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The confronter’s quandary: Mapping out strategies for managers to address offensive remarks at work 面对者的困境:为管理者制定应对工作中冒犯性言论的策略
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100166
Naomi M. Fa-Kaji , Benoît Monin

When tasked with responding to an employee’s offensive remarks, managers face the Confronter’s Quandary: They must decide on an appropriate course of action to balance addressing the employee’s problematic behavior and suspected attitudes (Correction goals) while preserving their working relationship and the offender’s sense of belonging to the organization (Connection goals). This paper proposes a conceptual framework to organize strategies that fall at different levels of this Correction/Connection trade-off: YOU-Strategies focus on the offender and prioritize correction; ME-Strategies focus on the confronter and leverage an existing connection; THEY-Strategies highlight third parties to deemphasize the confronter-offender relationship; and WE-Strategies highlight shared organizational values and norms to affirm group connection in the service of correction. We describe four classes of strategies within each type (sixteen total), we include examples of uses excerpted from a hypothetical online survey, and we illustrate how existing literature can be organized within our framework. At a theoretical level, this YOU-ME-THEY-WE framework should help organize past literature and suggest areas in need of further investigation. At a practical level, it should help would-be confronters gain insight into additional strategies available to them, and orient field researchers designing interventions and testing best practices for confrontation in organizations.

当被要求回应员工的冒犯性言论时,管理者面临着对抗者的困境:他们必须决定一个适当的行动方案,以平衡解决员工的问题行为和可疑的态度(纠正目标),同时保持他们的工作关系和冒犯者对组织的归属感(联系目标)。本文提出了一个概念性框架来组织在纠正/连接权衡的不同层次上的策略:u -策略关注违法者,优先考虑纠正;自我管理策略侧重于对抗者,并利用现有的联系;他们-策略强调第三方,淡化对抗-冒犯关系;we战略强调共同的组织价值观和规范,以确认在纠正服务中的群体联系。我们在每种类型中描述了四类策略(总共16种),我们包括了从假设的在线调查中摘录的使用示例,并且我们说明了如何在我们的框架内组织现有文献。在理论层面上,这个“你-我-他们-我们”框架应该有助于整理过去的文献,并提出需要进一步调查的领域。在实际层面上,它应该帮助潜在的对抗者获得对他们可用的额外策略的洞察力,并指导现场研究人员设计干预措施和测试组织中对抗的最佳实践。
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引用次数: 0
Help (Un)wanted: Why the most powerful allies are the most likely to stumble — and when they fulfill their potential 寻求帮助:为什么最强大的盟友最容易受挫——以及他们何时发挥了自己的潜力
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100180
Karren Knowlton , Andrew M. Carton , Adam M. Grant

Members of dominant groups can play a critical role as allies to members of marginalized groups in creating more diverse, equitable, and inclusive workplaces. However, a growing body of evidence suggests that aspiring allies often fail to advance equity and may sometimes even amplify inequity. To shed light on the causes of—and cures for—ineffective allyship, we apply a relational lens, integrating theories of power, trust, and humility. We propose that power creates a paradox, offering opportunities for allies to help but also creating obstacles to their trustworthiness in the eyes of marginalized group members. We examine how allies can overcome the power paradox and establish trustworthiness through behavioral humility, elevating others’ personal power to most effectively share their positional power. This relational approach sheds light on when and why attempted allyship may elicit backlash, and how allies can translate good intentions into supportive actions.

优势群体的成员可以作为边缘群体成员的盟友,在创造更加多样化、公平和包容的工作场所方面发挥关键作用。然而,越来越多的证据表明,有抱负的盟友往往无法促进平等,有时甚至可能加剧不平等。为了阐明无效同盟关系的原因和治疗方法,我们运用了关系的视角,整合了权力、信任和谦逊的理论。我们认为,权力创造了一个悖论,为盟友提供了帮助的机会,但也为他们在边缘化群体成员眼中的可信度制造了障碍。我们研究了盟友如何克服权力悖论,并通过行为谦卑,提升他人的个人权力,以最有效地分享他们的地位权力,建立信任。这种关系方法揭示了何时以及为什么试图结盟可能会引发反弹,以及盟友如何将良好的意图转化为支持的行动。
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引用次数: 4
Reprint of: Why, how, and when divergent perceptions become dysfunctional in organizations: A motivated cognition perspective 为什么,如何以及何时不同的认知在组织中变得功能失调:一个动机认知的视角
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100183
Zhanna Lyubykh , Laurie J. Barclay , Marion Fortin , Michael R. Bashshur , Malika Khakhar

Decades of research has demonstrated that people can arrive at starkly different perceptions in the same social situations. Divergent perceptions are not inherently dysfunctional. However, if divergent perceptions are not managed effectively, they can have deleterious effects that can undermine functioning in the workplace. Drawing on a motivated cognition perspective, we outline why divergent perceptions may emerge as well as overview the benefits and drawbacks of divergent perceptions in organizational contexts. Next, we highlight the complexities associated with divergent perceptions in the workplace, including why, how, and when divergent perceptions may become dysfunctional. We also showcase theoretical insights from a motivated cognition perspective that can enhance our understanding of how divergent perceptions can be effectively managed. We conclude by outlining key theoretical insights and avenues for future research, including how organizations can use a motivated cognition perspective to manage divergent perceptions related to complex societal issues and issuing a call to adopt a systems approach that recognizes the importance of contextual layers for understanding and effectively managing divergent perceptions in organizations.

几十年的研究表明,在相同的社会情境下,人们可以得出截然不同的看法。不同的看法并非天生就不正常。然而,如果不同的观念没有得到有效的管理,它们可能会产生有害的影响,破坏工作场所的运作。从动机认知的角度出发,我们概述了为什么会出现不同的认知,并概述了不同认知在组织环境中的好处和缺点。接下来,我们强调了与工作场所中不同观念相关的复杂性,包括不同观念为何、如何以及何时可能变得不正常。我们还展示了从动机认知角度的理论见解,可以增强我们对如何有效管理不同感知的理解。最后,我们概述了未来研究的关键理论见解和途径,包括组织如何使用动机认知视角来管理与复杂社会问题相关的分歧认知,并呼吁采用一种系统方法,认识到背景层对理解和有效管理组织中分歧认知的重要性。
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引用次数: 0
Preface to Volume 42, 2022 第42卷序言,2022年
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100182
Laura J. Kray, Jennifer A. Chatman
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引用次数: 0
Mutual learning in networks: Building theory by piecing together puzzling facts 网络中的相互学习:通过拼凑令人困惑的事实来构建理论
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100175
Ray E. Reagans

Organizational learning research is based on the idea that individuals can learn more together than alone. Network connections between members of an organization allow them to engage in a mutual learning process whereby they share what they discover and potentially learn and improve their performance at a faster rate. Existing research highlights the importance of network structure in facilitating mutual learning, with a centralized network expected to improve learning and performance when the unfamiliar assignment is complex. An example of an unfamiliar complex assignment is new product development. The features of a new product and how those features should be combined are unknown. In a centralized network, members are connected to a focal individual but disconnected from each other. The disconnects facilitate individual search and experimentation, increasing the odds that a superior solution will be discovered. To understand how network centralization affects mutual learning and performance when an unfamiliar assignment is complex, this chapter offers a theory-building exercise. The exercise is motivated by a conflicting empirical result. Recent research indicates that for a complex task, individuals learning in a decentralized network, a network that contains a relatively large number of direct and indirect relationships, can outperform individuals learning in a centralized network. The exercise amounts to puzzling through the empirical results. Putting the pieces together suggests that the requirements for mutual learning can be met in either a centralized or decentralized network. Moreover, communication timing appears to be critical. When communication across relationships is delayed, individuals working in a decentralized network can explore a diverse set of ideas while maintaining the ability to exploit a proven idea. When communication across connections is not delayed, a centralized network produces better outcomes. The results of the theory-building exercise suggest a contingency: the ideal network for a complex assignment could depend on the rate of communication across network connections.

组织学习研究是基于这样一种观点,即个人在一起比单独学习能学得更多。组织成员之间的网络连接使他们能够参与到一个相互学习的过程中,通过这个过程,他们可以分享他们的发现,并有可能以更快的速度学习和提高他们的绩效。现有的研究强调了网络结构在促进相互学习中的重要性,当不熟悉的任务很复杂时,一个集中的网络有望改善学习和表现。一个不熟悉的复杂任务的例子是新产品开发。新产品的特性以及这些特性应该如何组合是未知的。在集中式网络中,成员连接到一个焦点个人,但彼此断开。这种脱节促进了个人的探索和实验,增加了发现更好的解决方案的可能性。为了理解当一个不熟悉的任务很复杂时,网络集中化如何影响相互学习和绩效,本章提供了一个理论构建练习。这项工作的动机是一个相互矛盾的经验结果。最近的研究表明,对于一个复杂的任务,在分散网络中学习的个体,一个包含相对大量的直接和间接关系的网络,可以胜过在集中网络中学习的个体。这种做法相当于对实证结果感到困惑。把这些碎片放在一起表明,相互学习的需求可以在集中或分散的网络中得到满足。此外,沟通时机似乎很关键。当人际关系之间的沟通延迟时,在分散的网络中工作的个人可以探索各种各样的想法,同时保持利用已被证明的想法的能力。当跨连接的通信没有延迟时,集中式网络会产生更好的结果。理论构建的结果表明了一种偶然性:复杂任务的理想网络可能取决于网络连接之间的通信速率。
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引用次数: 2
Reprint of: Divergence between employer and employee understandings of passion: Theory and implications for future research 转载:雇主和雇员对激情理解的分歧:理论和对未来研究的启示
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100184
Jon M. Jachimowicz, Hannah Weisman

There is an increasingly prevalent expectation in contemporary society that employees be passionate for their work. Here, we suggest that employers and employees can have different understandings of passion that potentially conflict. More specifically, we argue that although employers may often be well-intentioned, their emphasis on employee passion may at times amount to normative control and reflect a means to attain valued work outcomes. In contrast, employees may primarily view their pursuit of passion as an opportunity to self-actualize, and thereby, view passion as an end in itself. We propose that when employees notice that these two understandings of passion diverge, they experience uncertainty in adjudicating which understanding of passion—their own or their employer’s—to privilege. Critically, employees may feel responsible for and subsequently seek ways to reduce this uncertainty, and doing so places added demands that impedes employees’ ability to perform. We discuss why employers may not necessarily recognize how their understanding of passion can create challenges for employees, and examine the difficulties employers face in attempting to resolve the tensions employees experience. Subsequently, we develop an agenda for future research that highlights how individual, organizational, and cultural differences may lead to variation in divergent understandings of passion, and the critical role managers could play in helping address employees’ uncertainty.

在当代社会,人们越来越普遍地期望员工对他们的工作充满热情。在这里,我们认为雇主和雇员可能对激情有不同的理解,这可能会产生冲突。更具体地说,我们认为,尽管雇主可能往往是出于善意,但他们对员工激情的强调有时可能相当于规范控制,并反映了一种获得有价值工作成果的手段。相比之下,员工可能主要将追求激情视为自我实现的机会,因此,将激情本身视为目的。我们提出,当员工注意到这两种对激情的理解不同时,他们在判断哪种对激情的理解——他们自己的还是他们的雇主的——更有特权时,会感到不确定。关键的是,员工可能会觉得自己有责任,并随后寻求减少这种不确定性的方法,而这样做会增加阻碍员工表现能力的需求。我们讨论了为什么雇主可能不一定认识到他们对激情的理解如何给员工带来挑战,并研究了雇主在试图解决员工经历的紧张关系时所面临的困难。随后,我们为未来的研究制定了一个议程,强调个人、组织和文化差异如何导致对激情的不同理解的变化,以及管理者在帮助解决员工的不确定性方面可以发挥的关键作用。
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引用次数: 0
Reprint of: To thrive or not to thrive: Pathways for sustaining thriving at work 成功还是不成功:在工作中保持成功的途径
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100185
Christine L. Porath , Cristina B. Gibson , Gretchen M. Spreitzer

Thriving, the psychological experience of both vitality (or energy) and learning, is often elusive. Rather than growing, developing, and feeling energized, workers report stagnation and depletion. While much of the research on thriving at work has focused on what managers can do to promote thriving amongst workers, we highlight the means by which people are empowered to take control of their well-being. Workers can sustain their own thriving through three pathways: (1) by engaging in self-care, (2) creating and maintaining high quality relationships, and (3) building community within and outside the organization. We show that these three pathways are particularly important given the changing nature of more temporary and flexible work arrangements, increases in remote work, and the larger need for community embeddedness to address the many grand societal challenges that confront us.

蓬勃发展,活力(或能量)和学习的心理体验,往往是难以捉摸的。员工们报告的不是成长、发展和充满活力,而是停滞和枯竭。虽然许多关于工作中快乐的研究都集中在管理者能做些什么来促进员工快乐上,但我们强调的是人们被授权控制自己幸福的方法。员工可以通过三种途径维持自己的繁荣:(1)通过参与自我照顾;(2)建立和维持高质量的关系;(3)在组织内外建立社区。我们的研究表明,鉴于更临时和灵活的工作安排的性质不断变化,远程工作的增加,以及对社区嵌入的更大需求,这三种途径尤为重要,以解决我们面临的许多重大社会挑战。
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引用次数: 0
Reprint of: The psychological experience of intragroup conflict 转载自:群体冲突的心理体验
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100186
Kori L. Krueger, Matthew A. Diabes, Laurie R. Weingart

Despite the centrality of differences as a driver of conflict, most of the empirical research on group conflict has focused on the group as a whole, paying little attention to the differing experiences of individuals during conflict—that is, the ways individuals perceive, make sense of, and emotionally experience a conflict episode. Although people process information about a conflict using the same general cognitive and emotional mechanisms, their personal characteristics (e.g., personality, cultural background), beliefs and motives (e.g., orientation toward conflict), and past experiences will influence how they make sense of what is occurring and their subsequent conflict behavior. Building on recent work that has taken a multi-level approach to understanding team conflict and drawing from related literature in social, cognitive, and personality psychology, we explicate an individual’s psychological experience of a conflict episode as a process by which individuals make sense of and emotionally experience what is happening, develop attitudes towards others in the group, and exchange and integrate knowledge about the conflict and others involved. We argue that a more nuanced understanding of the intraindividual experience of conflict generates important insight into understanding individual conflict behavior, helping us predict how people will behave in conflict situations and how conflict episodes will unfold. We conclude with implications for how to intervene to promote cooperative behavior and positive team outcomes, along with an agenda for future research.

尽管差异是冲突的驱动因素,但大多数关于群体冲突的实证研究都集中在群体整体上,很少关注冲突中个体的不同体验,即个体感知、理解和情感体验冲突事件的方式。尽管人们使用相同的一般认知和情感机制处理有关冲突的信息,但他们的个人特征(如个性、文化背景)、信仰和动机(如对冲突的倾向)以及过去的经验会影响他们如何理解正在发生的事情以及他们随后的冲突行为。在最近的研究中,我们采用了多层次的方法来理解团队冲突,并借鉴了社会心理学、认知心理学和人格心理学的相关文献,我们将个人在冲突事件中的心理体验解释为一个过程,通过这个过程,个人理解并从情感上体验正在发生的事情,发展对团队中其他人的态度,并交流和整合关于冲突和相关人员的知识。我们认为,对冲突的个人内部体验的更细致的理解,可以为理解个人冲突行为提供重要的见解,帮助我们预测人们在冲突情况下的行为方式,以及冲突情节将如何展开。我们总结了如何干预以促进合作行为和积极的团队成果,以及未来研究的议程。
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引用次数: 0
The rise of people analytics and the future of organizational research 人员分析的兴起和组织研究的未来
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100181
Jeffrey T. Polzer

Organizations are transforming as they adopt new technologies and use new sources of data, changing the experiences of employees and pushing organizational researchers to respond. As employees perform their daily activities, they generate vast digital data. These data, when combined with established methods and new analytic techniques, create unprecedented opportunities for studying human behavior at work and have fueled the rise of people analytics as a new institutional field of practice. In this chapter, I describe the emerging field of people analytics and new organizational phenomena that accompany the use of data and algorithms. These practices are affecting how individuals, groups, and organizations function, ranging from decision-making processes and work procedures, to communication and collaboration, to attempts to monitor and control employees. In each of these domains, I describe recent research and propose new research directions. Many of these domains intersect with the emerging field of Computational Social Science, in which disciplinary scholars are applying computational methods to an expanding array of digitized data, pursuing interests that extend far into the organizational domain. Organizational scholars are well-positioned to bridge organizational and disciplinary advances to stay at the forefront of research on the future of work.

随着采用新技术和使用新的数据来源,组织正在转型,改变员工的体验,并推动组织研究人员做出回应。当员工进行日常活动时,他们会产生大量的数字数据。当这些数据与现有的方法和新的分析技术相结合时,为研究工作中的人类行为创造了前所未有的机会,并推动了人员分析作为一个新的机构实践领域的兴起。在本章中,我描述了人员分析的新兴领域,以及伴随着数据和算法的使用而出现的新的组织现象。这些实践正在影响个人、团体和组织的运作方式,从决策过程和工作程序,到沟通和协作,再到监视和控制员工的尝试。在这些领域中,我描述了最近的研究并提出了新的研究方向。这些领域中的许多与计算社会科学的新兴领域交叉,在这个领域中,学科学者正在将计算方法应用于不断扩展的数字化数据阵列,追求远远延伸到组织领域的兴趣。组织学者有能力在组织和学科的进步之间架起桥梁,站在未来工作研究的最前沿。
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引用次数: 2
To thrive or not to thrive: Pathways for sustaining thriving at work 繁荣还是不繁荣:在工作中保持繁荣的途径
IF 1.8 Q2 MANAGEMENT Pub Date : 2022-02-01 DOI: 10.1016/j.riob.2022.100176
Christine L. Porath , Cristina B. Gibson , Gretchen M. Spreitzer

Thriving, the psychological experience of both vitality (or energy) and learning, is often elusive. Rather than growing, developing, and feeling energized, workers report stagnation and depletion. While much of the research on thriving at work has focused on what managers can do to promote thriving amongst workers, we highlight the means by which people are empowered to take control of their well-being. Workers can sustain their own thriving through three pathways: (1) by engaging in self-care, (2) creating and maintaining high quality relationships, and (3) building community within and outside the organization. We show that these three pathways are particularly important given the changing nature of more temporary and flexible work arrangements, increases in remote work, and the larger need for community embeddedness to address the many grand societal challenges that confront us.

蓬勃发展,活力(或能量)和学习的心理体验,往往是难以捉摸的。员工们报告的不是成长、发展和充满活力,而是停滞和枯竭。虽然许多关于工作中快乐的研究都集中在管理者能做些什么来促进员工快乐上,但我们强调的是人们被授权控制自己幸福的方法。员工可以通过三种途径维持自己的繁荣:(1)通过参与自我照顾;(2)建立和维持高质量的关系;(3)在组织内外建立社区。我们的研究表明,鉴于更临时和灵活的工作安排的性质不断变化,远程工作的增加,以及对社区嵌入的更大需求,这三种途径尤为重要,以解决我们面临的许多重大社会挑战。
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引用次数: 0
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Research in Organizational Behavior
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