Pub Date : 2024-09-19DOI: 10.1177/10596011241281390
Tomohiko Tanikawa, Yuhee Jung
Prior research on women in executive positions (WiE) has focused exclusively on the consequences of WiE by addressing how women executives influence firm strategy and performance, whereas little is known about the antecedents of WiE. However, to gain a comprehensive understanding of the overall impact of women executives on the firm, it is worthwhile to identify the triggers that prompt firms to appoint women executives for the first time. In this study, we have attempted to identify the antecedents of first appointments of women to executive teams (FAWE). On the basis of a theoretical frame incorporating the think crisis–think female perspective into the punctuated equilibrium model, we consider FAWE as the process of the transformational reform of an organization and examine the roles of three factors—firm performance (i.e., ROA and aspirational performance), environmental changes (i.e., industry dynamism, industry munificence, and industry complexity), and new CEO appointments—as antecedents of FAWE. We conducted a panel logistic regression analysis using 20 years of panel data (2000–2019) for Japanese listed firms. Our findings demonstrate that (1) poor firm performance (ROA and aspirational performance) was significantly related to the likelihood of FAWE in the subsequent year, and (2) a new CEO appointment was significantly related to the likelihood of FAWE in the subsequent year, whereas (3) hypotheses regarding environmental changes (industry dynamism, industry munificence, and industry complexity) were not confirmed. Implications for researchers and practitioners are discussed, along with the study’s limitations and suggestions for future research.
以往有关女性担任高管职位（WiE）的研究只关注 WiE 的结果，探讨女性高管如何影响公司战略和绩效，而对 WiE 的前因却知之甚少。然而，为了全面了解女性高管对公司的整体影响，值得找出促使公司首次任命女性高管的诱因。在本研究中，我们试图找出首次任命女性进入高管团队（FAWE）的前因。在将 "危机思维-女性思维 "视角纳入标点均衡模型的理论框架基础上，我们将首次任命女性高管视为企业转型改革的过程，并考察了企业绩效（即投资回报率和期望绩效）、环境变化（即行业活力、行业慷慨性和行业复杂性）和新任首席执行官任命这三个因素在首次任命女性高管中的作用。我们利用日本上市公司 20 年（2000-2019 年）的面板数据进行了面板逻辑回归分析。我们的研究结果表明：(1) 公司业绩不佳（投资回报率和期望绩效）与下一年发生 FAWE 的可能性显著相关；(2) 新 CEO 的任命与下一年发生 FAWE 的可能性显著相关，而 (3) 有关环境变化（行业活力、行业公益性和行业复杂性）的假设未得到证实。本研究还讨论了对研究人员和从业人员的启示，以及研究的局限性和对未来研究的建议。
{"title":"Drivers for Nominating First Women Executives: Empirical Evidence From Japanese Firms","authors":"Tomohiko Tanikawa, Yuhee Jung","doi":"10.1177/10596011241281390","DOIUrl":"https://doi.org/10.1177/10596011241281390","url":null,"abstract":"Prior research on women in executive positions (WiE) has focused exclusively on the consequences of WiE by addressing how women executives influence firm strategy and performance, whereas little is known about the antecedents of WiE. However, to gain a comprehensive understanding of the overall impact of women executives on the firm, it is worthwhile to identify the triggers that prompt firms to appoint women executives for the first time. In this study, we have attempted to identify the antecedents of first appointments of women to executive teams (FAWE). On the basis of a theoretical frame incorporating the think crisis–think female perspective into the punctuated equilibrium model, we consider FAWE as the process of the transformational reform of an organization and examine the roles of three factors—firm performance (i.e., ROA and aspirational performance), environmental changes (i.e., industry dynamism, industry munificence, and industry complexity), and new CEO appointments—as antecedents of FAWE. We conducted a panel logistic regression analysis using 20 years of panel data (2000–2019) for Japanese listed firms. Our findings demonstrate that (1) poor firm performance (ROA and aspirational performance) was significantly related to the likelihood of FAWE in the subsequent year, and (2) a new CEO appointment was significantly related to the likelihood of FAWE in the subsequent year, whereas (3) hypotheses regarding environmental changes (industry dynamism, industry munificence, and industry complexity) were not confirmed. Implications for researchers and practitioners are discussed, along with the study’s limitations and suggestions for future research.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142259220","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-15DOI: 10.1177/10596011241282703
Aimée A. Kane, Kyle J. Emich
The large increase in the average sample size of team studies published in premier management journals over the past decade is concerning. A strict focus on large samples suppresses the study of many teams, particularly less prominent ones; for example, teams in small or medium-sized enterprises, teams in unique contexts, teams containing underrepresented minorities, and teams adopting new technologies. It also impedes our collective understanding of teams by devaluing work relying on philosophies of science that do not prioritize large samples. Large samples allow positivists to establish relationships between constructs. Yet, contextualized, rich data from as few as just one team can help constructivists uncover lived experiences or could be studied by critical realists to identify mechanisms underlying social systems of active agents. In this paper, we review how these three philosophies of science view sample size, addressing how and when small samples are beneficial. Importantly, research from all three traditions is necessary to build an in-depth, practical understanding of teams. We also describe five specific ways small sample research can contribute to team science and lay out four general recommendations for assessing the value of sample size in team research. Throughout, we maintain that scientific progress is collective and pluralistic. A sole reliance on large samples threatens this goal.
{"title":"The Value of Small Samples to Groups and Teams Research: Accumulating Knowledge across Philosophies of Science","authors":"Aimée A. Kane, Kyle J. Emich","doi":"10.1177/10596011241282703","DOIUrl":"https://doi.org/10.1177/10596011241282703","url":null,"abstract":"The large increase in the average sample size of team studies published in premier management journals over the past decade is concerning. A strict focus on large samples suppresses the study of many teams, particularly less prominent ones; for example, teams in small or medium-sized enterprises, teams in unique contexts, teams containing underrepresented minorities, and teams adopting new technologies. It also impedes our collective understanding of teams by devaluing work relying on philosophies of science that do not prioritize large samples. Large samples allow positivists to establish relationships between constructs. Yet, contextualized, rich data from as few as just one team can help constructivists uncover lived experiences or could be studied by critical realists to identify mechanisms underlying social systems of active agents. In this paper, we review how these three philosophies of science view sample size, addressing how and when small samples are beneficial. Importantly, research from all three traditions is necessary to build an in-depth, practical understanding of teams. We also describe five specific ways small sample research can contribute to team science and lay out four general recommendations for assessing the value of sample size in team research. Throughout, we maintain that scientific progress is collective and pluralistic. A sole reliance on large samples threatens this goal.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142259218","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-09DOI: 10.1177/10596011241278556
Florian Klonek, Melissa Twemlow, Maria Tims, Sharon K. Parker
Although team processes are conceptualized as temporal phenomena, our theoretical understanding of their unfolding over time is underdeveloped, particularly when “zooming in and out” into their dynamics using different temporal lenses. Team processes might unfold differently over extended project cycles (i.e., macroscale time lens) versus over brief events (microscale time lens). Our goal was to better understand temporal changes of three critical higher-order team processes (i.e., transition, action, and interpersonal processes) over both extended periods (i.e., longer project cycles) and brief time spans (i.e., recurring stand-up meetings). Focusing on two agile software teams, we indexed team processes across these two time spans using computer-aided text analysis (CATA) of meeting transcripts. Macroscale time span processes were captured across 10 sprints (30-week project cycle). Microscale time spans were captured with data from brief stand-up meetings (i.e., using 10 equidistant time intervals from 40 meetings). From a macroscale time lens (i.e., project cycle), an increase in action processes in the early project phase was associated with increases in performance. From a microscale time lens, changes in transition and interpersonal processes around mid-meeting phases were associated with differences in performance. Qualitative analyses of meeting midpoints revealed key differences in proactive planning and interpersonal processes. We discuss how our results provide novel insights for team process dynamics in relation to micro- and macroscale time spans.
{"title":"It’s About Time! Understanding the Dynamic Team Process-Performance Relationship Using Micro- and Macroscale Time Lenses","authors":"Florian Klonek, Melissa Twemlow, Maria Tims, Sharon K. Parker","doi":"10.1177/10596011241278556","DOIUrl":"https://doi.org/10.1177/10596011241278556","url":null,"abstract":"Although team processes are conceptualized as temporal phenomena, our theoretical understanding of their unfolding over time is underdeveloped, particularly when “zooming in and out” into their dynamics using different temporal lenses. Team processes might unfold differently over extended project cycles (i.e., macroscale time lens) versus over brief events (microscale time lens). Our goal was to better understand temporal changes of three critical higher-order team processes (i.e., transition, action, and interpersonal processes) over both extended periods (i.e., longer project cycles) and brief time spans (i.e., recurring stand-up meetings). Focusing on two agile software teams, we indexed team processes across these two time spans using computer-aided text analysis (CATA) of meeting transcripts. Macroscale time span processes were captured across 10 sprints (30-week project cycle). Microscale time spans were captured with data from brief stand-up meetings (i.e., using 10 equidistant time intervals from 40 meetings). From a macroscale time lens (i.e., project cycle), an increase in action processes in the early project phase was associated with increases in performance. From a microscale time lens, changes in transition and interpersonal processes around mid-meeting phases were associated with differences in performance. Qualitative analyses of meeting midpoints revealed key differences in proactive planning and interpersonal processes. We discuss how our results provide novel insights for team process dynamics in relation to micro- and macroscale time spans.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-30DOI: 10.1177/10596011241274530
Patrick J. Flynn, Bradley L. Kirkman, Lynn A. McFarland, Jeffrey M. Pollack
There is debate in the literature regarding when impression management motivates networking performance for self and others, and how well individuals perform tasks when the driving motivation is to look good. We take a novel approach to this quandary, integrate social exchange with sensemaking theories and research, and examine how networking group characteristics enable entrepreneurs to make sense of, and interpret, their collective environment and subsequently determine how they should behave to look their best. We identify collective altruism as an important group characteristic affecting how impression management tactics influence entrepreneurs’ willingness to help fellow group members. Findings from a sample of entrepreneurs ( n = 189) engaged in Business Network International (BNI) groups ( k = 24), illustrate that the relationship between entrepreneurs’ exemplification and the revenue they generate for others’ ventures and their own was more strongly positive when collective altruism was higher. Similarly, the effects of entrepreneur supplication and intimidation on revenue generated for others’ ventures were positive in groups with higher collective altruism. We discuss implications for theory and practice.
{"title":"When Does Entrepreneurs’ Impression Management Enhance Their Networking Performance? The Cross-Level Moderating Role of Collective Altruism","authors":"Patrick J. Flynn, Bradley L. Kirkman, Lynn A. McFarland, Jeffrey M. Pollack","doi":"10.1177/10596011241274530","DOIUrl":"https://doi.org/10.1177/10596011241274530","url":null,"abstract":"There is debate in the literature regarding when impression management motivates networking performance for self and others, and how well individuals perform tasks when the driving motivation is to look good. We take a novel approach to this quandary, integrate social exchange with sensemaking theories and research, and examine how networking group characteristics enable entrepreneurs to make sense of, and interpret, their collective environment and subsequently determine how they should behave to look their best. We identify collective altruism as an important group characteristic affecting how impression management tactics influence entrepreneurs’ willingness to help fellow group members. Findings from a sample of entrepreneurs ( n = 189) engaged in Business Network International (BNI) groups ( k = 24), illustrate that the relationship between entrepreneurs’ exemplification and the revenue they generate for others’ ventures and their own was more strongly positive when collective altruism was higher. Similarly, the effects of entrepreneur supplication and intimidation on revenue generated for others’ ventures were positive in groups with higher collective altruism. We discuss implications for theory and practice.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221287","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-30DOI: 10.1177/10596011241273336
Camille Desjardins, Marion Fortin, Marc Ohana, Hayley German
Telework arrangements remain popular since they have been “normalized” in the context of the pandemic. Telework may help reduce the gender gap in access to work despite women’s prominent role in caring responsibilities. However, the work experience and career effects of such arrangements may also be gendered, particularly given the increased number of cross-domain interruptions that tend to accompany telework. We investigated the gendered effects of cross-domain interruptions between childcare and telework through a mixed methods approach, including a daily diary study with 339 teleworking parents and semi-structured interviews with 16 teleworking mothers and 16 teleworking fathers. We find that childcare-to-work interruptions have negative effects on the fulfillment of career motives, on work engagement and emotional exhaustion, for both men and women. The effects of work-to-childcare interruptions are, however, different for men compared to women, with only women’s perceived daily balance being negatively affected. Interestingly, men even benefit from some positive effects of these interruptions, which allow them to experience more daily authenticity and challenge. Our qualitative findings help to interpret these findings by suggesting gender motive differences with women reporting more relational and (to a smaller extent) uncertainty related work motives. The interview data also illustrate how various approaches to the division of household labor and boundary management may contribute to gendered interruption experiences. Overall, these findings illustrate how the daily experiences of teleworkers can contribute to growing gender gaps in terms of career and wellbeing.
{"title":"Women’s Double Penalty During Telework: A Mixed Method Investigation of the Gender Effect of Interruptions Between Work and Childcare","authors":"Camille Desjardins, Marion Fortin, Marc Ohana, Hayley German","doi":"10.1177/10596011241273336","DOIUrl":"https://doi.org/10.1177/10596011241273336","url":null,"abstract":"Telework arrangements remain popular since they have been “normalized” in the context of the pandemic. Telework may help reduce the gender gap in access to work despite women’s prominent role in caring responsibilities. However, the work experience and career effects of such arrangements may also be gendered, particularly given the increased number of cross-domain interruptions that tend to accompany telework. We investigated the gendered effects of cross-domain interruptions between childcare and telework through a mixed methods approach, including a daily diary study with 339 teleworking parents and semi-structured interviews with 16 teleworking mothers and 16 teleworking fathers. We find that childcare-to-work interruptions have negative effects on the fulfillment of career motives, on work engagement and emotional exhaustion, for both men and women. The effects of work-to-childcare interruptions are, however, different for men compared to women, with only women’s perceived daily balance being negatively affected. Interestingly, men even benefit from some positive effects of these interruptions, which allow them to experience more daily authenticity and challenge. Our qualitative findings help to interpret these findings by suggesting gender motive differences with women reporting more relational and (to a smaller extent) uncertainty related work motives. The interview data also illustrate how various approaches to the division of household labor and boundary management may contribute to gendered interruption experiences. Overall, these findings illustrate how the daily experiences of teleworkers can contribute to growing gender gaps in terms of career and wellbeing.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221239","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-28DOI: 10.1177/10596011241278028
Wieke M. Knol, Yannick Griep, Joyce Elena Schleu, G. James Lemoine
This study examines how leaders' political skills affect employee commitment and job ambiguity during organizational change, particularly when leader-employee interaction time is limited. We found that interpersonal influence and networking ability consistently benefit employees, regardless of how often leaders interact with them. Apparent sincerity is effective when leaders maintain regular contact, while high levels of social astuteness can backfire, causing more job ambiguity and less commitment. The research underscores the importance of these political skills in supporting employees and ensuring successful organizational change, even when leaders have limited interaction time with their employees.
{"title":"Use of Political Skills by Leaders to Establish Successful Organizational Change","authors":"Wieke M. Knol, Yannick Griep, Joyce Elena Schleu, G. James Lemoine","doi":"10.1177/10596011241278028","DOIUrl":"https://doi.org/10.1177/10596011241278028","url":null,"abstract":"<p>This study examines how leaders' political skills affect employee commitment and job ambiguity during organizational change, particularly when leader-employee interaction time is limited. We found that interpersonal influence and networking ability consistently benefit employees, regardless of how often leaders interact with them. Apparent sincerity is effective when leaders maintain regular contact, while high levels of social astuteness can backfire, causing more job ambiguity and less commitment. The research underscores the importance of these political skills in supporting employees and ensuring successful organizational change, even when leaders have limited interaction time with their employees.</p>","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-28DOI: 10.1177/10596011241273430
Sophie De Winne, Elise Marescaux, Emma Raets, Nicky Dries
This study employs Uncertainty Management Theory (UMT) to explore how co-workers respond to supervisors’ communication about idiosyncratic deals (i-deals), specifically comparing secrecy and transparency. We suggest that co-workers’ perceptions of i-deal secrecy, as opposed to transparency, lead to uncertainty. Moreover, misalignment between co-workers’ perceptions and supervisors’ intentions regarding i-deal communication may create a second source of uncertainty. We propose that co-workers cope with this uncertainty by forming moral judgments about the i-deal communication, which subsequently relate to their trust in their supervisor and their turnover intentions. Data were collected from 27 supervisors and 224 co-workers across 27 teams, resulting in 224 matched co-worker-supervisor responses. Polynomial regressions reveal varying outcomes depending on the (mis)alignment between co-workers’ perceptions and supervisors’ intentions. Co-workers’ moral judgments, trust in their supervisor and turnover intentions are optimal when they perceive i-deal transparency, regardless of the supervisor’s intentions. These factors are suboptimal when co-workers’ perceptions of i-deal secrecy align with supervisors’ intentions, and detrimental when co-workers perceive i-deal secrecy while supervisors intend transparency. Our findings highlight the potential consequences of supervisors’ intentions for i-deal transparency, showing they can be positive or negative depending on co-workers’ perceptions. Moreover, supervisors’ intentions for i-deal secrecy are not necessarily problematic as long as co-workers perceive transparency. Yet, once secrecy intentions are revealed, suboptimal co-worker reactions occur.
{"title":"Co-workers’ reactions to (Mis)Alignment between supervisors’ intentions and Co-workers’ perceptions of I-deal secrecy: An uncertainty management perspective","authors":"Sophie De Winne, Elise Marescaux, Emma Raets, Nicky Dries","doi":"10.1177/10596011241273430","DOIUrl":"https://doi.org/10.1177/10596011241273430","url":null,"abstract":"This study employs Uncertainty Management Theory (UMT) to explore how co-workers respond to supervisors’ communication about idiosyncratic deals (i-deals), specifically comparing secrecy and transparency. We suggest that co-workers’ perceptions of i-deal secrecy, as opposed to transparency, lead to uncertainty. Moreover, misalignment between co-workers’ perceptions and supervisors’ intentions regarding i-deal communication may create a second source of uncertainty. We propose that co-workers cope with this uncertainty by forming moral judgments about the i-deal communication, which subsequently relate to their trust in their supervisor and their turnover intentions. Data were collected from 27 supervisors and 224 co-workers across 27 teams, resulting in 224 matched co-worker-supervisor responses. Polynomial regressions reveal varying outcomes depending on the (mis)alignment between co-workers’ perceptions and supervisors’ intentions. Co-workers’ moral judgments, trust in their supervisor and turnover intentions are optimal when they perceive i-deal transparency, regardless of the supervisor’s intentions. These factors are suboptimal when co-workers’ perceptions of i-deal secrecy align with supervisors’ intentions, and detrimental when co-workers perceive i-deal secrecy while supervisors intend transparency. Our findings highlight the potential consequences of supervisors’ intentions for i-deal transparency, showing they can be positive or negative depending on co-workers’ perceptions. Moreover, supervisors’ intentions for i-deal secrecy are not necessarily problematic as long as co-workers perceive transparency. Yet, once secrecy intentions are revealed, suboptimal co-worker reactions occur.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-27DOI: 10.1177/10596011241276586
Rana Tassabehji, Hugh Lee, Nancy Harding
The growing and unmet demand for coding skills is becoming critical in a world that is ever-more driven by digital technologies, embedded algorithms and artificial intelligence systems. However, sustainability of the profession is threatened because of the failure to attract and retain women developers, which has been an ongoing and corrosive problem for decades and remains unresolved. While many previous studies attribute ‘toxic’ workplace cultures in the software development industry, as a major contributing factor, few examine their root causes and almost none offer practical solutions. To address this lack of both knowledge and effective response, we propose a novel approach building on psychoanalytical Transactional Analysis (TA) theory that is little used in the field of management and organisation studies. TA theory provides a framework using common and simplified language to better understand why communications in the workplace fail, and how occupying incompatible ego states might lead to ‘ negative’, ‘ problematic’ and, in the worst cases, ‘ toxic’ behaviours and workplaces. We propose a TA-based model (OCTAPos) that helps explain how crossed communications at work can result in a lack of acceptance of women in the workplace and attrition among female software developers and the resultant dearth of diverse coders. We further propose a theoretically informed HRM Structured TA Response (STAR) to help increase self-awareness, emotional intelligence, empathy and mutual understanding, with the ultimate aim of positively impacting prevailing attitudes, behaviours and organisational culture to achieve more inclusive and sustainable recruitment and retention in the longer term.
在数字技术、嵌入式算法和人工智能系统日益驱动的世界中，对编码技能日益增长且尚未得到满足的需求正变得至关重要。然而，由于无法吸引和留住女性开发人员，这一职业的可持续发展受到了威胁，几十年来，这一问题一直存在，而且仍未得到解决。虽然以往的许多研究都将软件开发行业中的 "有毒 "工作场所文化归结为一个主要因素，但很少有研究探讨其根本原因，也几乎没有研究提供切实可行的解决方案。为了解决这种知识和有效应对措施的匮乏，我们提出了一种基于心理分析的情感分析（TA）理论的新方法，该理论在管理和组织研究领域很少使用。TA理论提供了一个框架，使用通俗易懂的语言来更好地理解工作场所沟通失败的原因，以及不相容的自我状态是如何导致 "消极"、"有问题"，甚至在最糟糕的情况下导致 "有毒 "行为和工作场所的。我们提出了一个基于 TA 的模型（OCTAPos），该模型有助于解释工作中的交叉沟通是如何导致工作场所缺乏对女性的接纳、女性软件开发人员的流失以及由此造成的多元化编码员的匮乏的。我们还进一步提出了一种基于理论的人力资源管理结构化 TA 响应（STAR），以帮助提高自我意识、情商、同理心和相互理解，最终目的是对普遍的态度、行为和组织文化产生积极影响，从而实现更具包容性和可持续性的长期招聘和留任。
{"title":"Problematic Workplace Behaviours in the Software Development Profession: Using Transactional Analysis to Diagnose Toxicity and Improve Relationships at Work","authors":"Rana Tassabehji, Hugh Lee, Nancy Harding","doi":"10.1177/10596011241276586","DOIUrl":"https://doi.org/10.1177/10596011241276586","url":null,"abstract":"The growing and unmet demand for coding skills is becoming critical in a world that is ever-more driven by digital technologies, embedded algorithms and artificial intelligence systems. However, sustainability of the profession is threatened because of the failure to attract and retain women developers, which has been an ongoing and corrosive problem for decades and remains unresolved. While many previous studies attribute ‘toxic’ workplace cultures in the software development industry, as a major contributing factor, few examine their root causes and almost none offer practical solutions. To address this lack of both knowledge and effective response, we propose a novel approach building on psychoanalytical Transactional Analysis (TA) theory that is little used in the field of management and organisation studies. TA theory provides a framework using common and simplified language to better understand why communications in the workplace fail, and how occupying incompatible ego states might lead to ‘ negative’, ‘ problematic’ and, in the worst cases, ‘ toxic’ behaviours and workplaces. We propose a TA-based model (OCTAPos) that helps explain how crossed communications at work can result in a lack of acceptance of women in the workplace and attrition among female software developers and the resultant dearth of diverse coders. We further propose a theoretically informed HRM Structured TA Response (STAR) to help increase self-awareness, emotional intelligence, empathy and mutual understanding, with the ultimate aim of positively impacting prevailing attitudes, behaviours and organisational culture to achieve more inclusive and sustainable recruitment and retention in the longer term.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221265","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-26DOI: 10.1177/10596011241273129
Tamara L. Friedrich, David R. Peterson, Sebastiaan Van Doorn
In this study, we explore the relationship between a team’s shared leadership and a formal leader’s collective leadership style, and their joint impact on team performance. We draw upon identity theory to examine how shared leadership in the team influences formal leaders’ leadership identity claims. We also examine how a formal leader’s use of a collective leadership style facilitates the claiming and granting of leadership identities by other team members. We also draw on role congruity theory and the social categorization perspective to examine the moderating role of gender, a critical component of identity. Our findings suggest that there is a mutual relationship between the formal leader’s collective leadership style and the team’s shared leadership, and that they jointly influence team performance, but these effects are contingent on the formal leader’s gender and the gender composition of the team. This study addresses several calls in the leadership field for examining the more nuanced ways shared leadership and the actions of a formal leader may influence each other, as well as the contextual conditions in which shared leadership is enacted.
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Pub Date : 2024-08-23DOI: 10.1177/10596011241273309
Amanda J. Ferguson, Patrick E. Downes
{"title":"Where are all the Low-Risk R&Rs?","authors":"Amanda J. Ferguson, Patrick E. Downes","doi":"10.1177/10596011241273309","DOIUrl":"https://doi.org/10.1177/10596011241273309","url":null,"abstract":"","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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