Pub Date : 2024-03-01DOI: 10.1177/10596011241238792
Krisna Adiasto
Since the release of ChatGPT’s research preview in late 2022, generative artificial intelligence systems have become increasingly more prominent in public awareness due their potential transformative consequences for work. The present GOMusing explores the possible implications of implementing generative AI systems in the workplace for sustainable employability.
{"title":"SustAInable Employability: Sustainable Employability in the Age of Generative Artificial Intelligence","authors":"Krisna Adiasto","doi":"10.1177/10596011241238792","DOIUrl":"https://doi.org/10.1177/10596011241238792","url":null,"abstract":"Since the release of ChatGPT’s research preview in late 2022, generative artificial intelligence systems have become increasingly more prominent in public awareness due their potential transformative consequences for work. The present GOMusing explores the possible implications of implementing generative AI systems in the workplace for sustainable employability.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140020172","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 : 2024-02-27DOI: 10.1177/10596011241235692
Ozias A. Moore, Alex M. Susskind, Drew Margolin, Andrew A. Hanna
Today’s corporations increasingly use downsizing as a change strategy to improve organizational performance. Although downsizing and employee networks have garnered attention from both scholars and practitioners, few studies have investigated the influence of downsizing on the temporal dynamics of communication networks among surviving employees or how changes in communication patterns in organizations affect performance. To study how downsizing affects layoff survivors—extending Conservation of Resources theory to longitudinal network and employee-performance data—we examine the impact of downsizing on both the behavioral and structural consequences in an organizational network and test whether temporal changes in network members’ degree centrality predict how employees who survive a downsizing event perform in their jobs. Results indicate that, during the period immediately following a downsizing event, survivors’ new tie-seeking behavior results in gains in degree centrality when compared with degree centrality before the downsizing or after organization routines stabilize. Moreover, survivors with lower pre-downsizing degree centrality achieved greater gains in degree centrality than those with higher degree centrality. We find that substantial gains in degree centrality are positively related to post-downsizing performance. Efforts to regain degree centrality are abandoned during the stabilization period, and changes in degree centrality are no longer positively related to post-downsizing performance. Our results demonstrate that dynamic changes in degree centrality during disruption and stabilization periods following a downsizing event have differential effects on work-related relationships and performance. We discuss the theoretical and managerial implications of these results and suggest future research directions.
{"title":"A Resource-Acquisition Perspective: Examining the Effects of Downsizing on Work-Related Relationships and Performance","authors":"Ozias A. Moore, Alex M. Susskind, Drew Margolin, Andrew A. Hanna","doi":"10.1177/10596011241235692","DOIUrl":"https://doi.org/10.1177/10596011241235692","url":null,"abstract":"Today’s corporations increasingly use downsizing as a change strategy to improve organizational performance. Although downsizing and employee networks have garnered attention from both scholars and practitioners, few studies have investigated the influence of downsizing on the temporal dynamics of communication networks among surviving employees or how changes in communication patterns in organizations affect performance. To study how downsizing affects layoff survivors—extending Conservation of Resources theory to longitudinal network and employee-performance data—we examine the impact of downsizing on both the behavioral and structural consequences in an organizational network and test whether temporal changes in network members’ degree centrality predict how employees who survive a downsizing event perform in their jobs. Results indicate that, during the period immediately following a downsizing event, survivors’ new tie-seeking behavior results in gains in degree centrality when compared with degree centrality before the downsizing or after organization routines stabilize. Moreover, survivors with lower pre-downsizing degree centrality achieved greater gains in degree centrality than those with higher degree centrality. We find that substantial gains in degree centrality are positively related to post-downsizing performance. Efforts to regain degree centrality are abandoned during the stabilization period, and changes in degree centrality are no longer positively related to post-downsizing performance. Our results demonstrate that dynamic changes in degree centrality during disruption and stabilization periods following a downsizing event have differential effects on work-related relationships and performance. We discuss the theoretical and managerial implications of these results and suggest future research directions.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140016731","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 : 2024-02-27DOI: 10.1177/10596011241235248
Lisa M. PytlikZillig, Ashley M. Votruba, Michelle M. Fleig-Palmer, Jooho Lee, Mariska Kappmeier
Prior research investigating situations involving one trustor and multiple trustees often examines how a trustor’s trust in one party affects their amount of trust in another party. This paper fills a gap by predicting the effects of trust. The Perceived Influence (PI) Model of Trust is an individual-level model focused on the perceptions of a trustor. It builds upon the Mayer et al. (1995) model by integrating insights from literature on task interdependence and expanding to two trustees. The PI model describes and explains three possibilities for how a trustor’s trust in two trustees may combine to form a sense of aggregate multi-trustee trust via: (1) additive effects, such that the trustor’s trust in each of the trustees has independent effects on the aggregate; (2) compulsory effects, such that increasing the amount of trust in one trustee increases the effect of trust in the other trustee; and (3) compensatory effects, such that increasing trust in one trustee decreases the effect of trust in the other trustee. We propose that the theoretical mechanism explaining which of these three possibilities takes place is the trustor’s perceived influence of the trustees, which is tightly linked to perceptions of task requirements necessary to attenuate the trustor’s risk. The PI model begins to fill an important gap in the literature pertaining to pervasive, but rarely considered, multi-trustee situations, and proposes the importance of trustor perceptions of trustee influence and task requirements for future models of trust.
{"title":"The Perceived Influence Model of Trust: Toward a Multi-Trustee Theory","authors":"Lisa M. PytlikZillig, Ashley M. Votruba, Michelle M. Fleig-Palmer, Jooho Lee, Mariska Kappmeier","doi":"10.1177/10596011241235248","DOIUrl":"https://doi.org/10.1177/10596011241235248","url":null,"abstract":"Prior research investigating situations involving one trustor and multiple trustees often examines how a trustor’s trust in one party affects their amount of trust in another party. This paper fills a gap by predicting the effects of trust. The Perceived Influence (PI) Model of Trust is an individual-level model focused on the perceptions of a trustor. It builds upon the Mayer et al. (1995) model by integrating insights from literature on task interdependence and expanding to two trustees. The PI model describes and explains three possibilities for how a trustor’s trust in two trustees may combine to form a sense of aggregate multi-trustee trust via: (1) additive effects, such that the trustor’s trust in each of the trustees has independent effects on the aggregate; (2) compulsory effects, such that increasing the amount of trust in one trustee increases the effect of trust in the other trustee; and (3) compensatory effects, such that increasing trust in one trustee decreases the effect of trust in the other trustee. We propose that the theoretical mechanism explaining which of these three possibilities takes place is the trustor’s perceived influence of the trustees, which is tightly linked to perceptions of task requirements necessary to attenuate the trustor’s risk. The PI model begins to fill an important gap in the literature pertaining to pervasive, but rarely considered, multi-trustee situations, and proposes the importance of trustor perceptions of trustee influence and task requirements for future models of trust.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140016772","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 : 2024-02-14DOI: 10.1177/10596011241233019
Johannes M. Kraak, Samantha D. Hansen, Yannick Griep, Sudeshna Bhattacharya, Neva Bojovic, Marjo-Riitta Diehl, Kayla Evans, Jesse Fenneman, Iqra Ishaque Memon, Marion Fortin, Annica Lau, Hugh Lee, Junghyun Lee, Xander Lub, Ines Meyer, Marc Ohana, Pascale Peters, Denise M. Rousseau, René Schalk, Rosalind H. Searle, Ultan Sherman, Amanuel Tekleab
This paper is the result of the collective work undertaken by a group of Psychological Contract (PC) and Sustainability scholars from around the world, following the 2023 Bi-Annual PC Small Group Conference (Kedge Business School, Bordeaux, France). As part of the conference, scholars engaged in a workshop designed to generate expert guidance on how to aid the PC field to be better aligned with the needs of practice, and thus, impact the creation and maintenance of high-quality and sustainable exchange processes at work. In accordance with accreditation bodies for higher education, research impact is not limited to academic papers alone but also includes practitioners, policymakers, and students in its scope. This paper therefore incorporates elements from an impact measurement tool for higher education in management so as to explore how PC scholars can bolster the beneficial influence of PC knowledge on employment relationships through different stakeholders and means. Accordingly, our proposals for the pursuit of PC impact are organized in three parts: (1) research, (2) practice and society, and (3) students. Further, this paper contributes to the emerging debate on sustainable PCs by developing a construct definition and integrating PCs with an ‘ethics of care’ perspective.
本文是继 2023 年一年两次的心理契约（PC）小组会议（法国波尔多凯杰商学院）之后，一群来自世界各地的心理契约（PC）与可持续发展学者的集体工作成果。作为会议的一部分，学者们参加了一个研讨会，旨在就如何帮助个人责任领域更好地与实践需求保持一致提供专家指导，从而对创造和维护高质量和可持续的工作交流过程产生影响。根据高等教育认证机构的规定，研究影响不仅限于学术论文，还包括从业人员、决策者和学生。因此，本文纳入了管理学高等教育影响力衡量工具的要素，以探讨个人电脑学者如何通过不同的利益相关者和手段来加强个人电脑知识对雇佣关系的有益影响。因此，我们对追求 PC 影响力的建议分为三个部分：(1) 研究；(2) 实践与社会；(3) 学生。此外，本文还提出了可持续个人电脑的概念定义，并将个人电脑与 "关爱伦理 "观点相结合，从而为正在兴起的关于可持续个人电脑的讨论做出了贡献。
{"title":"In Pursuit of Impact: How Psychological Contract Research Can Make the Work-World a Better Place","authors":"Johannes M. Kraak, Samantha D. Hansen, Yannick Griep, Sudeshna Bhattacharya, Neva Bojovic, Marjo-Riitta Diehl, Kayla Evans, Jesse Fenneman, Iqra Ishaque Memon, Marion Fortin, Annica Lau, Hugh Lee, Junghyun Lee, Xander Lub, Ines Meyer, Marc Ohana, Pascale Peters, Denise M. Rousseau, René Schalk, Rosalind H. Searle, Ultan Sherman, Amanuel Tekleab","doi":"10.1177/10596011241233019","DOIUrl":"https://doi.org/10.1177/10596011241233019","url":null,"abstract":"This paper is the result of the collective work undertaken by a group of Psychological Contract (PC) and Sustainability scholars from around the world, following the 2023 Bi-Annual PC Small Group Conference (Kedge Business School, Bordeaux, France). As part of the conference, scholars engaged in a workshop designed to generate expert guidance on how to aid the PC field to be better aligned with the needs of practice, and thus, impact the creation and maintenance of high-quality and sustainable exchange processes at work. In accordance with accreditation bodies for higher education, research impact is not limited to academic papers alone but also includes practitioners, policymakers, and students in its scope. This paper therefore incorporates elements from an impact measurement tool for higher education in management so as to explore how PC scholars can bolster the beneficial influence of PC knowledge on employment relationships through different stakeholders and means. Accordingly, our proposals for the pursuit of PC impact are organized in three parts: (1) research, (2) practice and society, and (3) students. Further, this paper contributes to the emerging debate on sustainable PCs by developing a construct definition and integrating PCs with an ‘ethics of care’ perspective.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139955423","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 : 2023-11-14DOI: 10.1177/10596011231212243
Gregory R. Thrasher, Cort W. Rudolph, Michelle M. Hammond
Over the past decades, the Western workforce has experienced two notable demographic shifts: there has been an increase in the percentage of women occupying leadership roles and the workforce is aging. Considering these two trends in unison, it would be intuitive that the future workforce will be defined by an increasingly age and gender-diverse group of leaders. However, although the general percentage of female leaders has increased, this percentage decreases sharply in upper leadership and executive roles. The current theory on barriers to female leadership ascension contains conflicting propositions and has largely examined gender issues in isolation from other factors (i.e., age stereotypes). We aim to create consensus across the literature on age and gender-based leader prototypes by investigating intersectional role-congruity bias as a predictor of barriers to career advancement for age and gender-diverse individuals. We integrate fundamental propositions from role congruity theory within an intersectional framework to examine the joint influence that age- and gender-based agentic-communal role norms exert on leadership evaluations. Through the application of experimental vignette methodology across two studies ( N 1 = 163, N 2 = 466), our results suggest that (a) the positive effect of age on leadership prototypicality is attenuated for women, (b) traditional biases associated with female leadership are dependent upon age, and (c) male leaders receive a consistent and age-dependent bonus in ratings when displaying gender atypical communal behaviors. Implications for practice and research are discussed.
在过去的几十年里，西方劳动力经历了两个显著的人口变化:女性担任领导角色的比例有所增加，劳动力正在老龄化。同时考虑到这两种趋势，我们可以很直观地看到，未来的劳动力将由年龄和性别日益多样化的领导者群体来定义。然而，尽管女性领导者的总体比例有所增加，但在高层领导和行政职位上，这一比例急剧下降。目前关于女性领导力提升障碍的理论包含相互矛盾的主张，并且在很大程度上孤立于其他因素(即年龄刻板印象)来研究性别问题。我们的目标是通过研究交叉角色一致性偏见作为年龄和性别不同个体职业发展障碍的预测因子，在年龄和性别为基础的领导者原型的文献中建立共识。我们将角色一致性理论中的基本命题整合到一个交叉框架中，以研究基于年龄和性别的代理-社区角色规范对领导力评估的共同影响。通过在两项研究(N 1 = 163, N 2 = 466)中应用实验小插图方法，我们的结果表明(a)年龄对女性领导原型的积极影响减弱，(b)与女性领导相关的传统偏见依赖于年龄，以及(c)男性领导者在表现出性别非典型社区行为时获得一致且年龄相关的评分奖励。讨论了对实践和研究的启示。
{"title":"The Intersectional Role-(In) Congruity Effects of Age and Gender on Leadership Evaluations","authors":"Gregory R. Thrasher, Cort W. Rudolph, Michelle M. Hammond","doi":"10.1177/10596011231212243","DOIUrl":"https://doi.org/10.1177/10596011231212243","url":null,"abstract":"Over the past decades, the Western workforce has experienced two notable demographic shifts: there has been an increase in the percentage of women occupying leadership roles and the workforce is aging. Considering these two trends in unison, it would be intuitive that the future workforce will be defined by an increasingly age and gender-diverse group of leaders. However, although the general percentage of female leaders has increased, this percentage decreases sharply in upper leadership and executive roles. The current theory on barriers to female leadership ascension contains conflicting propositions and has largely examined gender issues in isolation from other factors (i.e., age stereotypes). We aim to create consensus across the literature on age and gender-based leader prototypes by investigating intersectional role-congruity bias as a predictor of barriers to career advancement for age and gender-diverse individuals. We integrate fundamental propositions from role congruity theory within an intersectional framework to examine the joint influence that age- and gender-based agentic-communal role norms exert on leadership evaluations. Through the application of experimental vignette methodology across two studies ( N 1 = 163, N 2 = 466), our results suggest that (a) the positive effect of age on leadership prototypicality is attenuated for women, (b) traditional biases associated with female leadership are dependent upon age, and (c) male leaders receive a consistent and age-dependent bonus in ratings when displaying gender atypical communal behaviors. Implications for practice and research are discussed.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134991513","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 : 2023-11-09DOI: 10.1177/10596011231215109
Sangok Yoo, Younggeun Lee, Yunsoo Lee, Tae Jun Bae
Recent studies indicate that a team with entrepreneurial passion performs positively. To understand the dynamics of new venture teams (NVTs), however, more research is needed on cross-level interactions and the cyclical relationship between passion and performance. We hypothesize that the perception of a lead entrepreneur’s passion and entrepreneurial passion diversity are team-level constructs that influence the relationship between entrepreneurial passion and performance. Furthermore, utilizing the input-mediator-output-input (IMOI) model, we investigate whether the performance of NVTs affects members’ pre- and post-entrepreneurial passions while developing their businesses. We collected and analyzed multi-wave data from 160 individuals nested in 53 NVTs. The results indicate that entrepreneurial passion predicts perceptions of performance in general. However, the focal relationship is moderated by how NVT members perceive the lead entrepreneur’s passion. Our findings also suggest that entrepreneurial passion diversity directly hinders performance perception, although it does not influence the passion-performance link. Moreover, this study reveals that the perception of NVT performance mediates the effect of prior passion on subsequent passion, supporting the cyclic nature of the passion-performance relationship in NVTs. The theoretical and practical implications of this study are discussed.
{"title":"A Cyclical Model of Passion and Performance in New Venture Teams: Cross-Level Interactions With a Lead Entrepreneur’s Passion and Passion Diversity","authors":"Sangok Yoo, Younggeun Lee, Yunsoo Lee, Tae Jun Bae","doi":"10.1177/10596011231215109","DOIUrl":"https://doi.org/10.1177/10596011231215109","url":null,"abstract":"Recent studies indicate that a team with entrepreneurial passion performs positively. To understand the dynamics of new venture teams (NVTs), however, more research is needed on cross-level interactions and the cyclical relationship between passion and performance. We hypothesize that the perception of a lead entrepreneur’s passion and entrepreneurial passion diversity are team-level constructs that influence the relationship between entrepreneurial passion and performance. Furthermore, utilizing the input-mediator-output-input (IMOI) model, we investigate whether the performance of NVTs affects members’ pre- and post-entrepreneurial passions while developing their businesses. We collected and analyzed multi-wave data from 160 individuals nested in 53 NVTs. The results indicate that entrepreneurial passion predicts perceptions of performance in general. However, the focal relationship is moderated by how NVT members perceive the lead entrepreneur’s passion. Our findings also suggest that entrepreneurial passion diversity directly hinders performance perception, although it does not influence the passion-performance link. Moreover, this study reveals that the perception of NVT performance mediates the effect of prior passion on subsequent passion, supporting the cyclic nature of the passion-performance relationship in NVTs. The theoretical and practical implications of this study are discussed.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135242087","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 : 2023-11-07DOI: 10.1177/10596011231213107
Lyndon E. Garrett, Joel E. Gardner, Shannon L. Sciarappa
{"title":"Moving Beyond Team Structure: Musings About a Psychological Sense of Team","authors":"Lyndon E. Garrett, Joel E. Gardner, Shannon L. Sciarappa","doi":"10.1177/10596011231213107","DOIUrl":"https://doi.org/10.1177/10596011231213107","url":null,"abstract":"","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135540484","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 : 2023-11-07DOI: 10.1177/10596011231211639
Anand van Zelderen, Nicky Dries, Elise Marescaux
Based on social identity theory, exclusive talent programs can be understood to divide employees into two groups—‘talents’ versus ‘non-talents’—creating a setting where ostracism may occur. Using 360°-video vignettes (Study 1; N = 184) and text vignettes (Study 2 and 3; N = 243 and 573) we recreate a fictional HR board meeting and trouble three assumptions commonly held in the talent management literature: First, does exclusive talent management indeed lead to a feeling of exclusion and turnover amongst non-talents? Second, do emotional reactions to talent management spill over between employees? Third, does transparent communication reduce negative employee reactions, as is often assumed? We found that employees identified as talents in fact anticipate more ostracism by non-talents than vice versa, increasing talents’ intention to quit. However, this effect only occurred when non-talents displayed contrastive emotional responses to talent programs (e.g., resentment), not when they displayed assimilative responses (e.g., admiration). In addition, talents’ anticipation of being ostracized by non-talents was also found to be reduced when organizations implemented talent management secrecy. This study addresses researchers’ and practitioners’ concerns about talent retention and provides theoretical and practical implications for the field of workforce differentiation, social identity theory, and organizational intergroup conflicts.
{"title":"Talents Under Threat: The Anticipation of Being Ostracized by Non-Talents Drives Talent Turnover","authors":"Anand van Zelderen, Nicky Dries, Elise Marescaux","doi":"10.1177/10596011231211639","DOIUrl":"https://doi.org/10.1177/10596011231211639","url":null,"abstract":"Based on social identity theory, exclusive talent programs can be understood to divide employees into two groups—‘talents’ versus ‘non-talents’—creating a setting where ostracism may occur. Using 360°-video vignettes (Study 1; N = 184) and text vignettes (Study 2 and 3; N = 243 and 573) we recreate a fictional HR board meeting and trouble three assumptions commonly held in the talent management literature: First, does exclusive talent management indeed lead to a feeling of exclusion and turnover amongst non-talents? Second, do emotional reactions to talent management spill over between employees? Third, does transparent communication reduce negative employee reactions, as is often assumed? We found that employees identified as talents in fact anticipate more ostracism by non-talents than vice versa, increasing talents’ intention to quit. However, this effect only occurred when non-talents displayed contrastive emotional responses to talent programs (e.g., resentment), not when they displayed assimilative responses (e.g., admiration). In addition, talents’ anticipation of being ostracized by non-talents was also found to be reduced when organizations implemented talent management secrecy. This study addresses researchers’ and practitioners’ concerns about talent retention and provides theoretical and practical implications for the field of workforce differentiation, social identity theory, and organizational intergroup conflicts.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135433011","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 : 2023-10-31DOI: 10.1177/10596011231210608
Hammad Riaz, Abubakr Saeed
The appointment of politicians to the corporate boards has long been recognized as an important strategy for multinational corporations (MNCs) to navigate the institutional challenges in foreign markets. While extant scholarship acknowledges the firm’s needs in the foreign markets that are served by the resources possessed by the politician, there is limited understanding of a politician’s considerations in a politician’s appointment decision. In this study, we consider both firms’ and politicians’ perspectives and theorize the appointment of politicians to the boards as a mutual selection process in which both firm and politician select each other. Emerging markets multinational corporations (EMNCs) suffer severe legitimacy challenges in developed countries due to the liability-of-origin, therefore, EMNCs are more motivated to bring-in politician directors with high political capital to overcome their legitimacy challenges, but these politicians may not join the EMNCs due to the potential reputational loss of associating with EMNCs. Using politician-year level dataset of politician director appointments made by Chinese MNCs operating in the United States, our Cox hazard regression results find an inverted U-shape relationship between a politician’s political capital and his/her likelihood of joining the board of Chinese MNCs. As such, a politician having a moderate level of political capital is more likely to join the board of a reputationally compromised foreign MNC. This relationship is moderated by firm ownership. Specifically, the effect is stronger when Chinese MNCs are state owned and weaker in the case of joint venture. Our study bears rich implications for theory and practice.
{"title":"Who Will Serve the Reputationally Compromised Boards? Politicians’ Appointment to the Boards of Chinese MNCs in the US","authors":"Hammad Riaz, Abubakr Saeed","doi":"10.1177/10596011231210608","DOIUrl":"https://doi.org/10.1177/10596011231210608","url":null,"abstract":"The appointment of politicians to the corporate boards has long been recognized as an important strategy for multinational corporations (MNCs) to navigate the institutional challenges in foreign markets. While extant scholarship acknowledges the firm’s needs in the foreign markets that are served by the resources possessed by the politician, there is limited understanding of a politician’s considerations in a politician’s appointment decision. In this study, we consider both firms’ and politicians’ perspectives and theorize the appointment of politicians to the boards as a mutual selection process in which both firm and politician select each other. Emerging markets multinational corporations (EMNCs) suffer severe legitimacy challenges in developed countries due to the liability-of-origin, therefore, EMNCs are more motivated to bring-in politician directors with high political capital to overcome their legitimacy challenges, but these politicians may not join the EMNCs due to the potential reputational loss of associating with EMNCs. Using politician-year level dataset of politician director appointments made by Chinese MNCs operating in the United States, our Cox hazard regression results find an inverted U-shape relationship between a politician’s political capital and his/her likelihood of joining the board of Chinese MNCs. As such, a politician having a moderate level of political capital is more likely to join the board of a reputationally compromised foreign MNC. This relationship is moderated by firm ownership. Specifically, the effect is stronger when Chinese MNCs are state owned and weaker in the case of joint venture. Our study bears rich implications for theory and practice.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872308","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 : 2023-10-30DOI: 10.1177/10596011231204387
Ui Young Sun, Haoying Xu, Donald H. Kluemper, Xinxin Lu, Seokhwa Yun
We integrate the cognitive theory of empowerment and regulatory focus theory to suggest that abusive supervision, from which employees draw negative achievement and security implications, discourages employees from engaging in taking charge by damaging their psychological empowerment. We propose that this negative influence is more saliently experienced by both promotion-focused and prevention-focused employees, albeit for different reasons. To test our model, we conducted a field study (Study 1) and a scenario-based experiment (Study 2). In Study 1, we found that psychological empowerment stood as a key mechanism linking abusive supervision and taking charge. Further, promotion focus magnified the negative effects of abusive supervision on psychological empowerment, and in turn, taking charge. Yet, prevention focus did not influence these effects. In Study 2, we replicated these findings and revealed that the anticipations of both career success and job insecurity (representing employees’ achievement and security implications) are critical in linking abusive supervision and psychological empowerment. We also found that promotion focus strengthened the negative indirect effect of abusive supervision on psychological empowerment via anticipated career success, ultimately resulting in a greater negative impact on taking charge. As in Study 1, there was limited support for the moderating effects of prevention focus. Our research highlights the importance of adopting a cognitive view in understanding the impact of abusive supervision on employees’ taking charge.
{"title":"What Does Leaders’ Abuse Mean to Me? Psychological Empowerment as the Key Mechanism Explaining the Relationship Between Abusive Supervision and Taking Charge","authors":"Ui Young Sun, Haoying Xu, Donald H. Kluemper, Xinxin Lu, Seokhwa Yun","doi":"10.1177/10596011231204387","DOIUrl":"https://doi.org/10.1177/10596011231204387","url":null,"abstract":"We integrate the cognitive theory of empowerment and regulatory focus theory to suggest that abusive supervision, from which employees draw negative achievement and security implications, discourages employees from engaging in taking charge by damaging their psychological empowerment. We propose that this negative influence is more saliently experienced by both promotion-focused and prevention-focused employees, albeit for different reasons. To test our model, we conducted a field study (Study 1) and a scenario-based experiment (Study 2). In Study 1, we found that psychological empowerment stood as a key mechanism linking abusive supervision and taking charge. Further, promotion focus magnified the negative effects of abusive supervision on psychological empowerment, and in turn, taking charge. Yet, prevention focus did not influence these effects. In Study 2, we replicated these findings and revealed that the anticipations of both career success and job insecurity (representing employees’ achievement and security implications) are critical in linking abusive supervision and psychological empowerment. We also found that promotion focus strengthened the negative indirect effect of abusive supervision on psychological empowerment via anticipated career success, ultimately resulting in a greater negative impact on taking charge. As in Study 1, there was limited support for the moderating effects of prevention focus. Our research highlights the importance of adopting a cognitive view in understanding the impact of abusive supervision on employees’ taking charge.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136018946","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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