Journal of Organizational Behavior最新文献

Though there are clear benefits of being included at work, important questions about employees' views and experiences of workplace inclusion remain unanswered. First, scholars have tended to adopt a one-size-fits-all approach that assumes that inclusion is viewed and experienced similarly by all employees, regardless of their social identities. Moreover, there have been rapid shifts in work modalities over the last few years, and it is currently unclear how modality impacts inclusion and if that impact is similar across all employees. To address these questions, we leveraged qualitative data from a demographically diverse sample to examine how employees define workplace inclusion, what practices and behaviors employees associate with feeling included, how social identities shape definitions and experiences of inclusion, and the modalities in which employees feel the most included. Results indicated that employees primarily define workplace inclusion as being accepted and treated equally regardless of their identities, being integrated into decision-making, and expressing themselves authentically. Though employees defined inclusion similarly regardless of their social identities, the importance of specific inclusion practices differed across subgroups. Finally, employees felt more included when working in person, though minoritized employees were more likely to prefer remote work. Theoretical and practical implications regarding inclusion are discussed.

The question of why so many people leave science, technology, engineering and mathematics (STEM) jobs continues to echo through social science research and Government policy. This is not surprising given the considerable investments into uptake and quality of STEM education and that STEM workers have a pivotal role to play in addressing current and future grand challenges. Yet, too many individuals with tertiary degrees in STEM—disproportionately women, racial minorities, and the underprivileged—leave or pursue careers in non-STEM fields. While demand for employment in STEM continues to grow, such persistent STEM defections present a significant challenge. We offer an integrative special issue of eight empirical articles capturing current thinking and evidence on employee retention and turnover, both within and beyond the realm of STEM. Our thematic analysis of the articles reveals overarching themes around the fundamental question of why people choose to stay in their jobs and why they leave. From this, we provide a future research agenda recognizing the myriad work and nonwork factors influencing the desire and ability to stay in one's chosen profession, particularly in critical sectors where gender and minority attrition rates prevail.

Circadian processes are important for employees and organizations yet have been relatively underexplored in recovery research. Thus, we embed the concept of circadian misalignment into the recovery literature by investigating the moderating role of employees' daily social sleep lag (i.e., a discrepancy between employees' actual and biologically preferred sleep–wake times) in their recovery processes. Building on the effort-recovery model and a circadian perspective on recovery, we propose that low relaxation and mastery experiences explain the relationship between workplace interpersonal conflicts and low next-morning vigor. Concerning circadian misalignment, we investigated whether daily social sleep lag impedes the occurrence and effectiveness of after-work recovery experiences (i.e., moderates the relationships with interpersonal conflicts and vigor, respectively). Results of a daily diary study with 274 employees (1926 days) demonstrated that low mastery experiences, but not relaxation, explained the negative association between interpersonal conflicts and next-morning vigor. Additionally, mastery experiences translated less to next-morning vigor on days with high (vs. low) social sleep lag. Investigating circadian misalignment can thus help determine under which circumstances employees best recover from work, highlighting the need to take circadian processes into account in recovery research.

A key challenge in the shared leadership literature has been a limited understanding of how multiple leadership activities are shared across team members and roles. We address this issue by conceptualizing and operationalizing shared leadership using both its content (i.e., what leadership roles are shared) and distribution (i.e., how leadership is shared across members and roles). In an exploratory study comprised of 129 work teams, we use latent profile analysis (LPA) to identify multiple shared leadership configurations that vary in the extent of sharing. Our second study of 103 MBA teams supports these findings and further (a) considers what shared leadership configurations have the greatest influence on team effectiveness, (b) examines the mediating role of teamwork processes, and (c) investigates the moderating role of temporal dispersion. We advance current research by demonstrating that shared leadership typically manifests in collective (i.e., members share all leadership roles) and distributed configurations (i.e., members hold one leadership role while other members hold other leadership roles), which has implications for team processes and effectiveness. Specifically, we show that collective configurations have higher team effectiveness (compared to distributed configurations) owing to improved teamwork processes and observe that these effects are more pronounced when temporal dispersion is high.

Negative events within and outside of work can disrupt coworkers' relationships, triggering a re-evaluation of relationship quality. The subjective experience of these events – which we term relationship threats – harms relationships, resulting in long-lasting negative interpersonal and organizational consequences. Coworkers' responses to a relationship threat determine whether relationships are repaired or whether the threat leads to a loss of commitment, lowered satisfaction, and increased negative affect. Because of the critical role that relationships play in organizational life, it is vital that we have a comprehensive understanding of the repair process. To date, researchers have focused on one of three repair processes: trust repair. In reconceptualizing relationship repair, we flesh out the remaining two processes: relationship work and sensemaking. Our reconceptualization balances the restorative actions that mitigate in-the-moment harm with those that sustain these benefits over time. We expand our understanding of relationship repair by highlighting the role that narrative foundations play in determining a relationships' vulnerabilities and determining effective repair processes. We highlight the importance of considering relationship threats as events embedded within a relationship's history; identify narrative foundations as a bridging mechanism between disrupted relationships and their repair; and expand our conceptualization of the processes that repair relationships.

Longitudinal research has grown in popularity in the field of management and organizations. However, the literature has neglected to consider the important ways in which researchers' temporal decisions can influence observed change in longitudinal studies. Researchers must make a set of temporal decisions to capture change, such as the temporal precision of the hypothesized form of change, the selection of a sample that is expected to exhibit the change, the choice of variables to be measured repeatedly, the frequency of measurements, and the time interval between measurements. However, these decisions typically are based on “educated guesses,” which makes their effects on the observed change unclear. In this paper, we develop a conceptual framework to explain how temporal decisions influence observed change and validate it by meta-analyzing longitudinal studies (k = 268). Specifically, we found that observed change is affected by hypotheses (i.e., temporal precision), the sample (i.e., presence of a change trigger), variables (i.e., variable type and rating source), and measurement occasions (i.e., frequency and time interval). These findings offer insights into the importance of making informed temporal decisions. The implications of our findings are broad and applicable across research streams and theoretical traditions.

Using findings from an inductive study of two high-hazard organizations and insights from behavioral ethics literature, we build a model illustrating the behavioral foundations of Corporate Social Responsibility (CSR). We show that employees in high-hazard organizations scrutinize their work, actively deciding how to alter work tasks and boundaries and persevering through obstacles to lay the groundwork for CSR. Central to this process is employee moral awareness—the awareness of one's activities and the consequences those activities may have on others—through which they translate organizational hazards into their work decisions. Our findings further suggest that moral awareness is more dynamic than previously conceptualized, continually assembled, and reassembled through the active exchange and deployment of scientific and moral principles. In contrast to the extant literature that prioritizes the unitary nature of CSR and its top-down effects, our findings uncover individual-level ethical decisions as its foundation and identify moral awareness and work scrutinization as mechanisms through which individuals lay the groundwork for CSR.