human team training frameworks, failing to consider the humans' expertiseâbased training needs and how this may affect collaboration with AI. To bridge this gap, we interviewed competitive eSports athletes (N = 22), a group experienced in training with AI, to discuss the gaps in current humanâAI training and their desires for future training that better supports humans in AIâintegrated work. Using the quantitative ethnography (QE) tool, epistemic network analysis (ENA), we examine these training needs and how they vary based on the participants' task expertise. Our findings indicate that current training methods focus on using AI for taskwork training, with significant expertise differences identified due to diverging perceptions on this taskwork focus as well as tensions related to balancing adaptability with predictability and clashing attitudes toward training with AI. Future training must evolve to deepen understanding and trust between humans and AI, focusing on socioâemotional bonds and role awareness to offer greater benefits for teaming. We conclude with three actionable recommendations for organizational research on training for HATs to expand these findings to broader contexts.
Personnel Psychology
Diversity & Inclusion
Who Says Women Shouldn't Network? Mindsets That Predict and Reduce Bias Against Female Networkers
Abstract
Given the growing recognition that women's professional networks tend to be less effective than men's, understanding what barriers impede women from building and leveraging social capital is an important agenda for workplace equality. Drawing on research documenting pervasive gender bias that penalizes women for engaging in instrumental networking, we designed four experiments to examine questions that have eluded sustained inquiry in the literature on gender and networks: who holds biasâŠ
Given the growing recognition that women's professional networks tend to be less effective than men's, understanding what barriers impede women from building and leveraging social capital is an important agenda for workplace equality. Drawing on research documenting pervasive gender bias that penalizes women for engaging in instrumental networking, we designed four experiments to examine questions that have eluded sustained inquiry in the literature on gender and networks: who holds bias against women who network, why, and how to debias them. We find that gender bias does not occur uniformly but depends on the mindsets people hold about networking: people who view networking ability in terms of a person's fixed attributes like demographics or personality traits (fixed theorists) are more likely to view female networkers as stereotypically cold than those who attribute networking to effort (growth theorists). This was the case whether people described a male or female networker they knew in person (Experiment 1), read about a male versus female networker (Experiment 2), or interacted with a âbogus strangerâ who engaged in professional networking (Experiment 3). Finally, experimentally inducing growth theories mitigated the backlash (Experiment 4). Based on these findings, we discuss how taking lay perspectives on the nature of agency in networks informs our understanding of how to combat bias against female networkers.
Journal of Business and Psychology
Work Design
Careers
How does the Combination of Proactive Job Design and Developmental Human Resource Practices Relate to Employeesâ Perceived Work Uncertainty and Late-Career Outcomes?
Abstract
This research investigates how employees and their organizations can regulate work uncertainty to improve individual late-career outcomes. We propose that employeesâ approach and avoidance crafting strategies relate positively and negatively, respectively, to key late-career outcomes (i.e., work ability and experiences of successful aging at work) through work uncertainty and that these relationships can be moderated by developmental human resource management practices. We test the conceptualâŠ
This research investigates how employees and their organizations can regulate work uncertainty to improve individual late-career outcomes. We propose that employeesâ approach and avoidance crafting strategies relate positively and negatively, respectively, to key late-career outcomes (i.e., work ability and experiences of successful aging at work) through work uncertainty and that these relationships can be moderated by developmental human resource management practices. We test the conceptual model in two studies with late-career employees from Japan (Study 1) and the United States of America (Study 2). Using a three-wave time-lagged design (N = 883), Study 1 confirms all research hypotheses, demonstrating that developmental human resource management practices significantly enhance the positive effects of approach crafting and weaken the negative effects of avoidance crafting on employeesâ late-career outcomes via work uncertainty. Using a six-week weekly diary design (N = 289), Study 2 confirms the indirect effects of approach crafting on late-career outcomes through work uncertainty. Altogether, the findings from the two studies provide new theoretical insights into the fields of work and aging, uncertainty regulation, proactive behaviors, and human resource management. They also suggest implications for improving organizational practices on managing work uncertainty and late career.
Journal of Personality and Social Psychology
Organizational Culture
Theory & Philosophy of Science
Understanding the full landscape of values and superordinate goal content: An empirical integration of past models in the American cultural context.
Abstract
Understanding the nature of the values and superordinate goals is both fascinating and highly consequential. Yet, existing taxonomies diverge in numerous respects, creating a barrier to scientific progress. To come to a fuller understanding, we conducted an integrated empirical analysis. We systematically gathered value-descriptive phrases from numerous past influential measures and item sets, standardized them to a common format, and eliminated redundancies, resulting in 359 items. We thenâŠ
Understanding the nature of the values and superordinate goals is both fascinating and highly consequential. Yet, existing taxonomies diverge in numerous respects, creating a barrier to scientific progress. To come to a fuller understanding, we conducted an integrated empirical analysis. We systematically gathered value-descriptive phrases from numerous past influential measures and item sets, standardized them to a common format, and eliminated redundancies, resulting in 359 items. We then asked two large samples of American adults to rate their commitment to these values, including a convenience sample (n = 312) and census-matched sample (n = 506). Analyses indicated that their structure can be parsimoniously described in terms of five broad domains: individual mastery, social rank, interpersonal relatedness, cultural conventionality, and universal justice. This solution was robust across samples and across many variations in analytic technique. Further analyses suggested that 13 more specific facets can be located within and between these domains, providing a more detailed description. This provides an organizing framework that should allow researchers examining different theories to more easily compare their findings. Further research is certainly needed to examine the generalizability of this structure across cultures. Nonetheless, the current investigation provides an important initial step by providing an integrated description of the structure of values in a Western, educated, industrialized, rich, and democratic cultural context from which many prior models originated. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Organizational Behavior
Teams & Groups
Striving to SelfâVerify in Teamwork: Linking Team SelfâVerification Striving to Team Interaction Process and Team Creativity
Abstract
Although it is commonly recognized that individuals who strive to exhibit their true selves tend to harvest desirable workplace outcomes, the effects of such striving on team outcomes have received limited attention. Drawing on selfâverification theory and team cognition literature, this study extends selfâverification striving to the team level and investigates its role in fostering team creativity. We propose that team selfâverification striving sequentially promotes team crossâunderstandingâŠ
Although it is commonly recognized that individuals who strive to exhibit their true selves tend to harvest desirable workplace outcomes, the effects of such striving on team outcomes have received limited attention. Drawing on selfâverification theory and team cognition literature, this study extends selfâverification striving to the team level and investigates its role in fostering team creativity. We propose that team selfâverification striving sequentially promotes team crossâunderstanding and team knowledge sharing, which in turn enhance team creativity. Further, we hypothesize that task interdependence strengthens the impact of team selfâverification striving on team crossâunderstanding and its indirect effect on team creativity. Support for the research model was obtained from two timeâlagged, multisource survey studies (Study 1: N = 75 teams; Study 2: N = 93 teams). Theoretical and practical implications are discussed.
Journal of Business and Psychology
Leadership
Performance Management
Responding Abusively or Innovatively? Exploring Supervisorsâ Maladaptive and Adaptive Responses to Poor Subordinate Performance
Abstract
Prior research has predominantly demonstrated that poor subordinate performance provokes a maladaptive abusive response from supervisors. Drawing on the control-theory perspective of repetitive thought, we take a more comprehensive perspective to explore both the maladaptive and adaptive responses from supervisors to poor subordinate performance. We propose that poor subordinate task performance will trigger supervisorsâ maladaptive rumination during off-work hours, resulting in increasedâŠ
Prior research has predominantly demonstrated that poor subordinate performance provokes a maladaptive abusive response from supervisors. Drawing on the control-theory perspective of repetitive thought, we take a more comprehensive perspective to explore both the maladaptive and adaptive responses from supervisors to poor subordinate performance. We propose that poor subordinate task performance will trigger supervisorsâ maladaptive rumination during off-work hours, resulting in increased downward abusive behavior, and will also induce supervisorsâ adaptive off-work reflexivity, leading to increased managerial innovative behavior. Furthermore, supervisorsâ growth mindset will serve as a moderator to reduce their maladaptive cognitive and behavioral responses to poor subordinate task performance and enhance the adaptive ones. Results from two scenario-based experiments (Studies 1a and 1b), one recall-based experiment (Study 2), and one two-wave survey (Study 3) provide support for these predictions. Our research reveals that stressful poor subordinate performance can become a mixed blessing for supervisors and offers recommendations to help them make constructive use of it.
Journal of Management
Training & Development
Leadership
Compromise Leadership: Competing Board Subgroups and the Appointment of a Newcomer Chair
Abstract
Prior research suggests that firm-specific human capital is important in enabling board chairs to effectively lead their boards in their oversight duties. Despite this, some boards appoint newcomer directors to the chair position. This paper seeks to ...
Prior research suggests that firm-specific human capital is important in enabling board chairs to effectively lead their boards in their oversight duties. Despite this, some boards appoint newcomer directors to the chair position. This paper seeks to explain why. Building on power circulation and faultline theories, we posit that boards characterized by strongly divided subgroups with none dominant over the board may have difficulty in agreeing on promoting a director from among their ranks to the chair position, and instead select a board newcomer as a compromise solution. We further argue that this will be moderated by factors that affect either the power dynamics or the degree of contestation on the board. Analyses on a sample of 2,199 board chair appointments at S&P 1500 firms between the years 2001 and 2017 support our hypotheses.
Journal of Management
Organizational Culture
How Institutional Context Affects Narcissistic CEOsâ CSR Activities
Abstract
Narcissistic CEOs have been found to invest in corporate social responsibility (CSR) in prior research, but the empirical results are not straightforward. To address this, we bring in the institutional context as a moderator. We build on neo-institutional ...
Narcissistic CEOs have been found to invest in corporate social responsibility (CSR) in prior research, but the empirical results are not straightforward. To address this, we bring in the institutional context as a moderator. We build on neo-institutional theory to argue that the institutional context shapes what audiences value and find legitimate in terms of CSR behaviors: Corporate philanthropy, a form of tactical CSR, is appreciated in liberal market economies (LMEs) but less so in coordinated market economies (CMEs), whereas strategic CSR, which requires a long-term horizon and substantial resource investments, is considered legitimate in CMEs but less so in LMEs. We theorize that narcissistic CEOs will try to pursue excellence (among their peers) in CSR activities that align with the norms and expectations in their institutional context in order to gain praise and avoid disapproval from their audiences and to bolster their moral superiority. Hence, we expect that the institutional context will moderate the relationship between CEO narcissism and CSR behavior such that in LMEs narcissistic CEOs will engage more in philanthropy than their peers but not in strategic CSR, whereas in CMEs they will invest more in strategic CSR but not in philanthropy. We test our predictions using panel data (2002-2023) from 148 large firms and 493 CEOs operating in 18 countries. Our pattern of findings supports our theory. By developing and testing a theoretical mechanism that connects macro-level institutional context with micro-level firm and CEO behavior, we contribute to both strategic leadership and CSR literature.
Journal of Management
Microstructure of âBoth/Andâ: SMART Strategies for Simultaneously Engaging Paradoxical Opposites
Abstract
The literature on organizational paradoxes emphasizes the importance of both/and thinking and action. Yet, while often treated as a unitary concept, both/and has been interpreted and operationalized in diverse waysâsuch as ambidexterity, transcendence, ...
The literature on organizational paradoxes emphasizes the importance of both/and thinking and action. Yet, while often treated as a unitary concept, both/and has been interpreted and operationalized in diverse waysâsuch as ambidexterity, transcendence, Yin-Yang balancing, and Zhong-Yong middle way. To enhance conceptual clarity and coherence, this paper decomposes the notion of both/and and identifies generic strategies for simultaneously engaging paradoxical opposites. I begin by reviewing individual responses and prior classifications of responses to paradoxical tensions, which reveals five distinct responses beyond either/or logics. Building on these, I develop a typology that specifies and relates five variants of both/and thinking. These are organized into five ideal typesâsuperficial Either-And, multiversal Both-Or, ambivalent Both-And, reconciliatory Both-Nor, and transcendent Neither-Andâcollectively forming the acronym SMART. I illustrate the application of the SMART framework by analyzing how organizations navigate the profitability versus responsibility tension, a paradox central to modern business practice. I conclude the paper by identifying the limitations of the present study and avenues for future research.
Journal of Business and Psychology
Research Methods
Simplifying Common Method Variance Mitigation: The Role of Additional Variables
Abstract
This study examines how adding independent variables can mitigate the influence of common method variance (CMV) on observed relationships. We investigate the effects of adding additional predictors in both structural equation modeling and regression under conditions of imperfect measurement, sampling error, and correlated predictors. Using an extensive simulation, the study indicates that the use of additional independent variables in structural equation models can notably reduce both the errorâŠ
Abstract This study examines how adding independent variables can mitigate the influence of common method variance (CMV) on observed relationships. We investigate the effects of adding additional predictors in both structural equation modeling and regression under conditions of imperfect measurement, sampling error, and correlated predictors. Using an extensive simulation, the study indicates that the use of additional independent variables in structural equation models can notably reduce both the error and bias caused by CMV when four or more additional variables are present. The presence of CMV produces errors in terms of accuracy (that is, if the confidence interval of the parameter estimate contains the true parameter estimate) roughly to the same magnitude expected from Type I and Type II errors. We argue and demonstrate that results from typical models tested in the organizational sciences are unlikely to be biased by CMV because the designs of these models can mitigate CMV, even in the absence of other statistical and procedural approaches. Furthermore, if one were only concerned with appropriate conclusions of statistical significance, tests are correct consistently over 80% of the time. In contrast, CMV may be a greater concern in meta-analyses which rely on bivariate effect sizes (i.e., typically correlations) corrected for unreliability. The study has implications for researchers where CMV may be a risk and allows scholars to gauge the potential threat of CMV in prior published research that did not take steps to test for or address potential CMV concerns.
Journal of Management
Job Attitudes
Teams & Groups
Organizational Culture
Dynamic Identification: Situational Relevance and Fluctuations in Team and Organizational Identification Salience Across the Workday
Abstract
Employees identify with multiple groups at work, each with distinct values and behavioral expectations. Though the identification literature argues that the relative effects of different identification groups vary depending on their subjective importance ...
Employees identify with multiple groups at work, each with distinct values and behavioral expectations. Though the identification literature argues that the relative effects of different identification groups vary depending on their subjective importance and situational relevance, identification is still largely conceptualized as stable, independent, and static. This ignores how different identifications might fluctuate in salience throughout the day and how they might influence each other. We extend the identification literature through the development of a theoretical model of dynamic identificationâdemonstrating that workplace conflict is a primary mechanism through which identification fluctuates, as well as the simultaneous effects of different identifications (i.e., team and organization) on important workplace outcomes. In a multistudy approach including two ESM studies and supplemental experiments, we demonstrate that increased conflict in a focal group reduced focal group identification salience and that this effect was strengthened when nonfocal group conflict was low, such that the nonfocal identification represented a âgreener pastureâ compared to the focal group.
Journal of Personality and Social Psychology
Unnecessarily divided: Civil conversations reduce attitude polarization more than people expect.
Abstract
People with opposing attitudes can learn from one another through civil discourse and debate. Yet, people routinely avoid discussing their differences of opinion, preferring instead to discuss their attitudes with like-minded others. We propose that people lack interest in discussing their differences of opinion, in part, because they expect such conversations are unlikely to change their own and othersâ attitudes. Importantly, we find these expectations are systematically miscalibrated: CivilâŠ
People with opposing attitudes can learn from one another through civil discourse and debate. Yet, people routinely avoid discussing their differences of opinion, preferring instead to discuss their attitudes with like-minded others. We propose that people lack interest in discussing their differences of opinion, in part, because they expect such conversations are unlikely to change their own and othersâ attitudes. Importantly, we find these expectations are systematically miscalibrated: Civil conversations reduce attitude polarization more than people anticipate. Participants with opposing attitudes toward cats and dogs (Study 1 and Supplemental Study S1), cancel culture (Studies 2 and 4), and Joe Bidenâs performance as president (Study 5) underestimated how much their own and othersâ attitudes would depolarize in spoken conversations. Moreover, participants retained somewhat less polarized attitudes 1 week later. Participants underestimated attitude change, because they misunderstood why their attitudes differed: Whereas participants inferred their attitudes differed, because they fundamentally disagreed; their attitudes actually differed, because they were focused on different aspects of these topics (Study 3). As such, having a conversation surfaced unexpected areas of agreement (Studies 2, 4, and 5). Importantly, participants became more interested in discussing their differences of opinion, when they were informed that their own and othersâ attitudes might depolarize in a conversation (Study 6 and Supplemental Study S2). In total, the current work reveals that miscalibrated expectations can create an unnecessary barrier to civil discourse, leaving people with diverse points of view more divided, more polarized, and less informed than they otherwise could be. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Business and Psychology
Selection & Assessment
Personality
Is "Should" Really Different From "Would"? An Experimental Examination of the Processing of the Focal Word in Situational Judgment Test Response Instructions
Abstract
A frequently touted situational judgment test (SJT) "known fact" is the would-do/should-do effect. Specifically, it is widely accepted as common knowledge that a should-do response instruction results in an SJT that has a more cognitive/knowledge-based orientation. In contrast, a would-do instruction results in a more personality/behavioral tendency orientation. Despite its widespread acceptance, a detailed review of the literature failed to locate any direct tests of this effect using aâŠ
A frequently touted situational judgment test (SJT) "known fact" is the would-do/should-do effect. Specifically, it is widely accepted as common knowledge that a should-do response instruction results in an SJT that has a more cognitive/knowledge-based orientation. In contrast, a would-do instruction results in a more personality/behavioral tendency orientation. Despite its widespread acceptance, a detailed review of the literature failed to locate any direct tests of this effect using a single-word manipulation of the response instruction focal word (i.e., would versus should) with a manipulation check. Furthermore, from a cognition and information processing perspective, for the response instructions to engender the posited effect, test takers must first perceive and process the instructions (would versus should). Consequently, the present study re-examined the SJT would-do/should-do response instruction effect by using an experimental design to (1) examine whether and the extent to which test takers accurately recalled the focal word of the response instructions, (2) assess the effectiveness of two interventions to increase recall accuracy, and (3) attempt to replicate the response instruction effect by examining correlations of SJT scores with personality (i.e., agreeableness, conscientiousness, and emotional stability) and general mental ability. The results from a between-subjects factorial design using a sample of 328 participants indicated that in the absence of priming and saliency interventions, participants generally failed to accurately recall the focal word in the response instructions. Additionally, we failed to obtain support for the construct-related validity effects of the response instructions. The scholarly and applied implications of these results are discussed.
Journal of Management
Leadership
More Than Words: A Risk Regulation Model of Supervisor Gratitude Expression, Felt Appreciation, and Subordinate Voice
Abstract
Feeling appreciated is integral to developing and sustaining high-quality relationships, yet many employees do not feel appreciated at work. Drawing on risk regulation theory for interdependent relationships, we developed a risk regulation model of ...
Feeling appreciated is integral to developing and sustaining high-quality relationships, yet many employees do not feel appreciated at work. Drawing on risk regulation theory for interdependent relationships, we developed a risk regulation model of supervisor gratitude expression, felt appreciation, and subordinate voice. We propose that when a supervisorâs agentic or communal gratitude expression aligns with a subordinateâs preference, the subordinate will experience greater felt appreciation and thus engage more in voiceâa relationally risky behavior. First, we followed a five-step scale-development process using four distinct samples to create and validate measures of supervisorsâ agentic and communal gratitude expression and subordinatesâ corresponding preferences. We then tested our model in a multiwave, multisource field survey with 124 supervisorâsubordinate dyads. We found that the congruence (incongruence) between supervisor gratitude expression and subordinate preference was positively (negatively) related to subordinate felt appreciation and subsequent voice, with distinct patterns emerging for supervisor agentic and communal expression. Further, in two supplementary experiments, we demonstrated that felt appreciation promotes voice via perceived regard and perceived reduction of relational risk. We discuss the theoretical and practical implications, highlighting the importance of distinguishing the two types of supervisor gratitude expressions and their responsiveness to subordinate preferences while outlining promising avenues for research on gratitude and felt appreciation at work.
Personnel Psychology
Well-being & Health
Review of the Handbook of Occupational Health Psychology
Personnel Psychology
Performance Management
Working on an Empty Stomach: How Food Insecurity Impacts Job Performance Through Rumination
Abstract
Food insecurity is a public health issue for much of the world's population, yet management scholars have not addressed how this phenomenon might affect employees while on the job. In the current paper, we introduce the topic into the management literature by exploring how this prevalent experience affects employee outcomes at work. We use a selfâcontrol and selective attention lens to propose that food insecurity evokes rumination, which in turn reduces task performance and organizationalâŠ
Food insecurity is a public health issue for much of the world's population, yet management scholars have not addressed how this phenomenon might affect employees while on the job. In the current paper, we introduce the topic into the management literature by exploring how this prevalent experience affects employee outcomes at work. We use a selfâcontrol and selective attention lens to propose that food insecurity evokes rumination, which in turn reduces task performance and organizational citizenship behavior toward the organization (OCBâO) and heightens workplace deviance. Additionally, we examine selfâcontrol capacity, supervisor support, and workplace food benefits as potential moderators of the indirect effect of food insecurity on employee work outcomes. We utilize a sample of customer service employees (Study 1) and a multiâsource, multiâwave field sample (Study 2) to test our hypotheses (along with two online replication studies). We find robust support that food insecurity decreases task performance (but not OCBâO) and increases workplace deviance through increased rumination. However, selfâcontrol capacity and supervisor support weaken this relationship. Conversely, results show partial support for the influence of workplace food benefits amplifying instead of mitigating the negative work impacts of food insecurity. Overall, our work highlights and examines the additional negative impacts food insecure employees experience in organizations.
Personnel Psychology
Do You Want to Hang Out? Understanding the Positive and Negative Consequences of Receiving Social Activity Invitations at Work
Abstract
While previous research has primarily focused on the positive effects of employeesâ engagement in social activities, this study shifts the focus to the receipt of social activity invitations from coworkers. Drawing on conservation of resources (COR) theory, we theorize how coworkersâ social activity invitations trigger employeesâ resource gain and resource loss spirals, resulting in both beneficial and detrimental workplace outcomes, respectively. Through three experimental studies (Studies 1aâŠ
While previous research has primarily focused on the positive effects of employeesâ engagement in social activities, this study shifts the focus to the receipt of social activity invitations from coworkers. Drawing on conservation of resources (COR) theory, we theorize how coworkersâ social activity invitations trigger employeesâ resource gain and resource loss spirals, resulting in both beneficial and detrimental workplace outcomes, respectively. Through three experimental studies (Studies 1a to 1c), a multiâwave and multiâsource field study (Study 2), and an eventâcontingent field study (Study 3) conducted with employees in both Western and Eastern cultures, we showed that social activity invitations facilitate resource gain spirals by eliciting feelings of gratitude, which in turn enhance organizationâbased selfâesteem and foster subsequent organizational citizenship behavior directed toward their coworker (i.e., the source of the invitation). At the same time, social activity invitations also trigger resource loss spirals by inducing stress, leading to emotional exhaustion and subsequent work withdrawal, particularly among employees with lower (vs. higher) interpersonal selfâefficacy. Overall, our research not only sheds light on the positive and negative outcomes associated with social activity invitations but also provides a new perspective in the literature on social activities.
Personnel Psychology
Harnessing the Potential of Workday Design: The Sequencing of Task Difficulty and Its Implications for Workday WellâBeing and Performance
Abstract
Can workers improve their workday wellâbeing and performance through the temporal organization of tasks, without altering the content and characteristics of tasks during the day? We integrate insights from cognitive energetics theory with the lens of temporal comparison to theorize the workday sequencing of task difficulty, and we uncover its implications for workday wellâbeing and performance outcomes. We conducted two field studies in two organizations: Study 1 was a field experiment with anâŠ
Can workers improve their workday wellâbeing and performance through the temporal organization of tasks, without altering the content and characteristics of tasks during the day? We integrate insights from cognitive energetics theory with the lens of temporal comparison to theorize the workday sequencing of task difficulty, and we uncover its implications for workday wellâbeing and performance outcomes. We conducted two field studies in two organizations: Study 1 was a field experiment with an intervention on 166 employeesâ workdays; Study 2 was an experience sampling study with 226 employees, integrating multiple daily surveys, supervisor ratings, and electroencephalogram (EEG) assessments. Results show that when workers addressed more difficult tasks early on and moved to easier ones later as the day unfolded, they experienced less fatigue and greater mental relaxation at the end of the workday; they also exhibited better extraârole performance on the day. Additionally, the effectiveness of this difficultâtasksâfirst approach varied with individual differences: although it enhanced perceived work progress on a day for earlyâpacers, this benefit was less pronounced for individuals with a steady or late pacing style. Overall, our research highlights the temporal sequencing of tasks as a valuable perspective for work and workday design.
Personnel Psychology
Motivation
Riding the Waves of Power: Power Fluctuation, Cognitive Energy, and Goal Pursuit
Abstract
A central finding in the power literature is that experiencing elevated power facilitates employeesâ goalârelevant cognitions and behaviors. In this work, we suggest that the relationship between power and goal pursuit is more complex than previously assumed. Specifically, we examine how experiencing power fluctuationâalternating states of high and low power during the workdayâcan uniquely promote employeesâ goalârelevant behaviors beyond the effect of static power. Integrating insights fromâŠ
A central finding in the power literature is that experiencing elevated power facilitates employeesâ goalârelevant cognitions and behaviors. In this work, we suggest that the relationship between power and goal pursuit is more complex than previously assumed. Specifically, we examine how experiencing power fluctuationâalternating states of high and low power during the workdayâcan uniquely promote employeesâ goalârelevant behaviors beyond the effect of static power. Integrating insights from the Dynamic Equilibrium Model of Organizing (DEMO) and the Model of Proactive Motivation (MPM), our work demonstrates that power fluctuation can facilitate employeesâ cognitive energy, in a way that enhances their goalârelevant cognitions and behaviors (goal clarity, resource acquisition, personal initiative, and goal progress). Furthermore, our work considers for whom these benefits are most pronounced, showing that power fluctuation is more strongly associated with cognitive energy (and subsequent goalârelevant outcomes) for employees higher (vs. lower) in trait mindfulness. Taken together, our findings offer new insights and challenge traditional static conceptions of power by illustrating how daily fluctuations in power can serve as a motivational force that enhances goal pursuit in the workplace.
Personnel Psychology
Performance Management
Diversity & Inclusion
Always Looking on the Bright Side: Is There a Positivity Bias in Research on Job Performance Antecedents?
Abstract
Job performance is among the most commonly studied outcomes in the field of organizational behavior. While this volume of research has produced valuable insights into the antecedents of job performance, in this article, we explore whether a barrier to more sophisticated insights is a âpositivity biasâ in this literature: a systematic tendency to overemphasize highly positive psychological antecedents when studying favorable performance outcomes. Any such bias would yield a body of evidence onâŠ
Job performance is among the most commonly studied outcomes in the field of organizational behavior. While this volume of research has produced valuable insights into the antecedents of job performance, in this article, we explore whether a barrier to more sophisticated insights is a âpositivity biasâ in this literature: a systematic tendency to overemphasize highly positive psychological antecedents when studying favorable performance outcomes. Any such bias would yield a body of evidence on job performance that overâevidences the impact of its âbrightestâ antecedents, and underâevidences the impact of its less positive or even âdarkerâ ones. We tested for a positivity bias in the job performance literature by comparing results of three studies: an analysis of over 20 years of hypothesizing on job performance across 10 leading journals (Study 1), and two studies of workersâ subjective accounts of the psychological antecedents of typical performance (Study 2) and maximum performance (Study 3). Our results provide initial evidence of a positivity bias in research on job performance antecedents (at least if the reference point is workersâ own accounts of favorable performance), suggesting a need for researchers to engage with a broader range of less positive antecedents in future studies.
Personnel Psychology
Leadership
Filling the Secrecy Vacuum: Examining Employeesâ Responses to Perceived Supervisor Secrecy
Abstract
Although supervisors are expected to interact with their employees in a forthcoming manner, there are many occasions where they deliberately keep secrets from employees. What remains unclear from the literature is how employees respond to their perception of the supervisor's secrecy. To address this question, we develop a theoretical model by drawing on the social uncertainty model and cognitive theories of rumination. We hypothesize that perceived supervisor secrecy triggers rumination, whichâŠ
Although supervisors are expected to interact with their employees in a forthcoming manner, there are many occasions where they deliberately keep secrets from employees. What remains unclear from the literature is how employees respond to their perception of the supervisor's secrecy. To address this question, we develop a theoretical model by drawing on the social uncertainty model and cognitive theories of rumination. We hypothesize that perceived supervisor secrecy triggers rumination, which subsequently prompts employees to seek clarity from the supervisor, solicit gossip from coworkers, and experience heightened emotional exhaustion. Additionally, we propose that these effects are moderated by the quality of the supervisorâemployee relationship, or leaderâmember exchange (LMX). We conducted three studies to test our hypotheses, including a vignette experiment (Study 1), a cued recall experiment (Study 2), and a multiâwave, multiâsource field survey study (Study 3). Study 1 shows that perceived supervisor secrecy triggers rumination, which in turn increases clarityâseeking, gossipâseeking, and emotional exhaustion. Studies 2 and 3 largely replicate these findings, while presenting mixed evidence on the moderating role of LMX in the relationship between perceived supervisor secrecy and rumination as well as in the relationships between rumination and the distal outcomes. We conclude by discussing the theoretical and practical implications of our findings.
Personnel Psychology
Examining the Dynamic Relational Effects of âLetting off Steamâ: The CoâEvolution of Workplace Venting and AdviceâGiving Ties
Abstract
Workplace venting (i.e., expressing frustrations or negative emotions regarding workplace problems) is common and can lead to negative shortâterm consequences for ventors or listeners. However, existing research has overlooked the dyadic nature of venting and focused on shortâterm reactions, thereby missing potential relational benefits of workplace venting ties (i.e., ongoing relationships where employees regularly seek out preferred listeners for venting). Drawing on social penetration theoryâŠ
Workplace venting (i.e., expressing frustrations or negative emotions regarding workplace problems) is common and can lead to negative shortâterm consequences for ventors or listeners. However, existing research has overlooked the dyadic nature of venting and focused on shortâterm reactions, thereby missing potential relational benefits of workplace venting ties (i.e., ongoing relationships where employees regularly seek out preferred listeners for venting). Drawing on social penetration theory and agentic perspectives of network dynamics, we propose a dynamic relational model to theorize how venting networks evolve and coâevolve with adviceâgiving networks through listenersâ choices to form or maintain venting and adviceâgiving ties, respectively. We test this model by analyzing three waves of wholeânetwork data using Stochastic ActorâOriented Models (SAOMs). Results reveal that listeners are more likely to form or maintain subsequent venting and adviceâgiving ties with their ventors. We also find that actorsâ attributes, namely conscientiousness, can alter the coâevolution process such that its effects are amplified for conscientious ventors but not conscientious listeners. Finally, we identify a potential cost of reduced advice provision when employees are a preferred listener for many coworkers (i.e., central to venting networks). We discuss the value and implications of employing a network approach to studying venting in the workplace.
Personnel Psychology
Selection & Assessment
Research Methods
A Comparative Evaluation of Psychometric MetaâAnalysis Methods in Management and Applied Psychology: Toward a Nuanced Understanding of Their Accuracy
Abstract
This study compares the accuracy of five psychometric metaâanalysis methodsâthat is, two new explicit/blended randomâeffects (RE) methods with RE study weights based on Hedges and Vevea (1998) and Schmidt and Hunter (2015), respectively, two existing RE methods with fixedâeffect (FE) study weights (Raju et al. 2006; Schmidt and Hunter 2015), and a traditional FE method (Hedges and Olkin 1985)âwhile correcting for sampling error, measurement error, and range restriction using simulated data. WeâŠ
This study compares the accuracy of five psychometric metaâanalysis methodsâthat is, two new explicit/blended randomâeffects (RE) methods with RE study weights based on Hedges and Vevea (1998) and Schmidt and Hunter (2015), respectively, two existing RE methods with fixedâeffect (FE) study weights (Raju et al. 2006; Schmidt and Hunter 2015), and a traditional FE method (Hedges and Olkin 1985)âwhile correcting for sampling error, measurement error, and range restriction using simulated data. We evaluate their absolute and relative accuracy using a series of Monte Carlo simulations with a broad range of realistic conditions. The findings of this study indicate that all RE methods perform well in estimating population mean effect sizes and, to a lesser extent, their heterogeneity (true standard deviation) and precision (95% confidence interval coverage). As expected, each RE method outperforms the FE method. Moreover, the two explicit/blended RE methods with RE study weights are more accurate than the other two RE methods with FE study weights in terms of precision estimation. Overall, the blended RE method with RE weights based on Schmidt and Hunter (2015) appears to be relatively more accurate than the other RE methods, but actual differences are rather small. Notably, the widely used Schmidt and Hunter's method, while generally accurate, is not the most statistically optimal choice. Overall, this study underscores the importance of a nuanced understanding of the strengths and weaknesses of each psychometric metaâanalysis method. We discuss this study's implications for metaâanalysis methods and applications along with study limitations and future research directions.
Personnel Psychology
Teams & Groups
Imagined and Overlooked Ties: Why the Ties in Our Mind Influence Who We Trust
Abstract
Trust theory explains how social network ties influence trust, but wellâpublicized examples suggest that even imagined connections can affect trust. As extant theory does not explain this phenomenon, we introduce a perceptual network mechanism that elucidates why the ties in our mind influence trustworthiness judgments. We then empirically isolate our novel perceptual mechanism from the known structural network mechanism and compare the two mechanismsâ effects. We do so by focusing onâŠ
Trust theory explains how social network ties influence trust, but wellâpublicized examples suggest that even imagined connections can affect trust. As extant theory does not explain this phenomenon, we introduce a perceptual network mechanism that elucidates why the ties in our mind influence trustworthiness judgments. We then empirically isolate our novel perceptual mechanism from the known structural network mechanism and compare the two mechanismsâ effects. We do so by focusing on situations where individuals (egos) have incorrect perceptions of othersâ (altersâ) ties: when egos overlook altersâ existing ties, structural effects on trustworthiness judgments are exposed; when egos imagine altersâ ties, perceptual effects are revealed. In two field studies, we show that the perceptual effects of imagined adviceâgiving centrality can be greater than the structural effects of overlooked adviceâgiving centrality. But perceptual effects diminish when alters are more central in an actual network. Further, Study 2 reveals the consequences of imagining and overlooking ties. Employees are more willing to be vulnerable to and act as a broker for coworkers whom they imagine to be central than those who are actually central but whose ties they overlook.
Personnel Psychology
Leadership
Teams & Groups
Diversity & Inclusion
Organizational Culture
Leadership Influence in Times of Change: A Social Network Perspective
Abstract
Successful organizational change often depends on network leadersâorganizational members who act as informal change agents by exerting influence through their social networks. Integrating a social identity model with a social network perspective, we identify two distinct network leadership roles: Domain Experts and Boundary Spanners. We examine how their relational behaviors facilitate employeesâ identification with their work unit during periods of change. We hypothesize that social proximityâŠ
Successful organizational change often depends on network leadersâorganizational members who act as informal change agents by exerting influence through their social networks. Integrating a social identity model with a social network perspective, we identify two distinct network leadership roles: Domain Experts and Boundary Spanners. We examine how their relational behaviors facilitate employeesâ identification with their work unit during periods of change. We hypothesize that social proximity to both Domain Experts and Boundary Spanners is positively associated with stronger employee identification. Moreover, we argue that the influence of Domain Experts is amplified when change significantly disrupts employeesâ daily tasks, whereas the influence of Boundary Spanners becomes more salient when change affects the broader functioning and dynamics of the unit. Understanding how different network leadership roles facilitate identification processes is critical to enabling successful organizational change. Our final hypothesis proposes that higher average levels of employee identification within a unit are positively associated with that unit's effectiveness in implementing change. We test our hypotheses in a multiâsource study of 161 physicians across 29 work units in a large university hospital undergoing major organizational restructuring. The findings support our theoretical model and offer novel insights into the interplay among leadership, social identity, and social networks during organizational transformation.
Personnel Psychology
Leadership
Teams & Groups
A Social Hierarchy Perspective on the Detrimental Effects of LeaderâMember Exchange Differentiation on Team Functioning: LeaderâConferred Status Versus MemberâConferred Status
Abstract
Leaderâmember exchange (LMX) differentiation is often found to undermine team functioning. In this paper, we employ theoretical work on social hierarchy to investigate when and why LMX differentiation may not hinder team functioning. We differentiate two sources of membersâ social hierarchy in teams: the leaderâconferred hierarchy based on leadersâ actions and the memberâconferred hierarchy based on respect, admiration, and informal influence that members possess. The leaderâconferred hierarchyâŠ
Leaderâmember exchange (LMX) differentiation is often found to undermine team functioning. In this paper, we employ theoretical work on social hierarchy to investigate when and why LMX differentiation may not hinder team functioning. We differentiate two sources of membersâ social hierarchy in teams: the leaderâconferred hierarchy based on leadersâ actions and the memberâconferred hierarchy based on respect, admiration, and informal influence that members possess. The leaderâconferred hierarchy provides information about membersâ withinâteam status conferred by the leader, while the memberâconferred hierarchy informs membersâ withinâteam status conferred by team members collectively. We propose that the detrimental effects of LMX differentiation on team functioning are influenced by the degree of perceived alignment of membersâ withinâteam status between these two hierarchies (i.e., perceived status alignment). Only when perceived status alignment is low does LMX differentiation induce membersâ status conflict and thus hinder team performance. The results of our two independent field studies lend support to our propositions.
Personnel Psychology
Conflicted About Coworkers: How Coworker Support Influences Engagement After Status Loss
Abstract
People's needs for status and support are theoretically distinct, yet little research has considered how people cope with having one but not the other. We examine how people react to status loss as a function of whether they typically perceive their coworkers as supportive. Although social support is documented as a resource people can draw on to cope with failure at work, we argue that in the case of failures that implicate status (i.e., status loss), experiencing these events in a moreâŠ
People's needs for status and support are theoretically distinct, yet little research has considered how people cope with having one but not the other. We examine how people react to status loss as a function of whether they typically perceive their coworkers as supportive. Although social support is documented as a resource people can draw on to cope with failure at work, we argue that in the case of failures that implicate status (i.e., status loss), experiencing these events in a more supportive work group may not aid recovery and reengagement. Specifically, we predict that when the preexisting group context is one of more (rather than less) supportive coworkers, status loss may elicit greater ambivalence about those coworker relationships, triggering psychological reactions that undermine engagement. Consistent with this model, in a weekly experience sampling study of working adults (Study 1), having more supportive coworkers led to a stronger negative effect of weekly status loss on subsequent engagement. In scenarioâbased (Study 2) and highâinvolvement laboratory (Study 3) experiments featuring different manipulations of coworker support and status loss, we found that when individuals experienced status loss in more (rather than less) supportive work groups, status loss led to lower engagement because it heightened ambivalence about their coworker relationships, which triggered anxiety (Study 2), and selfâthreat and hurt feelings (Study 3). Theoretical and practical implications are discussed.
Personnel Psychology
Training & Development
A Tale of Networks and Networking: Integrating Structural and Behavioral Perspectives on Social Action
Abstract
Research on social networks and networking has generated critical insights for theories and practices about social action in the work context. These insights mostly derive from two theoretical perspectives: one focuses on the network structures that influence individual actions and outcomes, and the other examines the behaviors that people manifest when they interact with others at work. Through theoretical comparison and development, the goal of this conceptual article is to define, compare,âŠ
Research on social networks and networking has generated critical insights for theories and practices about social action in the work context. These insights mostly derive from two theoretical perspectives: one focuses on the network structures that influence individual actions and outcomes, and the other examines the behaviors that people manifest when they interact with others at work. Through theoretical comparison and development, the goal of this conceptual article is to define, compare, and identify areas for integration of structural and behavioral perspectives on social action. To guide future work, we augment the behavioral focus of networking scholarship with a structural emphasis and vice versa.
Personnel Psychology
All Roads Lead to Rome? A Contingent Configurational Perspective of HRM Systems and Organizational Effectiveness
Abstract
Although fit is a fundamental concept in the linkage between human resource management (HRM) practices and organizational effectiveness in the strategic HRM field, there has been a call for more research to examine configurations that encompass both horizontal fit (i.e., the internal consistency of an organization's HRM practices) and vertical fit (i.e., the alignment of HRM systems with contexts) to achieve optimal desired outcomes. Across two studies featuring multiâsource matched data, weâŠ
Although fit is a fundamental concept in the linkage between human resource management (HRM) practices and organizational effectiveness in the strategic HRM field, there has been a call for more research to examine configurations that encompass both horizontal fit (i.e., the internal consistency of an organization's HRM practices) and vertical fit (i.e., the alignment of HRM systems with contexts) to achieve optimal desired outcomes. Across two studies featuring multiâsource matched data, we identified multiple distinct types of HRM systems. Furthermore, by adopting a contingent configurational perspective and utilizing fuzzy set qualitative comparative analysis (fsQCA), we found various configurations of HRM systems and multiâdimensional organizational contexts (including firm ownership, firm size, innovation strategy, environmental uncertainty, local talent supply, and local government interference) that help to achieve high levels of firm performance and/or collective affective commitment. These findings contribute to our understanding of horizontal fit and vertical fit of HRM systems and highlight the importance of aligning HRM systems with multiâdimensional organizational contexts to drive both organizational and employeeâcentric outcomes.
Personnel Psychology
Diversity & Inclusion
The Manifestation of the Karen Trope in the Workplace: A Reconsideration of Stereotypes of White Women at Work
Abstract
As research largely considers White women a raceâneutral gender group associated with generic feminine attributes (e.g., communality), there is a limited theoretical understanding of how their intersectional racial and gender identities might combine to shape their work experiences. Yet the recently emerged Karen tropeâpopularized on social media as White women who complain incessantlyâdeviates from generic feminine attributes and may have seeped into the workplace to potentially create uniqueâŠ
As research largely considers White women a raceâneutral gender group associated with generic feminine attributes (e.g., communality), there is a limited theoretical understanding of how their intersectional racial and gender identities might combine to shape their work experiences. Yet the recently emerged Karen tropeâpopularized on social media as White women who complain incessantlyâdeviates from generic feminine attributes and may have seeped into the workplace to potentially create unique work experiences for White women based on their race and gender. Using a mixedâmethod design across three studies, we explore the implications of how the Karen trope has manifested within organizations. Our qualitative study revealed that employees have adopted this trope to label White female colleagues who prohibitively voice as workplace Karens, leading to various social penalties for these individuals. Integrating these preliminary findings with a stereotype activation and application lens, we develop a conceptual model of when White women (vs. men and nonâWhite women) conduct prohibitive voice, they activate a broader stereotype that White women are workplace Karens, causing observers to perceive them as having less organizational concern, which leads to lower promotability evaluations and decreased intent to rely on their voice. Using a series of experimental vignettes and a field study combining a critical incident technique with random assignment to experimental conditions, we find empirical support for our model. Our results enhance the theoretical and practical understanding of a rare context wherein Whiteness and gender interact to create negative work experiences for an otherwise advantaged social group.
Personnel Psychology
Why Is the Ceiling Silver? Uncovering the Role of Potential Appraisals in the AgeâPromotion Relationship
Abstract
In this research, we set out to uncover why silver ceilings exist in organizations. Drawing on systematicâheuristic processing theory and recent psychological findings, we propose that âolderâ workers (aged 45 or more) are less likely to receive promotions because these decisions are based on potential appraisals, which are susceptible to managersâ heuristic (stereotypical) thinking. We test our hypotheses using twoâwave field data (Study 1) from a large financial organization and an experimentâŠ
In this research, we set out to uncover why silver ceilings exist in organizations. Drawing on systematicâheuristic processing theory and recent psychological findings, we propose that âolderâ workers (aged 45 or more) are less likely to receive promotions because these decisions are based on potential appraisals, which are susceptible to managersâ heuristic (stereotypical) thinking. We test our hypotheses using twoâwave field data (Study 1) from a large financial organization and an experiment (Study 2) in which we manipulate age while holding all else equal. Both studies show that employee age has a negative effect on promotion likelihood and that this relationship is mediated by managersâ potential appraisals. Moreover, Study 2 also provides evidence for our theoretical rationale showing that the central effect is driven by managersâ heuristic processing and workârelated age stereotypes. Across both studies, our results provide consistent support for our hypothesis that appraisals of potential constitute a potent pathway via which managersâ age stereotypes can affect promotion decisions in organizations. We discuss theoretical contributions to the literature on workplace aging, employee appraisals, and personnel decisions, and formulate practical recommendations to help organizations tackle silver ceilings in the workplace.
Personnel Psychology
Teams & Groups
Navigating Representational Gaps: Traversing Construal Levels and Investing in Uncertainty
Abstract
Representational gaps (rGaps), which refer to inconsistencies in definitions of a group's problem, are notoriously pernicious and enduring. Team cognition research has primarily focused on increasing similarity and sharedness among members. However, this emphasis is insufficient when an rGap is present, as teams must retain and integrate diverse, and often conflicting, perspectives even as they converge on a solution. In this study, we build new theory on how groups navigate rGaps by embeddingâŠ
Representational gaps (rGaps), which refer to inconsistencies in definitions of a group's problem, are notoriously pernicious and enduring. Team cognition research has primarily focused on increasing similarity and sharedness among members. However, this emphasis is insufficient when an rGap is present, as teams must retain and integrate diverse, and often conflicting, perspectives even as they converge on a solution. In this study, we build new theory on how groups navigate rGaps by embedding incompatible problem definitions in a simulation and recording 23 groups completing the simulation to examine the navigation process from before members are aware that an rGap exists to implementing a concrete solution to a given task. Qualitative analysis revealed a threeâphase process (i.e., Realizing, Integrating, Aligning) of navigating rGaps in which groups traverse multiple construal levels (i.e., Concrete, Problem, Comprehensive). We then explored why some groups ceased progression through the process and how this influenced the representations in their final solution (i.e., neither, single, bifurcated, integrated). Notably, investing in disruptive and generative uncertainty was critical to facilitating progression, challenging the assumption that uncertainty should be reduced, rather than invested in, to avoid harming performance. Our findings yielded important insights for the rGaps, uncertainty, and construal level literatures.
Personnel Psychology
Diversity & Inclusion
When Form Leads to Function: Network Closure and Social Identity Threat Among Women Entrepreneurs
Abstract
We contend that the degree of closure in women entrepreneursâ social networks affects how concerned they feel about being judged through the lens of negative gender stereotypes (i.e., their experience of social identity threat). Using data from a survey of entrepreneurs in Study 1, we observe that women (but not men) entrepreneurs who report more closure in their social networks experience less social identity threat. Study 2 shows that the trust that is inherent in closed social networksâŠ
We contend that the degree of closure in women entrepreneursâ social networks affects how concerned they feel about being judged through the lens of negative gender stereotypes (i.e., their experience of social identity threat). Using data from a survey of entrepreneurs in Study 1, we observe that women (but not men) entrepreneurs who report more closure in their social networks experience less social identity threat. Study 2 shows that the trust that is inherent in closed social networks accounts for our effects. Using an experimental design, we find that a field sample of entrepreneurs who are assigned to develop a closed (vs. open) network experience more trust, which is associated with reduced social identity threat for women (but not men). Our findings suggest that a closed social network may inoculate women against the risk of being derailed by negative stereotypes in the venture creation process. We conclude by discussing the theoretical and practical implications of our findings.
Personnel Psychology
Diversity & Inclusion
Gender, Network Recall, and Structural Holes
Abstract
Accurate recall of social networks is critical to individuals' success in organizations, as it enables them to leverage networks more effectively. Understanding whether men or women exhibit greater recall accuracy is particularly important given persistent gender inequalities in workplaces and the role of networks in shaping access to social resources and opportunities. We propose that women and men exhibit different levels of recall accuracy, which depend on the structural characteristics ofâŠ
Accurate recall of social networks is critical to individuals' success in organizations, as it enables them to leverage networks more effectively. Understanding whether men or women exhibit greater recall accuracy is particularly important given persistent gender inequalities in workplaces and the role of networks in shaping access to social resources and opportunities. We propose that women and men exhibit different levels of recall accuracy, which depend on the structural characteristics of the network. Specifically, women's greater reliance on the triadic closure mental schemaâassuming a relationship between two individuals who are both connected to the same third partyâenhances their recall accuracy in more cohesive networks with many closed triads but diminishes it in networks with more structural holes. Across three studies, including a demographically diverse sample representative of the US population, we confirm that women exhibit superior network recall accuracy on average and show that this advantage is contingent on network structure. This research advances our understanding of gender differences in network cognition and offers a potential cognitive explanation for women's underrepresentation in brokerage positions, which require recognizing open triads.
Academy of Management Review
Rethinking Necessity Entrepreneurship Beyond Binaries and Toward Communalism: A Commentary on Coffman et al.âs âLeaving Necessity Entrepreneurship Behindâ
Journal of Management
Itâs Different: Examining the Effect of HRM Investments on Employee Downsizing Following Mergers and Acquisitions
Abstract
Although some scholars in strategic human resource management (SHRM) research have suggested that HRM investments can be effective in reducing the negative repercussions of employee downsizing, other scholars have argued that such HRM investments could ...
Although some scholars in strategic human resource management (SHRM) research have suggested that HRM investments can be effective in reducing the negative repercussions of employee downsizing, other scholars have argued that such HRM investments could convey contradictory messages to employees, resulting in more negative employee reactions and decreased firm performance. In this research, we addressed this unsettled question by looking into the mergers and acquisitions (M&A) context, where we theorized that the acquiring firmâs HRM investments can positively moderate the negative effect of employee downsizing on firm performance by invoking positive sensemaking processes from remaining acquired firm employees. Moreover, the positive sensemaking effects of HRM investments extend beyond remaining acquired firm employees to influence the overall performance of the merged firm. We examined established HRM investments by acquiring firms prior to the M&A and additional HRM investments made after the M&A. Using a representative sample of 5,467 firm-year observations from 1,214 U.S. publicly traded firms between 2002 and 2018, we found that both pre- and post-acquisition HRM investments by acquiring firms mitigate the negative effect of employee downsizing following M&A on firm performance. We discuss the implications of these findings for both research and practice.
Journal of Management
Training & Development
Helicopter Bosses: Development and Validation of the Micromanagement Scale
Abstract
Micromanagement (MM) is a popular topic in management circles, where its negative reputation is palpable, and yet academics have not shared this interest. As a result, our understanding of MM is deficient, marred by disjointed definitions and paradoxical ...
Micromanagement (MM) is a popular topic in management circles, where its negative reputation is palpable, and yet academics have not shared this interest. As a result, our understanding of MM is deficient, marred by disjointed definitions and paradoxical views. Our research aims to clarify the construct and measurement of MM through a series of five studies that (1) define the MM construct, (2) develop a psychometrically reliable and valid measure, and (3) validate a preliminary nomological network. Based on combined deductive and inductive approaches, we establish a comprehensive construct definition of MM. Subsequently, we develop and validate a nine-item Micromanagement Scale (MMS-9). Drawing on data from eight distinct samples encompassing 1,723 individuals employed across diverse industries, we found that (a) MM is a hierarchical construct comprising three related core attributes (i.e., controlling, close monitoring, detail focus) and three key features (i.e., excessive, sustained, unnecessary), (b) the MMS-9 exhibits nomological validity, as evidenced by its significant relationships with theorized antecedents (e.g., low trust and leader-member exchange) and consequences (e.g., high turnover intentions and emotional exhaustion), and (c) the MMS-9 demonstrates discriminant and incremental validity against relevant orbiting leadership constructs (i.e., authoritarian leadership, participative leadership, empowering leadership, initiating structure, directive leadership, and abusive supervision). We discuss the implications of the MMS-9âs availability for advancing the study of micromanagement, with particular focus on potential avenues for future research.
Academy of Management Journal
Research Methods
Grow Old with Me: The Temporal Dynamics of FounderâMarket Interactions in Capturing Market Attention
Abstract
How do founders attract and sustain market attention over time? While prior research often portrays founders as market-shaping agents, it has overlooked the reciprocal nature of founderâmarket interactions and how their effects evolve. Drawing on the entrepreneurial action literature and the design view of entrepreneurship, we develop a longitudinal framework that highlights the role of entrepreneurial artifactsâconceptual and materialâin capturing market attention. We identify threeâŠ
How do founders attract and sustain market attention over time? While prior research often portrays founders as market-shaping agents, it has overlooked the reciprocal nature of founderâmarket interactions and how their effects evolve. Drawing on the entrepreneurial action literature and the design view of entrepreneurship, we develop a longitudinal framework that highlights the role of entrepreneurial artifactsâconceptual and materialâin capturing market attention. We identify three theoretically relevant pathways to market attention: (1) founders leading the market discussion, (2) founders following the market discussion (both forms of conceptual artifacts), and (3) introducing new products (a material artifact). We argue that the effectiveness of each pathway changes over time. Using a sample of 1,529 U.S. startups founded in 2014â2015 and a novel combination of social media data, text analytics (LDA), and time-series methods (VAR), we find that leading the market discussion is most effective early on, while following becomes more beneficial as time progresses. New product introductions show a delayed but increasingly positive effect. Our study contributes to entrepreneurship research by offering a longitudinal view of how founders can attract and grow market attention through different artifacts, addressing calls for studies on founderâmarket interaction over time.
Academy of Management Review
Theory & Philosophy of Science
Theorization as a Prerequisite for Diffusion: How and Why Multimodal Expression Matters
Abstract
Current assumptions about theorization as a prerequisite for the diffusion of new ideas and practices are still largely shaped by an understanding of communication that predates the increasing prevalence of multimodality. We argue that this has led scholars to equate effective theorization with effective content rather than to adequately focus on expression and the ways in which communicative context matters for theorization. In this article, we draw on insights from social semiotics toâŠ
Current assumptions about theorization as a prerequisite for the diffusion of new ideas and practices are still largely shaped by an understanding of communication that predates the increasing prevalence of multimodality. We argue that this has led scholars to equate effective theorization with effective content rather than to adequately focus on expression and the ways in which communicative context matters for theorization. In this article, we draw on insights from social semiotics to reconceptualize effective theorization as a question of multimodal design (i.e., the conjunction of content and expression). By placing deliberate attention on the thus far overlooked role of expression, we identify three ideal types of multimodal theorizationâexpository, balanced, and suggestiveâand develop propositions on how, and under what conditions, each of them has the greater potential to be effective for diffusion. Our theory development updates and expands upon the limits of verbal theorization, analyzing the affordances of multimodal expression in relation to characteristics of ideas and practices, audiences, genres of text, and the legitimacy of theorists. We further contribute to multimodal research by developing a systematic approach that distinguishes between âweakâ and âstrongâ multimodality. Finally, we develop implications for related forms of academic and lay theorizing.
Journal of Management
Helping Trajectories During Role Transitions: How They Vary and Why It Matters
Abstract
While those transitioning into a new work role often rely on others to assist them, over time they are likely to also provide assistance to others. Accordingly, we examine the trajectories that the provision of such help by those transitioning take over ...
While those transitioning into a new work role often rely on others to assist them, over time they are likely to also provide assistance to others. Accordingly, we examine the trajectories that the provision of such help by those transitioning take over time, as well as key trajectory determinants and socialization-related outcomes. Extending the Temporal Theory of Organizational Citizenship Behavior (TTOCB), we argue and find that such trajectories vary as a function of both the nature of the transition (i.e., transitioning as an organizational incumbent versus as an organizational newcomer), as well as the leadership and normative characteristics of the unit joined. Specifically, we propose and find that both newcomers and transitioning incumbents exhibit an inverted U-shaped helping trajectory, with the trajectory being significantly flatter for transitioning incumbents. Moreover, unit-level supportive leadership and peer descriptive helping norms moderate these trajectories. For both newcomers and transitioning incumbents, the helping trajectory is flatter in units with higher levels of supportive leadership or peer descriptive helping norms. Consistent with these dynamics, we hypothesize and find that variations in helping trajectories are associated with different levels of task performance, social integration, and turnover intentions one year after role entry. Specifically, individuals exhibiting higher and flatter helping trajectories demonstrate higher task performance, greater social integration, and lower turnover intentions. Theoretical and practical implications are discussed.
Journal of Management
Leadership
Research Methods
Coevolution of Newcomer Network Structures and Supervisor Support and Undermining: A Latent Change Score Approach
Abstract
Despite the recognition that newcomersâ ego networks facilitate their adjustment, little is known about changes in their ego-network structures over time and potential drivers for the network changes. Drawing on coevolutionary theory of network dynamics ...
Despite the recognition that newcomersâ ego networks facilitate their adjustment, little is known about changes in their ego-network structures over time and potential drivers for the network changes. Drawing on coevolutionary theory of network dynamics and integrating insights from research on socialization dynamics, we examine the change-related, reciprocal relationships between perceived supervisor behaviorsâspecifically support and underminingâand structural holes in newcomersâ ego networks (i.e., the extent to which newcomers connect otherwise disconnected individuals). Using latent change score (LCS) modeling in a longitudinal study of new employees, we found evidence of coevolution: perceived supervisor undermining hindered their development of ego networks with increasingly more structural holes; in turn, newcomers who spanned structural holes in their ego networks experienced increasingly more supervisor undermining. Additionally, those whose networks are rich in structural holes perceived increasingly less supervisor support over time. These findings have implications for research on socialization and structural holes.
Journal of Organizational Behavior
Theory & Philosophy of Science
Organizational AbortionâFacilitative Actions in a PostâDobbs U.S.: Employer Decisions and Employee Reactions
Abstract
In a postâDobbs United States, employers may play a significant role in access to abortion, a critical healthcare issue for women and people who can become pregnant. Yet, we have limited systematic knowledge of what organizations offer in terms of abortionâfacilitative actions and how these actions are perceived by employees. We first define (Study 1a) and validate (1b) a taxonomy of abortionâfacilitative actions taken by organizations in the United States. We then use this taxonomy toâŠ
In a postâDobbs United States, employers may play a significant role in access to abortion, a critical healthcare issue for women and people who can become pregnant. Yet, we have limited systematic knowledge of what organizations offer in terms of abortionâfacilitative actions and how these actions are perceived by employees. We first define (Study 1a) and validate (1b) a taxonomy of abortionâfacilitative actions taken by organizations in the United States. We then use this taxonomy to understand politically conservative and liberal employees' perceived hedonic values and reactions to abortionâfacilitative actions (Study 2), including impacts on their perceived organizational support (Study 3). We also explore attitudes toward abortion as an individual difference that may alter relationships between abortionâfacilitative action types and employee reactions and perceptions of organizational support (Studies 2 and 3). Our analysis yielded 10 different abortionâfacilitative actions, which can be sorted into three types: direct benefits (directly provide employees time and money for abortion procedures), ancillary supports (resources that broadly help manage responsibilities or costs associated with abortion access), and public statements in support of abortion access. Direct benefits are associated with the highest hedonic value and most positive reactions and positive interpretations of the exchange relationship with the employer, particularly for those with positive attitudes toward abortion. This work provides researchers with a taxonomy of abortionâfacilitative actions and insight into how workers in the United States may perceive these actions, as well as clear indications that individual differences may alter the subjective hedonic value and outcomes of organizational actions.
Academy of Management Review
Diversity & Inclusion
Feminist Value Creation: The Pursuit of Gender Equality
Abstract
While the importance of promoting greater equality is widely recognized in management theory and practice, it has yet to be built into the core business process of value creation. To date, research on gender equality in management has either taken the dominant model of value creation as given or, from a critical perspective, viewed value creation as fundamentally incompatible with equality. In this paper, we instead develop a new approach to value creation to address gender equality. To doâŠ
While the importance of promoting greater equality is widely recognized in management theory and practice, it has yet to be built into the core business process of value creation. To date, research on gender equality in management has either taken the dominant model of value creation as given or, from a critical perspective, viewed value creation as fundamentally incompatible with equality. In this paper, we instead develop a new approach to value creation to address gender equality. To do this, we advance a theory of feminist value creation that draws on social reproduction theory located within materialist feminism. We offer a feminist reconceptualization of value creation in terms of the nature of value, its valuation, and underpinning values such as to successfully integrate within value creation the âprivate sphereâ of socially reproductive work in addition to the âpublic sphereâ of paid and productive work. We also theorize the material and cultural processes of transformation needed to move towards feminist value creation, and the intra-, inter- and extra-organizational influences that will affect the likelihood of such a transition. We conclude by elaborating on our contributions to research on gender equality in management and value creation.
Academy of Management Review
Organizational Culture
Understanding Institutional Environments: An Institutional Logics Model of Societal Evolution
Abstract
Research on institutional logics has illuminated how institutional heterogeneity shapes individual and organizational behavior and the strategic management of organizations. This research has focused on the field and organizational levels of analysis, generally overlooking broader societal forces. Yet, increasingly complex societal dynamics, marked by unstable and conflicting institutional pressures, are consequential for decision-making and especially the management of organizations,âŠ
Research on institutional logics has illuminated how institutional heterogeneity shapes individual and organizational behavior and the strategic management of organizations. This research has focused on the field and organizational levels of analysis, generally overlooking broader societal forces. Yet, increasingly complex societal dynamics, marked by unstable and conflicting institutional pressures, are consequential for decision-making and especially the management of organizations, suggesting the need to theorize societies for their evolutionary and revolutionary effects. We integrate institutional logics with legitimacy theory to develop an ecological model of societal evolution. This model explains how dominant institutional logics emerge and result in marginalizing alternative institutional logics. We argue societies characterized by a dominant logic are less stable and resourceful because logic dominance reduces institutional diversity, diminishing actorsâ capacity to avail, access, and activate the necessary diversity of institutions to define and solve issues in complex societies. Analogously, the dominant logic crowds out space for alternative institutions in society, which decline in much the same way that biological ecologies languish under insufficient biodiversity. We develop the concept of institutional diversity to explain the mechanisms reinforcing checks and balances to ensure the availability of a broader range of institutions for identifying and solving problems in society.
Academy of Management Review
New Submission or Repackaging?: Determining When a Revised Paper Warrants Fresh Review
Academy of Management Journal
The Ties That Nurture: Expressive Simmelian Ties, Instrumental Brokerage, and Individual Performance
Abstract
In this paper we develop the concept of structural complementarity to explain how individualsâ performance is shaped by their simultaneous positions in structurally distinct networks of different relational natureâspecifically, instrumental and expressive networks. Using data from four diverse organizational settings, we demonstrate that the performance advantages of instrumental brokerage are significantly enhanced when individuals are also embedded in cohesive expressive networksâŠ
In this paper we develop the concept of structural complementarity to explain how individualsâ performance is shaped by their simultaneous positions in structurally distinct networks of different relational natureâspecifically, instrumental and expressive networks. Using data from four diverse organizational settings, we demonstrate that the performance advantages of instrumental brokerage are significantly enhanced when individuals are also embedded in cohesive expressive networks characterized by Simmelian ties. These ties provide support, cognitive clarity, and social legitimacy, enabling brokers to better evaluate, mobilize, and act on diverse knowledge. Theoretically, we extend network research by moving beyond tie multiplexity to examine how cross-network structural configurations influence performance outcomes. Practically, our findings offer actionable insights for organizations seeking to design and support network structures that unlock the full value of informal relationships.
Academy of Management Journal
Job Attitudes
Work Design
Impact, Interrupted: How and When Thwarted Prosocial Impact Undermines Employee Performance and Retention
Abstract
To attract and motivate employees, many organizations convey a compelling mission and design jobs with the apparent opportunity to make a prosocial difference. Yet, this opportunity may not always be fully realized despite the best efforts of employees. In our research, we examine experiences of âthwarted prosocial impactââthe belief that the organization is limiting the prosocial impact one could have through their work. Drawing from psychological contract theory and the relational job designâŠ
To attract and motivate employees, many organizations convey a compelling mission and design jobs with the apparent opportunity to make a prosocial difference. Yet, this opportunity may not always be fully realized despite the best efforts of employees. In our research, we examine experiences of âthwarted prosocial impactââthe belief that the organization is limiting the prosocial impact one could have through their work. Drawing from psychological contract theory and the relational job design literature, we suggest that thwarted prosocial impact undermines the performance and retention of individual employees because it leads employees to perceive that their ideological contract with the organization is not being sufficiently fulfilled. Further, we theorize that these deleterious effects are particularly strong for those with high levels of contact with beneficiaries in their jobs. We test these ideas in a large sample of fully employed alumni from a public university. Results indicate that thwarted prosocial impact predicts low levels of ideological contract fulfillment, particularly for those in high-beneficiary-contact jobs. These effects were associated with lower coworker-rated boosterism behavior and greater self-rated counterproductive behavior directed at the organization. Through serial mechanisms of ideological fulfillment and counterproductive work behavior, thwarted impact significantly predicted voluntary turnover one year later.
Journal of Organizational Behavior
Diversity & Inclusion
Work Design
When AI Becomes My Teammate: Unpacking How Employees Perceive and Collaborate With Gendered AI Teammates
Abstract
While artificial intelligence (AI) is increasingly embedded into teams, how employees perceive and collaborate with AI teammates, especially those with gender characteristics, remains an urgent but underexplored question. This research integrates social perception theory and social role theory to investigate how employees socially differentiate AI from human teammates and how these social perceptions consequently shape employeeâAI cooperation. Across three studies, including a vignetteâbasedâŠ
While artificial intelligence (AI) is increasingly embedded into teams, how employees perceive and collaborate with AI teammates, especially those with gender characteristics, remains an urgent but underexplored question. This research integrates social perception theory and social role theory to investigate how employees socially differentiate AI from human teammates and how these social perceptions consequently shape employeeâAI cooperation. Across three studies, including a vignetteâbased experiment (N1 = 163), a fictional interactive experiment (N2 = 465), and a preregistered field survey (N3 = 155), we found that in general, employees perceived AI teammates as more competent but less warm than human teammates. This competence advantage of AI enhanced employee cooperation with AI, but its perceived lack of warmth hindered cooperation. Moreover, AI teammates designed with femaleâlike characteristics compensated for this warmth deficit (Study 1), but simultaneously diminished AI's competence advantage over humans (Studies 2 and 3). Conversely, AI teammates designed with maleâlike characteristics amplified AI's competence advantage (Studies 2 and 3) but exacerbated its absence of warmth (Study 1). Finally, these gendered perceptions of AI influenced employeeâAI cooperation in paradoxical ways. Overall, our research underscores that incorporating AI into teams, especially ascribing AI gender characteristics, is a mixed blessing for humanâAI teamwork.
Journal of Organizational Behavior
Performance Management
Personality
A MetaâAnalytic Review of the WithinâPerson Relationship Between Affect and Job Performance
Abstract
In recent years, there has been a shift from a betweenâperson, static view of trait affect and stable performance to a withinâperson, dynamic view of state affect and episodic performance. However, these dynamic relationships have yet to be summarized. In this preregistered metaâanalysis, we tested Affect Events Theoryâa withinâperson theoretical framework that discusses how affect relates to job performanceâacross 123 independent samples, 14 717 individuals, and 127 410 observations toâŠ
In recent years, there has been a shift from a betweenâperson, static view of trait affect and stable performance to a withinâperson, dynamic view of state affect and episodic performance. However, these dynamic relationships have yet to be summarized. In this preregistered metaâanalysis, we tested Affect Events Theoryâa withinâperson theoretical framework that discusses how affect relates to job performanceâacross 123 independent samples, 14 717 individuals, and 127 410 observations to summarize the withinâperson associations between affect and job performance over the workday (i.e., a time frame of 24 h or less). Results showed that withinâperson positive affect (PA) was associated with higher task performance, higher organizational citizenship behavior (OCB), and lower counterproductive work behavior (CWB); negative affect (NA) was inversely related to these forms of performance. However, there was a lack of homology across withinâ and betweenâperson levels of analysis: Betweenâperson effects were consistently larger; indeed, PA and NA's withinâperson effect sizes were generally small to moderate, and PA and NA accounted for less than 5% of the variance in each dimension of job performance. Furthermore, temporal moderator analyses demonstrated that affect was consistently associated with task performance over time, whereas associations of affect and discretionary performance were less straightforward. We discuss how these findings extend prior theorizing, focusing on the need to integrate withinâ and betweenâperson perspectives, the differences in relationships among job performance dimensions, and temporal considerations for these relationships. We conclude by discussing promising directions for future research.
Journal of Organizational Behavior
Leadership
The DoubleâEdged Sword of Servant Leadership: Motivational Climates, Helping Behavior, and Financial Performance
Abstract
Research on the effects of servant leadership on firm success has yielded inconsistent results. Connecting servant leadership theory to achievement goal theory, we theorize that servant leadership exerts both beneficial and detrimental effects on firms by shaping two distinct motivational climates: mastery climate and performance climate. These climates, in turn, serve as mechanisms linking servant leadership to two complementary dimensions of firm success: relational outcomes (firm helpingâŠ
Research on the effects of servant leadership on firm success has yielded inconsistent results. Connecting servant leadership theory to achievement goal theory, we theorize that servant leadership exerts both beneficial and detrimental effects on firms by shaping two distinct motivational climates: mastery climate and performance climate. These climates, in turn, serve as mechanisms linking servant leadership to two complementary dimensions of firm success: relational outcomes (firm helping behavior) and performance outcomes (financial performance). We tested these assertions using a twoâstudy design comprising an experimental study with 99 simulated firms working for a fictitious leader (Study 1) and a multisource, timeâlagged field study of 120 small firms and their leaders (Study 2). Study 1 demonstrated that servant leadership strengthens firm mastery climate and weakens firm performance climate relative to a control condition (directive leadership). Study 2 revealed that servant leadership was positively related to firm helping behavior mediated by firm mastery climate but negatively related to firm financial performance mediated by firm performance climate. This negative indirect relationship was moderated by autonomy in the firm, which weakened the positive effect of firm performance climate on firm financial performance. Our findings clarify both the benefits and pitfalls of servant leadership for firms, highlighting that its relational advantages may come at the expense of financial outcomes under certain conditions. This research contributes to a more nuanced understanding of when and how servant leadership is advantageous for organizational success.
Academy of Management Journal
Leadership
Well-being & Health
Personality
Who Avoids Punishment? How Discretion and Psychopathy Shape Leadersâ Responses to Misconduct
Abstract
Punishing misconduct is a key leader responsibility. However, when making punishment decisions, leaders may be overly lenient because of their personal concern for their subordinatesâ wellbeing. We propose this mechanism prompts leaders to reduce their punishments when they have the discretion to, but that leaders vary in their likelihood of engaging in such behavior. Integrating insights from the job impact framework and the psychopathy literature, we further propose that discretion reducesâŠ
Punishing misconduct is a key leader responsibility. However, when making punishment decisions, leaders may be overly lenient because of their personal concern for their subordinatesâ wellbeing. We propose this mechanism prompts leaders to reduce their punishments when they have the discretion to, but that leaders vary in their likelihood of engaging in such behavior. Integrating insights from the job impact framework and the psychopathy literature, we further propose that discretion reduces the severity of leadersâ punishment decisions, but this effect is attenuated for leaders who are higher in psychopathy and therefore less personally concerned about their subordinates. We tested our theory across five studies. Studies 1 (multisource field survey) and 2a and 2b (experiments) supported our prediction about the relationship between discretion and punishment and the moderating effect of psychopathy on this relationship. Study 2b further established that the effect was mediated by greater prosocial motivation in lower-psychopathy leaders. Studies 3 (critical incident study) and 4 (experiment) further showed that punishment behaviors typical of higher-psychopathy leaders are rated as more effective and moral by both subordinates and third parties, even when these raters are aware of leadersâ psychopathic traits. Our research sheds new light on how leader behaviors that appear more organizationally oriented may nevertheless be driven by darker underlying traits.
Academy of Management Journal
How Employees Who Have Made Upward Social Class Transitions Get Heard in the Workplace
Abstract
Individuals can move from lower social class origins to higher social class through education and entry into prestigious or well-paying jobs. These individuals, known as upward transitioners, have several strengths. Yet, research suggests that their strengths often go unrecognized in the workplace. We highlight a particular strength that does translate into tangible benefits for upward transitioners. Drawing on theories of social class, cross-cultural adaptation, and power, we propose thatâŠ
Individuals can move from lower social class origins to higher social class through education and entry into prestigious or well-paying jobs. These individuals, known as upward transitioners, have several strengths. Yet, research suggests that their strengths often go unrecognized in the workplace. We highlight a particular strength that does translate into tangible benefits for upward transitioners. Drawing on theories of social class, cross-cultural adaptation, and power, we propose that upward transitions foster a distinct open-minded communication style in individuals, which we term voice crafting. This style involves acknowledging the fallibility of oneâs viewpoints and staying receptive to managerial input when speaking up about work issues. It emerges from upward transitionersâ experiences navigating unfamiliar higher-class cultural contexts, which build humility and a learning orientation. We argue that voice crafting helps upward transitioners get their ideas and concerns implemented, especially when they are engaging with powerful managers who expect interactive conversations. We find support for our theory across survey, experimental, and qualitative interview studies with diverse samples. In the process, we highlight how upward transitioners, because of their inclination to voice craft, are in unique positions to exercise influence within organizations.
Academy of Management Review
Motivation
Should I? How Moral Ambiguity Shapes Entrepreneurial Action
Abstract
This paper advances a model of moral ambiguity in entrepreneurial action. Our model specifies the mechanisms surrounding moral responsibility, moral motivation, and the moral threshold through which perceived moral ambiguity shapes action. Specifically, we theorize (a) the interpretative elements that steer how the entrepreneur attributes moral responsibility and establishes moral motivation, (b) how multiple opposing interpretations can create attributional or motivational moral ambiguity, andâŠ
This paper advances a model of moral ambiguity in entrepreneurial action. Our model specifies the mechanisms surrounding moral responsibility, moral motivation, and the moral threshold through which perceived moral ambiguity shapes action. Specifically, we theorize (a) the interpretative elements that steer how the entrepreneur attributes moral responsibility and establishes moral motivation, (b) how multiple opposing interpretations can create attributional or motivational moral ambiguity, and (c) how the entrepreneur can process such ambiguity to make moral judgment. We then discuss how our model extends prior work on both ethics in entrepreneurship and moral approbation theory, and we outline research opportunities on moral ambiguity and judgment.
Journal of Business and Psychology
Moral Disengagement and the Triple Bottom Line: The Roles of Disengagement Tactics in Understanding Employee Reactions to People, Planet, and Profit Corporate Initiatives
Abstract
Moral disengagement (MD) describes a set of eight cognitive tactics that employees routinely adopt to justify wrongdoing. A common practice in the field is to assess moral disengagement as a singular construct, which is then used to predict a host of (mostly) negative work behaviors. In the present research, we revisit the factor structure of moral disengagement to evaluate whether specific tactics capture unique and meaningful variance. If so, we test whether they offer incremental insightsâŠ
Moral disengagement (MD) describes a set of eight cognitive tactics that employees routinely adopt to justify wrongdoing. A common practice in the field is to assess moral disengagement as a singular construct, which is then used to predict a host of (mostly) negative work behaviors. In the present research, we revisit the factor structure of moral disengagement to evaluate whether specific tactics capture unique and meaningful variance. If so, we test whether they offer incremental insights into understanding a critical workplace issueâemployeesâ attitudes towards and support of an organizationâs triple bottom line (TBL: People, Planet, and Profit) strategic focus. First, we accumulate reliable measures for each tactic. Next, across three studies, we find strong support for a bifactor structure with a âglobalâ MD factor and eight âspecificâ factors. In Study 2, we demonstrate that, beyond global MD, specific tactics predict employeesâ attitudes towards People, Planet, and Profit initiatives. In Study 3, we replicate and extend these findings by linking global and specific MD tactics directly and indirectly (through corresponding TBL attitudes) to employeesâ behavioral support of online petitions of corporate TBL initiatives. Specifically, controlling for political affiliation and global MD, dehumanization and distortion of consequences negatively predict employee support of corporate People (e.g., diversity, equity and inclusion (DEI) initiatives) and Planet initiatives. In contrast, euphemistic labeling positively predicts support for corporate Profit-focused initiatives. Overall, our findings illustrate that moral disengagement can be conceptualized as a global construct or eight distinct tactics, with the latter showing potential for understanding novel workplace phenomena.
Personnel Psychology
Leadership
Supervisor Meddling: How Supervisor Helping Motives Can Invite Negative Employee BehaviorsâAnd the Moderating Role of PerspectiveâTaking
Abstract
Employeesâ helping motivesâwhether to benefit themselves or others (henceforth, selfâ and otherâoriented helping motives)âengender helping among coworkers and positive relational consequences. However, there are reasons to believe that the impact of helping motives of supervisors may be more complex in supervisorâemployee relationships, where there is potential for misunderstandings due to differences in role responsibilities and limited interactions. To gain insight into this issue, weâŠ
Employeesâ helping motivesâwhether to benefit themselves or others (henceforth, selfâ and otherâoriented helping motives)âengender helping among coworkers and positive relational consequences. However, there are reasons to believe that the impact of helping motives of supervisors may be more complex in supervisorâemployee relationships, where there is potential for misunderstandings due to differences in role responsibilities and limited interactions. To gain insight into this issue, we integrate interdependence theory and research on perspectiveâtaking to develop and test theoretical predictions regarding the role of supervisor meddlingâdefined as supervisors interposing themselves obtrusively into workârelated affairs of their work unit and employees. Specifically, we theorize that supervisor helping motives may result in lower levels of employee citizenship behavior and higher levels of counterproductive behavior directed toward the supervisor because the helping motives can manifest in supervisor meddling. We further theorize that these deleterious effects of supervisor helping motives may be especially pronounced when both supervisors and employees lack perspectiveâtaking of the benefits and costs of the meddling behavior, respectively, to the other party. Results of two studies largely support our hypotheses. Implications to theory and practice are discussed.
Academy of Management Review
Actualizing Desirable Futures Beyond the Individual: A Comment on Coffman et al.âs (2025) âLeaving Necessity Entrepreneurship Behindâ
Academy of Management Review
External Enablement Is Non-Deterministic but the Occurrence of Extreme Growth Outliers Is Still Systematic: A Reply to âOutliers by Accidentâ and âOutliers in Waitingâ
Personnel Psychology
CoâIntelligence: Living and Working With AI (1st Edition). By Ethan Mollick, Portfolio / Penguin Random House, 2024. 256 pp. $17.79 (hardcover).
Academy of Management Journal
Job Attitudes
Research Methods
Whoâs Behind the Red Suit? Exploring Role Prototypicality within Calling Enactment among Professional Santas
Abstract
This study examines how role prototypicality shapes calling enactment. Taking an interpretivist grounded theory approach, we harness the professional Santa Claus context to investigate our research question. Drawing upon interviews, observation, archival documents, and survey data, we find that professional Santas provide different narrativesâsocially constructed stories that made points about themselvesâaccording to their level of role prototypicality (prototypical, semi-prototypical,âŠ
This study examines how role prototypicality shapes calling enactment. Taking an interpretivist grounded theory approach, we harness the professional Santa Claus context to investigate our research question. Drawing upon interviews, observation, archival documents, and survey data, we find that professional Santas provide different narrativesâsocially constructed stories that made points about themselvesâaccording to their level of role prototypicality (prototypical, semi-prototypical, non-prototypical) to describe the intrapersonal processes through which they enact their calling. Whereas prototypical Santas internalize the Santa role prototype, semi-prototypical Santas reconcile felt deviation from it, and non-prototypical Santas reinterpret prototypical characteristics. Prototypical Santas generally express high identification with the professional Santa role, making way for continuous calling enactment. Semi-prototypical Santas tend to demonstrate low role identification, resulting in episodic calling enactment. Non-prototypical Santas uniformly express high role identification and continuous calling enactment. Role salience influences prototypical and semi-prototypical Santasâ level of identification with the professional Santa role, and thereby their pursuit of continuous or episodic calling enactment. These insights theoretically extend the callings literature by advancing conversations on role prototypicality, temporality, and role identification within called work.
Academy of Management Journal
Teams & Groups
The Dualities of Multiple Team Membership: Implications for Team Performance and Adaptability
Abstract
Researchers recognize that multiple team membership (MTM) represents a double-edged sword for teams, but the precise mechanisms that explain the countervailing effects and contingencies that modulate these relationships remain underexplored. We argue that team-level MTM allows team members to access heterogeneous external resources through more diverse external-network ties, benefiting team performance. In contrast, we advance ideas that team-level MTM can negatively impact team adaptability byâŠ
Researchers recognize that multiple team membership (MTM) represents a double-edged sword for teams, but the precise mechanisms that explain the countervailing effects and contingencies that modulate these relationships remain underexplored. We argue that team-level MTM allows team members to access heterogeneous external resources through more diverse external-network ties, benefiting team performance. In contrast, we advance ideas that team-level MTM can negatively impact team adaptability by diminishing the heterogeneity of team membersâ external roles. To reconcile these divergent arguments, we introduce an informational perspective to suggest that teams can strengthen the benefits and mitigate the downsides of MTM when they have high levels of internal informational diversity. Using data from financial forecast reports published by 473 analyst teams in J. P. Morgan from 2011 to 2019, we find support for our integrated theoretical framework. MTM indeed appears to be beneficial for team performance through increased external network heterogeneity, but detrimental for team adaptability through reduced external role heterogeneity. Teamsâ internal informational diversity was furthermore found to accentuate these indirect benefits of MTM for team performance, while simultaneously attenuating its indirect detriments for team adaptability.
Academy of Management Journal
Siloed Sustainability: How Paradox Management Unravels in Integrative Practice Implementation
Abstract
Organizations often struggle to implement sustainability practices, even when such efforts are strategically prioritized. While paradox studies have highlighted successful cases in which tensions between economic, environmental, and social goals are constructively balanced, less attention has been paid to how the characteristics of the practices themselves complicate paradox management. Through an ethnographic study of LatinCar, the Brazilian subsidiary of a multinational carmaker, we introduceâŠ
Organizations often struggle to implement sustainability practices, even when such efforts are strategically prioritized. While paradox studies have highlighted successful cases in which tensions between economic, environmental, and social goals are constructively balanced, less attention has been paid to how the characteristics of the practices themselves complicate paradox management. Through an ethnographic study of LatinCar, the Brazilian subsidiary of a multinational carmaker, we introduce the concept of âintegrative practices,â patterns of activity marked by indivisibility, complexity, and non-codifiability, to explain why certain sustainability practices require extensive cross-functional coordination and generate persistent contradictions. In siloed organizations, these integrative practices trigger an integrationâdifferentiation paradox that becomes increasingly difficult to manage. Our process analysis reveals how efforts to work through this paradox inadvertently surface new tensionsâjurisdictional, outcome, and attributionalâthat accumulate and derail implementation. We contribute to paradox theory by illuminating the dark side of paradox management, showing how practice characteristics can undermine actorsâ ability to balance competing demands. We also advance sustainability and practice implementation literatures by theorizing the distinctive intraorganizational challenges posed by integrative practices.
Journal of Personality and Social Psychology
Research Methods
A prospective longitudinal study of the associations between childhood and adolescent interpersonal experiences and adult attachment orientations.
Abstract
Attachment theory (Bowlby, 1973, 1980, 1969/1982) suggests that early interpersonal experiences lay the foundation for the ways people think, feel, and behave in close relationships throughout life. The present study examined this fundamental assumption, analyzing longitudinal data collected from 705 participants and their families over 3 decades, from the time participants were infants until they were approximately 30 years old (Mage = 28.6, SD = 1.2; 78.7% White, non-Hispanic, 53.6% female,âŠ
Attachment theory (Bowlby, 1973, 1980, 1969/1982) suggests that early interpersonal experiences lay the foundation for the ways people think, feel, and behave in close relationships throughout life. The present study examined this fundamental assumption, analyzing longitudinal data collected from 705 participants and their families over 3 decades, from the time participants were infants until they were approximately 30 years old (Mage = 28.6, SD = 1.2; 78.7% White, non-Hispanic, 53.6% female, 46.4% male). We examined the associations between early levels and growth (or changes) in the quality of peopleâs close relationships during childhoodâincluding with their parents, friends, peers, and romantic partnersâand their attachment orientations in adulthood. The findings suggest that early experiences with caregivers play a foundational and enduring role in peopleâs attachment-related functioning: Early levels of motherâchild relationship quality predicted individual differences in general attachment anxiety and avoidance in adulthood, as well as adultsâ relationship-specific attachment orientations in each of their close relationships, including with their mothers, fathers, romantic partners, and best friends (median R2 = 3% for attachment anxiety and avoidance across relationship domains). Early levels and growth in the quality of peopleâs friendships during childhood also predicted general attachment orientations in adulthood (R2attachment anxiety = 2%; R2avoidance = 9%) and played a particularly important role in guiding the ways adults tended to think, feel, and behave in their friendships and romantic relationships (R2attachment anxiety = 4%; R2avoidance = 10%â11%). (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Organizational Behavior
Teams & Groups
Research Methods
Avoiding Moral Divergence: A SelfâVerification Perspective on Why and When Team Ethical Conflict Inhibits Individual Ethical Voice
Abstract
Although contextual factors have been shown to facilitate ethical voice, research on teamâlevel antecedents that may inhibit it has been limited. Drawing on selfâverification theory, we develop a multilevel moderationâmediation model that examines how team ethical conflict inhibits individual ethical voice. Ethical selfâverification perception is identified as a mediator and team independence climate as a moderator. Results from a time lagged study of 235 employees working in 58 teams in sevenâŠ
Although contextual factors have been shown to facilitate ethical voice, research on teamâlevel antecedents that may inhibit it has been limited. Drawing on selfâverification theory, we develop a multilevel moderationâmediation model that examines how team ethical conflict inhibits individual ethical voice. Ethical selfâverification perception is identified as a mediator and team independence climate as a moderator. Results from a time lagged study of 235 employees working in 58 teams in seven Chinese organizations show that team ethical conflict has a crossâlevel influence on individual ethical voice, mediated by ethical selfâverification perception. Moreover, team independence climate amplifies the negative effect of team ethical conflict on ethical selfâverification perception and its indirect negative effect on individual ethical voice. These findings offer theoretical and managerial implications for ethical conflict and voice research.
Journal of Management
Appearing Authentic: How Dress Formality Influences Perceived Authenticity in Investment Evaluations
Abstract
This article explores the important but understudied topic of authenticity in investment evaluations. Building on research in authenticity and signaling theory, we theorize how visual first impressions, such as clothing, can generate perceptions of ...
This article explores the important but understudied topic of authenticity in investment evaluations. Building on research in authenticity and signaling theory, we theorize how visual first impressions, such as clothing, can generate perceptions of authenticity that lead investors to overlook later quality signals, including a lack of prior experience. We found support for our theory in two field studies and a randomized experiment: investors tend to perceive entrepreneurs who are casually dressed as more authentic than those formally dressed, which is associated with higher investor evaluations. Moreover, perceptions of authenticity generated by casual clothes crowd out later signals: Casually dressed entrepreneurs are evaluated highly regardless of their entrepreneurial experience, but formally dressed entrepreneurs are penalized for perceived inexperience. We discuss the implications of our findings for authenticity research, the temporal order of signals, and early-stage investments.
Academy of Management Review
Dynamic Boundary Permeability Theory: An Episodic, Threshold-Based Model of Role Transitions
Abstract
Scholars have long recognized that employees construct boundaries around roles to conserve and effectively deploy their resources toward fulfilling the responsibilities of those roles. Despite this, these boundaries can be permeated, where one role intersects and siphons the resources associated with another. To date, however, theory has conceptualized this as a relatively static process. Challenging this implicit consensus, we propose that role boundaries are dynamically permeable; they can beâŠ
Scholars have long recognized that employees construct boundaries around roles to conserve and effectively deploy their resources toward fulfilling the responsibilities of those roles. Despite this, these boundaries can be permeated, where one role intersects and siphons the resources associated with another. To date, however, theory has conceptualized this as a relatively static process. Challenging this implicit consensus, we propose that role boundaries are dynamically permeable; they can be breached by certain stimuli at certain times. Drawing inspiration from the biological sciences, we build a staged, unfolding model of boundary permeations, integrating prevailing boundary theory with conservation of resources theory and event systems theory. Our theory proposes that boundary permeations occur when a stimulus exceeds the current roleâs permeability threshold; we further explicate personal and contextual factors that impact the strength of the intersecting role. Following a boundary permeation, we theorize that employees engage in action consistent with the permeation before entering a defensive mode to recover lost resources. In developing our theory, we not only challenge the view that boundary permeations are static but also identify the processes by which boundary permeation episodes unfold. In so doing, we focus greater attention on the temporal dynamics underlying boundary permeations.
Academy of Management Review
Co-Constructive Start-Up Illusions: An Extension of Bortâs âA Theory of the Start-Up Workforceâ
Journal of Organizational Behavior
Leadership
Diversity & Inclusion
Unpacking the Differential Effects of Compassion at Work on Leadership Emergence: The Role of Gender, Compassion Type, and Work Context
Abstract
Compassionâa focal actor's behavioral response intended to alleviate sufferer distressâoffers an antidote to the pervasive challenge of workplace distress. Previous research focused on uniformly favorable, selfârelevant inferences observers make about organizations that enable compassion. We examine differential, otherârelevant inferences observers make about compassionate focal actors, specifically their leadership emergence. Drawing on Expectancy Violation Theory and the Integrated FrameworkâŠ
Compassionâa focal actor's behavioral response intended to alleviate sufferer distressâoffers an antidote to the pervasive challenge of workplace distress. Previous research focused on uniformly favorable, selfârelevant inferences observers make about organizations that enable compassion. We examine differential, otherârelevant inferences observers make about compassionate focal actors, specifically their leadership emergence. Drawing on Expectancy Violation Theory and the Integrated Framework for Leadership Emergence, we argue that observer inferences of compassionate focal actors differ depending on who displays compassion, what type of compassion is displayed, and where it is displayed. We expect observers to make differential leadership emergence (LE) inferences of compassionate focal actors, arguing that compassion represents a positive unexpected behavior only for men, garnering observers' attention and resulting in men's LE via increased perceptions of warmth and competence. Distinguishing between two forms of compassion, we argue that communal compassion replicates this gender effect, whereas agentic compassion offsets it as a positive unexpected behavior for women. We further suggest that work context attenuates gender and compassion type effects, with uniformly positive LE inferences only in feminine work contexts. We largely support our predictions in a multiâwave field study and two experimental vignettes and discuss our contributions to compassion and LE research.
Academy of Management Review
Leadership
Diversity & Inclusion
The Causal Inference Problem: When Can Managers Use Data to Inform Decisions and How Can Organization Design Help Them?
Abstract
Most research on organizations presumes that leaders can direct their organizations toward a set of goals, but that ability requires leaders to anticipate the consequences of their actions, a problem of causal inference. To explore this problem, we develop a formal model of the organization as a system of causal relationships. Managers observe some elements of this system but not others. Hidden (unseen) elements can bias managersâ assessments of the expected consequences of their actions, butâŠ
Most research on organizations presumes that leaders can direct their organizations toward a set of goals, but that ability requires leaders to anticipate the consequences of their actions, a problem of causal inference. To explore this problem, we develop a formal model of the organization as a system of causal relationships. Managers observe some elements of this system but not others. Hidden (unseen) elements can bias managersâ assessments of the expected consequences of their actions, but they only do so under a specific set of conditions. Absent those conditions, simple and even incomplete theories can often allow for accurate assessments. Interestingly, the specificity of the problematic condition also suggests several ways in which organization design could mitigate it, either by eliminating the influence of the problematic hidden factor or by revealing it to the manager.
Academy of Management Review
Outliers by Accidents: Extending Von Briel et al.âs Theory of External Enablement Through Stochastic Processes
Academy of Management Review
The Value of Resource Redeployability in the Face of Committed Rivals
Abstract
The ability of multi-business firms to redeploy resources across businesses is a principal source of corporate advantage, as evidenced by a plethora of theoretical and empirical research. However, extant theory is silent in clarifying how resource redeployability might impact competitive behavior of rivals. Redeployability reduces irreversible commitments, which have long been recognized to deter rivalry, allow privileged access to scarce resources, and sustain a valuable strategic position.âŠ
The ability of multi-business firms to redeploy resources across businesses is a principal source of corporate advantage, as evidenced by a plethora of theoretical and empirical research. However, extant theory is silent in clarifying how resource redeployability might impact competitive behavior of rivals. Redeployability reduces irreversible commitments, which have long been recognized to deter rivalry, allow privileged access to scarce resources, and sustain a valuable strategic position. This raises a tension between the flexibility advantages and potential commitment disadvantages of redeployability. Using a dynamic computational model, we explore the competitive conditions under which redeployability can be advantageous or detrimental to long-term value. In addition to enhancing our understanding of the boundary conditions around the value of resource redeployability, this study also has implications for real option models and the broader dynamic capabilities literature.
Journal of Management
Leadership
Marching to the Beat: The Role of Complementor Alignment in the Architectural Evolution of Ecosystems
Abstract
The evolution of innovation ecosystems hinges on the effective coordination between ecosystem leaders and complementors. While ecosystem-sponsored architectural innovations create new technological opportunities for complementors, they may unintentionally ...
The evolution of innovation ecosystems hinges on the effective coordination between ecosystem leaders and complementors. While ecosystem-sponsored architectural innovations create new technological opportunities for complementors, they may unintentionally disrupt the performance of complementor products that were originally developed based on legacy architectural designs. This study provides empirical evidence of these disruptive effects and explores how complementorsâ alignment with the ecosystem leader mitigates such challenges. Focusing on Appleâs release of Core MLâa proprietary artificial intelligence moduleâin its mobile ecosystem, we employ a difference-in-differences design to investigate variations in complementor performance after adopting this ecosystem-sponsored architectural innovation. Our findings reveal that complementorsâ technological and flow alignment with the ecosystem leader is critical for minimizing performance disruptions and enhancing value creation during ecosystem evolution. This study enriches our understanding of architectural changes and complementor heterogeneity in innovation ecosystems.
Journal of Organizational Behavior
Leadership
Teams & Groups
Diversity & Inclusion
When Does Top Management Team Diversity Matter in Large Organizations?
Abstract
Top management teams (TMTs) drive strategic leadership, but there is little clarity on when the composition of these upper echelons most impacts organization performance. Drawing from the categorizationâelaboration model, we study an 18âyear sample of approximately 4500 organizations and over 32 000 executives and find a positive relationship between TMT functional diversity and organization performance, but only for the smaller organizations. We tested how organization size (and correlates ofâŠ
Top management teams (TMTs) drive strategic leadership, but there is little clarity on when the composition of these upper echelons most impacts organization performance. Drawing from the categorizationâelaboration model, we study an 18âyear sample of approximately 4500 organizations and over 32 000 executives and find a positive relationship between TMT functional diversity and organization performance, but only for the smaller organizations. We tested how organization size (and correlates of age/complexity) negatively interacts with functional diversity. Testing for TMT integration proxies, top management tenure counteracted the negative impact of size, making functional diversity beneficial in large organizations as well. Additionally, CEO tenure modestly strengthens the impact of TMT functional diversity, while, surprisingly, CEO generalism may serve as a substitute for it. Our largeâsample study provides novel methodological guidance for performing substantial constructive replication, with competitive tests for both diversity and performance measures suggesting the best measures and time leads in testing the functional diversityâfinancial performance relationship. Our findings support the importance of tailoring TMT management strategies to contingencies for the organizational context and informing CEO leadership strategies to characteristics across the CEOâTMT interface. Most importantly, these implications are pressing in the face of rapidly growing organizations in the world economy.
Academy of Management Journal
Training & Development
Deeply Rooted and Versatile? Knowledge Scouts and External Knowledge Integration in Multidivisional Firms
Abstract
Using knowledge created by startups can help firms boost innovation. Accordingly, many firms set up dedicated units tasked with facilitating the use of external knowledge in the development of new products across the organization. Research underscores the critical role of knowledge scouts within these units, as they span boundaries between external sources of knowledge and internal audiences. While deep roots in one division, developed through experience integrating external knowledge there,âŠ
Using knowledge created by startups can help firms boost innovation. Accordingly, many firms set up dedicated units tasked with facilitating the use of external knowledge in the development of new products across the organization. Research underscores the critical role of knowledge scouts within these units, as they span boundaries between external sources of knowledge and internal audiences. While deep roots in one division, developed through experience integrating external knowledge there, enhance a scoutâs ability to support that division, it remains unclear whether scouts are sufficiently versatile to also leverage experience gained with other divisions. Given heterogeneity across divisions, a tension arises between the internal versatility expected of scouts and the complexity of achieving it. We argue that cognitive and relational challenges hinder a scoutâs ability to build on experience gained with other divisions, adversely affecting new product launch. Further, we argue that cognitive challenges diminish when the external knowledge being integrated is similar to that previously encountered by the focal division. Relational challenges, conversely, intensify when experience was gained supporting divisions that have product-market overlapâand thereby competeâwith the focal division. Extensive analyses using unique, fine-grained, proprietary data from a large multidivisional firm, alongside qualitative insights, support our arguments.
Organizational Research Methods
Research Methods
Understanding Relative Differences with Magnitude-Based Hypotheses: A Methodological Conceptualization and Data Illustration
Abstract
Our paper provides a conceptualization of magnitude-based hypotheses (MBHs). We define an MBH as a specific type of hypothesis that tests for relative differences in the independent impact (i.e., effect size difference) of at least two explanatory ...
Our paper provides a conceptualization of magnitude-based hypotheses (MBHs). We define an MBH as a specific type of hypothesis that tests for relative differences in the independent impact (i.e., effect size difference) of at least two explanatory variables on a given outcome. We reviewed 1,715 articles across eight leading management journals and found that nearly 10% (165) of articles feature an MBH, employing 41 distinct methodological approaches to test them. However, approximately 40% of these papers show missteps in the post-estimation process required to evaluate MBHs. To address this issue, we offer a conceptual framework, an empirical illustration using Bayesian analysis and frequentist statistics, and a decision-tree guideline that outlines key steps for evaluating MBHs. Overall, we contribute a framework for applying MBHs, demonstrating how they can shift theoretical inquiry from binary questions of whether an effect exists, to more comparative questions about how much a construct matters,compared to what, and under which conditions.
Journal of Applied Psychology
Selection & Assessment
Diversity & Inclusion
Organizational Culture
Exposure to successful women and racial minorities who defy stereotypes about their groups leads to inflated perceptions of diversity in organizations.
Abstract
The presence of historically underrepresented minority employees who defy negative stereotypes can have widespread organizational benefits. For example, hiring highly successful women and racial minority employees can reduce stereotypes about their groups, set a precedent for more inclusive norms, and create role models for members of stereotyped groups. Yet, defying stereotypes also makes these employees particularly salient, as their success in organizations conflicts with stereotypedâŠ
The presence of historically underrepresented minority employees who defy negative stereotypes can have widespread organizational benefits. For example, hiring highly successful women and racial minority employees can reduce stereotypes about their groups, set a precedent for more inclusive norms, and create role models for members of stereotyped groups. Yet, defying stereotypes also makes these employees particularly salient, as their success in organizations conflicts with stereotyped expectations regarding their career outcomes. By integrating insights from the stereotype content model and the process of attribute substitution from dual process theory, we argue that the salience of highly successful women and racial minority employees can ironically have negative secondary consequences for the groups from which they hail. Specifically, we propose that exposure to successful women and racial minorities can lead to inflated perceptions of gender and racial diversity, as the salience of such stereotype defiers is used to evaluate their groupsâ prevalence. We further suggest that such inflated diversity perceptions can significantly hinder organizational efforts to advance the interests of the historically underrepresented minority groups in question. We test our predictions across four complementary studies: three experiments (including stimuli generated with real data for gender diversity in organizations in the United States) and a study that combines real gender diversity and gender pay gap data from organizations in the United Kingdom with experimental data on diversity perceptions. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Applied Psychology
Selection & Assessment
Performance Management
Diversity & Inclusion
Careers
Reducing adverse impact by hiring on vocational interests: A pareto-optimal approach.
Abstract
In the study of personnel selection to enhance organizational diversity, Pareto-optimal predictor weights are designed to simultaneously optimize the diversity and job performance of new hires. One aspiration for this approach is to access stronger combinations of diversity and performance outcomes by shifting the diversityâvalidity trade-off curve outward. The current work examines the role of a particular set of predictorsâvocational interestsâfor their capacity to shift the Pareto trade-offâŠ
In the study of personnel selection to enhance organizational diversity, Pareto-optimal predictor weights are designed to simultaneously optimize the diversity and job performance of new hires. One aspiration for this approach is to access stronger combinations of diversity and performance outcomes by shifting the diversityâvalidity trade-off curve outward. The current work examines the role of a particular set of predictorsâvocational interestsâfor their capacity to shift the Pareto trade-off curve outward, creating superior diversityâvalidity outcome pairings. Empirical results based on meta-analytic estimates suggest that novel diversity benefits (at no loss in terms of validity) can be observed in two sets of scenarios: (a) when selecting on high levels of social or conventional vocational interests (i.e., when individuals enjoy social or conventional tasks) specifically when such interests are relevant to the job, and (b) when selecting on high levels of realistic, investigative, or artistic disinterests (i.e., when individuals find realistic, investigative, or artistic tasks aversive) specifically when such disinterests are relevant to the job. Implications for improving diversity through hiring on vocational interests and vocational disinterests, while simultaneously optimizing on job performance, are discussed. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Applied Psychology
Teams & Groups
Theory & Philosophy of Science
The u-shaped relationship between locus of control and prohibitive voice via perceived risk of prohibitive voice: The moderating role of team voice climate.
Abstract
Locus of control (LOC) has been recognized as a key individual disposition shaping employee behavior; however, its relationship with risk-taking behaviors such as prohibitive voice remains inconclusive. This research extends the literature by theorizing and testing a U-shaped relationship between LOC and prohibitive voice. Drawing upon the demandsâabilities fit framework, we propose that employees with either strongly internal or strongly external LOC perceive lower risk associated withâŠ
Locus of control (LOC) has been recognized as a key individual disposition shaping employee behavior; however, its relationship with risk-taking behaviors such as prohibitive voice remains inconclusive. This research extends the literature by theorizing and testing a U-shaped relationship between LOC and prohibitive voice. Drawing upon the demandsâabilities fit framework, we propose that employees with either strongly internal or strongly external LOC perceive lower risk associated with speaking up than those with moderate LOC, resulting in greater engagement in prohibitive voice. Moreover, this mediated U-shaped relationship is more pronounced when team voice climate is low rather than high. Findings from two field studies with a multisource, multiwave design support the proposed moderated mediation model. Overall, this research refines our understanding of why and when employees speak up about problems at work and suggests ways managers can better foster such behavior in situations that feel risky. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Academy of Management Review
Work Design
A Theory of Strategic Boundary Control for Remote Work
Abstract
The popularity of remote work underscores its importance as a key strategic priority for organizations. This calls for new theory on how organizations effectively control workânonwork boundaries while balancing employeesâ demands for flexibility. We draw upon boundary control theory and the strategic human resource management (SHRM) perspective to posit that organizations will seek to influence where work occurs, when work occurs, and remote employeesâ attention, based on strategic choicesâŠ
The popularity of remote work underscores its importance as a key strategic priority for organizations. This calls for new theory on how organizations effectively control workânonwork boundaries while balancing employeesâ demands for flexibility. We draw upon boundary control theory and the strategic human resource management (SHRM) perspective to posit that organizations will seek to influence where work occurs, when work occurs, and remote employeesâ attention, based on strategic choices associated with (a) the organizationâs view of its human capital and (b) the degree of work interdependence. We theorize how each strategic choice influences the configuration of HRM systems for remote work, encompassing remote work policies (allowing organizations varying degrees of control over where and when work occurs) and technology processes (allowing organizations varying degrees of control over remote employeesâ attention). Further, we theorize how different combinations of remote work policies and technology processes enhance organizational performance, including how organizations resolve emergent tensions when considering the two strategic choices together. Taken together, we offer a framework for understanding how contemporary organizations strategically design HRM systems to establish where, when, and how work occurs.
Organizational Research Methods
Work Design
Research Methods
Generative Artificial Intelligence in Qualitative Data Analysis: AnalyzingâOr Just Chatting?
Abstract
Researchers, engineers, and entrepreneurs are enthusiastically exploring and promoting ways to apply generative artificial intelligence (GenAI) tools to qualitative data analysis. From promises of automated coding and thematic analysis to functioning as a ...
Researchers, engineers, and entrepreneurs are enthusiastically exploring and promoting ways to apply generative artificial intelligence (GenAI) tools to qualitative data analysis. From promises of automated coding and thematic analysis to functioning as a virtual research assistant that supports researchers in diverse interpretive and analytical tasks, the potential applications of GenAI in qualitative research appear vast. In this paper, we take a step back and ask what sort of technological artifact is GenAI and evaluate whether it is appropriate for qualitative data analysis. We provide an accessible, technologically informed analysis of GenAI, specifically large language models (LLMs), and put to the test the claimed transformative potential of using GenAI in qualitative data analysis. Our evaluation illustrates significant shortcomings that, if the technology is adopted uncritically by management researchers, will introduce unacceptable epistemic risks. We explore these epistemic risks and emphasize that the essence of qualitative data analysis lies in the interpretation of meaning, an inherently human capability.
Journal of Applied Psychology
Selection & Assessment
What do assessment center ratings reflect? Consistency and heterogeneity in variance composition across multiple samples.
Abstract
The question of what assessment centersâ measure has remained a controversial topic in research for decades, with a recent increase in studies that (a) use generalizability theory and (b) acknowledge the effects of aggregating postexercise dimension ratings into higher level assessment center scores. Building on these developments, we used Bayesian generalizability theory and random-effects meta-analyses to examine the variance explained by assessment center components such as assessees,âŠ
The question of what assessment centersâ measure has remained a controversial topic in research for decades, with a recent increase in studies that (a) use generalizability theory and (b) acknowledge the effects of aggregating postexercise dimension ratings into higher level assessment center scores. Building on these developments, we used Bayesian generalizability theory and random-effects meta-analyses to examine the variance explained by assessment center components such as assessees, exercises, dimensions, assessors, their interactions, and the interrater reliability of AC ratings in 19 different assessment center samples from various organizations (N = 4,963 assessees with 272,528 observations). This provides the first meta-analytic estimates of these effects, as well as insight into the extent to which findings from previous studies generalize to assessment center samples that differ in measurement design, industry, and purpose, and how heterogeneous these effects are across samples. Results were consistent with previous trends in the ranking of variance explained by key AC components (with assessee main effects and assesseeâexercise effects being the largest variance components) and additionally emphasized the relevance of assesseeâexerciseâdimension effects. In addition, meta-analytic results suggested substantial heterogeneity in all reliable variance components (i.e., assessee main effect, assesseeâexercise effect, assesseeâdimension effect, and assesseeâexerciseâdimension effect) and in interrater reliability across assessment center samples. Aggregating AC ratings into higher level scores (i.e., overall AC scores, exercise-level scores, and dimension-level scores) reduced heterogeneity only slightly. Implications of the findings for a multifaceted assessment center functioning are discussed. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Applied Psychology
Ignorance may be bliss: How the ability to perceive emotions influences attitudes and behavior.
Abstract
The ability to perceive emotion is traditionally associated with desirable work outcomes. In the present study, we challenge this assumption by examining whether all emotion perception abilities are created equal. Although the ability to perceive positive emotion may be a âblessingâ because it allows one to see positive emotions in oneâs environment, the empathic accuracy model suggests that the ability to perceive negative emotion may be a âcurseâ because it allows one to see negative emotionsâŠ
The ability to perceive emotion is traditionally associated with desirable work outcomes. In the present study, we challenge this assumption by examining whether all emotion perception abilities are created equal. Although the ability to perceive positive emotion may be a âblessingâ because it allows one to see positive emotions in oneâs environment, the empathic accuracy model suggests that the ability to perceive negative emotion may be a âcurseâ because it allows one to see negative emotions in oneâs environment and, as such, may adversely affect oneâs attitudes and behaviors at work. Across an experimental design (Study 1), a sample of employed coworker dyads (Study 2), and an experience sampling study (Study 3), we found no support for âthe blessingâ of the ability to perceive positive emotion, but we did find evidence of the curse of the ability to perceive negative emotion and its harmful effects on how one perceives their coworkers, how one perceives their job, and the extent to which one withdraws from their job. Our findings suggest that emotional contagion is a potential mechanism through which the ability to perceive negative emotion is detrimental to attitudes and behaviors; the more one observes and subsequently feels negative emotions at work, the greater the personal consequences for this ability. To mitigate the adverse effects of this ability, we test and find support for an intervention that instructs employees to focus on positive emotions in their work environment. Implications for future theory and research on emotion perception ability are discussed. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Academy of Management Journal
Leadership
Not So Fast? Rapid Response to Voice Leads to Perceived Inauthenticity
Abstract
Employees voice their concerns in the hope that leaders will change their behavior. But how do employees evaluate these changes? In the present research, we highlight the rate of behavior change as a key factor in determining leader evaluations: Leaders are seen as less authentic when they change rapidly in response to employee voice because people believe that true change takes time. We investigate this claim with three studies that adopt a mixed-method approach (n= 3,056). In Study 1, PhDâŠ
Employees voice their concerns in the hope that leaders will change their behavior. But how do employees evaluate these changes? In the present research, we highlight the rate of behavior change as a key factor in determining leader evaluations: Leaders are seen as less authentic when they change rapidly in response to employee voice because people believe that true change takes time. We investigate this claim with three studies that adopt a mixed-method approach (n= 3,056). In Study 1, PhD students describe rapid improvement in their advisorâs behavior as less authentic than gradual improvementâeven when these changes are desired. In Study 2, we employ a stimulus sampling design to test the robustness of this effect. Followers see rapid improvement as less authentic than gradual improvement across a wide array of leader behaviors. In Study 3, we highlight change difficulty as a moderator and subsequent voice as a downstream consequence: When change is hard, rapid improvement elicits a greater authenticity penalty, which undermines followersâ willingness to voice their concerns in the future.
Journal of Organizational Behavior
Leadership
Performance Management
Individualized Deals for Overqualified Employees: An Investigation of Supervisor Perceptions of Employee Overqualification
Abstract
In this study, we extend overqualification research by examining the indirect relationship between supervisor perceptions of employee overqualification and performance outcomes via task iâdeals. We predict that employees are more likely to be granted task iâdeals to the degree to which they are perceived as overqualified by their supervisors, which in turn indirectly and positively affects their task performance and citizenship behaviors. Further, we expect the relationship betweenâŠ
In this study, we extend overqualification research by examining the indirect relationship between supervisor perceptions of employee overqualification and performance outcomes via task iâdeals. We predict that employees are more likely to be granted task iâdeals to the degree to which they are perceived as overqualified by their supervisors, which in turn indirectly and positively affects their task performance and citizenship behaviors. Further, we expect the relationship between supervisorârated overqualification and task iâdeals to be stronger when supervisor perceived peer overqualification and workgroup team orientation are lower. Analyses of multiâwave multiâsource data from 682 employees nested in 115 workgroups in a consumer retail company in Iran provided support for our model. A second vignetteâbased experimental study of 183 participants offered additional support for the directionality of relations. Theoretical and practical implications and avenues for future research are discussed.
Journal of Personality and Social Psychology
Training & Development
Well-being & Health
Personality
Research Methods
Changes in psychological well-being across the transition to motherhood: Combining longitudinal and experience sampling methods.
Abstract
Becoming a parent is a major life event associated with changes in psychological well-being. Existing research has often focused on the long-term development of trait well-being, leaving several gaps unaddressed. The current preregistered study employed three waves of intensive longitudinal data, including 7-day experience sampling data per wave, to investigate psychological well-being trajectories across the transition to motherhood. This approach provides novel, detailed insights into theâŠ
Becoming a parent is a major life event associated with changes in psychological well-being. Existing research has often focused on the long-term development of trait well-being, leaving several gaps unaddressed. The current preregistered study employed three waves of intensive longitudinal data, including 7-day experience sampling data per wave, to investigate psychological well-being trajectories across the transition to motherhood. This approach provides novel, detailed insights into the timing of well-being changes (beyond traditional annual assessments), explores developments in different change indicators (mean-level, intraindividual variability, and individual differences), and various well-being components (affective, cognitive, and meaning in life) during this critical life transition. Following 161 first-time Dutch mothers from 20 weeks of pregnancy to 6 months postpartum, we observed increases in positive affect and meaning in life, along with decreases in life and relationship satisfaction that occurred between pregnancy and 2â3 months postpartum, with no significant changes afterward. In contrast, no significant changes in intraindividual variability in well-being (i.e., well-being fluctuations from moment to moment and day to day) were observed throughout the transition. There were both similarities and differences between the trajectories of trait and mean-state measures of different well-being outcomes, and additional exploratory analyses highlighted how various daily predictors (e.g., sleep quality, infant crying) became more (or less) important for mothersâ well-being as they moved across the transition. The present study contributed to a better understanding of how the changes in a broad range of well-being components and other parameters unfold across the transition to motherhood. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Organizational Behavior
The Curious Case of CrossâLevel Effects: Refining Our Understanding to Match Our Methods
Abstract
The surge in organizational scholarship exploring crossâlevel relationships in recent years has not been matched by a thorough understanding of the nature and implications of these effects. This misalignment can lead to levels of analysis fallacies, resulting in incomplete and unintentionally misleading interpretations that potentially hinder the theoretical advancement of organizational research. This paper clarifies the distinct characteristics of crossâlevel effects and discusses theirâŠ
The surge in organizational scholarship exploring crossâlevel relationships in recent years has not been matched by a thorough understanding of the nature and implications of these effects. This misalignment can lead to levels of analysis fallacies, resulting in incomplete and unintentionally misleading interpretations that potentially hinder the theoretical advancement of organizational research. This paper clarifies the distinct characteristics of crossâlevel effects and discusses their ramifications within the field of organizational behavior. Following this conceptual explanation, we present an integrative review of 313 crossâlevel articles published between January 2011 and December 2023 in 10 prominent management journals. Our review revealed many opportunities for improvement: 62% of papers with crossâlevel direct effects, 67% with crossâlevel indirect effects, and 80% with crossâlevel interactions exhibited theoretical flaws or omissions, often misapplying crossâlevel theory or misinterpreting findings. We propose specific recommendations to refine the argumentation and interpretation of crossâlevel effects in future research. This comprehensive review and guidance for researchers aims to address the current challenges and chart a course for more rigorous and theoretically grounded research in crossâlevel organizational studies.
Journal of Organizational Behavior
Diversity & Inclusion
Research Methods
Linking AgeâDiversity Practices and Company Ratings Over Time: Evidence From Employer Reviews and a Longitudinal Experiment
Abstract
As global populations age, organizations face increasing pressure to support an ageâdiverse workforce. Although ageâdiversity practices have been shown to yield individual benefits, their temporal impact on broader evaluations of the organization such as employees' company ratings remains underexplored. This study investigates how employee perceptions of ageâdiversity practices positively influence company ratings and whether these effects diminish over time as such practices become the ânewâŠ
As global populations age, organizations face increasing pressure to support an ageâdiverse workforce. Although ageâdiversity practices have been shown to yield individual benefits, their temporal impact on broader evaluations of the organization such as employees' company ratings remains underexplored. This study investigates how employee perceptions of ageâdiversity practices positively influence company ratings and whether these effects diminish over time as such practices become the ânew norm.â Drawing on social exchange and adaptationâlevel theories, we conducted two studies. In Study 1, we analyzed 1245 employer reviews from 30 companies over 14 years, applying natural language processing and multilevel modeling. In Study 2, we experimentally replicated and extended the findings of Study 1 by manipulating ageâdiversity practices and capturing withinâperson changes in perceptions of organizational support and company ratings over time. Results indicate that while ageâdiversity practices enhance company ratings, these effects fade as employees adapt, and thus, practices elicit weaker reciprocal responses from employees. Theoretically, our findings underscore the importance of considering the timeârelated effects of diversity practices, highlighting the timeâsensitive nature of employee reciprocity. Methodologically, we propose a novel multilevel framework, integrating publicly available qualitative and experimental data to assess the temporal impact of organizational adaptation to demographic shifts.
Academy of Management Review
Outliers in Waiting: An Extension of von Briel, Davidsson, and Reckerâs âTheory of External Enablementâ
Journal of Organizational Behavior
Training & Development
Leadership
Performance Management
Enhancing Subordinate Job Performance Through Coaching Behaviors: A Lay Epistemic Approach
Abstract
This paper explores the downstream effects of coaching behaviors, conceptualized as a behavioral intervention that helps subordinates learn in an organization. We propose that supervisors serve as âfacilitators of learningâ and knowledge transfer agents in an organization by coaching their subordinates. Drawing on the lay epistemic approach, we examine the effects of guidance versus facilitation coaching behaviors on psychological and jobârelated outcomes. Supervisors who display guidanceâŠ
This paper explores the downstream effects of coaching behaviors, conceptualized as a behavioral intervention that helps subordinates learn in an organization. We propose that supervisors serve as âfacilitators of learningâ and knowledge transfer agents in an organization by coaching their subordinates. Drawing on the lay epistemic approach, we examine the effects of guidance versus facilitation coaching behaviors on psychological and jobârelated outcomes. Supervisors who display guidance facilitation coaching behaviors tend to provide their subordinates with direct feedback and knowledge, whereas those who display facilitation coaching behaviors provide inspiration and exploration opportunities. The guidance style is particularly effective for subordinates with a high need for closure, an epistemic motivation that drives individuals to conduct quick searches for answers and solutions in psychologically uncertain situations, whereas a facilitation style is more effective for subordinates with a low need for closure who engage in more elaborate and prolonged searches for information. We investigate subordinates' selfâefficacy, trust in their supervisor, and job performance as outcomes of the interaction effect of coaching behaviors and subordinates' need for closure. Field data collected from supervisors and their subordinates using a twoâwave, multisource design indicate that when supervisors engaged in facilitation coaching, subordinates with a low need for closure reported higher jobâbased selfâefficacy, leading to improved supervisorârated job performance. Conversely, guidanceâoriented supervisors gained the trust of their subordinates, which in turn positively influenced the subordinates' job performance. The implications of the epistemic properties of coaching behaviors and learning approaches through interaction with supervisors are discussed.
Academy of Management Journal
Diversity & Inclusion
When Dirty Work Inspires: The Joint Effect of Work Dirtiness and Perceived Stigma on Pro-Organizational Behavior
Abstract
Research reveals that many employees derive esteem and pride from their work despite indignities attributed to their occupations. Whereas studies have identified what these âdirty workersâ think and do to maintain a positive work identity, it remains unclear why they do so whereas others tend to disengage from work. We draw from self-categorization theory to develop a model that conceptualizes how the salience of oneâs social identity is determined jointly by engaging in dirty tasks (i.e., workâŠ
Research reveals that many employees derive esteem and pride from their work despite indignities attributed to their occupations. Whereas studies have identified what these âdirty workersâ think and do to maintain a positive work identity, it remains unclear why they do so whereas others tend to disengage from work. We draw from self-categorization theory to develop a model that conceptualizes how the salience of oneâs social identity is determined jointly by engaging in dirty tasks (i.e., work dirtiness) and perceived occupational stigma. When perceiving that others in society stigmatize oneâs occupation, high work dirtiness creates a match between oneâs behavior and societal expectations linked to oneâs job. Based on this mechanism of normative fit, work-related social identity is salient, encouraging pro-organizational behavior. Conversely, we argue that when stigma is perceived as low, individuals experiencing high dirtiness at work become more concerned about their personal identity, reducing engagement with their organization. Results from four studies using survey and experimental designs largely support our hypotheses. This research reconciles seemingly contradictory results concerning employee responses toward dirty work and provides a theoretical explanation for why people with dirty jobs engage positively with their work and organizations.
Academy of Management Journal
Woulda, Shoulda, Coulda? The Impact of Predictive, Prescriptive, and Prospective Expectations on Stakeholder Reactions
Abstract
When and why might stakeholders react to firm activities in ways that might be different than, or even contradictory to, what we might expect based on the extant research? We draw on expectancy violation theory (EVT) and bring in the notion of heuristics and future-oriented expectations to examine this question, using a sample of investor reactions to earnings surprises from 2013 to 2019. We find that, in addition to comparing earnings to consensus earnings estimates, investors appear toâŠ
When and why might stakeholders react to firm activities in ways that might be different than, or even contradictory to, what we might expect based on the extant research? We draw on expectancy violation theory (EVT) and bring in the notion of heuristics and future-oriented expectations to examine this question, using a sample of investor reactions to earnings surprises from 2013 to 2019. We find that, in addition to comparing earnings to consensus earnings estimates, investors appear to compare the earnings surprises to the firmâs past performance and to its peers. Importantly, their expectations regarding future interactions with the firm appear to shape their decisions and generate anticipatory reactions despite a lack of full certainty about the futureâa point notably absent from the EVT literature so far, which has tended to be reactive. Numerous robustness checks and post hoc analyses indicate that this behavior is driven not necessarily by unsophisticated investors, as initially predicted, but seemingly by institutional investors who rely on these multiple expectations, even though that may not be entirely rational. Our theorizing and findings make several contributions to the EVT literature, and offer practical insights for managers and investors.
Journal of Applied Psychology
Leadership
From cues to categorizations: An integrative framework for leader (re-)categorization over time.
Abstract
Who is perceived as a leader? Traditional theories of leader categorization have primarily emphasized observable behaviors as the key basis for making this judgment. However, a growing body of research shows that perceivers rely on a broader set of cuesâbeyond behavior aloneâthat differentially shape leadership attributions. To integrate these perspectives, we present a comprehensive review of how multipleâand sometimes competingâcues are perceived, interpreted, and activated as traits in theâŠ
Who is perceived as a leader? Traditional theories of leader categorization have primarily emphasized observable behaviors as the key basis for making this judgment. However, a growing body of research shows that perceivers rely on a broader set of cuesâbeyond behavior aloneâthat differentially shape leadership attributions. To integrate these perspectives, we present a comprehensive review of how multipleâand sometimes competingâcues are perceived, interpreted, and activated as traits in the leader categorization process. To explain when and why certain cues are attended to while others are overlooked, we draw on a previously overlooked body of research on cue properties, illustrating how characteristics such as cue availability, discriminability, salience, and accessibility influence leadership perceptions. We further demonstrate how cue properties can shift over time by distinguishing cues in terms of their dynamism, with important implications for leader re-categorization. We conclude by offering directions for future research, practical recommendations for individuals seeking to be perceived as leaders, and suggestions for improving leader selection. Our review suggests that recognizing differences among cues and unpacking the process of cue integration is critical for the advancement of leader categorization research. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Organizational Behavior
Work Design
Personality
Gain or Pain: The DoubleâEdged Sword Effect of Artificial Intelligence Adoption on Employee Service Performance
Abstract
Artificial intelligence (AI) has become increasingly pervasive and plays a crucial role in the service industry. However, its impact on employee service performance remains ambiguous. Drawing on affective events theory, this research investigates the curvilinear effect of AI adoption on service performance, with vigor and anxiety acting as mediators. We further explore how this indirect curvilinear effect is contingent on two key factors: proactive personality and organizational AI support.âŠ
Artificial intelligence (AI) has become increasingly pervasive and plays a crucial role in the service industry. However, its impact on employee service performance remains ambiguous. Drawing on affective events theory, this research investigates the curvilinear effect of AI adoption on service performance, with vigor and anxiety acting as mediators. We further explore how this indirect curvilinear effect is contingent on two key factors: proactive personality and organizational AI support. Through a scenarioâbased experiment and a multiâwave, multiâsource survey, the findings reveal that AI adoption has an inverted Uâshaped relationship with service performance via vigor and anxiety. Additionally, when proactive personality and organizational AI support are low, the indirect curvilinear effect of AI adoption on service performance via vigor is stronger. Conversely, when proactive personality and organizational AI support are high, the indirect curvilinear effect via anxiety becomes more pronounced. This research enhances our understanding of the complex impact of AI adoption on service performance and provides guidance for organizations to optimize AI adoption in the digital age.
Journal of Organizational Behavior
Leadership
Job Attitudes
Prosocial, ProâSelf, or Combined? Three Types of Employee Voice and Supervisor Responses
Abstract
Previous research has demonstrated inconsistent findings regarding supervisors' reactions to employees' voice behavior. To address this issue, the current research adopts a broader view of voice and differentiates specific voice foci. This approach complements the understanding of voice types that are theoretically ignored yet prevalent in practice (proâself voice and combined voice). Based on the social dimensions model, the current research investigates the underlying mechanism of perceivedâŠ
Previous research has demonstrated inconsistent findings regarding supervisors' reactions to employees' voice behavior. To address this issue, the current research adopts a broader view of voice and differentiates specific voice foci. This approach complements the understanding of voice types that are theoretically ignored yet prevalent in practice (proâself voice and combined voice). Based on the social dimensions model, the current research investigates the underlying mechanism of perceived warmth, competence, and authenticity in the âsubordinate voiceâsupervisor responseâ linkage. We conducted an interviewâbased qualitative study (Study 1, N = 23), a vignetteâbased experiment (Study 2A, N = 213), a recallâbased experiment (Study 2B, N = 214), and a timeâlagged field study (Study 3, N = 304). The results indicated that supervisors perceive more warmth and competence for subordinates engaging in prosocial voice and combined voice than proâself voice, and more authenticity for combined voice than prosocial voice and proâself voice, thus increasing voice endorsement and performance evaluation. The implications for theory and practice are discussed.
Journal of Organizational Behavior
Motivation
Fueling Employees' Initiative: A MetaâAnalysis of the Motivational Antecedents of Proactive Work Behavior
Abstract
Proactive work behavior is critical for sustaining organizational competitiveness and ensuring longâterm success. As such, it is essential to identify its antecedents in order to develop effective strategies to foster proactive work behavior. Grounded in Parker et al.'s Proactive Motivation Process Framework, this paper proposes and validates a model for the motivational state antecedents of proactive work behavior by conducting a metaâanalysis. Examining 298 articles comprising 308 independentâŠ
Proactive work behavior is critical for sustaining organizational competitiveness and ensuring longâterm success. As such, it is essential to identify its antecedents in order to develop effective strategies to foster proactive work behavior. Grounded in Parker et al.'s Proactive Motivation Process Framework, this paper proposes and validates a model for the motivational state antecedents of proactive work behavior by conducting a metaâanalysis. Examining 298 articles comprising 308 independent studies (N = 107 084), this study fully supports the expected relationships between three categories of antecedentsââcan do,â âreason to,â and âenergized toââand proactive work behavior. Additionally, we identify power distance and uncertainty avoidance as key moderators influencing the relationship between motivational states and proactive work behavior. Our study further explores which motivational states most effectively promote overall proactive work behavior and its specific forms (taking charge, voice, and individual innovation) and distinguishes their effects on proactive behavior versus job performance. Finally, we discuss the theoretical and practical implications, offering new research directions and guidance for managers to formulate effective strategies for encouraging proactive work behavior.
Journal of Applied Psychology
How newcomers and incumbents adapt their daily performance to others in jobs where social interaction is unnecessary.
Abstract
In traditional work group settings, individual employees are known to adapt their behavior to that of peers. It is less clear how individuals adapt their behavior in work settings where tasks are independent and the role of social interaction is minimized. This study examines day-to-day performance adaptation among incumbents and newcomers in an automated Fortune 500 e-commerce warehouse where employees work in shifts yet are paid based solely on individual performance. We contribute toâŠ
In traditional work group settings, individual employees are known to adapt their behavior to that of peers. It is less clear how individuals adapt their behavior in work settings where tasks are independent and the role of social interaction is minimized. This study examines day-to-day performance adaptation among incumbents and newcomers in an automated Fortune 500 e-commerce warehouse where employees work in shifts yet are paid based solely on individual performance. We contribute to performance adaptation literature by exploring whether employees adjust their daily performance based on real-time information from salient others in close physical proximity. Additionally, we extend newcomer socialization research by examining differences in how incumbents and newcomers utilize performance cues from others. We find that incumbent daily performance is more strongly related to that of salient others than is newcomer daily performance. Our findings offer practical insights into an understudied but rapidly growing segment of the workforce. The findings also highlight that social influence continues to play a key role in job performance even in jobs specifically designed to minimize the role of social factors. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Management
Connected to a Sinking Ship? Firm Performance in a Besieged Autocracy
Abstract
Doing business in an autocracy that still permits the existence of markets is fundamentally different than operating under a democracy. This variety of state capitalism, termed authoritarian capitalism, requires specific form of political connections to ...
Doing business in an autocracy that still permits the existence of markets is fundamentally different than operating under a democracy. This variety of state capitalism, termed authoritarian capitalism, requires specific form of political connections to the regime in order to survive and, in some cases, to thrive. However, authoritarian governance has another defining featureânamely paroxysms of political violence of different modalities, a phenomenon that can harm business but may benefit those who are connected to the regime. This paper examines life under a particular authoritarian capitalist state, 19th-century tsarist Russia, via an examination of one politically connected firm, the full-service steamship firm Kavkaz i Merkurii (Caucasus and Mercury). Using never-before-utilized company archival material to examine the firmâs relationship with the tsar, I find that management directly pursued intense business linkages with the government, even appointing tsarist officials and members of the royal family to leadership positions. This behavior increased even as political violence skyrocketed throughout Russia. A formal empirical analysis shows that this strategy was mostly beneficial for the firm, as some forms of political violence were received positively by shareholders as a source of new business. However, military action that drew heavily on the firmâwhere the government was underpaying relative to market ratesâwas perceived negatively by investors, and violence, which could have threatened the regime, manifested in higher long-term volatility. This paper shows both the benefits and costs associated with political connections under authoritarian capitalism.
Journal of Organizational Behavior
Leadership
Well-being & Health
Understanding Why and When Supervisor BottomâLine Mentality Inhibits Workplace Safety
Abstract
Ensuring workplace safety behaviors along with remaining profitable are two essential considerations for leaders in today's competitive world. However, the literature is yet to understand whether leaders focusing solely on achieving financial bottomâline (i.e., those who adopt a bottomâline mentality (BLM); supervisor BLM) are effective in enhancing employee workplace safety behaviors. Accordingly, in the present research, we draw from social information processing theory to examine the linkâŠ
Ensuring workplace safety behaviors along with remaining profitable are two essential considerations for leaders in today's competitive world. However, the literature is yet to understand whether leaders focusing solely on achieving financial bottomâline (i.e., those who adopt a bottomâline mentality (BLM); supervisor BLM) are effective in enhancing employee workplace safety behaviors. Accordingly, in the present research, we draw from social information processing theory to examine the link between supervisor BLM and workplace safety behaviors. We theorize that supervisor BLM is negatively related to employees' perceptions of supervisor support for safety and furthermore negatively related to employee workplace safety behaviors. We also explore how employee job insecurity exacerbates this mediating process. Results from two studies (Study 1, a multiâwave study (N = 222) and an experimental study (N = 300)) provide empirical support for our hypothesized model. Implications of our findings and future research directions are discussed.
Journal of Management
Conquering the Divide? The Role of Political Polarization in the Destigmatization of a U.S. Medical Marijuana Platform Market
Abstract
A documented recent rise in the polarization of American legislative politics underscores the question of how increasing political polarization affects organizations and industries. Yet, organizational scholars have not directed significant attention to ...
A documented recent rise in the polarization of American legislative politics underscores the question of how increasing political polarization affects organizations and industries. Yet, organizational scholars have not directed significant attention to the impact of polarization. In this paper, we demonstrate that political polarization may play an important role in organizational dynamics by revealing that polarization may expedite the destigmatization of legal yet historically stigmatized industries. To this end, we develop a theory explaining how political polarization normalizes counter-normative behavior and encourages customers to become open about their engagement with stigmatized products and organizationsâa key step toward industry destigmatization. We further argue that this polarization impact may vary across regional markets because of differences in local legitimation processes that can either amplify (normative legitimacy) or attenuate (regulatory legitimacy) the effect of polarization on consumer engagement with a stigmatized industry. We find empirical evidence for our theorizing in analyses of all U.S. dispensaries of medical marijuana that existed on the online platform Weedmaps.com from its beginning in 2008 to 2014. Ultimately, this paper suggests that political polarization can significantly influence organizations and industries and thus warrants more systematic investigation and attention from organizational scholars, particularly in stigmatized industries.
Journal of Organizational Behavior
Selection & Assessment
Leadership
Personality
Research Methods
Can Narcissistic Women Leaders Be Seen as Effective? A MultiâMethod Examination
Abstract
Using both neural and psychometricâbased methodologies, we find that leader narcissism is correlated with neural structures that are indicative of taking an instrumental view of other people. Specifically, the convergence of the default mode and taskâpositive networks in the brain, which reflects cognition that is oriented toward an instrumental view of others, is associated with leader narcissism. However, in line with expectancy violation theory, we demonstrate that despite these cognitiveâŠ
Using both neural and psychometricâbased methodologies, we find that leader narcissism is correlated with neural structures that are indicative of taking an instrumental view of other people. Specifically, the convergence of the default mode and taskâpositive networks in the brain, which reflects cognition that is oriented toward an instrumental view of others, is associated with leader narcissism. However, in line with expectancy violation theory, we demonstrate that despite these cognitive tendencies that are potentially deleterious, women narcissistic leaders are able to realize more effective performance as compared to men narcissistic leaders. We discuss the theoretical and managerial implications of our findings while considering limitations and future research directions.
Journal of Organizational Behavior
Are Workplace Friendships Nothing for Older Workers? Decoding the Psychological Mechanisms Linking Age to Workplace Friendship
Abstract
Given the benefits of workplace friendship, understanding its maintenance is essential. Age is particularly relevant due to the aging and increasingly ageâdiverse workforce, yet its relationship with workplace friendship remains unclear, with prior studies reporting positive, negative, or null correlations. As age itself is a proxy for further ageârelated processes, we grounded our research in a temporal perspective and uncovered two competing pathways to explain the mixed findings: Drawing onâŠ
Given the benefits of workplace friendship, understanding its maintenance is essential. Age is particularly relevant due to the aging and increasingly ageâdiverse workforce, yet its relationship with workplace friendship remains unclear, with prior studies reporting positive, negative, or null correlations. As age itself is a proxy for further ageârelated processes, we grounded our research in a temporal perspective and uncovered two competing pathways to explain the mixed findings: Drawing on socioemotional selectivity theory, we hypothesized that age is positively related to workplace friendship via occupational future time perspective and subsequent prioritization of socioemotional goals. Conversely, based on disengagement theory, we hypothesized that age is also negatively related to workplace friendship via occupational future time perspective and subsequent late career disengagement. Additionally, we explored whether friendship type preference (i.e., the value placed on workplace friends relative to nonwork friends) moderates these competing pathways. We conducted a field study with 902 employees across three waves to test our hypotheses. A moderated serial mediation analysis revealed that age was indirectly positively associated with workplace friendship via lower occupational future time perspective and higher socioemotional goal prioritization, whereas age was also indirectly negatively associated with workplace friendship via lower occupational future time perspective and higher late career disengagement. Moreover, friendship type preference moderated the negative pathway, highlighting its role as a boundary condition. These findings contribute to the workplace friendship literature by identifying key ageârelated processes that shape workplace friendship and by providing new insights into factors influencing its maintenance.
Journal of Management
Not All Political Ties Are the Same: Firmsâ Ties to the Government and Pollution
Abstract
Complementing research on the implications of political ties for firmsâ strategic decisions and financial performance, recent studies are increasingly focusing on the environmental consequences of firmsâ political connections. We contribute to this stream ...
Complementing research on the implications of political ties for firmsâ strategic decisions and financial performance, recent studies are increasingly focusing on the environmental consequences of firmsâ political connections. We contribute to this stream of work by integrating insights from the literature on political ties and the multifaceted nature of governments to explore how the level of government influences the pollution implications of firmsâ political ties. Specifically, we theorize and demonstrate that, in China, firmsâ achieved political ties with high levels of the government reduce pollution, while such ties with low levels of the government increase it. Furthermore, we examine how these relationships are moderated by firm ownersâ social class and the attention by different levels of the government to their respective primary goals. Our analysis of data from 6,758 privately-owned Chinese enterprises provides support for our predictions. Our main conceptual contribution is to add more nuance to the research on political ties by highlighting the contingent role of the level of government in shaping firmsâ pollution outcomes.
Journal of Organizational Behavior
Motivation
As Seen on Social Media: The Daily Effects of Social Media Content on Employee Emotions and Behaviors
Abstract
Employees regularly use social media during work hours and thus are exposed to a wide variety of vibrant, fluid social information that they would likely not have access to through other channels. We contribute to the literature by suggesting that the social information available on social media is infused with meaning that can affect employees' social motivation and subsequent workplace behaviors. We specifically examine employees' perceptions of social media content (i.e., theirâŠ
Employees regularly use social media during work hours and thus are exposed to a wide variety of vibrant, fluid social information that they would likely not have access to through other channels. We contribute to the literature by suggesting that the social information available on social media is infused with meaning that can affect employees' social motivation and subsequent workplace behaviors. We specifically examine employees' perceptions of social media content (i.e., their interpretations of the substance of social media posts) by first creating a multiâdimensional measure that includes attractive, family, contentious, and accomplished social media content. We then rely on the theory of approach and avoidance social motivation to propose that social media posts that are perceived as having attractive, family, and accomplished content activate employees' emotional states of selfâassurance (as an approach emotion), which then fosters the approach behavior of workâgoal progress. We also predict that perceptions of contentious and accomplished content trigger employees' anxiety (as an avoidance emotion), which then prompts social withdrawal as an avoidance behavior. Additionally, we explore the moderating role of trait competitiveness in relation to the dual effects of perceptions of accomplished social media content on both approach and avoidance social motivation. We developed our measure using a multiâgrounded theory approach, and we employed two 10âday, multiâwave experience sampling method (ESM) studies to test our hypotheses, for which we found general support.
Journal of Management
Training & Development
Organizational Culture
From Diminishment to Development: A Sensemaking Model of How Life Experiences Foster Humility
Abstract
It is not uncommon for people to recount humbling experiences that have transformed how they see themselves and approach their work. Although the benefits of humbling experiences are widely assumed, we have an incomplete understanding of what these ...
It is not uncommon for people to recount humbling experiences that have transformed how they see themselves and approach their work. Although the benefits of humbling experiences are widely assumed, we have an incomplete understanding of what these experiences entail and how they may help forge humility. Existing research consists largely of idiosyncratic lists of events that might be humbling without deeper inquiry into what makes these experiences unique or how they are integrated into oneâs identity. Our theorizing combines insights from the sensemaking and humility literatures to specify the dynamic processes through which humbling experiences are internalized, including contingency factors that limit or enhance the impact of these events. This approach adds theoretical precision to the understanding of what it means to have had a humbling experience and challenges the implicit assumption that humility is a stable quality. In addition, we inform the debate about how humility relates to negative emotions and self-views by distinguishing humility itself from the process through which it is developed. Throughout the paper, we use leadership as an illustrative context to ground our theorizing, but the processes we propose apply across organizational roles. Altogether, this work provides a foundation for better understanding how humbling experiences cultivate humilityâan attribute that allows individuals to approach their roles from a more self-aware, other-oriented perspective.
Journal of Management
Training & Development
When Managers Stay, Workers Are Safer: Rethinking the Value of Firm-Specific Human Capital
Abstract
A commonly held assumption is that firm-specific human capital benefits firms while constraining employees, particularly by reducing their external mobility. While this tension holds in many contexts, it overlooks the possibility that firm-specific human ...
A commonly held assumption is that firm-specific human capital benefits firms while constraining employees, particularly by reducing their external mobility. While this tension holds in many contexts, it overlooks the possibility that firm-specific human capital developed by one group of employeesâmanagersâcan generate positive externalities for others. Using a novel empirical setting and a 16-year panel of 19,044 establishments with 107,309 establishment-year observations, we find that an increase in managersâ firm-specific human capital is associated with improvements in workplace safety. These effects are especially pronounced in organizations with weak safety orientations and with higher proportions of lower-skill employees, who are typically more vulnerable to safety risks. Our findings reveal a previously underexplored channel through which firm-specific human capital creates value: by enabling managers to protect other employees. This challenges the prevailing view that firm-specific human capital primarily serves firm interests and highlights a broader set of beneficiariesâoffering a new perspective on the role of managersâ firm-specific human capital in shaping organizational outcomes.
Journal of Management
Job Attitudes
Is Everyone Having a Good Time? The Effects of Complex Organizational Rituals on Employee Engagement and Behavior
Abstract
The organizational rituals literature has primarily focused on simple rituals and their positive effects on participants. While generative, this focus has obscured the intricacy and potential downsides of complex rituals, such as workplace celebrations ...
The organizational rituals literature has primarily focused on simple rituals and their positive effects on participants. While generative, this focus has obscured the intricacy and potential downsides of complex rituals, such as workplace celebrations and team-building retreats. In our research, we leverage Interaction Rituals Theory (IRT) to broaden the theoretical foundation of the study of organizational rituals by examining the range of experiences that employees have within complex organizational rituals. First, we inductively identify the positive and negative experiences within complex organizational rituals and create scales to measure them. Next, drawing further from IRT, we develop a model explaining how these experiences affect employee engagement and identify the subsequent work behaviors most likely to be affected by ritual-induced changes in engagement (helping, loyal boosterism, and job search behavior). In two field studies in the United States and Germany, we test this model, first in a single complex organizational ritual (i.e., company holiday party) and then across a broader set of common complex organizational rituals. Across both studies, we find that employeesâ positive experiences during an organizational ritual enhance engagement and predict subsequent work behavior, while their effects can be significantly diminished by negative ritual experiences, challenging the assumption that rituals are uniformly beneficial. By providing evidence for a more balanced perspective on the impact of organizational rituals, our work provides a more nuanced and holistic understanding of the true nature of organizational rituals.
Journal of Personality and Social Psychology
Well-being & Health
Research Methods
A coordinated analysis of bidirectional associations between life satisfaction and cognitive function.
Abstract
Life satisfaction is an important component of well-being to consider in relation to cognitive function due to its modifiability, potential utility in public health policy, and associations with cognitive health outcomes. However, little is known about the directionality of the association between life satisfaction and cognitive function, and past longitudinal work has yielded mixed findings. Using a coordinated data analytic approach, the current research used data from five longitudinalâŠ
Life satisfaction is an important component of well-being to consider in relation to cognitive function due to its modifiability, potential utility in public health policy, and associations with cognitive health outcomes. However, little is known about the directionality of the association between life satisfaction and cognitive function, and past longitudinal work has yielded mixed findings. Using a coordinated data analytic approach, the current research used data from five longitudinal studies with at least three co-occurring waves of life satisfaction and cognitive function assessments, including over 60,000 individuals aged 50 years and older across multiple countries. Bivariate latent growth curve models and random intercept cross-lagged panel models were used to model between- and within-person associations and to test the potentially bidirectional association between life satisfaction and cognitive function over time. Findings revealed modest between- and within-person associations between life satisfaction and cognitive function. At the between-person level, individuals with higher life satisfaction also had higher cognitive function, and the two constructs changed together across time. However, initial levels of one did not predict long-term change trajectories in the other. At the within-person level, declines in life satisfaction predicted subsequent declines in cognitive function, and vice versa. The current research advances our understanding of the relationship between life satisfaction and cognitive function, suggesting that these constructs change together in the long term and predict changes in each other in the short term. Findings provide observational evidence for the potential utility of life satisfaction in promoting healthy cognitive aging. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Organizational Behavior
Teams & Groups
Diversity & Inclusion
Work Design
The A(I) Team: Effects of HumanâLikeness and Conformity to Gender Stereotypes on Initial Trust and Willingness to Work With an AI Teammate
Abstract
As artificial intelligence (AI) technologies progress, AI agents arise as potential teammates in the workplace. This study explores how the visual representation of the AI agent as well as its conformity to traditional gender stereotypes affects the manifestation of uncanny valley effects in a workplace team context. Using social categorization theory, we conducted three betweenâsubject, randomly assigned experimental studies (N1 = 239, N2 = 513, N3 = 403, NTotal = 1155) and investigated howâŠ
As artificial intelligence (AI) technologies progress, AI agents arise as potential teammates in the workplace. This study explores how the visual representation of the AI agent as well as its conformity to traditional gender stereotypes affects the manifestation of uncanny valley effects in a workplace team context. Using social categorization theory, we conducted three betweenâsubject, randomly assigned experimental studies (N1 = 239, N2 = 513, N3 = 403, NTotal = 1155) and investigated how the AI agents' varying levels of humanâlikeness (humanâlike, almost humanâlike, or cartoonâlike) and conformity to traditional gender stereotypes (genderâneutral, male, or female versus warm or competent) in two different workplace contexts (Study 2: traditionally masculine, Study 3: traditionally feminine) affect eeriness reactions, initial trust, and willingness to have the AI agent join the allâhuman team. In Study 1, we find that a more humanâlike visual representation is associated with lower eeriness reactions, higher initial trust, and higher willingness to have the AI agent join the team. Once gender and temperament are introduced in Study 2, the warm male AI agent leads to higher eeriness reactions by not conforming to gender stereotypes while the warm female agent elicits the lowest eeriness reactions. When the workplace context is changed into a more traditionally feminine setting in Study 3, the warm male agent elicits the lowest eeriness reaction despite not conforming to gender stereotypes.
Academy of Management Review
I Donât Want To: The Violation of Burdensome Role Expectations
Abstract
Role expectations about how employees should behave are essential for organizational functioning but may occasionally conflict with individualsâ personal inclinations. Role theory has examined the forces that encourage compliance with misaligned expectations, and prior studies have explored how such compliance affects various personal and work-related outcomes. Yet, employees sometimes choose not to comply with role expectations despite significant pressures that promote compliance, and extantâŠ
Role expectations about how employees should behave are essential for organizational functioning but may occasionally conflict with individualsâ personal inclinations. Role theory has examined the forces that encourage compliance with misaligned expectations, and prior studies have explored how such compliance affects various personal and work-related outcomes. Yet, employees sometimes choose not to comply with role expectations despite significant pressures that promote compliance, and extant literature provides little understanding of this behavior. Drawing on role theory, authenticity research, and self-determination theory, this paper introduces a theoretical framework that elucidates noncompliance with role expectations motivated by the need to express personal inclinations. At the core of the proposed framework is the concept of burdensome role expectations, defined as expectations that do not align with an individualâs self-concept or role perception, and which the individual is not intrinsically motivated to fulfill. The theoretical model proposes that burdensome role expectations engender noncompliance because they threaten basic psychological needs for genuine self-expression. The model then proceeds to explore how and when noncompliance manifests, and it elaborates on the personal consequences of noncompliant behavior in the presence of such expectations.
Academy of Management Review
Leadership
Awe-Driven Venturing: Identifying and Pursuing Transformational Opportunities
Abstract
Recent psychology research has uncovered the transformative power of awe in spurring change. Awe emotional experiences induce change through two functions: (1) the feeling of being in the presence of something vast that challenges existing worldviews and (2) a sense of needing to adjust oneâs mental framework to accommodate the vastness. This paper introduces a theoretical framework exploring how awe impacts processes of pursuing transformational opportunitiesânamely, opportunities that areâŠ
Recent psychology research has uncovered the transformative power of awe in spurring change. Awe emotional experiences induce change through two functions: (1) the feeling of being in the presence of something vast that challenges existing worldviews and (2) a sense of needing to adjust oneâs mental framework to accommodate the vastness. This paper introduces a theoretical framework exploring how awe impacts processes of pursuing transformational opportunitiesânamely, opportunities that are radical, fulfill dual goals (social and economic), or have a broad scope for scaling. This paper theorizes that entrepreneurial venturing offers a structured way for individuals to process stimuli from an awe episode to identify and validate a transformational opportunity. Our theorizing builds on psychology theories of self-transcendent emotions (generally) and awe (specifically) and extends those theories to mainstream entrepreneurship and management research. We contribute to research on entrepreneurship and management by demonstrating how awe episodes can impact individuals and other stakeholders in pursuing transformational opportunities.
Academy of Management Review
Theory & Philosophy of Science
Management Theory: Jungle, Myth, or Hoax?
Abstract
Two stories, revolving around the metaphors of jungle and myth, dominate accounts of mainstream management theory (MMT). An alternative metaphor, the hoax, is proposed as an alternative. Drawing parallels with the fable of the Emperorâs New Clothes, the analysis revives an explicit engagement of metaphors to theorize MMT as a phenomenon of interest. Four features of hoaxes relevant for theorizing MMT are proposed and explicated: mendacity; fantasies of control; stifling critical reflection; andâŠ
Two stories, revolving around the metaphors of jungle and myth, dominate accounts of mainstream management theory (MMT). An alternative metaphor, the hoax, is proposed as an alternative. Drawing parallels with the fable of the Emperorâs New Clothes, the analysis revives an explicit engagement of metaphors to theorize MMT as a phenomenon of interest. Four features of hoaxes relevant for theorizing MMT are proposed and explicated: mendacity; fantasies of control; stifling critical reflection; and normalized cynicism. The relevance of the hoax metaphor is further demonstrated by addressing its status as theory; its relevance to the study of âgrand challengesâ; the possibility of reconciling MMT and critical management studies (CMS); and the future of management education.
Academy of Management Review
Training & Development
Organizational Culture
The Impact of Learning Mode and Speed on Mutual Learning
Abstract
Research on organizational learning emphasizes that slow learning fosters exploration and encourages recombination of knowledge and practices. However, the role that slow learning plays in the spread of knowledge in organizations remains underexplored. This gap is important because the learning mode that actors apply to select practices is critical for organizational performance gained through mutual learning. We identify two key learning modes: success-based (learning from successful peers)âŠ
Research on organizational learning emphasizes that slow learning fosters exploration and encourages recombination of knowledge and practices. However, the role that slow learning plays in the spread of knowledge in organizations remains underexplored. This gap is important because the learning mode that actors apply to select practices is critical for organizational performance gained through mutual learning. We identify two key learning modes: success-based (learning from successful peers) and norm-based (conforming to majority views). We analytically distill our insights into six propositions that explore how variations in learning modes, learning speeds, and network centrality shape organizational learning outcomes. Our findings reveal a critical coupling between learning modes and speed: Norm-based learners should adopt slow learning, while success-based learners should always learn faster. Contrary to prior studies emphasizing organizational structure, we show that effective knowledge utilization is primarily driven by the interaction of learning modes and speeds. Hierarchy emerges as a factor only when mixed learning modes interact with varying speeds. These insights enrich our understanding of slow learning by highlighting its contingent value in knowledge selection and assimilation. Our study offers testable predictions and practical guidance for organizational design in contexts such as multinational retail chains, manufacturing firms, and franchise organizations.
Academy of Management Journal
Organizational Culture
Research Methods
Temporary Regulations and Institutional Change: Insights from the Brazilian World Cup Experience
Abstract
While institutional theory has extensively examined how durable regulations contribute to institutional change, little is known about how temporary regulationsâpervasive in modern societiesâcan transform institutions. This study examines how and why temporary regulations can lead to lasting institutional change by analyzing Brazilâs temporary legalization of beer sales and consumption in stadiums during the 2014 FIFA World Cup. Using extensive qualitative data, we develop a process modelâŠ
While institutional theory has extensively examined how durable regulations contribute to institutional change, little is known about how temporary regulationsâpervasive in modern societiesâcan transform institutions. This study examines how and why temporary regulations can lead to lasting institutional change by analyzing Brazilâs temporary legalization of beer sales and consumption in stadiums during the 2014 FIFA World Cup. Using extensive qualitative data, we develop a process model explaining how the introduction of a temporary regulation creates an opportunity for society to experience a counter-normative practice and learn from it. During this period, multiple institutional actorsâwhile pursuing objectives far removed from considerations of institutional changeâperform various types of institutional work to contain the practiceâs expected negative outcomes. This institutional work unintendedly generates new societal understandings about the practiceâs risks and consequences, which interested actors then leverage to achieve lasting institutional change. We advance institutional theory by identifying an unexplored path of institutional change through temporary regulations, demonstrating how temporary regulations can enable practice variations and institutional learning, and revealing how institutional maintenance work can drive change. Our insights suggest that temporary regulations can be valuable policy tools for reducing uncertainty and enabling learning about alternative institutional arrangements.
Academy of Management Journal
Motivation
Violence and Competition: The Effect of Mass Shootings and Domestic Terrorism on Organizational Risk-Taking in Response to Performance Shortfalls
Abstract
This study examines how violent traumatic events in local communitiesâsuch as mass shootings and domestic terrorismâaffect organizational risk-taking in response to performance shortfalls. Integrating insights from the behavioral theory of the firm and regulatory focus theory, we hypothesize that, by evoking negative emotions, exposure to violent traumatic events lowers decision-makersâ promotion focus and, in turn, reduces their propensity to undertake risky actions aimed at closing theâŠ
This study examines how violent traumatic events in local communitiesâsuch as mass shootings and domestic terrorismâaffect organizational risk-taking in response to performance shortfalls. Integrating insights from the behavioral theory of the firm and regulatory focus theory, we hypothesize that, by evoking negative emotions, exposure to violent traumatic events lowers decision-makersâ promotion focus and, in turn, reduces their propensity to undertake risky actions aimed at closing the performanceâaspiration gap. We further hypothesize that this effect is amplified when decision-makers have longer tenure in the community or are geographically proximate to the site of violence. We test our framework using two complementary empirical approaches: an observational field study in the NFL and two controlled experiments. The field study analyzes 39,343 fourth-down decisions made by NFL teams between 2009 and 2018, linked to data on violent events in the surrounding communities. The experimental studies replicate the primary findings and validate the proposed regulatory focus-based mechanism. Our study extends the behavioral theory of the firm by shifting the lens from dispassionate agents reacting to impersonal forces to decision-makers whose behavior is shaped by personally meaningful community-specific shocks and their emotional consequences.
Journal of Management
Toward a Property Rights Theory of the Family Firm
Abstract
Using property rights theory to examine the characteristics that enable family firms to exclude rivals from their competitive space, we explain why the family form of governance is often selected instead of the nonfamily form of governance and what ...
Using property rights theory to examine the characteristics that enable family firms to exclude rivals from their competitive space, we explain why the family form of governance is often selected instead of the nonfamily form of governance and what determines the scale and scope of family firms. Family-centered nonpecuniary goals allow family firms to capture rights to common property opportunities that nonfamily firms find unattractive. Furthermore, the development and deployment of non-tradeable, immobile, inimitable, and indivisible human and nonhuman resources enable family firms to protect their property rights from competitors. Finally, because family members act as owners and managers, family firm governance can reduce the cost of monitoring as well as the possibility of opportunistic behavior and underinvestment of family resources.
Academy of Management Journal
Training & Development
Diversity & Inclusion
Theory & Philosophy of Science
Multiverse Analysis to Advance Theory and Practice: Illustrating and Investigating Variability in CEO Gender Pay Inequality
Abstract
Despite using valid research designs informed by substantive and methodological theory, results across studies fail to converge at times. We introduce multiverse analysis as a tool to help catalyze theory development in situations with divergent theoretical explanations and associated evidence by (a) offering strong and precise inference testing, (b) identifying sources of variability across (dozens, hundreds, thousands, or even millions of) systematically and comprehensively derived validâŠ
Despite using valid research designs informed by substantive and methodological theory, results across studies fail to converge at times. We introduce multiverse analysis as a tool to help catalyze theory development in situations with divergent theoretical explanations and associated evidence by (a) offering strong and precise inference testing, (b) identifying sources of variability across (dozens, hundreds, thousands, or even millions of) systematically and comprehensively derived valid alternative design decisions, and (c) allowing for the multifaceted nature of theoretical mechanisms. We use the theoretical and empirical divergence surrounding studies on how chief executive officer (CEO) gender relates to CEO pay to illustrate how multiverse analysis is a systematic and comprehensive method that is widely applicable, accessible, and flexible, making it a valuable catalyst for theory building.
Academy of Management Journal
On the Move: The Impact of Internal Mobility and Internal Comobility on Unit- and Organization-Level Outcomes
Abstract
Internal mobility is commonly used to reallocate talent within organizations. Despite its prevalence and potential implications for organizational performance, most prior work has focused on the individual-level outcomes associated with internal mobility. That is, there has been relatively limited theoretical and empirical attention to the mechanisms that connect internal mobility to unit- and organization-level outcomes, making it difficult to predict when or why internal mobility isâŠ
Internal mobility is commonly used to reallocate talent within organizations. Despite its prevalence and potential implications for organizational performance, most prior work has focused on the individual-level outcomes associated with internal mobility. That is, there has been relatively limited theoretical and empirical attention to the mechanisms that connect internal mobility to unit- and organization-level outcomes, making it difficult to predict when or why internal mobility is beneficial to organizations. To address this oversight, we draw from human and social capital literatures to build theory to predict when and why internal mobility will have unit-level implications. We test this by examining a period of growth in a Fortune 500 company and evaluate gains and losses associated with moving employees within firms, including distinguishing between two types of internal moversâthose who come from different units in the organization (solo movers) and those who come from the same unit in the organization (comobile movers). In doing so, we contribute to both internal mobility and strategic human capital resource literatures and provide actionable insights regarding when to source internal movers, and where from.
Academy of Management Journal
Theory & Philosophy of Science
Anticipatory Impression Management for Potential Adverse Events: Positive Framing in the Wake of Short Seller Attacks on a Competitor
Abstract
Anticipatory impression management (AIM) provides a theoretical foundation for understanding the tactics organizations use to mitigate the potential adverse consequences of known upcoming events. We extend this theorizing to encompass potential upcoming events with known adverse consequences. We posit that a potential event is more likely to induce AIM to the extent that the firm is aware the event might occur, motivated to mitigate its potential consequences, and capable of engaging in tacticsâŠ
Anticipatory impression management (AIM) provides a theoretical foundation for understanding the tactics organizations use to mitigate the potential adverse consequences of known upcoming events. We extend this theorizing to encompass potential upcoming events with known adverse consequences. We posit that a potential event is more likely to induce AIM to the extent that the firm is aware the event might occur, motivated to mitigate its potential consequences, and capable of engaging in tactics that could reduce the eventâs likelihood. We test our theorizing in the scenario wherein a competitor has been attacked by a short seller, which raises the specter of a short seller attack on the focal firm. We contend that, following an attack on a competitor, chief executive officers use positive framing in earnings conference calls as an AIM tactic to deter short sellers. Examination of 1,989 firms with a direct competitor attacked by a short seller confirms our ideas. Our study thus extends the boundaries of theory on AIM and broadens research on short selling to encompass principles of attack prevention.
Journal of Management
A Review of Market Categorization Research: An Evolutionary Framework Across Perspectives and Stages
Abstract
Market categorizationâthe process of grouping organizations perceived as sharing core attributes and serving similar demand profilesâhas become a central topic in management research, offering a theoretically rich and interdisciplinary domain of study. ...
Market categorizationâthe process of grouping organizations perceived as sharing core attributes and serving similar demand profilesâhas become a central topic in management research, offering a theoretically rich and interdisciplinary domain of study. Scholars have examined how market categories form, develop, and decline, drawing from structural, strategic, and constructionist perspectives to explore their role in shaping firms, industries, and institutions. Despite substantial advancements, research on market categorization remains fragmented, leading to inconsistent conceptualizations, theoretical isolation, and a lack of cross-stage integration. Studies often focus on individual stages while neglecting their interconnections or apply discipline-specific lenses that limit theoretical synthesis and hinder the accumulation of knowledge. To address these gaps, we conducted a systematic review of 195 articles published between 1999 and 2024, synthesizing insights across stages and perspectives to develop an evolutionary framework of market categorization. Our analysis identifies three cross-perspective mechanismsâcategories as constraints, enablers, and actor-shaped entitiesâthat underpin categorization processes and explain their underlying dynamics. In addition, by conceptualizing transitions between categorization stages, we provide a unified foundation for future research. This evolutionary perspective clarifies the role of market categorization in shaping economic and organizational landscapes while bridging theoretical divides and guiding future empirical inquiry.
Journal of Management
Leadership
Job Attitudes
Leader Anthropomorphizing Behavior Toward Robots: Conceptualization, Measurement, and Implications for Perceived Objectification and Workplace Deviance
Abstract
As robots become more integrated into the workplace, leaders are increasingly engaging in behaviors that anthropomorphize robots. Given that this form of leader behavior remains undertheorized, we conceptualize it as leader anthropomorphizing behavior ...
As robots become more integrated into the workplace, leaders are increasingly engaging in behaviors that anthropomorphize robots. Given that this form of leader behavior remains undertheorized, we conceptualize it as leader anthropomorphizing behavior toward robots (LABR)âan observable behavior through which leaders endow robots with human-like characteristics. Although practical wisdom and previous studies have highlighted a prevailing optimism about adopting LABR to manage humanârobot teams, such optimism may be premature. Drawing on objectification theory, we develop a model that uncovers the detrimental effects of LABR on employees who observe such behavior. To test our model, we developed and validated a LABR scale (Study 1) and conducted five subsequent studies (Studies 2aâ5) using vignette-based experiments and field surveys. The results showed that employees who observed LABR were more likely to perceive themselves as being objectified by their leaders, which in turn increased their likelihood of engaging in workplace deviance. By theorizing LABR and revealing its potential dark sides, we contribute to the literature on leader behavior, robot anthropomorphism, humanârobot teams, and objectification.
Journal of Management
Mixed Gambles in Product Recalls: How CEO Stock Options Drive Impression Management Tactics
Abstract
Executive compensation is a key topic in management research, focusing on how firms use incentives to align CEOsâ decisions with shareholdersâ interests. Yet, we know little about the influence of stock-option compensationâa major component of CEO payâon ...
Executive compensation is a key topic in management research, focusing on how firms use incentives to align CEOsâ decisions with shareholdersâ interests. Yet, we know little about the influence of stock-option compensationâa major component of CEO payâon CEO decisions facing adverse events involving multiple stakeholders. Analyzing U.S. medical device recalls between 2004 and 2017, we examine how stock options induce CEOs to protect their existing wealth while pursuing potential gains. We find that CEOs with greater current option wealth are more likely to adopt short-term impression management (IM) tactics, such as strategically timing recalls and maintaining silence in press releases, which can harm shareholders and stakeholders. In contrast, CEOs with higher prospective option wealth are less inclined to employ these tactics. Moreover, negative media scrutiny discourages CEOs with substantial current option wealth from using IM tactics, and encourages those with greater prospective option wealth to further avoid them. These findings highlight the powerful role of executive compensation, particularly stock options, in shaping CEO decisions facing adverse events.
Journal of Management
Corporate Social Irresponsibility and Ownership Level in Cross-Border Acquisitions
Abstract
The perils of legitimacy threats for CBAs are widely acknowledged in the literature. However, prior research has focused on legitimacy threats stemming from factors not in the direct control of MNEs. In this study, we explore if and how acquirersâ CSI ...
The perils of legitimacy threats for CBAs are widely acknowledged in the literature. However, prior research has focused on legitimacy threats stemming from factors not in the direct control of MNEs. In this study, we explore if and how acquirersâ CSI salience, a legitimacy threat stemming directly from the past actions and behaviors of the focal firm, influences a critical international expansion decisionâthe level of ownership obtained in cross-border acquisitions (CBAs). Drawing on neo-institutional theory, we argue that CSI salience reduces the level of ownership obtained in CBAs as it captures more stakeholder attention and is factored into their legitimacy evaluations. In addition, we examine how characteristics of the host countryâs legitimating environment may attenuate or accentuate the legitimacy threat from CSI as they reflect how host country stakeholders notice, assess, and respond to CSI and the capacity of host institutions to monitor and enforce compliance. We find support for our hypotheses in a sample of 16,650 CBAs by 10,738 unique acquirers, and offer valuable insights into the interplay of CSI salience, legitimacy, and CBA ownership to research and practice.
Journal of Management
How We Can Help Working Moms âWinâ: The Impact of Social Support During Pregnancy on Postpartum Working Mom Guilt
Abstract
Using signaling theory, this research examines the role that social support during pregnancy plays in reducing workâfamily guilt upon returning to work after maternity leave. Specifically, we consider four sources of social support (two from the work ...
Using signaling theory, this research examines the role that social support during pregnancy plays in reducing workâfamily guilt upon returning to work after maternity leave. Specifically, we consider four sources of social support (two from the work domain: supervisor and coworkers; and two from the non-work domain: spouse and friends) and the signaling effect they have on a motherâs workâfamily guilt upon returning to work after maternity leave and her subsequent job and family satisfaction. Based on a sample of 247 women who completed surveys both before taking maternity leave and upon returning to the workforce, we found that supervisor, coworker, and friend support enhanced job satisfaction through reduced work-induced guilt. Further, both supervisor and spouse support contributed to family satisfaction through reduced family-induced guilt. Spouse support reduced family-induced guilt significantly more than coworker support, offering some modest support for domain specificity. Further, when considering the interaction of within-domain effects, we found that the work domain sources of support interact to provide a stronger effect on job satisfaction, but the non-work domain sources do not interact significantly. This provides an enlightening look at social supportâs different roles in working mom guilt during a pivotal time in a womanâs life, her return to work after childbirth.
Academy of Management Review
Diversity & Inclusion
âMOBâ Mentality?: On the Formation and Consequences of Moralized Opinion-Based Intergroup Conflict in Organizations
Abstract
Organizations and their employees are increasingly engaging publicly with social issues, such as climate change, systemic racism, and LGBTQIA+ rights. Why does such engagement sometimes result in conflict and dysfunction in organizations? To build a theoretical foundation for answering this question, we bridge insights from research on opinion-based groups and psychological research on moralization to theorize a novel type of groupâa moralized opinion-based (MOB) groupâdefined as an identityâŠ
Organizations and their employees are increasingly engaging publicly with social issues, such as climate change, systemic racism, and LGBTQIA+ rights. Why does such engagement sometimes result in conflict and dysfunction in organizations? To build a theoretical foundation for answering this question, we bridge insights from research on opinion-based groups and psychological research on moralization to theorize a novel type of groupâa moralized opinion-based (MOB) groupâdefined as an identity group that forms around a shared opinion that has been moralized by group members. We explain how the emotion of disgust affects opinion moralization, and why this makes MOB intergroup conflict uniquely dehumanizing, contagious, and difficult to resolve. We also explain how distinct configurations of MOB groups and formal groups in organizations can foster unique patterns of conflictâultimately affecting membersâ strength of identification foci, as well as their productivity. We offer practical suggestions for more productively engaging with social issues, and suggest a research agenda for better understanding the process and outcomes of MOB intergroup conflict in organizations.
Academy of Management Review
The PSI Model for Predicting Activist Engagements: Toward a Theory of Shareholder Activism
Abstract
This paper introduces a multidimensional theoretical perspective for predicting shareholder activism. First, I outline a generalized process of activist targeting, divided into two stages: target identification and target engagement. Second, I argue that activist shareholders target firms based on three elements: problem, solution, and intervention. Synthesizing several strands of literature and insights from the target identification stage of the activist targeting process, I develop theâŠ
This paper introduces a multidimensional theoretical perspective for predicting shareholder activism. First, I outline a generalized process of activist targeting, divided into two stages: target identification and target engagement. Second, I argue that activist shareholders target firms based on three elements: problem, solution, and intervention. Synthesizing several strands of literature and insights from the target identification stage of the activist targeting process, I develop the baseline proposition that activists do not merely target firms with clear problems, but account for the availability of viable solutions and the opportunity to intervene in their targeting calculus. Third, I extend this problem Ă solution Ă intervention (PSI) model to develop propositions about variation in the types and outcomes of activism campaigns that manifest in different contexts. Drawing on insights from the target engagement stage of the activist targeting process, I argue that activism campaigns vary in terms of both tactics and outcomes based on the configuration of the three elements of the PSI model.
Academy of Management Journal
Motivation
Diversity & Inclusion
Constraints, Competencies, or Choices? How Lay Theories of the Gender Gap Impact Diversity Support
Abstract
Resistance to diversity initiatives can undermine their effectiveness. I advance insight into diversity support by identifying lay theories about why the gender gap persists. I identify three gender gap lay theories, which differ in the implied locus and control women have over the gap. These attributions shape womenâs perceived responsibility, which, in turn, undermines diversity initiative support. Attributing the gap to organizational barriers is positively associated with diversity supportâŠ
Resistance to diversity initiatives can undermine their effectiveness. I advance insight into diversity support by identifying lay theories about why the gender gap persists. I identify three gender gap lay theories, which differ in the implied locus and control women have over the gap. These attributions shape womenâs perceived responsibility, which, in turn, undermines diversity initiative support. Attributing the gap to organizational barriers is positively associated with diversity support because it implies the causes are external and uncontrollable by women. Attributing the gap to dispositional factors (e.g., traits) is negatively associated with diversity support because it implies the causes are internal to women (but not necessarily controllable). Finally, attributing the gap to womenâs personal choices is negatively associated with diversity support because it implies the causes are both internal to and controllable by women; thus, it is most undermining overall. I test these ideas in five multimethod studies, which generally support my theory. I also find gender gaps are attributed to personal choice more than racial gaps are. Overall, this project suggests that, beyond demographics and ideology, sensemaking about the causes of gender inequality and, in particular, the belief that it is due to personal choice, significantly undermines diversity support.
Journal of Organizational Behavior
How and When Does Cyberloafing Facilitate Creative Performance? Understanding the Role of BrowsingâRelated Cyberloafing, Knowledge Acquisition, and Job Demands
Abstract
The use of the Internet to accomplish organizational tasks has led to increasing interest in understanding the phenomenon of employee cyberloafing. Although much of the extant research has focused on the negative effects of cyberloafing, we advance the literature by examining how and when browsingârelated cyberloafing exerts positive effects on employee creative performance. We first theorize that browsingârelated cyberloafing facilitates creative performance by increasing knowledgeâŠ
The use of the Internet to accomplish organizational tasks has led to increasing interest in understanding the phenomenon of employee cyberloafing. Although much of the extant research has focused on the negative effects of cyberloafing, we advance the literature by examining how and when browsingârelated cyberloafing exerts positive effects on employee creative performance. We first theorize that browsingârelated cyberloafing facilitates creative performance by increasing knowledge acquisition. We further hypothesize that job demands function as a key boundary condition, such that job demands buffer the positive effects of browsingârelated cyberloafing on creative performance via knowledge acquisition. Our results from a twoâwave field study of 203 employees and their 35 direct supervisors in China (Study 1) and an experiment with 197 fullâtime employees in the United States (Study 2) provide support for our hypothesized relationships. We discuss the implications of our research to the cyberloafing literature and to managerial practice.
Journal of Management
Careers
Gaining Career Purpose Through Lightning Bolts: Examining the Strength and Psychological Foundations of Work-Related Epiphanies
Abstract
Epiphaniesâsudden realizations that transform how people see themselvesâhave the potential to infuse peopleâs personal and professional lives with a renewed sense of purpose. Yet, the prominence and potency of epiphanies as purpose-giving vehicles has ...
Epiphaniesâsudden realizations that transform how people see themselvesâhave the potential to infuse peopleâs personal and professional lives with a renewed sense of purpose. Yet, the prominence and potency of epiphanies as purpose-giving vehicles has largely been overlooked in management and organization studies. In the research reported here, we investigate epiphanies and their psychological foundations. Specifically, we build and test theory on what types of individuals, psychologically speaking, are more likely to experience epiphanies of greater strength related to their work and careers. We evaluate the strength of the work-related epiphanies that people experienced over the course of their lives (Study 1) and in the context of a leadership development program (Study 2) and a leadership coaching workshop (Study 3). Consistent with our theorizing, we find that people who engage in a form of mind wandering known as âproblem-solving daydreamingâ are more likely to experience work-related epiphanies of greater strength. Furthermore, we find that people who engage in problem-solving daydreaming are especially likely to experience work-related epiphanies of greater strength when they possess a form of curiosity that compels them to solve their problems (âdeprivation sensitivityâ). Work-related epiphany strength, in turn, transmits this conditional effect onto peopleâs sense of purpose in their careers via psychological tension resolution. These results illuminate psychological phenomena underlying sudden shifts in how people view themselves and open new windows into how a heightened sense of career purpose can emerge among individuals on a managerial career path.
Academy of Management Review
How Underdogs Succeed and Fail: An Integrated Model of the Workplace Underdogâs Trajectories
Abstract
Despite the widespread appeal of underdog characters in popular culture, being labeled a workplace underdog can be both stressful and challenging. Drawing on the literature on emotion, the challengeâthreat framework, and emotion regulation, we propose a comprehensive theory that unpacks the double-edged nature of underdog expectations. Specifically, we explain how individuals respond differently based on how they interpret and manage the negative emotions elicited by these expectations. WeâŠ
Despite the widespread appeal of underdog characters in popular culture, being labeled a workplace underdog can be both stressful and challenging. Drawing on the literature on emotion, the challengeâthreat framework, and emotion regulation, we propose a comprehensive theory that unpacks the double-edged nature of underdog expectations. Specifically, we explain how individuals respond differently based on how they interpret and manage the negative emotions elicited by these expectations. We introduce four distinct underdog narratives, each characterized by a unique configuration of emotional activation (i.e., low or high) and cognitive appraisals (i.e., challenge or threat): (1) strategic underdogs, (2) paranoid underdogs, (3) deluded underdogs, and (4) resigned underdogs. Our framework illustrates how individuals within each configuration regulate their emotions and cope with underdog expectations. Furthermore, rather than viewing success or failure as static endpoints, we adopt a process-oriented and temporal perspective to examine the enduring effects of underdog expectations, exploring how interpretive schemas shape behavior differently for âovercomers,â who successfully defy underdog expectations, and âsuccumbers,â who fail to do so. Our theory sheds new light on underdog dynamics in the workplace and offers a systematic framework for future research.
Academy of Management Review
From an Uncoordinated Cacophony to a Coordinated Harmony: An Integrative Theory of Collective Voice
Abstract
Scholars have exhibited enduring enthusiasm for voice and increasingly recognize the value of collective effort in the voice process. Despite this attention, research on collective voice remains fragmented across the organizational behavior and industrial relations traditions of voice, resulting in a problematic theoretical landscape marked by significant divergence regarding the nature, predictors, and outcomes of collective voice compared to aggregated forms of individual voice. ToâŠ
Scholars have exhibited enduring enthusiasm for voice and increasingly recognize the value of collective effort in the voice process. Despite this attention, research on collective voice remains fragmented across the organizational behavior and industrial relations traditions of voice, resulting in a problematic theoretical landscape marked by significant divergence regarding the nature, predictors, and outcomes of collective voice compared to aggregated forms of individual voice. To distinguish the coordinated nature of collective voice from aggregated individual voice, we leverage resource mobilization theory to propose an integrative theory of collective voice. Our integrative theory delineates open corporate opportunity structure, structural interdependence, and psychological safety as antecedents that drive employeesâ opportunity, motivation, and ability to coordinate collective voice, respectively. Our theory then addresses a key trade-off of collective voice, which, compared to aggregated individual voice, is more likely to increase organizational effectiveness as well as organizational factionalism. Finally, we specify structural (i.e., centralization) and content (i.e., promotive voice and prohibitive voice) contingencies that shift these paradoxical effects. Our integrative theory has important implications for voice research and resource mobilization theory, unlocking future research directions to further expand our understanding of collective voice.
Academy of Management Review
Diversity & Inclusion
Multiplex Jeopardy: Dissonant Ties Promote Gender Bias in Workplace Social Networks
Abstract
This paper develops new theory on how dissonant tiesâwork relationships characterized by positive and negative valenceâshape gender inequality in organizational networks. We introduce the concept of multiplex jeopardy to explain how dissonant ties disproportionately harm women, due to their overlap with gender stereotypes. Specifically, we argue that likeâdisrespect ties reinforce perceptions of women as warm but incompetent, whereas dislikeârespect ties reinforce perceptions of women as coldâŠ
This paper develops new theory on how dissonant tiesâwork relationships characterized by positive and negative valenceâshape gender inequality in organizational networks. We introduce the concept of multiplex jeopardy to explain how dissonant ties disproportionately harm women, due to their overlap with gender stereotypes. Specifically, we argue that likeâdisrespect ties reinforce perceptions of women as warm but incompetent, whereas dislikeârespect ties reinforce perceptions of women as cold but competent, leading to both passive harm and active backlash. We further theorize that these effects extend beyond direct relationships to shape womenâs experiences and outcomes through indirect gender bias. This bias distorts reputations, stifles information flow, limits career advancement, and contributes to structural inequality by reinforcing gendered network positions. We offer three theoretical contributions: (1) a novel lens on gendered outcomes in informal networks, (2) a social psychological account of how stereotypes become embedded in everyday work relationships, and (3) insight into how informal dynamics sustain gender inequality in organizations.
Organizational Research Methods
Unleashing the Creative Potential of Research Tensions: Toward a Paradox Approach to Methods
Abstract
Research is a paradoxical process. Scholars confront conflicting yet interwoven pressures, considering methodologies that engage complexity and simplicity, induction and deduction, novelty and continuity, and more. Paradox theory offers insights that ...
Research is a paradoxical process. Scholars confront conflicting yet interwoven pressures, considering methodologies that engage complexity and simplicity, induction and deduction, novelty and continuity, and more. Paradox theory offers insights that embrace such tensions, providing empirical examples that harness creative friction to foster more novel and useful, rigorous, and relevant research. Leveraging this lens, we open a conversation on research tensions, developing the foundations of a Paradox Approach to Methods applicable to organization studies more broadly. To do so, we first identify tensions raised at six methodological decision points: research scope, construct definition, underlying assumptions, data collection, data analysis, and interpretation. Second, we build on paradox theory to identify navigating practices: accepting, differentiating, integrating, and knotting. By doing so, we contribute to organizational research broadly by embracing methods of tensions to advance scholarly insight.
Journal of Management
Teams & Groups
Well-being & Health
Research Methods
Yes, We (Still) Can! A Qualitative Study on the Dynamic Process of Team Resilience
Abstract
Research on psychological resilience in the workplace is on the rise, aiming to better understand how to successfully manage adverse events. Although scholars have started to explore the concept of team resilience, the focus of the theory on team ...
Research on psychological resilience in the workplace is on the rise, aiming to better understand how to successfully manage adverse events. Although scholars have started to explore the concept of team resilience, the focus of the theory on team resilience has been largely on cognitive mechanisms. However, neglecting the role of relational mechanisms discounts the collaboration and social interaction that are necessary for successful teamwork, especially in the face of adverse events. To address this research gap, we conducted a qualitative study with a palliative care team that experienced work-related adverse events. Based on our data and applying conservation of resources theory, we develop a process model of team resilience. This model specifies the experience of adverse events as loss events and illustrates how teams can counteract these losses and enact team resilience through the relational process of caring. Caring in teams can be enacted through four dimensions, which we refer to as understanding, being with, doing for, and enabling. By enacting these caring dimensions, teams can heal social safety and collective action capabilities and can moreover build valuable resources, which may buffer resource loss and fuel resource growth in subsequent team resilience episodes. Our findings provide a better understanding of the role of relational processes in team resilience enactment and specify caring as a core relational mechanism that enables team resilient outcomes. Overall, we provide a nuanced understanding of the different elements within a team resilience process.
Journal of Management
Leadership
Diversity & Inclusion
Well-being & Health
Do Gender-Role Violations in Initiating Structure and Consideration Help or Harm Employee Stress and Well-Being?
Abstract
Although prior research has noted the stress-reducing effects of leadersâ initiating structure and consideration, these behaviors are often gendered, with initiating structure as agentic, masculine behavior and consideration as communal, feminine ...
Although prior research has noted the stress-reducing effects of leadersâ initiating structure and consideration, these behaviors are often gendered, with initiating structure as agentic, masculine behavior and consideration as communal, feminine behavior. Given these gender-role expectations, we examine whether there are different implications of women and men leadersâ initiating structure and consideration in relation to employee stress and well-being. Integrating expectancy violation theory and stress appraisal theory, we argue that perceived leader behaviors that violate gender roles (i.e., initiating structure by women leaders and consideration by men leaders) will be more powerful in reducing employee threat appraisals, which then reduces self-regulation depletion and in turn enriches employee well-being. Two studiesâa time-separated field study and a set of experimentsâsupport our proposals. Implications for theory and practice are discussed.
Academy of Management Journal
Vulnerability Practices among Professionals in Multidisciplinary Settings
Abstract
Professional workers are expected to display confidence and mastery in their work roles, and may be hesitant to reveal their doubts and insecurities, especially in multidisciplinary settings characterized by status differences. However, scholars have recognized the benefits of sharing vulnerabilities to create opportunities for social support. We contribute to the literature by revealing how this might be achieved through a ritualized sequence of âvulnerability practicesâ in a dedicatedâŠ
Professional workers are expected to display confidence and mastery in their work roles, and may be hesitant to reveal their doubts and insecurities, especially in multidisciplinary settings characterized by status differences. However, scholars have recognized the benefits of sharing vulnerabilities to create opportunities for social support. We contribute to the literature by revealing how this might be achieved through a ritualized sequence of âvulnerability practicesâ in a dedicated setting. Based on a qualitative study of a weekly meeting where a multidisciplinary group of professionals shares experiences, we develop a process model that explains how vulnerability practices evolve through phases of individual disclosure and communal reflection bridged by theorizing from experiences. We reveal how a delicate tension between social pressure (to display vulnerabilities) and social support (to contain them) underpins these practices, and how this tension is influenced by power relations associated with multidisciplinarity. We show how participantsâ appraisals of past episodes shape their willingness to engage in subsequent episodes, reinforcing or undermining the capacity of the setting to serve as a âholding environmentâ offering interpretation and containment. We thus reveal holding environments at work to be precarious accomplishments, created and maintained through ritualized vulnerability practices, and imbued by power relations.
Academy of Management Journal
Well-being & Health
Under Pressure to Be Perfect: How Dehumanizing and Rehumanizing Social Cues Lead to Maladaptive and Adaptive Perfectionism in Professional Ballet
Abstract
Research on workplace perfectionism has focused on harmful consequences of workersâ perfectionism. However, perfectionism is not a uniform experience. Maladaptive and adaptive perfectionism have different outcomes for worker performance and well-being. While perfectionism appears especially prevalent in high performance pressure environments, minimal research has examined how social cues shape workersâ experience of perfectionism. Through an inductive study of professional ballet dancers facingâŠ
Research on workplace perfectionism has focused on harmful consequences of workersâ perfectionism. However, perfectionism is not a uniform experience. Maladaptive and adaptive perfectionism have different outcomes for worker performance and well-being. While perfectionism appears especially prevalent in high performance pressure environments, minimal research has examined how social cues shape workersâ experience of perfectionism. Through an inductive study of professional ballet dancers facing extreme performance pressure, we discovered that social cues influence whether people experience maladaptive or adaptive perfectionism. We found that organizational dehumanizing cues elicited perfectionistic concerns and increased self-destructive behaviors, leading to a vicious cycle of maladaptive perfectionism and an increased likelihood of breakdowns at work. However, rehumanizing cues precipitated a shift toward adaptive perfectionism characterized by perfectionistic strivings and self-compassionate behaviors. We also show how workers can shift back and forth between maladaptive and adaptive perfectionism cycles throughout their careers. We reveal new insights at the intersection of high performance pressure, dehumanization, and perfectionism, offering dehumanization and rehumanization as key mechanisms linking the environment and perfectionism. We also discuss how our findings, though in an extreme context, apply to other high-pressure workplace environments, and open new opportunities to explore the processes of maladaptive and adaptive perfectionism in other domains.
Journal of Organizational Behavior
Motivation
Contrasts or Carryover? DemandsâCapabilities Fit and TaskâLevel Intrinsic Motivation Across the Workday
Abstract
In the course of a workday, employees attend to various tasks whose challenge might be equal to, higher than, or lower than employees' present level of capabilities. Moreover, employees encounter these tasks sequentially throughout the day with different levels of prior motivation. Investigating carryover effects in motivation from one task to a later task, we show how prior motivational states influence the effects of insufficient or excess capabilities relative to task demands within people.âŠ
In the course of a workday, employees attend to various tasks whose challenge might be equal to, higher than, or lower than employees' present level of capabilities. Moreover, employees encounter these tasks sequentially throughout the day with different levels of prior motivation. Investigating carryover effects in motivation from one task to a later task, we show how prior motivational states influence the effects of insufficient or excess capabilities relative to task demands within people. This demonstrates how our understanding of the effects of demandsâcapabilities fit on important outcomes might be incomplete without considering prior motivational states. We draw on personâenvironment fit and motivation research to develop a theoretical model examining the moderating effects of prior intrinsic motivation on the relationship between the characteristics of a later task and motivational states, in turn influencing task performance, engagement, and recovery. Results from timeâ and eventâcontingent ESM studies indicate that when prior task intrinsic motivation is higher, the benefits of congruence between demands and capabilities are enhanced in a later task; however, the negative effects of any incongruence between demands and capabilities on later task intrinsic motivation are also strengthened.
Journal of Management
Training & Development
Organizational Culture
Comparing Learning-by-Doing Between In-House Provision and External Contracting in Public Service Provision
Abstract
Studies of organizational learning show that experience enables firms to utilize specific governance structures effectively. Nevertheless, little attention has been given to comparing the effects of learning-by-doing across different structures. In this ...
Studies of organizational learning show that experience enables firms to utilize specific governance structures effectively. Nevertheless, little attention has been given to comparing the effects of learning-by-doing across different structures. In this paper we investigate whether the duration of operation influences performance differently in two structures utilized in public services: in-house provision and external contracting. An analysis of water supply data in France from 1998 to 2008 suggests that the learning advantages are greater in external contracting due to its high-powered incentives, but these benefits decrease as the technological complexity and environmental uncertainty of public services increase. We contribute to organizational learning theory, extend research on governance structures, and provide critical insights into the sustainable management of natural resources.
Journal of Management
Better Than Myself: A Translation and Extension of Internal Comparison Theories in Management
Abstract
Social comparison theory (SCT) is ubiquitous and underlies much of modern management research. However, in addition to comparing ourselves externally to similar others, educational and social psychologists study how internal comparisons affect children. ...
Social comparison theory (SCT) is ubiquitous and underlies much of modern management research. However, in addition to comparing ourselves externally to similar others, educational and social psychologists study how internal comparisons affect children. Internal comparison theories (ICTs) fall into two categories that include (a) temporal comparisons, that is, comparisons between our current self-evaluation and a past or future evaluation; and (b) dimensional comparisons, that is, comparisons between our evaluation in one dimension (e.g., teaching skills) to our evaluation on another dimension (e.g., research skills). We compare tenets of ICTs and SCT and present novel theoretical propositions around these tenets, and show how they differentially impact affective, behavioral, and cognitive identity work. Additionally, we offer future directions for how theorizing could be expanded on core internal comparison theories, as well as how ICTs could be used as a theoretical framework for research on identity, stress and well-being, justice, leadership, emotions, and social hierarchy.
Organizational Research Methods
Selection & Assessment
Training & Development
Job Attitudes
Work Design
Reliability Evidence for AI-Based Scores in Organizational Contexts: Applying Lessons Learned From Psychometrics
Abstract
Machine learning and artificial intelligence (AI) are increasingly used within organizational research and practice to generate scores representing constructs (e.g., social effectiveness) or behaviors/events (e.g., turnover probability). Ensuring the ...
Machine learning and artificial intelligence (AI) are increasingly used within organizational research and practice to generate scores representing constructs (e.g., social effectiveness) or behaviors/events (e.g., turnover probability). Ensuring the reliability of AI scores is critical in these contexts, and yet reliability estimates are reported in inconsistent ways, if at all. The current article critically examines reliability estimation for AI scores. We describe different uses of AI scores and how this informs the data and model needed for estimating reliability. Additionally, we distinguish between reliability and validity evidence within this context. We also highlight how the parallel test assumption is required when relying on correlations between AI scores and established measures as an index of reliability, and yet this assumption is frequently violated. We then provide methods that are appropriate for reliability estimation for AI scores that are sensitive to the generalizations one aims to make. In conclusion, we assert that AI reliability estimation is a challenging task that requires a thorough understanding of the issues presented, but a task that is essential to responsible AI work in organizational contexts.
Journal of Organizational Behavior
Motivation
Teams & Groups
Well-being & Health
Work Design
Does AI at Work Increase Stress? Text Mining Social Media About HumanâAI Team Processes and AI Control
Abstract
With rising use of artificial intelligence (AI) in organizations, alongside increasing mental health issues, we seek to understand how AI use affects human stress. Drawing on the automationâaugmentation perspective, we propose that AI control over decisionâmaking thwarts human autonomy and thus contributes to stress. Drawing on models of teamwork and augmentation, we expect that humanâAI team processes (i.e., transition, action, and interpersonal processes) help people meet their goals andâŠ
With rising use of artificial intelligence (AI) in organizations, alongside increasing mental health issues, we seek to understand how AI use affects human stress. Drawing on the automationâaugmentation perspective, we propose that AI control over decisionâmaking thwarts human autonomy and thus contributes to stress. Drawing on models of teamwork and augmentation, we expect that humanâAI team processes (i.e., transition, action, and interpersonal processes) help people meet their goals and reduce stress. Finally, we argue that humanâAI team processes provide an important social resource, which buffers the stressâenhancing role of AI control. To test our hypotheses, we analyzed over 2700 tweets. Using a trained large language model, validated against human ratings, we indexed key measures. Results confirm that high AI control was associated with increased stress, whereas humanâAI team processes were associated with decreased stress. In support of the moderation hypothesis, two humanâAI team processes (action and interpersonal) helped further reduce the stressâenhancing effect of AI control. We discuss implications for work design theory and the importance of regulating levels of AI control to protect workers' mental health.
Journal of Management
Diversity & Inclusion
Careers
Career Success and Minority Status: A Review and Conceptual Framework
Abstract
In recent years, the management field has witnessed a surge in studies examining career success among workers from historically marginalized minority groups. However, to date, insights gained from this research remain fragmented and have not been ...
In recent years, the management field has witnessed a surge in studies examining career success among workers from historically marginalized minority groups. However, to date, insights gained from this research remain fragmented and have not been integrated into the existing career success frameworks. We aim to complement career success scholarship and contribute to its inclusivity by conducting a systematic review that synthesizes the factors and pathways contributing to the career success of four historically underrepresented minority groups: women, racial and ethnic minorities, individuals with disabilities, and the LGBTQ+ community. Evidencing that career success disparity can be attributed to minority status, we propose a framework that highlights the career advancement and human and psychological resources associated with minority groupsâ career success, as well as the systemic barriers limiting access to and use of such resources. We suggest hypervisibility, invisibility, and managed visibility as distinguishable forms of identity-based mechanisms that offer theoretical explanations for the influence of marginalized identity status on career success. Our framework integrates manifestations of subjective career successâaccounting for survival, the collective good, and adjustability in addition to what extant literature has shownâemphasizing that membership in marginalized groups, communities, and other identity-relevant contexts shapes the subjective meaning of career success. Our review has practical implications for decision makers and organizations intending to bridge minority and nonminority groupsâ career success disparity.
Journal of Management
Teams & Groups
Diversity & Inclusion
The Unexpected Upside of High Language Diversity: Social Integration Through Language Advice Networks
Abstract
While the corporate lingua franca mandate aims to facilitate communications among linguistically diverse employees, evidence shows that it creates more problems than it solves, often negatively affecting social integration and knowledge sharing in the ...
While the corporate lingua franca mandate aims to facilitate communications among linguistically diverse employees, evidence shows that it creates more problems than it solves, often negatively affecting social integration and knowledge sharing in the workplace. Our study is driven by the phenomenon of high language diversity and low lingua franca proficiency, emerging characteristics of workplaces around the globe given increasing migration. We adopt a mixed-methods, longitudinal design involving participant observations, interviews, social network surveys, and company data. Our analysis revealed the existence and prevalence of an informal language advice network (LAN) in which individuals with varying levels of English proficiency actively engage in voluntary language-related knowledge-seeking and sharing. We found more positive interpersonal interactions and consequences of LAN than typically reported in extant studies. We leverage the social networks and generalized exchange literature to explain the processes and consequences of LAN for individuals and the organization. Management recognition was found to be important for sustaining LAN in a context of high language diversity. Our integrative analytical framework offers a valuable lens for scholarship on future workplaces that are being shaped by rapidly shifting ethnic, cultural, and linguistic demography.
Academy of Management Review
Entrepreneurship, Inequality, and Fulfilling the Promise: A Reply to âDelivering on the Promise of Entrepreneurship by Thinking Beyond Limiting Economics Assumptionsâ
Academy of Management Journal
Bearing, Belittling, or Befriending Doubt: Understanding Doubtâs Generative versus Corrosive Effect on Entrepreneursâ Early-Stage Idea Validation
Abstract
Doubt in the early-stage entrepreneurial process is pervasive. However, we argue that our understanding of the types of doubt individuals experience during entrepreneurial actionâand how their responses to these doubts affect their ability to determine the value of their ideas and remain committed to this goalâremains incomplete. When entrepreneurs set out to validate their ideas, doubt is typically framed in one of two ways: as corrosive or as generative. In both perspectives, the focus is onâŠ
Doubt in the early-stage entrepreneurial process is pervasive. However, we argue that our understanding of the types of doubt individuals experience during entrepreneurial actionâand how their responses to these doubts affect their ability to determine the value of their ideas and remain committed to this goalâremains incomplete. When entrepreneurs set out to validate their ideas, doubt is typically framed in one of two ways: as corrosive or as generative. In both perspectives, the focus is on idea-related doubts, overlooking the possibility that once entrepreneurial action commences, self-related doubts about their abilities or motivation may resurface. Furthermore, while the generative approach provides valuable insights into how entrepreneurs can engage with idea doubts, it tells us little about why some individuals can do so while others may not. To address these questions, we followed early-stage entrepreneurs weekly during an incubation program. We found that they experienced not only idea-related but also self-related doubts. Their responses to these doubtsânamely embracing, downplaying, or normalizing themâshaped their ability to make progress towards their goal and influenced their commitment to it. Ultimately, this commitment was underpinned by the emergence of three distinct orientations toward expending further goal-directed effort: mastering, curtailing, or yearning.
Journal of Management
Mind the Gap: A Psychological and Structural Perspective on Activist Shareholdersâ Targeting of Women CEOs
Abstract
An important challenge faced by women CEOs is that their firms tend to receive more shareholder activism than firms with men CEOs. Frequently, this activism represents attempts by shareholders to direct or override the decisions made by the firmsâ ...
An important challenge faced by women CEOs is that their firms tend to receive more shareholder activism than firms with men CEOs. Frequently, this activism represents attempts by shareholders to direct or override the decisions made by the firmsâ leaders. The current paper integrates micro and macro perspectives to explore the factors influencing gender differences in shareholder activism. Drawing on social psychology research, we examine gender role expectations and perceived lack of fit as underlying psychological mechanisms, and we use industry gender type (i.e., men- or women-dominated industry) as an important structural factor that shapes the effects of these psychological mechanisms and women CEOsâ propensity to be targeted by shareholder activism. We test the hypotheses using archival data of shareholder activism at S&P 1500 companies. We also use two vignette-based experiments to examine the underlying mechanisms for why CEO gender relates to shareholder activism differently across industries. Implications and directions for future research are discussed.
Organizational Psychology Review
Diversity & Inclusion
The application of within-person methods to promote inclusive job analysis
Abstract
Despite various policy shifts and organizational efforts to promote diversity, equity, and inclusion (DEI) in the workplace over the past several decades, inequities in how work is assigned and performed still exist. Members of historically marginalized ...
Despite various policy shifts and organizational efforts to promote diversity, equity, and inclusion (DEI) in the workplace over the past several decades, inequities in how work is assigned and performed still exist. Members of historically marginalized groups often face unequal task assignments, experience stereotypes influencing their roles, and encounter barriers that limit their ability to perform work equitably. These inequities not only reinforce systemic biases but also hinder organizational goals for fairness and inclusivity. Given recent changes in governmental and organizational policy to scale back or eliminate DEI initiatives (Executive Order No. 14,151, 2025), these inequities may likely persist and even widen in the near future. Given these conclusions, we propose a supplement to traditional job analysis methodsâthat of experience samplingâas a tool to better uncover these inequities. We first review how job analysis is positioned as both a practical HR tool and a research method meant to support the creation of fair HR systems, followed by a summary (guided by diversity theory) of the biases that can still manifest within traditional job analysis methods. Then, we introduce experience sampling methodology (ESM) as a novel job analysis tool that can be used in tandem with traditional job analysis to advance DEI goals in organizations. The paper concludes with a concrete description of how such methods could be implemented, including considerations of organizational buy-in, participant sampling, and conditions for ESM use.
Academy of Management Review
Delivering on the Promise of Entrepreneurship by Thinking Beyond Limiting Economics Assumptions: An Extension of Lewis et al.âs âA Promise Not (Yet) Fulfilledâ
Academy of Management Journal
Diversity & Inclusion
Diversity Incentives Can Increase Womenâs Aspirations to Lead
Abstract
To boost diversity, organizations are increasingly using âdiversity incentives,â or payouts for managers or executives dependent on progress toward a specific diversity goal. Diversity incentives can affect both actorsâmanagers incentivized to meet the goalâand targetsâmarginalized group members who are the focus of the incentivized goal. Whereas the effects of incentives on actors are well documented, it is unclear how targets will be affected. We examine how gender diversity incentives affectâŠ
To boost diversity, organizations are increasingly using âdiversity incentives,â or payouts for managers or executives dependent on progress toward a specific diversity goal. Diversity incentives can affect both actorsâmanagers incentivized to meet the goalâand targetsâmarginalized group members who are the focus of the incentivized goal. Whereas the effects of incentives on actors are well documented, it is unclear how targets will be affected. We examine how gender diversity incentives affect womenâs aspirations to lead. On one hand, diversity incentives may generate identity threat and concerns about backlash among women; on the other, they may be viewed as costly signals of organizational support for womenâs leadership aspirations. A preregistered field experiment (n = 2,035) shows that communicating the existence of organizational diversity incentives increases womenâs aspirations to lead by 11.3% relative to sharing a goal-free diversity statement and by 11.7% relative to communicating diversity goals alone. We replicate these findings across three preregistered experiments (total n = 2,495) and provide evidence that diversity incentives increase womenâs expectations of receiving sponsorship from their managers, thereby increasing their willingness to state leadership aspirations. Our findings contribute to our understanding of the drivers of female leadership aspirations.
Journal of Organizational Behavior
Teams & Groups
How Can Teams Benefit From AI Team Members? Exploring the Effect of Generative AI on DecisionâMaking Processes and Decision Quality in TeamâAI Collaboration
Abstract
Human teams with distributed knowledge can make highâquality decisions but often fail due to decisionâmaking asymmetries. As AI team members become integrated collaborators, understanding how AI can reduce these decisionâmaking asymmetries is essential. However, little is known about how AI team members can reduce these asymmetries and whether new AIâspecific asymmetries emerge from teamâAI collaboration. Building on the information asymmetries model, we conducted an exploratory experiment withâŠ
Human teams with distributed knowledge can make highâquality decisions but often fail due to decisionâmaking asymmetries. As AI team members become integrated collaborators, understanding how AI can reduce these decisionâmaking asymmetries is essential. However, little is known about how AI team members can reduce these asymmetries and whether new AIâspecific asymmetries emerge from teamâAI collaboration. Building on the information asymmetries model, we conducted an exploratory experiment with 215 individuals across 81 teams performing a hidden profile task under three knowledge configurations: (1) human teams with asymmetric knowledge, (2) teams collaborating with AI with centralized knowledge, and (3) teams collaborating with AI with asymmetric knowledge. Our results show that teams with centralized AI knowledge make more accurate decisions than human teams due to reduced decisionâmaking asymmetries, trust in AI, beneficial AI information processing, and a balanced AI collaboration focus. In contrast, teams with asymmetric AI knowledge show only moderate reductions in decisionâmaking asymmetries. Moreover, due to emerging AIâspecific asymmetriesâsuch as mistrust, nonbeneficial AI information processing, and a critical AI collaboration focusâthese teams fail to outperform human teams. We integrated our findings into process models that illustrate how successful teamâAI collaboration depends on effective teamwork between human and AI members.
Journal of Management
The Strength of Showing Weakness: Organizational Supplication and Investor Reactions to Workforce Downsizing
Abstract
Strategy research usually assumes that displays of weakness are disadvantageous for firms. In this study, we challenge this assumption. We propose that deliberate displays of weakness can help firms preserve stakeholder approval when taking controversial ...
Strategy research usually assumes that displays of weakness are disadvantageous for firms. In this study, we challenge this assumption. We propose that deliberate displays of weakness can help firms preserve stakeholder approval when taking controversial decisions. To test this proposition, we examine the use and effectiveness of organizational supplication in the context of workforce downsizing. Building on impression management theory, we predict that firms portray themselves as weak through downward earnings management before workforce downsizing announcements, and that this supplication tactic helps attenuate investorsâ negative reactions. Moreover, we posit that supplication paired with an efficiency-focused verbal justification for the downsizing is particularly effective at attenuating negative investor reactions to downsizing announcements, as an additional verbal justification lends authenticity to the downsizing firmâs supplication attempt. Yet, we also theorize that organizational supplication through downward earnings management is less effective if positive firm evaluations by security analysts and the business media make it appear inauthentic. The empirical analysis of nearly 600 workforce downsizing announcements by the largest listed U.S. firms between 2001 and 2020 supports our theoretical predictions.
Organizational Research Methods
Training & Development
A Machine Learning Toolkit for Selecting Studies and Topics in Systematic Literature Reviews
Abstract
Scholars conduct systematic literature reviews to summarize knowledge and identify gaps in understanding. Machine learning can assist researchers in carrying out these studies. This paper introduces a machine learning toolkit that employs Network Analysis ...
Scholars conduct systematic literature reviews to summarize knowledge and identify gaps in understanding. Machine learning can assist researchers in carrying out these studies. This paper introduces a machine learning toolkit that employs Network Analysis and Natural Language Processing methods to extract textual features and categorize academic papers. The toolkit comprises two algorithms that enable researchers to: (a) select relevant studies for a given theme; and (b) identify the main topics within that theme. We demonstrate the effectiveness of our toolkit by analyzing three streams of literature: cobranding, coopetition, and the psychological resilience of entrepreneurs. By comparing the results obtained through our toolkit with previously published literature reviews, we highlight its advantages in enhancing transparency, coherence, and comprehensiveness in literature reviews. We also provide quantitative evidence about the toolkit's efficacy in addressing the challenges inherent in conducting a literature review, as compared with state-of-the-art Natural Language Processing methods. Finally, we discuss the critical role of researchers in implementing and overseeing a literature review aided by our toolkit.
Organizational Research Methods
Work Design
Research Methods
Theory & Philosophy of Science
Enhancing Theorization Using Artificial Intelligence: Leveraging Large Language Models for Qualitative Analysis of Online Data
Abstract
Online data are constantly growing, providing a wide range of opportunities to explore social phenomena. Large Language Models (LLMs) capture the inherent structure, contextual meaning, and nuance of human language and are the base for state-of-the-art ...
Online data are constantly growing, providing a wide range of opportunities to explore social phenomena. Large Language Models (LLMs) capture the inherent structure, contextual meaning, and nuance of human language and are the base for state-of-the-art Natural Language Processing (NLP) algorithms. In this article, we describe a method to assist qualitative researchers in the theorization process by efficiently exploring and selecting the most relevant information from a large online dataset. Using LLM-based NLP algorithms, qualitative researchers can efficiently analyze large amounts of online data while still maintaining deep contact with the data and preserving the richness of qualitative analysis. We illustrate the usefulness of our method by examining 5,516 social media posts from 18 entrepreneurs pursuing an environmental mission (ecopreneurs) to analyze their impression management tactics. By helping researchers to explore and select online data efficiently, our method enhances their analytical capabilities, leads to new insights, and ensures precision in counting and classification, thus strengthening the theorization process. We argue that LLMs push researchers to rethink research methods as the distinction between qualitative and quantitative approaches becomes blurred.
Organizational Research Methods
Research Methods
Using Coreference Resolution to Mitigate Measurement Error in Text Analysis
Abstract
Content analysis has enabled organizational scholars to study constructs and relationships that were previously unattainable at scale. One particular area of focus has been on sentiment analysis, which scholars have implemented to examine myriad ...
Content analysis has enabled organizational scholars to study constructs and relationships that were previously unattainable at scale. One particular area of focus has been on sentiment analysis, which scholars have implemented to examine myriad relationships pertinent to organizational research. This article addresses certain limitations in sentiment analysis. More specifically, we bring attention to the challenge of accurately attributing sentiment in text that mentions multiple firms. Whereas traditional methods often result in measurement error due to misattributing text to firms, we offer coreference resolutionâa natural language processing technique that identifies and links expressions referring to the same entityâas a solution to this problem. Across two studies, we demonstrate the potential of this approach to reduce measurement error and enhance the veracity of text analyses. We conclude by offering avenues for theoretical and empirical advances in organizational research.
Journal of Organizational Behavior
Disrupting the Chain of Displaced Aggression: A Review and Agenda for Future Research
Abstract
Displaced aggression refers to instances in which a person redirects their harmâdoing behavior from a primary to a secondary, substitute target. Since the publication of the first empirical article in 1948, there has been a noticeable surge in research referencing this theory in both management and psychology journals. This trend highlights the continuing relevance of displaced aggression research and its applicability to other disciplinary fields (e.g., criminology, hospitality management,âŠ
Displaced aggression refers to instances in which a person redirects their harmâdoing behavior from a primary to a secondary, substitute target. Since the publication of the first empirical article in 1948, there has been a noticeable surge in research referencing this theory in both management and psychology journals. This trend highlights the continuing relevance of displaced aggression research and its applicability to other disciplinary fields (e.g., criminology, hospitality management, information systems, and tourism). Despite the ubiquity of displaced aggression theory, however, there persists a notable lack of clarity and consensus regarding its fundamental principles, moderating factors, and underlying mechanisms. In light of these limitations, we provide a systematic and interdisciplinary review of displaced aggression theory in work settings with three key aims. First, our review offers foundational knowledge that helps unify the diverse ways in which scholars from varied disciplinary backgrounds have applied, interpreted, and operationalized displaced aggression. Second, inspired by the I3 model, we introduce an overarching theoretical framework to coherently and parsimoniously organize the displaced aggression literature. Lastly, to move the field forward, we propose a promising agenda for future research that focuses on important issues emerging from our review.
Academy of Management Journal
Understanding I-Deals through the Social Ledger Lens: The Role of Trust and Hindrance Networks
Abstract
Individually negotiated customized work arrangements or idiosyncratic deals (i-deals) are an increasingly common practice in contemporary organizations. We propose that these deals are created and implemented in the social context of the workgroup and that oneâs position in the web of social relationships serves as a strategic advantage or barrier to accessing i-deals. Drawing on the social ledger model, we propose that being central in the trust network is positively associated with i-deals,âŠ
Individually negotiated customized work arrangements or idiosyncratic deals (i-deals) are an increasingly common practice in contemporary organizations. We propose that these deals are created and implemented in the social context of the workgroup and that oneâs position in the web of social relationships serves as a strategic advantage or barrier to accessing i-deals. Drawing on the social ledger model, we propose that being central in the trust network is positively associated with i-deals, whereas being central in the hindrance network is negatively associated with i-deals, with indirect effects on employee performance. Further, we predict that i-deals are affected more strongly by centrality in the hindrance network than by centrality in the trust network. Finally, we theorize that trust network density strengthens the negative relationship between hindrance network centrality and i-deals and that hindrance network density strengthens the positive relationship between trust network centrality and i-deals. Results of multilevel modeling and relative importance analyses in two field studies employing data from 305 employees and 57 supervisors in the United States and 502 employees and 101 supervisors in Iran provided support for our model. Implications and future directions for social network and i-deals research are discussed.
Journal of Management
Performance Management
Improving Human Sustainability at Work by Focusing on Cognitive Load of Task Performance
Abstract
Mounting information processing demands in contemporary organizations spotlight the need to better understand how to maintain and improve performance without increasing cognitive load. Research in organizational behavior suggests that primed goals provide ...
Mounting information processing demands in contemporary organizations spotlight the need to better understand how to maintain and improve performance without increasing cognitive load. Research in organizational behavior suggests that primed goals provide performance benefits similar to assigned goals but with little cost to attention. Yet, some research in social psychology suggests that any form of goal use, including primed goals, usurps attention. To reconcile these viewpoints, we examined the relationships among assigned and primed goals, performance, and demands on attention (measured as cognitive load) in three experiments. Experiment 1 (n = 233) showed that when a primed goal is aligned with an assigned goal, performance improved without increasing cognitive load. In contrast, Experiment 2 (n = 515) demonstrated that when a primed goal is misaligned with an assigned goal, performance worsened and cognitive load increased. Study 3, a quasi-field experiment with 315 working professionals, added internal and external validities to the prior experiments. We also examined task novelty and complexity as boundary conditions. For novel tasks (Experiments 1 and 2), when perceptions of task complexity increased, the positive effect of an aligned primed goal diminished. However, for a well-practiced task (Experiment 3), increased task complexity did not diminish the positive effect of aligned goals.
Journal of Organizational Behavior
Job Attitudes
Silence of Observers of Unethical ProâOrganizational BehaviorâRole of Consensus Estimation
Abstract
Since the seminal article on unethical proâorganizational behavior (UPB), very few studies have explored the UPB from observers' perspectives. Using moral foundation theory, we propose that observers' personal UPB acceptance would be based on their relative preference for loyalty over fairness value. Further, we argue that UPB observers will respond according to their perceived normative manner; that is, their perception of peer UPB acceptance would shape their proâorganizational and quiescentâŠ
Since the seminal article on unethical proâorganizational behavior (UPB), very few studies have explored the UPB from observers' perspectives. Using moral foundation theory, we propose that observers' personal UPB acceptance would be based on their relative preference for loyalty over fairness value. Further, we argue that UPB observers will respond according to their perceived normative manner; that is, their perception of peer UPB acceptance would shape their proâorganizational and quiescent silence. In Study 1, we conducted a twoâphased, vignetteâbased field survey where data were collected from 292 working individuals from the United States. We found that observers' relative preference for loyalty over fairness affects their personal UPB acceptance. Further, because of the proâorganizational element in UPB, observers would estimate high peer acceptance for the observed UPB. Loyalty (fairness)âpreferring UPB observers are likelier to feel that they are in the majority (minority) and maintain proâorganizational (quiescent) silence. In Study 2, we conducted an activityâbased twoâphase survey study of 131 participants from India, where we made respondents participate in an activity in which an actual UPB act takes place. Study 2 confirmed our findings about how varying moral preferences among UPB observers would lead them to a majority or minority perception and motivate them to maintain silence. This study uniquely contributes by showcasing how UPB observers are more likely to maintain silence than observers of unethical behavior for selfâinterest owing to the ambivalent nature of UPB.
Journal of Management
Leadership
Diversity & Inclusion
Research Methods
Theory & Philosophy of Science
The Beauty Bias and Leader Emergence: A Theoretical Integration, Extension, and Meta-Analysis
Abstract
Leader emergence is a critical organizational phenomenon, influenced by various individual attributes. One such attributeâoften overlooked by scholars and practitionersâis physical attractiveness. This study provides a comprehensive meta-analysis of the ...
Leader emergence is a critical organizational phenomenon, influenced by various individual attributes. One such attributeâoften overlooked by scholars and practitionersâis physical attractiveness. This study provides a comprehensive meta-analysis of the beauty bias and its relationship to leader emergence. We first review implicit leadership and status generalization theories as the dominant frameworks explaining this bias. Next, we assess the magnitude of the physical attractivenessâleader emergence relationship and test the âbeauty is beastlyâ effect by evaluating leader gender as a moderator. We also identify two key mechanismsâperceived warmth and perceived competenceâthat explain this relationship. Additionally, we explore the robustness of the beauty bias across different contexts, including observer characteristics, leadership roles, and national culture. Our findings confirm that physical attractiveness is significantly related to leader emergence, primarily through perceptions of warmth, but also through perceptions of competence. This relationship holds equally for male and female leaders and is stronger in informal leadership contexts. It is slightly more pronounced among college students than full-time employees and in collectivist rather than individualistic national cultures, yet remains equally strong across executive and non-executive leadership roles. Overall, our findings highlight the strength and consistency of the physical attractivenessâleader emergence relationship, underscoring the need for organizations to mitigate the beauty bias from influencing decisions around leader emergence.
Journal of Management
Careers
Effort Redirection Across Multiple Career Tracks: Salary-Cut Policy and State-Owned Enterprises in China
Abstract
Prior literature in agency theory assumes that when incentives decrease, agents may shirk and reduce effort. We extend this work to multiple career tracks and suggest that a salary decrease may not necessarily lead to effort reduction, but instead may ...
Prior literature in agency theory assumes that when incentives decrease, agents may shirk and reduce effort. We extend this work to multiple career tracks and suggest that a salary decrease may not necessarily lead to effort reduction, but instead may redirect efforts across multiple career tracks. Using an exogenous salary-cut policy shock levied on top executives of Chinese central state-owned enterprises (SOEs), our difference-in-differences analysis reveals that salary cuts motivate SOE top executives to redirect efforts from improving internal management (i.e., operational efficiency) to political objectives (i.e., job creation). A further test reveals that job creation mediates the relationship between salary cuts and SOE top executivesâ political appointments. Moreover, top executive age, as an indicator of political incentive, and media coverage, which reflects external monitoring, weaken the impact of the salary-cut policy on effort redirection between the two career tracks. These findings provide implications for research on agency theory, SOEs, and public policy.
Academy of Management Journal
Emotional Signaling: How Helpersâ Emotional Expressions Affect Attributions of Motives, Relationship Quality, and Reciprocation
Abstract
Research has shown that interpersonal helping offers many social benefits for the helper, yet these social benefits depend on the recipientsâ responses. Whether helping is perceived favorably by recipients depends on the underlying motives they attribute to the helper, which raises the questions of when and how recipients may attribute different motives to helping. To explain when and how those receiving help make these attributions, we adopt a social-functional approach to emotions to examineâŠ
Research has shown that interpersonal helping offers many social benefits for the helper, yet these social benefits depend on the recipientsâ responses. Whether helping is perceived favorably by recipients depends on the underlying motives they attribute to the helper, which raises the questions of when and how recipients may attribute different motives to helping. To explain when and how those receiving help make these attributions, we adopt a social-functional approach to emotions to examine the impact of the social information conveyed through discrete emotional expressions. We draw on the framework of emotions as social information to theorize that the helperâs emotional expressions act as signals of social engagement or disengagement that differentially impact the recipientâs attribution of motives and reactions to help. Across three studies, we find that helpersâ expressions of socially engaging emotions (gratitude and sympathy) lead to greater attributions of prosocial motives, whereas expressions of socially disengaging emotions (pride and contempt) lead to greater attributions of instrumental motives. We find that the effect of these expressed emotions on relationship quality and reciprocation toward the helper is mediated by the recipientâs attribution of prosocial motives but not by the attribution of instrumental motives.
Academy of Management Review
Organizational Culture
Flowing with the Current and Making Waves: A Model of Personal Control and Institutional Migration
Abstract
We develop a theory of institutional migration based on the basic human motive to achieve personal controlâthe expectation that oneâs actions will yield predictable outcomes. We propose that institutionalized action supports personal control, and that individuals migrating to a new institutional domain therefore suffer a personal control deficit. Institutional migrants are hence motivated to reestablish personal control through dual pathways: transposition of their previously acquiredâŠ
We develop a theory of institutional migration based on the basic human motive to achieve personal controlâthe expectation that oneâs actions will yield predictable outcomes. We propose that institutionalized action supports personal control, and that individuals migrating to a new institutional domain therefore suffer a personal control deficit. Institutional migrants are hence motivated to reestablish personal control through dual pathways: transposition of their previously acquired institutional knowledge (primary control) and internalization of the institutional rules of their new environments (secondary control). These pathways are moderated by a set of individual and institutional characteristics, respectively. A personal control perspective thus illuminates a crucial moment in institutional dynamics and augments the psychological grounding of institutional accounts.
Academy of Management Review
Leaving Necessity Entrepreneurship Behind: How Entrepreneurs Actualize Desirable Futures
Abstract
Although prior research has documented that some necessity-motivated ventures grow, and later develop into what researchers have traditionally called âopportunity-drivenâ ventures, the existing dichotomous framework offers no theoretical explanation for how this transition occurs. We build on the actualization view of entrepreneurship to describe the process by which an entrepreneurâs underlying needsâbasic, psychological, and self-fulfillment needsâmotivate both the desired future states thatâŠ
Although prior research has documented that some necessity-motivated ventures grow, and later develop into what researchers have traditionally called âopportunity-drivenâ ventures, the existing dichotomous framework offers no theoretical explanation for how this transition occurs. We build on the actualization view of entrepreneurship to describe the process by which an entrepreneurâs underlying needsâbasic, psychological, and self-fulfillment needsâmotivate both the desired future states that they envision, and their evaluation of the actions and conditions necessary to actualize the futures they imagine. We then extend actualization theory beyond the identification and evaluation of opportunities to include venture creation. We describe how needs effect the identification of key milestones, the pace at which milestones must be reached, and the level of uncertainty that entrepreneurs are willing to bear. In doing so, we illustrate how basic needs motivation leads to the selection of imitative or replicative actions, but that subsequent needs actualization can free necessity entrepreneurs to pursue voluntary forms of entrepreneurship once their basic needs have been met. Our model invites scholars to go beyond describing the antecedents and outcomes of necessity entrepreneurship, to research aimed at understanding the process through which necessity entrepreneurs transition to more voluntary forms of venturing.
Journal of Management
Leadership
Short-Term Fulfillment: How Supervisorsâ Motives for Abusive Behaviors Influence Need Satisfaction and Daily Outcomes
Abstract
Existing research assumes that supervisors invariably feel bad after engaging in abusive behaviors. We challenge this assumption by proposing that supervisorsâ motives of abusive supervision shape their post-abuse experiences. Drawing on the social ...
Existing research assumes that supervisors invariably feel bad after engaging in abusive behaviors. We challenge this assumption by proposing that supervisorsâ motives of abusive supervision shape their post-abuse experiences. Drawing on the social interactionist theory of aggression and theories of self-regulation, we suggest that instrumental (or goal-driven) abusive behaviors provide a temporary sense of fulfillment, whereas spontaneous (or reactive, emotionally-driven) abusive behaviors diminish need satisfaction and foster negative outcomes. Using an exploratory study and an event-contingent experiencing sampling study, we found that supervisors may justify their abuse with effecting compliance motives when subordinates perform poorly, which fulfills task achievement needs and increases next-day work engagement. Similarly, supervisors may also justify their abuse with identity maintenance motives when subordinates are disrespectful, thus enhancing social identity needs and next-day organizational-based self-esteem. We also found that when supervisors justify their abusive behaviors with spontaneous motives (i.e., depletion and negative affect), it has negative implications for need satisfaction and outcomes. Lastly, we highlight supervisorâs psychological power as a boundary condition of these effects. All told, our findings indicate that, at the within-person level, supervisorsâ daily motives for abusive behaviors matter, given that certain motives actually yield short-term benefits for supervisors.
Journal of Management
Capturing Value From Investment Opportunities Under Product-Market Competition: When Do Internal Capital Markets Matter?
Abstract
The view that a business unit can better compete against product-market rivals if granted funding from its parent firmâs internal capital market (ICM) has lost traction within strategy, despite conflicting evidence. We develop a theory to explain when ...
The view that a business unit can better compete against product-market rivals if granted funding from its parent firmâs internal capital market (ICM) has lost traction within strategy, despite conflicting evidence. We develop a theory to explain when funding from a parent firmâs ICM should enable a business unit to more effectively capture value (i.e., profit) from its investment opportunities under product-market competition. We depart from prior theories by examining how opportunities relate to competition. Specifically, we propose a typology of opportunities along two strategic dimensions. The first dimension is firm-specificity, a concept derived from the resource-based view. It refers to whether an opportunity stems from unique firm resources and capabilities and is therefore exclusive to a business unit rather than shared with (and contestable by) its product-market rivals. The second dimension is uncertainty about the investment path, a concept derived from the literature on investment under uncertainty and real options. When present, it is impossible (and undesirable) to commit upfront to a fully predetermined set of investments in an opportunity. These dimensions imply that different opportunities may have distinct critical needs in terms of fundingâsuch as secrecy, timeliness, and reliabilityâthat must be satisfied for a business unit to capture value. Ultimately, our theory indicates that receiving funding from a parent firmâs ICM increases a business unitâs chances of capturing value when those critical needs are present, suggesting that units with ICM funding may prevail in some competitive environments.
Journal of Management
Behind Emerging Market Firmsâ Internationalization, Diversification, and Innovation: A Geographic Relational Approach
Abstract
The internationalization of emerging market firms (EMFs) has attracted substantial research attention. Yet, how EMFs engage in diversification and innovation during internationalization remains underexplored. Drawing insights from a geographic relational ...
The internationalization of emerging market firms (EMFs) has attracted substantial research attention. Yet, how EMFs engage in diversification and innovation during internationalization remains underexplored. Drawing insights from a geographic relational perspective, we perform a fuzzy-set qualitative comparative analysis (fsQCA) on a sample of EMFs. Our findings suggest that EMFs can choose from multiple equifinal internationalization pathways to capture growth opportunities in diversification and/or innovation. These new insights emphasize that achieving diversification or innovation requires a combination of organizational contextuality, international path dependence, and geographic practice attributes. We further develop a taxonomy of five EMFsâ geographic relational configurations for diversification and/or innovation: entrenching specialist, niche explorer, global adapter, transnational agent, and strategic aspirant. Overall, by unleashing the power of configurational analysis, this paper reveals what is behind the intriguing internationalization of EMFs with a focus on diversification and innovation.
Journal of Personality and Social Psychology
When do personal mindsets predict interest in a culture of growth versus genius? A mindset strength perspective.
Abstract
Decades of research indicate that growth versus fixed mindsets can influence important outcomes. Some, however, have recently questioned this conclusion, documenting small to nonexistent effects. Inspired by attitudes research, we propose that some growth mindsets may be strongerâmore impactfulâthan others. Specifically, this work examines whether mindsets held with higher certainty are more likely to influence responses. A field study, a high-powered preregistered experiment, and anâŠ
Decades of research indicate that growth versus fixed mindsets can influence important outcomes. Some, however, have recently questioned this conclusion, documenting small to nonexistent effects. Inspired by attitudes research, we propose that some growth mindsets may be strongerâmore impactfulâthan others. Specifically, this work examines whether mindsets held with higher certainty are more likely to influence responses. A field study, a high-powered preregistered experiment, and an integrative data analysis test whether mindset certainty influences interest and engagement in organizations that endorse fixed versus growth mindsets. These studies found that when students held their mindsets with high levels of certainty, their personal mindset beliefs were highly predictive of their relative interest in growth versus fixed classrooms, but when they held their mindsets with less certainty, their personal mindsets did not predict relative interest in growth versus fixed classrooms in this same manner. Broadly, these studies support that mindsets vary in strength, which should encourage researchers to identify âwhenâ rather than âwhetherâ growth mindsets predict outcomes. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Management
Leadership
Putting Out Burning Fires: Investigating the Urgency Triggered By Prohibitive Voice
Abstract
Organizations rely on employees to report problems that hinder organizational effectiveness and on supervisors to resolve those problems. Although prohibitive voice is generally thought to help organizations avoid costly and tragic outcomes, the voice ...
Organizations rely on employees to report problems that hinder organizational effectiveness and on supervisors to resolve those problems. Although prohibitive voice is generally thought to help organizations avoid costly and tragic outcomes, the voice literature has also demonstrated that supervisors respond more negatively to prohibitive voice than promotive voice. This tension motivates our inquiry into a fundamental but overlooked reason as to why supervisors might implement prohibitive voice. Drawing upon theoretical distinctions between prohibitive and promotive voice articulated in the voice literature and regulatory focus theory, we propose that supervisors tend to implement prohibitive voice episodes because they elicit an urgency to respond. We find support for our theoretical model in a field study of 555 discrete voice episodes delivered over the course of four years in a high-speed transit system (Study 1). We reproduce and extend these findingsâthat supervisors implement prohibitive voice because it triggers an urgency to respondâin a recall experiment in which we find that prevention focus enhances supervisorsâ response urgency toward prohibitive voice (Study 2). Taken together, our findings demonstrate that despite the potential negative consequences voicers may incur for speaking up with prohibitive voice, a primary function of prohibitive voice is to elicit response urgency that ultimately generates real change.
Journal of Management
Aligning the Stars: How Technology Committees and Relevant Resources Drive Firm Innovation
Abstract
While many boards adopt technology committees to support firm innovation, the impact of such committees is largely unexplored. We draw on agency and resource dependence theories to suggest that technology committees can improve firm innovation (patenting ...
While many boards adopt technology committees to support firm innovation, the impact of such committees is largely unexplored. We draw on agency and resource dependence theories to suggest that technology committees can improve firm innovation (patenting and new product introductions). We further hypothesize that relevant committee expertise (technology and executive expertise) enhances the effectiveness of the committee, and that the benefit of committee expertise is strengthened when coupled with financial resource provision. Our results support our theorizing about the impact of technology committeesâthey positively impact new product introductions, although they had no impact on patenting. We also found that committee expertise enhances committee effectiveness, but only when accompanied by greater financial resources. We discuss the implications of optional board structures, such as technology committees and their composition, on firm innovation.
Journal of Management
Training & Development
Moving in Tandem or Failing Altogether: Managing Resource Configurations for Responsible Practice Development
Abstract
Why do so many responsible business initiatives fail? While earlier studies have stressed the lack of commitment, we know little about the ways in which prosocial firms seek to secure the requisite resources to accomplish such practices. This study ...
Why do so many responsible business initiatives fail? While earlier studies have stressed the lack of commitment, we know little about the ways in which prosocial firms seek to secure the requisite resources to accomplish such practices. This study investigates how the management of multiple resource dependencies impacts the (non)accomplishment of a firmâs aspired responsible practices. A granular, comparative study of six prosocial firms embarking on voluntary environmental practices over a decade shows that mainstreamed development resulted from securing the full-fledged and sustained support of all complementary resource providers over a longer period, whereas practices facing constrained or missing resources turned into partial or outright failures. Securing multiple resources involves several problems (resource inaccessibility, resource dispersion, and resource instability), which firms address through different mechanisms. They empathically mobilize resources to overcome resistance from reluctant actors, enact integrative structures to secure resources from dispersed actors, and reshuffle resources to respond to fluctuations in availability and need. The combined use of these mechanisms does not guarantee success but is imperative to overcome the barriers that threaten the mainstreaming of responsible practices. These insights have implications for the corporate responsibility, resource dependence, and ecosystem literatures.
Academy of Management Review
Time to Face the Music: A Commentary on Lee, Busenbark, Withers, and Zajacâs âHow Music Theory Can Inform Competitive Dynamicsâ
Journal of Management
Ownership Matters: How Family Control Affects the Value of Board Chair Types After CEO Successions
Abstract
This study examines the performance consequences of Chief Executive Officer (CEO) successions, focusing on the types of board chairs and firm ownership structures. While CEO successions can bring adaptation benefits and performance gains through strategic ...
This study examines the performance consequences of Chief Executive Officer (CEO) successions, focusing on the types of board chairs and firm ownership structures. While CEO successions can bring adaptation benefits and performance gains through strategic realignment, they can also cause disruption costs and performance losses by disturbing stakeholder relationships. We examine how the presence of a predecessor CEO or an independent individual as board chair affects postsuccession performance differently depending on the level of family control. Our analysis of a panel dataset of S&P 1500 firms from 2003 to 2022 and a series of robustness tests provide strong support for our predictions. We found that with increasing family control, predecessor CEOs as board chairs have a more positive effect on postsuccession performance, while the opposite holds true for independent board chairs. Further, within family-controlled firms, the effect of predecessor retention is stronger for outside than inside CEO successions. Our findings expand CEO succession and board chair research by demonstrating that the value of a board chair type after a CEO succession depends on a firmâs ownership structure, particularly the degree of family control.
Journal of Management
Knowledge-Based Assets in Business Groups: A Dynamic Capabilities View of Complementarity and Rents
Abstract
We extend the business group (BG) literature by combining the knowledge-based perspective and the dynamic capabilities view to explain the benefits of group affiliation. In the BG context, group affiliates can use not only their own firm-level knowledge-...
We extend the business group (BG) literature by combining the knowledge-based perspective and the dynamic capabilities view to explain the benefits of group affiliation. In the BG context, group affiliates can use not only their own firm-level knowledge-based assets (KBAs), but also group-level KBAs. While prior research examines the efficiencies of BG affiliation by comparing BG affiliates to non-affiliated firms, we ask to what extent affiliate-specific rents from group-level KBAs vary among affiliate firms and why. To explain this variation, we identify affiliate-specific rents generated by the complementarity between firm- and group-level KBAs. Drawing from the dynamic capabilities view, we developed a framework to explain the sources of such complementarity and tested a series of hypotheses. This study provides empirical evidence using firm-level data on 524 affiliates of keiretsu groups in Japan from 1985 to 2015. To measure KBAs and their characteristics, we use data on 11.5 million patents matched to the sample firms. This study provides a knowledge-based perspective to explain BG affiliation benefits and the persistence of BGs as an organizational form of economic activity.
Academy of Management Journal
Research Methods
Information Exchange in Negotiations: Trust Level, Trust Radius, and Harmony Concern in East Asia versus West
Abstract
Decades of negotiation research support the theory linking trust and integrative negotiations: high levels of trust foster cooperation, which manifests in information exchange about interests and priorities, ultimately leading to insight and joint gains. In this research, we present a meta-analysis (Study 1) demonstrating that this Western-centric model may not generalize to non-Western cultures. To better understand the processes underlying integrative negotiations in East Asian cultures, weâŠ
Decades of negotiation research support the theory linking trust and integrative negotiations: high levels of trust foster cooperation, which manifests in information exchange about interests and priorities, ultimately leading to insight and joint gains. In this research, we present a meta-analysis (Study 1) demonstrating that this Western-centric model may not generalize to non-Western cultures. To better understand the processes underlying integrative negotiations in East Asian cultures, we introduce two constructs to the theory. âTrust radiusâ refers to the width of the social circle within which people are willing to trust and cooperate. âHarmony concernâ refers to the intention to cultivate and maintain a harmonious relationship that avoids conflict and discord with others. In four studiesâa survey (Study 2), two experiments (Studies 3a and 3b), and a simulation (Study 4)âwe show that trust radius, which tends to be wider in Western than in non-Western cultures, moderates the relationship between trust level and information exchange. We also find that harmony concern, rather than trust level, directly predicts information exchange in East Asian cultures but not in Western cultures. This research offers a novel perspective on the cultural differences between the West and East Asia in negotiation processes. It also highlights the theoretical distinction between trust level and trust radius in social contexts where people encounter unfamiliar counterparts.
Journal of Management
Training & Development
Research Methods
Organizational-Level Training and Performance: A Meta-Analytic Investigation
Abstract
While extensive research has examined the relationship between human resource management systems and organizational performance, the impact of organizational-level trainingâdefined as the quantity and quality of training that an organization provides to ...
While extensive research has examined the relationship between human resource management systems and organizational performance, the impact of organizational-level trainingâdefined as the quantity and quality of training that an organization provides to its employeesâremains less understood. In this article, we conducted a meta-analysis of the relationship between organizational-level training and organizational performance to determine the magnitude of the relationship and test a set of moderators of the relationship. Grounded in human capital theory, our meta-analysis employs a theoretically driven moderator analysis to identify the conditions under which organizational-level training significantly influences organizational performance. The results from 159 studies (N = 75,033) show that the relationship between organizational-level training and organizational performance is positive and significant ( Ï = .13, SD Ï = .17, 95% CI [.11, .16]). More importantly, the effect size differs significantly across several theoretical (e.g., training dimensions, type of human capital, outcome dimensions, and timing of measurement) and contextual (e.g., industry knowledge intensity, firm age, and region) moderators. Implications of these findings and directions for future research are discussed.
Academy of Management Journal
Research Methods
Not Just Hearsay and Rumor: How Managers (Actually) Perceive the Credibility of Secondhand Accounts of Employee Voice
Abstract
Employees may raise concerns based on what they hear from others, yet conventional wisdom suggests that managers should be skeptical of these âsecondhand accountsâ of prohibitive voice. Drawing on the heuristic-systematic model of persuasion, we argue that managersâ beliefs about how they should evaluate secondhand versus firsthand accounts diverge from their actual judgments when encountering either type of prohibitive voice. We report qualitative and quantitative data on managerial layâŠ
Employees may raise concerns based on what they hear from others, yet conventional wisdom suggests that managers should be skeptical of these âsecondhand accountsâ of prohibitive voice. Drawing on the heuristic-systematic model of persuasion, we argue that managersâ beliefs about how they should evaluate secondhand versus firsthand accounts diverge from their actual judgments when encountering either type of prohibitive voice. We report qualitative and quantitative data on managerial lay theories, demonstrating that secondhand accounts are seen as less credible and therefore less likely to require managerial action than firsthand accounts. However, using archival data of over two million instances of employees speaking up through companiesâ internal reporting systems, we show that manager behaviors are inconsistent with lay theoriesâmanagers are more likely to substantiate secondhand than firsthand accounts. Then, through four experimental studies, we (1) illustrate that despite lay theories that secondhand accounts should be discounted, managers are more likely to find credible and take action on voice from secondhand sources compared to firsthand sources; and (2) provide evidence of mechanisms underlying these effects. In highlighting this disconnect between manager lay beliefs and their actions, we suggest important considerations for voice researchers and practical implications for managers.
Academy of Management Journal
From Confusion to Fusion: A New Organizational Form and the Evaluation of Category Spanning in an Established Form
Abstract
We investigate how an overall change in audience preferences for category spanning occurs by examining the role of new organizational forms. We suggest that a new organizational form that emphasizes category spanning in its products can enhance evaluations of category spanners in an established form. By promoting an alternative theory of value, the new form helps disrupt existing evaluative frameworks for the established form and shifts audience preferences toward spanning. Using the rise ofâŠ
We investigate how an overall change in audience preferences for category spanning occurs by examining the role of new organizational forms. We suggest that a new organizational form that emphasizes category spanning in its products can enhance evaluations of category spanners in an established form. By promoting an alternative theory of value, the new form helps disrupt existing evaluative frameworks for the established form and shifts audience preferences toward spanning. Using the rise of gourmet food trucks in the U.S. restaurant industry, we analyze Yelp ratings and find an increase in returns to spanning by brick-and-mortar restaurants with the prevalence of gourmet food trucks in the same metropolitan area. A preregistered vignette experiment in the restaurant context provides additional evidence consistent with our argument. We contribute to research on category dynamics and organizational forms by investigating how outsiders influence audience evaluations of spanning, revealing how a new form can heterogeneously affect organizations within an established form. By employing a mixed methods approach that integrates qualitative, statistical, and experimental techniques, this study also makes a methodological contribution.
Academy of Management Review
Is Time The Great Equalizer? How Interpersonal Time Request Processes are Shaped by and Reproduce Disparities
Abstract
We extend the predominantly individual view on time use and inequality by spotlighting and sharpening the view of time request processes in the dyadic context of interpersonal interactions. Despite its prevalence, little research has examined how requests for timeâa scarce resource with economic, psychological, and collective social meaningsâunfold in organizations. Drawing from and integrating time and status literatures, we work toward a theory that unpacks the processes of conceiving of,âŠ
We extend the predominantly individual view on time use and inequality by spotlighting and sharpening the view of time request processes in the dyadic context of interpersonal interactions. Despite its prevalence, little research has examined how requests for timeâa scarce resource with economic, psychological, and collective social meaningsâunfold in organizations. Drawing from and integrating time and status literatures, we work toward a theory that unpacks the processes of conceiving of, making, interpreting, and responding to time requests occurring between two coworkers. Further, we theorize how forms of status disparity derived from both cues for achieved status (i.e., task-based expertise) and cues for ascribed status (i.e., observable demographic characteristics) shape how an initiator and a responder engage in time request processes, affecting their relative expenditures in psychological resources and clock time. We specify how dyadic temporal contracts emerge over time from an interaction history of time request episodes, which in turn exert normative influence on future time requests in ways that can reproduce disparities between organizational members. We conclude by outlining how our theorizing can enable future research and inform practices about time use and inequality.
Academy of Management Journal
Training & Development
Autonomous, Yet Interdependent: Designing Interfaces across Routine Clusters
Abstract
This paper examines the process of designing interfaces between routine clusters in a world in flux in which interdependencies are emergent. We reveal that designing interfaces is an endogenous and iterative process of creating and harmonizing interdependencies. In our ethnographic study of the reorganization of agile software development, actors implemented a second routine cluster, which they envisioned to work autonomously. Because the teams shared resources, however, they createdâŠ
This paper examines the process of designing interfaces between routine clusters in a world in flux in which interdependencies are emergent. We reveal that designing interfaces is an endogenous and iterative process of creating and harmonizing interdependencies. In our ethnographic study of the reorganization of agile software development, actors implemented a second routine cluster, which they envisioned to work autonomously. Because the teams shared resources, however, they created interdependencies across the two routine clusters that challenged their autonomy. Our findings contribute to research on routine dynamics, interdependence, and organizations design. They do so, first, by showing how the dynamics of designing interfaces are driven by the emergent nature of interdependencies, which routine participants may endogenously harmonize through routine performances. Second, our findings detail the practices through which âinterface design workâ is accomplished. Although some of these practices imply transitory variations in routine performances, others change the patterning of interfaces more sustainably. Third, resources play an important role in designing interfaces because making them readily available may require their reconfiguration. Moreover, the pooled interdependencies that flow from shared resources can escalate into more complex types of interdependence.
Academy of Management Review
Diversity & Inclusion
Why and How Societal Crises Give Rise to Extreme Growth Outliers: A Theory of External Enablement
Abstract
We develop new theory to explain the apparent mystery that societal crises recurringly and consistently give rise to extreme growth outlier organizations that reach prominent positions in their industries and markets. We argue that societal crises increase demand for the market offerings of a minority of organizations, which can help the negatively affected majority of economic agents adapt to the crisis conditions. Because the majority of economic agents struggle, this externally-enabledâŠ
We develop new theory to explain the apparent mystery that societal crises recurringly and consistently give rise to extreme growth outlier organizations that reach prominent positions in their industries and markets. We argue that societal crises increase demand for the market offerings of a minority of organizations, which can help the negatively affected majority of economic agents adapt to the crisis conditions. Because the majority of economic agents struggle, this externally-enabled minority simultaneously benefits from mutually reinforcing improvements to resource supply and institutional legitimationâadvantages that are usually not bestowed on organizations that experience demand surges under non-crisis conditions. We further argue that societal crises with a broad scope, sudden onset, and extended duration provide sufficient enablement to make extreme growth possible for a select few organizations. Finally, we argue that organizations must be internally dispositioned to leverage resource expansibility, flexibility, and distributability to actualize this external enablement. Our theory about the occurrence of crisis-enabled extreme growth outliers extends emerging conversations around the important minority of organizations that benefit from crisesâ overall detrimental effects. It also invites more research into the essential and systematic impact of environmental changes on economic activity to extend existing agent-based theories.
Academy of Management Review
Leadership
Diversity & Inclusion
The Power and Peril of Awe in Leadership: Transforming Follower Identity and Behavior
Abstract
Awe is a profound emotion that has captured significant attention within psychological research. While the potential for leaders to inspire awe in followers has received some recognition, systematic research on the nature and effects of awe in leadershipâand within organizational contexts more broadlyâremains limited. In this article, we offer a conceptual framework that explains the multifaceted and transformative nature of leadership through the power of awe. Specifically, we identify fourâŠ
Awe is a profound emotion that has captured significant attention within psychological research. While the potential for leaders to inspire awe in followers has received some recognition, systematic research on the nature and effects of awe in leadershipâand within organizational contexts more broadlyâremains limited. In this article, we offer a conceptual framework that explains the multifaceted and transformative nature of leadership through the power of awe. Specifically, we identify four leader behaviorsâcharismatic leadership tactics, exceptional performance, problem reframing, and self-sacrificial behaviorâthat elicit awe among followers. We further propose three variants of awe-inspiring leaders, describing how variation in a leaderâs self-construal (independent, collective-interdependent, or humanity) differentially orients followers toward hero worship, in-group favoritism, or universal prosociality through follower identification processes. Finally, we argue that a leaderâs zero-sum beliefs either intensify or weaken these behavioral consequences. By advancing this framework, we hope to stimulate further research on the effects of awe within organizations and deepen our understanding of how this transformative emotion shapes identity, behavior, and more.
Organizational Research Methods
Training & Development
Work Design
Efficient Processing of Long Sequence Text Data in Transformer: An Examination of Five Different Approaches
Abstract
The advent of machine learning and artificial intelligence has profoundly transformed organizational research, especially with the growing application of natural language processing (NLP). Despite these advances, managing long-sequence text input data ...
The advent of machine learning and artificial intelligence has profoundly transformed organizational research, especially with the growing application of natural language processing (NLP). Despite these advances, managing long-sequence text input data remains a persistent and significant challenge in NLP analysis within organizational studies. This study introduces five different approaches for handling long sequence text data: term frequency-inverse document frequency with a random forest algorithm (TF-IDF-RF), Longformer, GPT-4o, truncation with averaged scores and our proposed construct-relevant text-selection approach. We also present analytical strategies for each approach and evaluate their effectiveness by comparing the psychometric properties of the predicted scores. Among them, GPT-4o, the truncation with averaged scores, and the proposed text-selection approach generally demonstrate slightly superior psychometric properties compared to TF-IDF-RF and Longformer. However, no single approach consistently outperforms the others across all psychometric criteria. The discussion explores the practical considerations, limitations, and potential directions for future research on these methods, enriching the dialogue on effective long-sequence text management in NLP-driven organizational research.
Organizational Research Methods
What Are Mechanisms? Ways of Conceptualizing and Studying Causal Mechanisms
Abstract
Over the last two decades, much of management research has converged on the belief that one of its major aims is to identify the causal mechanisms that produce the phenomena that researchers seek to explain. In this paper, we review and synthesize the ...
Over the last two decades, much of management research has converged on the belief that one of its major aims is to identify the causal mechanisms that produce the phenomena that researchers seek to explain. In this paper, we review and synthesize the literature that has amassed around causal mechanisms. We do so by detailing the different methodological perspectives that are featured in management research, which we label as the contextual, constitutive, and interventionist perspectives. For each of these perspectives, we examine what it theoretically presupposes a mechanism to be, how this connects to methodological choices, and how this shapes the kind of mechanism-based explanations that each perspective offers. We also explore the main inferential challenges for each of these perspectives and offer specific methodological guidance in response. In this way, we aim to offer a common plank for theorizing and research on causal mechanisms in ways that recognize and harness the productive differences across different epistemologies and methodological traditions.
Organizational Research Methods
Training & Development
Shedding Light on the Black Box: Integrating Prediction Models and Explainability Using Explainable Machine Learning
Abstract
In contemporary organizational research, when dealing with large heterogeneous datasets and complex relationships, statistical modeling focused on developing substantive explanations typically results in low predictive accuracy. In contrast, machine ...
In contemporary organizational research, when dealing with large heterogeneous datasets and complex relationships, statistical modeling focused on developing substantive explanations typically results in low predictive accuracy. In contrast, machine learning (ML) exhibits remarkable strength for prediction, but suffers from an unexplainable analytical process and outputâthus ML is often known as a âblack boxâ approach. The recent development of explainable machine learning (XML) integrates high predictive accuracy with explainability, which combines the advantages inherent in both statistical modeling and ML paradigms. This paper compares XML with statistical modeling and the traditional ML approaches, focusing on an advanced application of XML known as evolving fuzzy system (EFS), which enhances model transparency by clarifying the unique contribution of each modeled predictor. In an illustrative study, we demonstrate two EFS-based XML models and conduct comparative analyses among XML, ML, and statistical models with a commonly-used database in organizational research. Our study offers a thorough description of analysis procedures for implementing XML in organizational research, along with best-practice recommendations for each step as well as Python code to aid future research using XML. Finally, we discuss the benefits of XML for organizational research and its potential development.
Journal of Management
Training & Development
Job Attitudes
Performance Management
Impending-Exit Period and Employee Performance: Rethinking Human Capital Disruption
Abstract
The well-established disruptive effects of employee turnover on firms have typically been attributed to post-exit dynamics, such as losses of human and social capital. Little is known, however, about leaversâ pre-exit job performance, which, if declining ...
The well-established disruptive effects of employee turnover on firms have typically been attributed to post-exit dynamics, such as losses of human and social capital. Little is known, however, about leaversâ pre-exit job performance, which, if declining in sufficient magnitude as separation nears, may drive some of this disruption. Drawing on career concerns research, we argue that impending exit weakens incentives to improve future career prospects at the firm, thereby resulting in reduced performance. Our analysis reveals strikingly large negative relationships, as job performance during the impending-exit period declines by 53.9% and 79.8% across two performance measures. Additionally, we predict and find that these performance decrements are more pronounced for junior-level employees and partially mitigated for those anticipating a continuing relationship with the organization after exit. We test our predictions using longitudinal data on 4,104 patent examiners who left the United States Patent and Trademark Office from 2001 to 2018.
Academy of Management Review
Diversity & Inclusion
It Takes Two to Untangle: Illuminating How and Why Some Workplace Relationships Adapt While Others Deteriorate after a Workplace Microaggression
Abstract
Although scholars largely assume that workplace microaggressions negatively impact the work relationship between the target and the perpetrator, relational deterioration is not the only observable relational outcome. Indeed, there are instances of relational restoration or even positive adaptation after a workplace microaggression. To coherently make sense of myriad relational outcomes, we draw on theory on relational fractures and theory on intergroup relations to build new theory thatâŠ
Although scholars largely assume that workplace microaggressions negatively impact the work relationship between the target and the perpetrator, relational deterioration is not the only observable relational outcome. Indeed, there are instances of relational restoration or even positive adaptation after a workplace microaggression. To coherently make sense of myriad relational outcomes, we draw on theory on relational fractures and theory on intergroup relations to build new theory that specifies how and under what conditions varied relational outcomes may emerge. We theorize that a workplace microaggression, as a relational fracture, by and large activates a targetâs motivational system aimed at protecting the self at the expense of the relationship (a self-protective motivation). We then pinpoint the relational conditions under which targets may shift from a self-protective motivation to a relationship-promotive one (characterized by reflection and inquiry) and how, in turn, perpetrators may proceed (in terms of the motivational system activated). We complete our theory by theorizing the conditions under which the pair of motivational systems activated leads to shallower or deeper levels of dyadic relational repair work, with consequences for the work relationship. Our theory offers important insights that challenge, redirect, and extend scholarship on workplace microaggressions.
Academy of Management Review
Careers
A Theory of the Start-Up Workforce
Abstract
Start-up employees are a crucial yet understudied stakeholder group. This paper develops a theory of the start-up workforce that positions early-stage employees as influential co-constructors of entrepreneurial opportunities. Drawing on constructivist logic and integrating insights from entrepreneurship and organizational behavior, I explore how entrepreneurial opportunity narratives and career fit narratives, generated at the firm and start-up employee levels, respectively, interact and evolveâŠ
Start-up employees are a crucial yet understudied stakeholder group. This paper develops a theory of the start-up workforce that positions early-stage employees as influential co-constructors of entrepreneurial opportunities. Drawing on constructivist logic and integrating insights from entrepreneurship and organizational behavior, I explore how entrepreneurial opportunity narratives and career fit narratives, generated at the firm and start-up employee levels, respectively, interact and evolve over time. My model unpacks how narrative fidelityâthe completeness and coherence of a storyâchanges across levels as start-ups take shape. Low-fidelity entrepreneurial opportunity narratives attract employees by allowing them to envision themselves as co-constructors. However, narratives solidify as fidelity increases through employment growth and employee entrainment. This process then influences employeesâ career fit narratives and their decisions to maintain entrainment or resist and exit. By illuminating the dynamic interplay between macro-level entrepreneurial opportunities and micro-level employee career fit, this interdisciplinary theory advances our understanding of why and when start-up employees entrain or resist, and how their co-constructive efforts significantly influence both the respective start-upâs trajectory and their career fit narrative revisions. My work provides tractable theoretical foundations to further distinguish the start-up workforce as a unique stakeholder group within new ventures facing a novel employment situation.
Academy of Management Review
Diversity & Inclusion
Achieving Holism: Narrating Multiple Identities in the Moment and Over Time
Abstract
Peopleâs multiple identities often wax, wane, and are transformed over their lifetimes, both as sources of personal meaning and as realities communicated to others. Yet, despite a research turn toward studying identities as multiple and dynamic, largely still missing is a cohesive view of peopleâs efforts to narratively integrate the sum of their many evolving parts. In this paper, we take a narrative perspective on the notion of identity holism to theorize how people build a meaningful wholeâŠ
Peopleâs multiple identities often wax, wane, and are transformed over their lifetimes, both as sources of personal meaning and as realities communicated to others. Yet, despite a research turn toward studying identities as multiple and dynamic, largely still missing is a cohesive view of peopleâs efforts to narratively integrate the sum of their many evolving parts. In this paper, we take a narrative perspective on the notion of identity holism to theorize how people build a meaningful whole by making narrative claims involving â4Csââcredibility, coherence, continuity, and causality. Cutting across these claims are more abstract themes, or leitmotifs, of identity coalescence and coevolution, which are internally experienced as static and dynamic holism, respectively. We discuss how holism, and particularly dynamic holism, fosters personal authenticity, wisdom, adaptiveness, and resilience; the broader contributions of our theorizing to the literatures on identity and narrative; and implications for management and future research.
Journal of Management
Methods and Theory for Using Parcels in Management Research: An Overview and Guide for Improved Analysis
Abstract
Research questions and subsequent methodology in the field of management continue to evolve, bringing about more complex models and heightened data requirements and considerations. Thus, the difficulties associated with meeting the requirements of growing ...
Research questions and subsequent methodology in the field of management continue to evolve, bringing about more complex models and heightened data requirements and considerations. Thus, the difficulties associated with meeting the requirements of growing methodological rigor (e.g., increasing sample size) have influenced scholars to develop procedures aimed at mitigating these challenges. One such practice is parceling or combining subsets of scale items to form composite indicators of latent variables. Since introduced, parceling approaches have proliferated in a piecemeal fashion, leading to inconsistencies and inaccuracies regarding how parceling is both conducted and reported. With limited consensus about how to parcel, scholars risk perpetuating disjointed, incomplete, or errant approaches that confound the quality of research, accenting the need for a review that organizes the concept of parceling. In response, we offer an examination of parceling in management research with the aim of offering much-needed insight and instruction. To accomplish this, we provide insights that include an overview of parceling from practical and theoretical standpoints, needed clarification surrounding the importance of construct dimensionality when parceling, and robust, informed insights into best practices to aid future researchers in appropriately crafting and reporting on parceling moving forward.
Journal of Personality and Social Psychology
Personality
Because it is fun! Individual differences in effort enjoyment belief relate to behavioral and physiological indicators of effort-seeking.
Abstract
Effort is commonly characterized as a negative, unpleasant experience. This research explores the extent to which individuals vary in whether they believe effort to be enjoyable or aversive and how this relates to a range of behavioral and physiological indicators of effort exertion. In five studies (N = 2,338), participants either completed an Effort Enjoyment Belief Scale or were experimentally led to believe that effort is enjoyable or aversive. Across our studies, descriptive analyses ofâŠ
Effort is commonly characterized as a negative, unpleasant experience. This research explores the extent to which individuals vary in whether they believe effort to be enjoyable or aversive and how this relates to a range of behavioral and physiological indicators of effort exertion. In five studies (N = 2,338), participants either completed an Effort Enjoyment Belief Scale or were experimentally led to believe that effort is enjoyable or aversive. Across our studies, descriptive analyses of the Effort Enjoyment Belief Scale revealed no general tendency among participants to perceive effort as aversive; instead, some participants tended to endorse a belief that effort is enjoyable. Both measured and manipulated effort enjoyment belief predicted difficulty selection on an arithmetic task. Further, the belief predicted effort exertion as assessed via cardiovascular measurements (ÎČ-adrenergic sympathetic activity) and was associated with high school grades and subjective evaluation of academic success at university. These results imply that the subjective cost or value of effort may be affected by (social) learning experiences, shaping individualsâ effort enjoyment belief and, in turn, their tendency to approach or avoid demanding tasks and the exertion of effort. Thus, when modeling behavior as the result of a costâbenefit analysis, effort may not contribute exclusively to the costs but also add value to a course of action, depending on individualsâ effort enjoyment belief. (PsycInfo Database Record (c) 2026 APA, all rights reserved)
Journal of Management
Leadership
Diversity & Inclusion
The Role of Inclusive Leadership in Reducing Disability Accommodation Request Withholding
Abstract
Workplace disability accommodations are intended to help level the playing field and create more accessible, inclusive workplaces. Yet, research shows that people with disabilities often experience insufficient accommodations as a result of both employersâ...
Workplace disability accommodations are intended to help level the playing field and create more accessible, inclusive workplaces. Yet, research shows that people with disabilities often experience insufficient accommodations as a result of both employersâ and employeesâ attitudes about accommodations. The current work seeks to shed new light on psychological processes underlying disability accommodation request withholding. To do so, we draw upon a relational framework and use social tuning theory to develop a model examining the relationship between inclusive leadership and accommodation request withholding, as mediated by employeesâ perceived disability stigma and moderated by disability severity and relational-interdependent self-construal. We tested our model across two studies with Chinese employeesâincluding a survey study with three waves of data from 290 employees with physical disabilities and an experimental-causal-chain designed vignette study with 526 participants. Our findings indicated that inclusive leadership was associated with employeesâ lower perceived disability stigma, and that was related to reduced accommodation request withholding. Furthermore, this relationship was more pronounced in employees with higher disability severity and relational-interdependent self-construal. Our research provides novel insights for disability diversity management, particularly around the role of inclusive leadership in fostering enabling workplace environments.
Journal of Management
Leadership
Well-being & Health
Clarifying the Construct of Supervisor Support for Recovery and Its Impact on Employee Recovery Experiences
Abstract
Insufficient recovery from work stress is a pernicious issue for many workers. This study aims to understand the important role that supervisors play in employeesâ recovery experiences. Specifically, we (1) proposed an expanded conceptualization of ...
Insufficient recovery from work stress is a pernicious issue for many workers. This study aims to understand the important role that supervisors play in employeesâ recovery experiences. Specifically, we (1) proposed an expanded conceptualization of supervisor support for recovery (SSR), and (2) developed and validated a measure consistent with this expanded conceptualization. We refined the conceptualization of SSR with four dimensions: refraining from communicating about work during nonwork time, refraining from requiring work during nonwork time, modeling recovery, and encouraging recovery. These dimensions align with the recovery literature, which highlights the necessity of refraining from recovery-hindering behaviors to reduce energy exertion and engaging in recovery-promoting behaviors to provide recovery opportunities. The recovery-promoting dimensions also align with key themes of role modeling and encouragement emphasized in social cognitive theory. Based on the conceptualization, we further developed and validated an SSR scale using three different designs (cross-sectional, supervisor-subordinate dyadic, time-separated) in six studies. Results showed that SSR was distinct from related supervisor constructs (e.g., leader-member exchange and family supportive supervisor behaviors), was positively associated with recovery experiences, and provided further insight into recovery experiences, over and above the other supervisor constructs. This study provides a foundation for future research to better understand how supervisors can support employee recovery from work stress.
Journal of Management
Diversity & Inclusion
Organizational Culture
Turning Task-Adjusted Temporary Newcomers into Permanent Employees: An Identity Perspective
Abstract
While most of the socialization literature has focused on factors that allow newcomers to adjust to their new job tasks successfully, less attention has been given to examining whether temporary newcomersâ task adjustment influences the likelihood of ...
While most of the socialization literature has focused on factors that allow newcomers to adjust to their new job tasks successfully, less attention has been given to examining whether temporary newcomersâ task adjustment influences the likelihood of receiving a permanent position. Drawing on the identity perspective and the socialization literature, this study proposes and tests a new framework that examines the probability of task-adjusted newcomers receiving a permanent job offer contingent on two conditions: a) there is a low level of peer divestiture socialization, which enables the task-adjusted newcomer to achieve higher levels of task performance, and b) the newcomer displays low rule-following behavior, which allows the high-performing newcomer to be cognitively trusted by the supervisor. Consistent with our predictions, the results of a four-wave, multisource study featuring 194 newcomer-supervisor dyads revealed that newcomer task adjustment was positively related to the newcomer receiving a permanent job offer by way of newcomer task performance and supervisor trust in newcomers but only when peer divestiture socialization and newcomer rule-following behavior were low. We discuss the theoretical and managerial implications of these findings.
Journal of Organizational Behavior
Diversity & Inclusion
Pride in the Workplace: An Integrative Review, Synthesis, and Future Research Agenda
Abstract
Research on the role of emotions in organizations has evolved into a major field of study over the past two decades, often referred to as the âAffective Revolution,â (e.g., Barsade, Brief, and Spataro 2003; Elfenbein 2007). Taking note, many scholars have investigated the emotion most proximally associated with workplace achievement, selfâefficacy, status and rank, identity, and collective belonging: pride. Pride reflects satisfaction with one's achievements and identity, the achievements ofâŠ
Research on the role of emotions in organizations has evolved into a major field of study over the past two decades, often referred to as the âAffective Revolution,â (e.g., Barsade, Brief, and Spataro 2003; Elfenbein 2007). Taking note, many scholars have investigated the emotion most proximally associated with workplace achievement, selfâefficacy, status and rank, identity, and collective belonging: pride. Pride reflects satisfaction with one's achievements and identity, the achievements of others or groups with whom one is closely associated (e.g., an organization; Helm 2013), or the possession of attributes that are socially valued (Tracy and Robins 2004). Surprisingly, despite the abundant and rapidly growing literature on pride in a work context, a comprehensive review of the literature is notably absent. Our review integrates and distills the current state of the science across this vast and fragmented literature, spread over multiple content domains. We identify emergent themes, offer an integrated process framework of pride in a work context, help to resolve conflicting findings and ongoing debates in this literature, and provide a series of generative and theoretically grounded suggestions for meaningfully extending the literature on pride in a work context.
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