Daniel L. Gamache, John R. Busenbark, Adam L. Steinbach, Eric Y. Lee, James Matusik
Fit is an essential consideration for organizations, and extensive research has explored its various types. We build on and extend fit research by advancing an important form of fit—organization‐investor (O‐I) fit, which reflects the compatibility between an organization and its investors. We argue that investors tend to be attracted to organizations whose preferences already “fit” their own and, in so doing, provide a relational perspective to the corporate governance literature that often views the relationship between investors and organizational managers as purely transactional. We focus on the fit of one of the most important factors shaping both organizational and investor behavior––temporal preferences. Specifically, we argue that investors are attracted to firms that fit with their temporal preferences and that high O‐I fit leads to better organizational performance. We tested our hypotheses in a longitudinal archival study of S&P 500 firms and supplemented these findings with two experiments. Together, we find strong support for our hypotheses. Our study showcases the critical role of O‐I fit in shaping the makeup of an organization's investors and its subsequent performance, suggesting the value for scholars, managers, and investors to consider the mutual benefits offered by fit in these relationships.
{"title":"Organization‐investor fit: The role of temporal preferences in shaping investor attraction and organizational performance","authors":"Daniel L. Gamache, John R. Busenbark, Adam L. Steinbach, Eric Y. Lee, James Matusik","doi":"10.1111/peps.12617","DOIUrl":"https://doi.org/10.1111/peps.12617","url":null,"abstract":"Fit is an essential consideration for organizations, and extensive research has explored its various types. We build on and extend fit research by advancing an important form of fit—organization‐investor (O‐I) fit, which reflects the compatibility between an organization and its investors. We argue that investors tend to be attracted to organizations whose preferences already “fit” their own and, in so doing, provide a relational perspective to the corporate governance literature that often views the relationship between investors and organizational managers as purely transactional. We focus on the fit of one of the most important factors shaping both organizational and investor behavior––temporal preferences. Specifically, we argue that investors are attracted to firms that fit with their temporal preferences and that high O‐I fit leads to better organizational performance. We tested our hypotheses in a longitudinal archival study of S&P 500 firms and supplemented these findings with two experiments. Together, we find strong support for our hypotheses. Our study showcases the critical role of O‐I fit in shaping the makeup of an organization's investors and its subsequent performance, suggesting the value for scholars, managers, and investors to consider the mutual benefits offered by fit in these relationships.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45079683","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Background: One of the concerns after bariatric surgery is the lack of nutrients and vitamins due to anatomical and physiological changes that occur after the surgery. The aim of the present study is to evaluate the effect of laparoscopic sleeve gastrectomy on these nutrients and vitamins.
Materials and methods: This prospective study was performed in Tehran and all the patients who met the inclusion criteria before the surgery were tested for serum levels of vitamins A, B12, D, ferritin, serum iron, and TIBC. The patients were tested once again for the same micronutrients, one year after surgery.
Results: A total of 120 patients had the inclusion criteria and all of them completed the follow-up period. Of the patients, 64.2% (77 patients) were female and 35.8% (43 patients) were male. The mean weight of the patients was 122.1 ± 14.8 kg and the mean BMI of patients before surgery was 43.6 ± 4.4 kg/m2. Comparing these parameters before and after surgery showed that serum levels of vitamins A and B12, ferritin, and TIBC were not significantly different from before surgery. However, vitamin D levels after surgery were significantly higher than before (p < 0.001).
Conclusion: The result of the present study demonstrated that laparoscopic sleeve gastrectomy is one of the most effective surgical methods for obesity treatment and does not cause a lack of nutrients and vitamins in long term and does not require supplementation. In addition, it promotes serum levels of vitamin D, which is effective in preventing the effects of vitamin D deficiency in obese patients.
背景：减肥手术后，人们担心的问题之一是由于手术后发生的解剖和生理变化而导致营养和维生素的缺乏。本研究旨在评估腹腔镜袖带胃切除术对这些营养素和维生素的影响：这项前瞻性研究在德黑兰进行，术前对所有符合纳入标准的患者进行了血清维生素 A、B12、D、铁蛋白、血清铁和 TIBC 水平检测。手术一年后，再次对患者进行同样的微量营养素检测：共有 120 名患者符合纳入标准，并全部完成了随访。其中，64.2%（77 名患者）为女性，35.8%（43 名患者）为男性。患者的平均体重为 122.1 ± 14.8 公斤，手术前的平均体重指数为 43.6 ± 4.4 公斤/平方米。对比手术前后的这些参数发现，血清中的维生素 A 和 B12、铁蛋白和 TIBC 水平与手术前没有明显差异。然而，手术后的维生素 D 水平明显高于手术前（P < 0.001）：本研究结果表明，腹腔镜袖带胃切除术是治疗肥胖症最有效的手术方法之一，长期使用不会造成营养和维生素的缺乏，也不需要补充。此外，它还能提高血清中维生素 D 的水平，有效预防肥胖患者维生素 D 缺乏症的影响。
{"title":"The Effect of Laparoscopic Sleeve Gastrectomy on Serum Levels of Vitamin A, D and B12 and Iron Profile on Patients with Morbid Obesity.","authors":"Fariborz Rashnoo, Arsham Seifinezhad, Hamidreza Zefreh, Erfan Sheikhbahaei, Amir Hossein Irajpour","doi":"10.4103/abr.abr_166_22","DOIUrl":"10.4103/abr.abr_166_22","url":null,"abstract":"<p><strong>Background: </strong>One of the concerns after bariatric surgery is the lack of nutrients and vitamins due to anatomical and physiological changes that occur after the surgery. The aim of the present study is to evaluate the effect of laparoscopic sleeve gastrectomy on these nutrients and vitamins.</p><p><strong>Materials and methods: </strong>This prospective study was performed in Tehran and all the patients who met the inclusion criteria before the surgery were tested for serum levels of vitamins A, B12, D, ferritin, serum iron, and TIBC. The patients were tested once again for the same micronutrients, one year after surgery.</p><p><strong>Results: </strong>A total of 120 patients had the inclusion criteria and all of them completed the follow-up period. Of the patients, 64.2% (77 patients) were female and 35.8% (43 patients) were male. The mean weight of the patients was 122.1 ± 14.8 kg and the mean BMI of patients before surgery was 43.6 ± 4.4 kg/m<sup>2</sup>. Comparing these parameters before and after surgery showed that serum levels of vitamins A and B12, ferritin, and TIBC were not significantly different from before surgery. However, vitamin D levels after surgery were significantly higher than before (<i>p < 0.001</i>).</p><p><strong>Conclusion: </strong>The result of the present study demonstrated that laparoscopic sleeve gastrectomy is one of the most effective surgical methods for obesity treatment and does not cause a lack of nutrients and vitamins in long term and does not require supplementation. In addition, it promotes serum levels of vitamin D, which is effective in preventing the effects of vitamin D deficiency in obese patients.</p>","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"70 1","pages":"211"},"PeriodicalIF":0.0,"publicationDate":"2023-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10699212/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80805268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Be Data Literate: The Data Literacy Skills Everyone Needs to Succeed By JordanMorrow, Kogan Page, 2021, 215 pp, $15.99","authors":"Brad Ward","doi":"10.1111/peps.12616","DOIUrl":"https://doi.org/10.1111/peps.12616","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48495515","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Loneliness, involving a complex set of feelings that occurs when social needs are not adequately met, has been described as a worldwide modern epidemic. Despite its infiltration into all occupations, loneliness may be especially problematic for those in extreme occupations, such as entrepreneurs, who deal with acute levels of uncertainty, resource constraints, responsibility, and time pressure. Disparate prior findings suggest that entrepreneurs may be especially prone to loneliness, less prone to loneliness, or that they may have unique coping mechanisms that allow them to effectively manage loneliness. This conflicting evidence suggests that we have an incomplete understanding of loneliness within entrepreneurship, specifically, and extreme occupational contexts more generally. Integrating literature on loneliness, well‐being, and entrepreneurship, we conduct a qualitative, inductive study analyzing over 9000 Reddit posts drawn from online entrepreneurship communities where individuals seek and offer advice on how to address entrepreneurial loneliness. In applying appraisal theory to interpret our findings, we discover that whereas some entrepreneurs experience loneliness as threatening and harmful, others experience loneliness as positive or irrelevant, contrary to existing literature that points to loneliness as wholly negative. As such, we uncover several different processes through which entrepreneurs appraise and cope with their loneliness, as well as occupationally unique outcomes for entrepreneurs if loneliness is not coped with effectively. Our findings and emergent theoretical model of the loneliness process in this extreme occupation have important implications for research and practice regarding loneliness, well‐being, and the psychological and mental health of entrepreneurs.
{"title":"The many faces of entrepreneurial loneliness","authors":"Melissa S. Cardon, Rebecca P. Arwine","doi":"10.1111/peps.12614","DOIUrl":"https://doi.org/10.1111/peps.12614","url":null,"abstract":"Loneliness, involving a complex set of feelings that occurs when social needs are not adequately met, has been described as a worldwide modern epidemic. Despite its infiltration into all occupations, loneliness may be especially problematic for those in extreme occupations, such as entrepreneurs, who deal with acute levels of uncertainty, resource constraints, responsibility, and time pressure. Disparate prior findings suggest that entrepreneurs may be especially prone to loneliness, less prone to loneliness, or that they may have unique coping mechanisms that allow them to effectively manage loneliness. This conflicting evidence suggests that we have an incomplete understanding of loneliness within entrepreneurship, specifically, and extreme occupational contexts more generally. Integrating literature on loneliness, well‐being, and entrepreneurship, we conduct a qualitative, inductive study analyzing over 9000 Reddit posts drawn from online entrepreneurship communities where individuals seek and offer advice on how to address entrepreneurial loneliness. In applying appraisal theory to interpret our findings, we discover that whereas some entrepreneurs experience loneliness as threatening and harmful, others experience loneliness as positive or irrelevant, contrary to existing literature that points to loneliness as wholly negative. As such, we uncover several different processes through which entrepreneurs appraise and cope with their loneliness, as well as occupationally unique outcomes for entrepreneurs if loneliness is not coped with effectively. Our findings and emergent theoretical model of the loneliness process in this extreme occupation have important implications for research and practice regarding loneliness, well‐being, and the psychological and mental health of entrepreneurs.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47053059","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jun‐Yeob Kim, Emily J. Grijalva, Daniel A. Newman, Yong Li
Many iconic entrepreneurs have been celebrated for being unapologetically weird. Using pitches collected from the TV show Shark Tank, we seek to unpack the link between entrepreneur weirdness and investor interest (i.e., number of bidders) in the context of securing investor funding. Integrating Wood and colleagues’ (2007) theory of non‐normativity with Amabile's (1983, 1996) componential theory of creativity, we propose that weirdness, as a form of non‐normativity, yields both positive and negative outcomes for entrepreneurs through two distinct pathways. Specifically, the weirdness advantage operates through entrepreneur creativity, whereas the weirdness liability operates through lower entrepreneur competence. Our empirical analyses of non‐normativity suggest that entrepreneur weirdness indeed is a double‐edged sword. Further, we propose that entrepreneur warmth (being friendly and good natured) moderates both weirdness effects, by strengthening the positive effect on entrepreneur creativity and dampening the negative effect on entrepreneur competence. Implications of the advantages and disadvantages of entrepreneur weirdness are discussed.
{"title":"Entrepreneur weirdness as a double‐edged sword: Effects on product creativity and investor attraction","authors":"Jun‐Yeob Kim, Emily J. Grijalva, Daniel A. Newman, Yong Li","doi":"10.1111/peps.12613","DOIUrl":"https://doi.org/10.1111/peps.12613","url":null,"abstract":"Many iconic entrepreneurs have been celebrated for being unapologetically weird. Using pitches collected from the TV show Shark Tank, we seek to unpack the link between entrepreneur weirdness and investor interest (i.e., number of bidders) in the context of securing investor funding. Integrating Wood and colleagues’ (2007) theory of non‐normativity with Amabile's (1983, 1996) componential theory of creativity, we propose that weirdness, as a form of non‐normativity, yields both positive and negative outcomes for entrepreneurs through two distinct pathways. Specifically, the weirdness advantage operates through entrepreneur creativity, whereas the weirdness liability operates through lower entrepreneur competence. Our empirical analyses of non‐normativity suggest that entrepreneur weirdness indeed is a double‐edged sword. Further, we propose that entrepreneur warmth (being friendly and good natured) moderates both weirdness effects, by strengthening the positive effect on entrepreneur creativity and dampening the negative effect on entrepreneur competence. Implications of the advantages and disadvantages of entrepreneur weirdness are discussed.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44587081","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nick Koenig, Scott Tonidandel, I. Thompson, Betsy H. Albritton, Farshad Koohifar, Georgi P. Yankov, Andrew Speer, Jay H. Hardy, Carter Gibson, Chris Frost, Mengqiao Liu, Denver McNeney, John Capman, Shane Lowery, M. Kitching, Anjali Nimbkar, Anthony Boyce, Tianjun Sun, Feng Guo, Hanyi Min, Bo Zhang, Logan Lebanoff, Henry Phillips, Charles Newton
{"title":"Improving measurement and prediction in personnel selection through the application of machine learning","authors":"Nick Koenig, Scott Tonidandel, I. Thompson, Betsy H. Albritton, Farshad Koohifar, Georgi P. Yankov, Andrew Speer, Jay H. Hardy, Carter Gibson, Chris Frost, Mengqiao Liu, Denver McNeney, John Capman, Shane Lowery, M. Kitching, Anjali Nimbkar, Anthony Boyce, Tianjun Sun, Feng Guo, Hanyi Min, Bo Zhang, Logan Lebanoff, Henry Phillips, Charles Newton","doi":"10.1111/peps.12608","DOIUrl":"https://doi.org/10.1111/peps.12608","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42007926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Multiple imperatives call for more diversity in organizations, yet we know surprisingly little about why some organizations become more diverse than others. We focus on the early stages of organizations—the composition of founding teams (FTs) and the evolution of subsequent hiring practices, namely the prominence of finding new employees via founders’ prior employer and educational affiliations. Drawing upon theories of entrepreneurial resource mobilization and attraction–selection–attrition (ASA), we argue that FTs with common professional ties imprint post-founding hiring routines by making affiliation-based hiring (ABH) a more prominent practice to select new personnel. We posit that, although ABH fades quickly after founding, using this hiring strategy in the early stages of an organization shapes its trajectory for diversity and contributes to workforce homogenization in several dimensions as new firms mature. Using a mixed-methods approach combining large-scale employer–employee linked data from Denmark and in-depth surveys with founders from the US and UK, we find robust support for our theory and provide novel insights to the hiring processes in entrepreneurial firms. Our work advances our understanding of the enigmatic origins
{"title":"Affiliation‐based hiring in startups and the origins of organizational diversity","authors":"R. Brymer, Vera Rocha","doi":"10.1111/peps.12612","DOIUrl":"https://doi.org/10.1111/peps.12612","url":null,"abstract":"Multiple imperatives call for more diversity in organizations, yet we know surprisingly little about why some organizations become more diverse than others. We focus on the early stages of organizations—the composition of founding teams (FTs) and the evolution of subsequent hiring practices, namely the prominence of finding new employees via founders’ prior employer and educational affiliations. Drawing upon theories of entrepreneurial resource mobilization and attraction–selection–attrition (ASA), we argue that FTs with common professional ties imprint post-founding hiring routines by making affiliation-based hiring (ABH) a more prominent practice to select new personnel. We posit that, although ABH fades quickly after founding, using this hiring strategy in the early stages of an organization shapes its trajectory for diversity and contributes to workforce homogenization in several dimensions as new firms mature. Using a mixed-methods approach combining large-scale employer–employee linked data from Denmark and in-depth surveys with founders from the US and UK, we find robust support for our theory and provide novel insights to the hiring processes in entrepreneurial firms. Our work advances our understanding of the enigmatic origins","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45249491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Regan M. Stevenson, Cristiano L. Guarana, Jaewook Lee, Savannah Conder, Paulo Arvate, Charles Bonani
{"title":"Entrepreneurial identity and entrepreneurial action: A within‐person field study","authors":"Regan M. Stevenson, Cristiano L. Guarana, Jaewook Lee, Savannah Conder, Paulo Arvate, Charles Bonani","doi":"10.1111/peps.12611","DOIUrl":"https://doi.org/10.1111/peps.12611","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42275268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Identifying the structure of within‐team variance in ratings of team constructs","authors":"Joseph A. Schmidt, P. Dunlop, T. O’Neill","doi":"10.1111/peps.12609","DOIUrl":"https://doi.org/10.1111/peps.12609","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48067698","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Oxford handbook of meaningful work By RuthYeoman, CatherineBailey, AdrianMadden, and MarcThompson (Eds.) Oxford, UK: Oxford University Press2019","authors":"S. Toaddy","doi":"10.1111/peps.12610","DOIUrl":"https://doi.org/10.1111/peps.12610","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":" ","pages":""},"PeriodicalIF":5.5,"publicationDate":"2023-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42125315","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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