Pub Date : 2022-05-11DOI: 10.1177/10596011221090036
G. Payne, Lori Tribble Trudell, C. Moore, O. Petrenko, Nathan T. Hayes
Initial public offerings (IPOs) represent an important stage of development for many firms as they try to gain access to the resources needed for growth and development. Due to the information asymmetry that accompanies the process, there is extensive research examining what factors might signal quality to potential investors such that the IPO might be more optimally valuated and priced. Herein, we hypothesize and empirically explore how a mixed or ambiguous signal about a firm—the signal of ownership concentration in this case—might be overcome with more opportunities for information disclosure and, thus, lessen underpricing; IPO stocks tend to be underpriced (i.e., the offer price of a stock is lower than the inherent market value), which means that owner’s “leave money on the table.” Using a generalized structural equation model of data on 601 U.S. IPO firms, we find support for our model by demonstrating that longer IPO process times (i.e., days from the IPO firm’s filing date to the actual issue date)—representing opportunities to disclose and disseminate information—act as a mediator between ownership concentration and underpricing. Further, we show that the age of the firm also influences this process model arguing that more historical data and other information is more readily available to the potential investor with increased firm age. Overall, our study contributes to the literature by demonstrating how more disclosure and dissemination of relevant information might reduce asymmetries associated with more ambiguous or difficult-to-interpret signals and improve outcomes.
{"title":"Ambiguous Signals and Information Asymmetry in the Initial Public Offering Process: Examining Ownership Concentration, Process Time, and Underpricing","authors":"G. Payne, Lori Tribble Trudell, C. Moore, O. Petrenko, Nathan T. Hayes","doi":"10.1177/10596011221090036","DOIUrl":"https://doi.org/10.1177/10596011221090036","url":null,"abstract":"Initial public offerings (IPOs) represent an important stage of development for many firms as they try to gain access to the resources needed for growth and development. Due to the information asymmetry that accompanies the process, there is extensive research examining what factors might signal quality to potential investors such that the IPO might be more optimally valuated and priced. Herein, we hypothesize and empirically explore how a mixed or ambiguous signal about a firm—the signal of ownership concentration in this case—might be overcome with more opportunities for information disclosure and, thus, lessen underpricing; IPO stocks tend to be underpriced (i.e., the offer price of a stock is lower than the inherent market value), which means that owner’s “leave money on the table.” Using a generalized structural equation model of data on 601 U.S. IPO firms, we find support for our model by demonstrating that longer IPO process times (i.e., days from the IPO firm’s filing date to the actual issue date)—representing opportunities to disclose and disseminate information—act as a mediator between ownership concentration and underpricing. Further, we show that the age of the firm also influences this process model arguing that more historical data and other information is more readily available to the potential investor with increased firm age. Overall, our study contributes to the literature by demonstrating how more disclosure and dissemination of relevant information might reduce asymmetries associated with more ambiguous or difficult-to-interpret signals and improve outcomes.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"1467 - 1502"},"PeriodicalIF":4.8,"publicationDate":"2022-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49389112","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 : 2022-05-06DOI: 10.1177/10596011221093942
J. Mackey, Charn P. McAllister
We seek to contribute to the ongoing discussion about interdisciplinary research by contextualizing its benefits, challenges, and realities specifically within the management field. The purpose of this Musing is to highlight the a“musing” (i.e., entertaining) and be“musing” (i.e., confusing) experiences that we have had trying to publish interdisciplinary research so we can offer some recommendations for how the management field can stop ignoring something we all claim to be of great value. In our experience, interdisciplinary research is amusing if you're intrinsically motivated to do it, but it is bemusing if you expect it to be tied to extrinsic rewards.
{"title":"Musing about Interdisciplinary Research: Is Interdisciplinary Research Amusing or Bemusing?","authors":"J. Mackey, Charn P. McAllister","doi":"10.1177/10596011221093942","DOIUrl":"https://doi.org/10.1177/10596011221093942","url":null,"abstract":"We seek to contribute to the ongoing discussion about interdisciplinary research by contextualizing its benefits, challenges, and realities specifically within the management field. The purpose of this Musing is to highlight the a“musing” (i.e., entertaining) and be“musing” (i.e., confusing) experiences that we have had trying to publish interdisciplinary research so we can offer some recommendations for how the management field can stop ignoring something we all claim to be of great value. In our experience, interdisciplinary research is amusing if you're intrinsically motivated to do it, but it is bemusing if you expect it to be tied to extrinsic rewards.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"899 - 906"},"PeriodicalIF":4.8,"publicationDate":"2022-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48009889","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 : 2022-05-06DOI: 10.1177/10596011221098307
C. Rudolph, H. Zacher
Although popular in the organizational sciences, in the media, and in practice, the concepts of “generations” and “generational differences” have been increasingly scrutinized based on theoretical, methodological, and statistical concerns. Here, we present a short obituary to bid adieu to these troubled concepts, with the hopes of memorializing and “putting to rest” these controversial ideas. We encourage researchers and practitioners to think beyond the narrow scope offered by the idea of generations, adopt a more critical perspective on our science and practice, and learn from the mistakes of the past.
{"title":"Generations, We Hardly Knew Ye: An Obituary","authors":"C. Rudolph, H. Zacher","doi":"10.1177/10596011221098307","DOIUrl":"https://doi.org/10.1177/10596011221098307","url":null,"abstract":"Although popular in the organizational sciences, in the media, and in practice, the concepts of “generations” and “generational differences” have been increasingly scrutinized based on theoretical, methodological, and statistical concerns. Here, we present a short obituary to bid adieu to these troubled concepts, with the hopes of memorializing and “putting to rest” these controversial ideas. We encourage researchers and practitioners to think beyond the narrow scope offered by the idea of generations, adopt a more critical perspective on our science and practice, and learn from the mistakes of the past.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"928 - 935"},"PeriodicalIF":4.8,"publicationDate":"2022-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48022841","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 : 2022-05-05DOI: 10.1177/10596011221086108
M. Tomprou, Maria Simosi, D. Rousseau
Managers use idiosyncratic deals (i-deals) to motivate and retain employees. Yet we know little about the subsequent effects i-deals have on decisions about pay raises and promotions. Two studies investigate how managers make pay raise and promotion decisions for workers with i-deals. Using a policy-capturing design, managers (N = 116) made pay raise and promotion allocations for workers presented as good performers, based on information provided regarding whether and what type of i-deal workers had and the extent to which they helped peers. Developmental i-deal recipients tend to be recommended for both pay raises and promotions, while such recommendations are less likely for employees with flextime i-deals (for promotions) or reduced workload i-deals (for promotions and pay raises). In addition, workers with i-deals who help their peers are viewed more favorably in both decisions. The second study surveyed managers (N = 174) regarding their actual subordinates (N = 806), both controlled for the manager’s rating of subordinate performance. It supports the positive effect of developmental i-deals on pay and promotion decisions, but not the negative effects of flextime and reduced workload i-deals. Helping effects depend on the i-deal: Managers report that unhelpful recipients of developmental i-deals are less likely to be promoted than those with such i-deals who help their peers; unhelpful recipients of reduced workload i-deals are less likely to get pay raises than those with such deals who help. We discuss the implications of our findings for future research and career management.
{"title":"Managerial Pay Raise and Promotion Decisions for Workers with I-deals","authors":"M. Tomprou, Maria Simosi, D. Rousseau","doi":"10.1177/10596011221086108","DOIUrl":"https://doi.org/10.1177/10596011221086108","url":null,"abstract":"Managers use idiosyncratic deals (i-deals) to motivate and retain employees. Yet we know little about the subsequent effects i-deals have on decisions about pay raises and promotions. Two studies investigate how managers make pay raise and promotion decisions for workers with i-deals. Using a policy-capturing design, managers (N = 116) made pay raise and promotion allocations for workers presented as good performers, based on information provided regarding whether and what type of i-deal workers had and the extent to which they helped peers. Developmental i-deal recipients tend to be recommended for both pay raises and promotions, while such recommendations are less likely for employees with flextime i-deals (for promotions) or reduced workload i-deals (for promotions and pay raises). In addition, workers with i-deals who help their peers are viewed more favorably in both decisions. The second study surveyed managers (N = 174) regarding their actual subordinates (N = 806), both controlled for the manager’s rating of subordinate performance. It supports the positive effect of developmental i-deals on pay and promotion decisions, but not the negative effects of flextime and reduced workload i-deals. Helping effects depend on the i-deal: Managers report that unhelpful recipients of developmental i-deals are less likely to be promoted than those with such i-deals who help their peers; unhelpful recipients of reduced workload i-deals are less likely to get pay raises than those with such deals who help. We discuss the implications of our findings for future research and career management.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"31 - 79"},"PeriodicalIF":4.8,"publicationDate":"2022-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49209439","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 : 2022-05-04DOI: 10.1177/10596011221094421
D. Bergeron, K. Rochford
{"title":"Good Soldiers versus Organizational Wives: Does Anyone (Besides Us) Care that Organizational Citizenship Behavior Scales Are Gendered and Mostly Measure Men’s—but Not Women’s—Citizenship Behavior?","authors":"D. Bergeron, K. Rochford","doi":"10.1177/10596011221094421","DOIUrl":"https://doi.org/10.1177/10596011221094421","url":null,"abstract":"","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"936 - 951"},"PeriodicalIF":4.8,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48504912","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 : 2022-05-02DOI: 10.1177/10596011221092863
Christine A. Henle, L. Shore, J. W. Morton, Samantha A. Conroy
Workplace ostracism is a prevalent and detrimental type of mistreatment. To curtail this harmful behavior, researchers need to identify who is more likely to intentionally ostracize others at work and the motives that drive them to do so. Past reviews of workplace ostracism focus primarily on the outcomes of ostracism, and the few that address the antecedents often examine a limited set of variables. We examined themes in the ostracism literature and determined that employees intentionally ostracize others due to either punitive or defensive motives. Punitive motives are focused on protecting the interests of the group, whereas defensive motives pertain to defending the interests of the self. We present a model of the ostracizer based on these motives and the associated perceptions of threat and negative emotions that precipitate ostracism. Our model provides an extension of the workplace ostracism literature by presenting a testable theoretical framework, rooted in appraisal theory, to explain why and when employees are likely to ostracize others at work. We also provided suggestions for an expansion of the ostracizer motives literature, with the goal of encouraging research that provides greater understanding of the perspective of the ostracizer.
{"title":"Putting a Spotlight on the Ostracizer: Intentional Workplace Ostracism Motives","authors":"Christine A. Henle, L. Shore, J. W. Morton, Samantha A. Conroy","doi":"10.1177/10596011221092863","DOIUrl":"https://doi.org/10.1177/10596011221092863","url":null,"abstract":"Workplace ostracism is a prevalent and detrimental type of mistreatment. To curtail this harmful behavior, researchers need to identify who is more likely to intentionally ostracize others at work and the motives that drive them to do so. Past reviews of workplace ostracism focus primarily on the outcomes of ostracism, and the few that address the antecedents often examine a limited set of variables. We examined themes in the ostracism literature and determined that employees intentionally ostracize others due to either punitive or defensive motives. Punitive motives are focused on protecting the interests of the group, whereas defensive motives pertain to defending the interests of the self. We present a model of the ostracizer based on these motives and the associated perceptions of threat and negative emotions that precipitate ostracism. Our model provides an extension of the workplace ostracism literature by presenting a testable theoretical framework, rooted in appraisal theory, to explain why and when employees are likely to ostracize others at work. We also provided suggestions for an expansion of the ostracizer motives literature, with the goal of encouraging research that provides greater understanding of the perspective of the ostracizer.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"48 1","pages":"1014 - 1057"},"PeriodicalIF":4.8,"publicationDate":"2022-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49435509","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 : 2022-04-01DOI: 10.1177/10596011221076231
Narda R. Quigley, S. Gardner, Addison Drone
For the last 50 years, sports team samples have played a significant role in mainstream management literature. Prior research has analyzed different kinds of data, such as archival, survey-based, and interviews/observations, from a wide range of sports teams. These teams differ greatly in terms of contexts (i.e., recreational to intercollegiate to professional) and types of interdependence. We explore this body of work and focus on what is germane for the work teams literature as we examine 255 relevant articles spanning the years 1972–2021 in major management, organizational behavior (OB), human resource management (HRM), and strategy journals. Using the input-process-outcome model in our coding process, we identify the relative absence of the study of team processes. We develop a conceptual framework linking team interdependence, team processes, and the initiation and maintenance of these processes. This framework is intended to help guide future research on team processes in the context of sports team samples and enhance the generalizability of this research to the work teams domain. Additionally, we identify an agenda for future research using sports team samples for work groups/teams researchers. Overall, we intend to spur thoughtful and creative future research in the work groups/teams area using the rich field environment that sports teams present.
{"title":"50 Years of Sports Teams in Work Teams Research: Missed Opportunities and New Directions for Studying Team Processes","authors":"Narda R. Quigley, S. Gardner, Addison Drone","doi":"10.1177/10596011221076231","DOIUrl":"https://doi.org/10.1177/10596011221076231","url":null,"abstract":"For the last 50 years, sports team samples have played a significant role in mainstream management literature. Prior research has analyzed different kinds of data, such as archival, survey-based, and interviews/observations, from a wide range of sports teams. These teams differ greatly in terms of contexts (i.e., recreational to intercollegiate to professional) and types of interdependence. We explore this body of work and focus on what is germane for the work teams literature as we examine 255 relevant articles spanning the years 1972–2021 in major management, organizational behavior (OB), human resource management (HRM), and strategy journals. Using the input-process-outcome model in our coding process, we identify the relative absence of the study of team processes. We develop a conceptual framework linking team interdependence, team processes, and the initiation and maintenance of these processes. This framework is intended to help guide future research on team processes in the context of sports team samples and enhance the generalizability of this research to the work teams domain. Additionally, we identify an agenda for future research using sports team samples for work groups/teams researchers. Overall, we intend to spur thoughtful and creative future research in the work groups/teams area using the rich field environment that sports teams present.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"373 - 412"},"PeriodicalIF":4.8,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48753847","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 : 2022-03-30DOI: 10.1177/10596011221085200
L. Brown, A. Rasheed, R. Bell
In this review, we provide a framework for understanding both the predictors and approaches of CPA that firms undertake to achieve their objectives. We identify the predictors of CPA and classify them into two distinct categories: internal and external. In addition, we suggest that CPA approaches will vary depending on the firm’s goal to either manage or mitigate regulation and legislation as compared to attempting to pass new bills into law. We conclude by suggesting several future CPA research directions for management scholars.
{"title":"How and Why? A Review of Corporate Political Activity Predictors and Actions","authors":"L. Brown, A. Rasheed, R. Bell","doi":"10.1177/10596011221085200","DOIUrl":"https://doi.org/10.1177/10596011221085200","url":null,"abstract":"In this review, we provide a framework for understanding both the predictors and approaches of CPA that firms undertake to achieve their objectives. We identify the predictors of CPA and classify them into two distinct categories: internal and external. In addition, we suggest that CPA approaches will vary depending on the firm’s goal to either manage or mitigate regulation and legislation as compared to attempting to pass new bills into law. We conclude by suggesting several future CPA research directions for management scholars.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"440 - 484"},"PeriodicalIF":4.8,"publicationDate":"2022-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46048684","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 : 2022-03-30DOI: 10.1177/10596011221083433
Golshan Javadian, Alka Gupta, M. Foo, Safal Batra, Vishal K. Gupta
Research on the role of affect in the entrepreneurial process has surged over time, resulting in a vibrant field of inquiry. To advance scholarship in this area, we conduct an inductive analysis of 162 published articles, critically analyzing the state of research on affect in entrepreneurship. We develop an organizing framework to capture three major conversations in existing research—affect valence (feelings), discrete emotions, and emotional competencies—and encompass several outcomes studied within each conversation. We find that limited work has been done to explore the antecedents of affect (both feelings and discrete emotions), anticipated affect deserves greater consideration, and affective influence of stakeholders on entrepreneurs remains overlooked. Research on negative affect and emotional competencies also remains scarce in the entrepreneurship literature. Future inquiry would do well to take a multilevel approach to affect, explore affective phenomena over time, and cast light on the role of emotional competencies in the entrepreneurial process. We also spotlight crucial empirical advancements, including big data and artificial intelligence, for affect research going forward.
{"title":"Taking the Pulse: State of the (He)art of Entrepreneurial Emotion Research","authors":"Golshan Javadian, Alka Gupta, M. Foo, Safal Batra, Vishal K. Gupta","doi":"10.1177/10596011221083433","DOIUrl":"https://doi.org/10.1177/10596011221083433","url":null,"abstract":"Research on the role of affect in the entrepreneurial process has surged over time, resulting in a vibrant field of inquiry. To advance scholarship in this area, we conduct an inductive analysis of 162 published articles, critically analyzing the state of research on affect in entrepreneurship. We develop an organizing framework to capture three major conversations in existing research—affect valence (feelings), discrete emotions, and emotional competencies—and encompass several outcomes studied within each conversation. We find that limited work has been done to explore the antecedents of affect (both feelings and discrete emotions), anticipated affect deserves greater consideration, and affective influence of stakeholders on entrepreneurs remains overlooked. Research on negative affect and emotional competencies also remains scarce in the entrepreneurship literature. Future inquiry would do well to take a multilevel approach to affect, explore affective phenomena over time, and cast light on the role of emotional competencies in the entrepreneurial process. We also spotlight crucial empirical advancements, including big data and artificial intelligence, for affect research going forward.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"191 3","pages":"255 - 299"},"PeriodicalIF":4.8,"publicationDate":"2022-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41307802","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 : 2022-03-29DOI: 10.1177/10596011221086327
Jacob M. Whitney, Sarah E. Henry, Bret Bradley
Existing literature on leader–member exchange differentiation (LMXD) offers a meaningful view into the multilevel outcomes associated with leader follower relationships. However, despite the rapid growth of literature on LMXD, scholars lack a complete understanding of its antecedents or the processes that cause leaders to differentiate among team members. We address this issue by using social capital theory to propose that leaders perceive their followers’ social networks as potential resources to grow their own social capital. Because each follower has unique social networks, we propose that leaders differentiate LMX among followers depending on which followers provide them with access to the most social resources. In this conceptual paper, we posit that as leaders gain information about their followers’ social networks, they attribute status to each follower depending on their perception of that follower’s social capital. We then propose that key contingencies, such as a team’s psychological safety climate or a leader’s ambition, influence the relationship between social network characteristics and LMXD. Overall, our model provides a unique multilevel perspective of LMXD and provides important insights for both researchers and practitioners alike.
{"title":"Maybe It Is Who You Know: Social Networks and Leader–Member Exchange Differentiation","authors":"Jacob M. Whitney, Sarah E. Henry, Bret Bradley","doi":"10.1177/10596011221086327","DOIUrl":"https://doi.org/10.1177/10596011221086327","url":null,"abstract":"Existing literature on leader–member exchange differentiation (LMXD) offers a meaningful view into the multilevel outcomes associated with leader follower relationships. However, despite the rapid growth of literature on LMXD, scholars lack a complete understanding of its antecedents or the processes that cause leaders to differentiate among team members. We address this issue by using social capital theory to propose that leaders perceive their followers’ social networks as potential resources to grow their own social capital. Because each follower has unique social networks, we propose that leaders differentiate LMX among followers depending on which followers provide them with access to the most social resources. In this conceptual paper, we posit that as leaders gain information about their followers’ social networks, they attribute status to each follower depending on their perception of that follower’s social capital. We then propose that key contingencies, such as a team’s psychological safety climate or a leader’s ambition, influence the relationship between social network characteristics and LMXD. Overall, our model provides a unique multilevel perspective of LMXD and provides important insights for both researchers and practitioners alike.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"47 1","pages":"300 - 341"},"PeriodicalIF":4.8,"publicationDate":"2022-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48921156","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：