首页 > 最新文献

Research in Organizational Behavior最新文献

英文 中文
Overconfidence at work: Does overconfidence survive the checks and balances of organizational life? 工作中的过度自信:过度自信能在组织生活的制衡中幸存下来吗?
IF 1.8 Q2 MANAGEMENT Pub Date : 2016-01-01 DOI: 10.1016/j.riob.2016.11.005
Nathan L. Meikle , Elizabeth R. Tenney , Don A. Moore

This review considers the role of overconfidence in organizational life, focusing on ways in which individual-level overconfidence manifests in organizations. The research reviewed offers a pessimistic assessment of the efficacy of either debiasing tools or organizational correctives, and identifies some important ways in which organizational dynamics are likely to exacerbate overconfidence among individuals. The organizational consequences of overconfidence can be substantial, especially when it comes from those at the top of the organization. However, there are also reasons to suspect that the research literature exaggerates the prevalence of overconfidence.

本综述考虑了过度自信在组织生活中的作用,重点关注个人层面的过度自信在组织中的表现方式。这些研究对消除偏见的工具或组织纠正的有效性给出了悲观的评估,并确定了组织动态可能加剧个人过度自信的一些重要方式。过度自信对组织的影响可能是巨大的,尤其是当它来自于组织的高层时。然而,也有理由怀疑研究文献夸大了过度自信的普遍性。
{"title":"Overconfidence at work: Does overconfidence survive the checks and balances of organizational life?","authors":"Nathan L. Meikle ,&nbsp;Elizabeth R. Tenney ,&nbsp;Don A. Moore","doi":"10.1016/j.riob.2016.11.005","DOIUrl":"10.1016/j.riob.2016.11.005","url":null,"abstract":"<div><p>This review considers the role of overconfidence in organizational life, focusing on ways in which individual-level overconfidence manifests in organizations. The research reviewed offers a pessimistic assessment of the efficacy of either debiasing tools or organizational correctives, and identifies some important ways in which organizational dynamics are likely to exacerbate overconfidence among individuals. The organizational consequences of overconfidence can be substantial, especially when it comes from those at the top of the organization. However, there are also reasons to suspect that the research literature exaggerates the prevalence of overconfidence.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"36 ","pages":"Pages 121-134"},"PeriodicalIF":1.8,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2016.11.005","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"55075159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 29
A dynamic and cyclical model of bounded ethicality 一个有界伦理的动态循环模型
IF 1.8 Q2 MANAGEMENT Pub Date : 2016-01-01 DOI: 10.1016/j.riob.2016.07.002
Dolly Chugh , Mary C. Kern

We introduce a new model of bounded ethicality which helps explain three persistent puzzles of ethical behavior: when moral awareness is or is not present, when ethical behavior is more or less consistent with past behavior, and when blind spots obscure our ethical failures. The original conception of bounded ethicality (Chugh, Banaji, & Bazerman, 2005) described the systematic psychological constraints on ethical behavior and has contributed to our field's understanding of the phenomena of everyday, “ordinary” unethical behavior. In this more detailed model, we delineate these systematic processes and mechanisms and show how concepts of automaticity, self-view, and self-threat play critical roles in our ethical decision-making. The model describes distinct, asymmetric patterns of (un)ethical behavior and pinpoints the contingency which determines which pattern is more likely to unfold, including when we will trend to more or less automaticity and more or less ethical behavior. Our model integrates and synthesizes many of the key models and findings in recent behavioral ethics research into a single, overarching model of ethical decision-making, offering an anchor for new questions and a new realm of study.

我们引入了一个新的有限道德模型,它有助于解释道德行为的三个持续困惑:道德意识是否存在,道德行为与过去的行为或多或少一致,以及盲点掩盖了我们的道德失败。有限伦理的最初概念(丘格,巴纳吉,&;Bazerman(2005)描述了道德行为的系统心理约束,并有助于我们对日常“普通”不道德行为现象的理解。在这个更详细的模型中,我们描述了这些系统的过程和机制,并展示了自动性、自我观和自我威胁的概念如何在我们的道德决策中发挥关键作用。该模型描述了不同的、不对称的(非)道德行为模式,并精确地指出了决定哪种模式更有可能展开的偶然性,包括我们何时倾向于或多或少的自动性和或多或少的道德行为。我们的模型整合并综合了近期行为伦理学研究中的许多关键模型和发现,形成了一个单一的、总体的伦理决策模型,为新问题和新研究领域提供了一个锚点。
{"title":"A dynamic and cyclical model of bounded ethicality","authors":"Dolly Chugh ,&nbsp;Mary C. Kern","doi":"10.1016/j.riob.2016.07.002","DOIUrl":"10.1016/j.riob.2016.07.002","url":null,"abstract":"<div><p>We introduce a new model of bounded ethicality which helps explain three persistent puzzles of ethical behavior: when moral awareness is or is not present, when ethical behavior is more or less consistent with past behavior, and when blind spots obscure our ethical failures. The original conception of bounded ethicality (<span>Chugh, Banaji, &amp; Bazerman, 2005</span>) described the systematic psychological constraints on ethical behavior and has contributed to our field's understanding of the phenomena of everyday, “ordinary” unethical behavior. In this more detailed model, we delineate these systematic processes and mechanisms and show how concepts of automaticity, self-view, and self-threat play critical roles in our ethical decision-making. The model describes distinct, asymmetric patterns of (un)ethical behavior and pinpoints the contingency which determines which pattern is more likely to unfold, including when we will trend to more or less automaticity and more or less ethical behavior. Our model integrates and synthesizes many of the key models and findings in recent behavioral ethics research into a single, overarching model of ethical decision-making, offering an anchor for new questions and a new realm of study.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"36 ","pages":"Pages 85-100"},"PeriodicalIF":1.8,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2016.07.002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"55075085","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 35
Reflexivity: The role of embedded social position and entrepreneurial social skill in processes of field level change 反身性:嵌入社会地位和企业家社会技能在领域水平变化过程中的作用
IF 1.8 Q2 MANAGEMENT Pub Date : 2016-01-01 DOI: 10.1016/j.riob.2016.02.001
Roy Suddaby , Thierry Viale , Yves Gendron

We examine the micro-foundations of field-level organizational change by analyzing the role of social skill and social position in individuals. Our core argument is that differences in an individual's social skill and in their social position produce different degrees of reflexivity or awareness of existing social arrangements. We demonstrate how the interaction of social skill and social position produce distinct types or categories of reflexivity, each of which contributes to institutional stability or change.

我们通过分析社会技能和社会地位在个体中的作用来研究领域级组织变革的微观基础。我们的核心论点是,个人社交技能和社会地位的差异会产生不同程度的反身性或对现有社会安排的认识。我们展示了社会技能和社会地位的相互作用如何产生不同类型或类别的反身性,每一种反身性都有助于制度的稳定或变化。
{"title":"Reflexivity: The role of embedded social position and entrepreneurial social skill in processes of field level change","authors":"Roy Suddaby ,&nbsp;Thierry Viale ,&nbsp;Yves Gendron","doi":"10.1016/j.riob.2016.02.001","DOIUrl":"10.1016/j.riob.2016.02.001","url":null,"abstract":"<div><p>We examine the micro-foundations of field-level organizational change by analyzing the role of social skill and social position in individuals. Our core argument is that differences in an individual's social skill and in their social position produce different degrees of reflexivity or awareness of existing social arrangements. We demonstrate how the interaction of social skill and social position produce distinct types or categories of reflexivity, each of which contributes to institutional stability or change.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"36 ","pages":"Pages 225-245"},"PeriodicalIF":1.8,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2016.02.001","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"55075055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 92
Routines and transactive memory systems: Creating, coordinating, retaining, and transferring knowledge in organizations 例程和交互记忆系统:组织中知识的创造、协调、保留和转移
IF 1.8 Q2 MANAGEMENT Pub Date : 2016-01-01 DOI: 10.1016/j.riob.2016.10.002
Linda Argote, Jerry M. Guo

This chapter compares and contrasts the effects of two knowledge repositories, routines and transactive memory systems (TMSs), on knowledge creation, coordination, retention and transfer. We provide overviews of research on the two knowledge repositories, with particular attention to how they form and change. We then discuss the relationship between routines and TMSs. We also compare and contrast routines and TMSs in terms of their capabilities to promote knowledge creation, coordination, retention and transfer in organizations. Routines can transfer across organizations, and they are resilient to member turnover. Although routines can be a source of inertia, they can also enable change. TMSs are susceptible to member turnover and are not easily transferred to other organizations. TMSs promote innovation and are particularly valuable under conditions of uncertainty. We argue that TMSs and routines are reciprocally related. Routines can seed TMSs and TMSs can crystalize into routines. We hope that our chapter stimulates future research on the interrelationship between routines and TMSs and their effects on knowledge creation, coordination, retention, and transfer in organizations.

本章比较和对比了两种知识库,例程和交互记忆系统(tms)在知识创造、协调、保留和转移方面的影响。我们概述了这两个知识库的研究,特别关注它们是如何形成和变化的。然后讨论例程和tms之间的关系。我们还比较和对比了惯例和tms在促进组织知识创造、协调、保留和转移方面的能力。惯例可以在组织之间传递,并且对成员流失具有弹性。虽然例行公事可能是惯性的来源,但它们也可以促成改变。tms易受成员流失的影响,不容易转移到其他组织。tms促进创新,在不确定的条件下特别有价值。我们认为tms和例程是相互关联的。例程可以播下tms的种子,tms可以结晶成例程。我们希望这一章能够激发未来关于常规和tms之间相互关系的研究,以及它们对组织中知识创造、协调、保留和转移的影响。
{"title":"Routines and transactive memory systems: Creating, coordinating, retaining, and transferring knowledge in organizations","authors":"Linda Argote,&nbsp;Jerry M. Guo","doi":"10.1016/j.riob.2016.10.002","DOIUrl":"10.1016/j.riob.2016.10.002","url":null,"abstract":"<div><p>This chapter compares and contrasts the effects of two knowledge repositories, routines and transactive memory systems (TMSs), on knowledge creation, coordination, retention and transfer. We provide overviews of research on the two knowledge repositories, with particular attention to how they form and change. We then discuss the relationship between routines and TMSs. We also compare and contrast routines and TMSs in terms of their capabilities to promote knowledge creation, coordination, retention and transfer in organizations. Routines can transfer across organizations, and they are resilient to member turnover. Although routines can be a source of inertia, they can also enable change. TMSs are susceptible to member turnover and are not easily transferred to other organizations. TMSs promote innovation and are particularly valuable under conditions of uncertainty. We argue that TMSs and routines are reciprocally related. Routines can seed TMSs and TMSs can crystalize into routines. We hope that our chapter stimulates future research on the interrelationship between routines and TMSs and their effects on knowledge creation, coordination, retention, and transfer in organizations.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"36 ","pages":"Pages 65-84"},"PeriodicalIF":1.8,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2016.10.002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"55075108","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 61
Emotional division-of-labor: A theoretical account 情感劳动分工:一个理论解释
IF 1.8 Q2 MANAGEMENT Pub Date : 2016-01-01 DOI: 10.1016/j.riob.2016.11.001
Hillary Anger Elfenbein

Division-of-labor is an account of how individuals vary in the types of contributions they make towards collective work efforts. This paper extends the longstanding concept into the realm of emotion in organizations, by developing a theoretical account of emotional division-of-labor (EDOL). Activities that require emotional abilities permeate the roles necessary for interdependent tasks in modern organizations. As with any other form of human capital, it is not necessary to draw equally from each person. Work is structured, instead, to distribute emotion-laden roles across members of workgroups. The model emphasizes that EDOL is both engineered deliberately and also emerges organically during interdependent work. Those who tend to take on roles requiring emotional competencies are those who are capable, believe themselves to be capable, and/or are believed to be capable. Highly committed group members of any capability level can also fill gaps as problems or opportunities arise. Case studies are presented for two settings in modern organizations—police crisis management and automobile dealerships—and reveal that group members use different combinations of emotional abilities to varying degrees, use specific abilities in complementary ways, and use the same abilities to enhance each other’s efforts. EDOL can leverage diversity in skill sets, as colleagues take on roles that compensate for each other’s weaknesses. Implications for leadership and group emotional intelligence are discussed.

劳动分工是对个人对集体工作的贡献类型如何变化的解释。本文通过发展情感劳动分工(EDOL)的理论描述,将长期存在的概念扩展到组织中的情感领域。在现代组织中,需要情感能力的活动渗透到相互依赖的任务所必需的角色中。与任何其他形式的人力资本一样,没有必要从每个人身上平等地汲取。相反,工作的结构是在工作组成员之间分配充满情感的角色。该模型强调EDOL是经过精心设计的,也是在相互依赖的工作中有机产生的。那些倾向于承担需要情感能力的角色的人是那些有能力,相信自己有能力,和/或被认为有能力的人。任何能力级别的高度忠诚的团队成员也可以在出现问题或机会时填补空白。本文以现代组织中的两种情况——警察危机管理和汽车经销商为例进行了案例研究,揭示了小组成员在不同程度上使用不同的情感能力组合,以互补的方式使用特定的能力,并使用相同的能力来增强彼此的努力。EDOL可以利用技能组合的多样性,因为同事们承担的角色可以弥补彼此的弱点。讨论了对领导能力和群体情商的影响。
{"title":"Emotional division-of-labor: A theoretical account","authors":"Hillary Anger Elfenbein","doi":"10.1016/j.riob.2016.11.001","DOIUrl":"10.1016/j.riob.2016.11.001","url":null,"abstract":"<div><p>Division-of-labor is an account of how individuals vary in the types of contributions they make towards collective work efforts. This paper extends the longstanding concept into the realm of emotion in organizations, by developing a theoretical account of emotional division-of-labor (EDOL). Activities that require emotional abilities permeate the roles necessary for interdependent tasks in modern organizations. As with any other form of human capital, it is not necessary to draw equally from each person. Work is structured, instead, to distribute emotion-laden roles across members of workgroups. The model emphasizes that EDOL is both engineered deliberately and also emerges organically during interdependent work. Those who tend to take on roles requiring emotional competencies are those who are capable, believe themselves to be capable, and/or are believed to be capable. Highly committed group members of any capability level can also fill gaps as problems or opportunities arise. Case studies are presented for two settings in modern organizations—police crisis management and automobile dealerships—and reveal that group members use different combinations of emotional abilities to varying degrees, use specific abilities in complementary ways, and use the same abilities to enhance each other’s efforts. EDOL can leverage diversity in skill sets, as colleagues take on roles that compensate for each other’s weaknesses. Implications for leadership and group emotional intelligence are discussed.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"36 ","pages":"Pages 1-26"},"PeriodicalIF":1.8,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2016.11.001","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133607973","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 11
Paradigm lost: Reinvigorating the study of organizational culture 范式丢失:重振组织文化研究
IF 1.8 Q2 MANAGEMENT Pub Date : 2016-01-01 DOI: 10.1016/j.riob.2016.11.004
Jennifer A. Chatman , Charles A. O’Reilly

In spite of the importance of organizational culture, scholarly advances in our understanding of the construct appear to have stagnated. We review the state of culture research and argue that the ongoing academic debates about what culture is and how to study it have resulted in a lack of unity and precision in defining and measuring culture. This ambiguity has constrained progress in both developing a coherent theory of organizational culture and accreting replicable and valid findings. To make progress we argue that future research should focus on conceptualizing and assessing organizational culture as the norms that characterize a group or organization that if widely shared and strongly held, act as a social control system to shape members’ attitudes and behaviors. We further argue that to accomplish this, researchers need to recognize that norms can be parsed into three distinct dimensions: (1) the content or what is deemed important (e.g., teamwork, accountability, innovation), (2) the consensus or how widely shared norms are held across people, and (3) the intensity of feelings about the importance of the norm (e.g., are people willing to sanction others). From this perspective we suggest how future research might be able to clarify some of the current conflicts and confusion that characterize the current state of the field.

尽管组织文化很重要,但在我们对组织文化的理解方面,学术进展似乎停滞不前。我们回顾了文化研究的现状,并认为正在进行的关于文化是什么以及如何研究它的学术辩论导致了在定义和衡量文化方面缺乏统一性和准确性。这种模糊性限制了发展连贯的组织文化理论和增加可复制和有效的发现的进展。为了取得进展,我们认为未来的研究应侧重于将组织文化概念化和评估为一种规范,这种规范是一个群体或组织的特征,如果被广泛分享和强烈持有,就会作为一种社会控制系统来塑造成员的态度和行为。我们进一步认为,为了实现这一目标,研究人员需要认识到,规范可以被解析为三个不同的维度:(1)内容或被认为重要的内容(例如,团队合作、问责制、创新),(2)共识或在人们之间广泛共享的规范,以及(3)对规范重要性的感受强度(例如,人们是否愿意制裁他人)。从这个角度来看,我们建议未来的研究如何能够澄清当前的一些冲突和混乱,这些冲突和混乱是该领域当前状态的特征。
{"title":"Paradigm lost: Reinvigorating the study of organizational culture","authors":"Jennifer A. Chatman ,&nbsp;Charles A. O’Reilly","doi":"10.1016/j.riob.2016.11.004","DOIUrl":"https://doi.org/10.1016/j.riob.2016.11.004","url":null,"abstract":"<div><p>In spite of the importance of organizational culture, scholarly advances in our understanding of the construct appear to have stagnated. We review the state of culture research and argue that the ongoing academic debates about what culture is and how to study it have resulted in a lack of unity and precision in defining and measuring culture. This ambiguity has constrained progress in both developing a coherent theory of organizational culture and accreting replicable and valid findings. To make progress we argue that future research should focus on conceptualizing and assessing organizational culture as the norms that characterize a group or organization that if widely shared and strongly held, act as a social control system to shape members’ attitudes and behaviors. We further argue that to accomplish this, researchers need to recognize that norms can be parsed into three distinct dimensions: (1) the <em>content</em> or what is deemed important (e.g., teamwork, accountability, innovation), (2) the <em>consensus</em> or how widely shared norms are held across people, and (3) the <em>intensity</em> of feelings about the importance of the norm (e.g., are people willing to sanction others). From this perspective we suggest how future research might be able to clarify some of the current conflicts and confusion that characterize the current state of the field.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"36 ","pages":"Pages 199-224"},"PeriodicalIF":1.8,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2016.11.004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136540322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 189
List of Contributors 贡献者名单
IF 1.8 Q2 MANAGEMENT Pub Date : 2015-01-01 DOI: 10.1016/S0191-3085(15)00015-5
{"title":"List of Contributors","authors":"","doi":"10.1016/S0191-3085(15)00015-5","DOIUrl":"https://doi.org/10.1016/S0191-3085(15)00015-5","url":null,"abstract":"","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"35 ","pages":"Page ii"},"PeriodicalIF":1.8,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/S0191-3085(15)00015-5","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"137289114","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international 职场内外的代际资源紧张:个人的、人际的、机构的、国际的
IF 1.8 Q2 MANAGEMENT Pub Date : 2015-01-01 DOI: 10.1016/j.riob.2015.10.003
Michael S. North , Susan T. Fiske

The workforce is rapidly aging. Already at record highs, labor force participation rates of both over-55 and over-65 age segments are expected to nearly double in the immediate future. The current chapter describes how these sweeping demographic changes necessitate both the unprecedented utilization of older workers and intergenerational collaboration, but also present the danger of heightened generational tension. We describe the specific risk factors for such tensions, highlighting the presence of generational boundaries at multiple levels: (a) individual, (b) interpersonal, (c) institutional, and (d) international. Drawing from our own work and relevant management literature, we then identify three broad domains within which intergenerational tensions are particularly salient at each of these levels: active Succession tensions over enviable resources and influence (e.g., employment), passive Consumption tensions over shared asset usage (e.g., healthcare) and symbolic Identity tensions over figurative space (e.g., cultural fit) (SCI). We conclude with suggestions for potential interventions, and major open areas for future organizational research, both of which should focus on how to maximize the utility of unprecedented intergenerational collaboration.

劳动力正在迅速老龄化。55岁以上和65岁以上年龄段的劳动力参与率已经达到历史新高,预计在不久的将来将增加近一倍。本章描述了这些大规模的人口变化是如何使对老年工人的空前利用和代际合作成为必要的,但也带来了代际关系紧张加剧的危险。我们描述了这种紧张关系的具体风险因素,强调了代际界限在多个层面上的存在:(a)个人,(b)人际,(c)机构和(d)国际。根据我们自己的工作和相关的管理文献,我们确定了三个广泛的领域,其中代际紧张在每个层次上都特别突出:在令人羡慕的资源和影响力上的主动继承紧张(例如,就业),在共享资产使用上的被动消费紧张(例如,医疗保健)和在比喻空间上的象征性身份紧张(例如,文化契合)(SCI)。最后,我们提出了潜在干预措施的建议,以及未来组织研究的主要开放领域,这两个领域都应该关注如何最大限度地利用前所未有的代际合作。
{"title":"Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international","authors":"Michael S. North ,&nbsp;Susan T. Fiske","doi":"10.1016/j.riob.2015.10.003","DOIUrl":"10.1016/j.riob.2015.10.003","url":null,"abstract":"<div><p>The workforce is rapidly aging. Already at record highs, labor force participation rates of both over-55 and over-65 age segments are expected to nearly double in the immediate future. The current chapter describes how these sweeping demographic changes necessitate both the unprecedented utilization of older workers and intergenerational collaboration, but also present the danger of heightened generational tension. We describe the specific risk factors for such tensions, highlighting the presence of generational boundaries at multiple levels: (a) individual, (b) interpersonal, (c) institutional, and (d) international. Drawing from our own work and relevant management literature, we then identify three broad domains within which intergenerational tensions are particularly salient at each of these levels: active Succession tensions over enviable resources and influence (e.g., employment), passive Consumption tensions over shared asset usage (e.g., healthcare) and symbolic Identity tensions over figurative space (e.g., cultural fit) (SCI). We conclude with suggestions for potential interventions, and major open areas for future organizational research, both of which should focus on how to maximize the utility of unprecedented intergenerational collaboration.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"35 ","pages":"Pages 159-179"},"PeriodicalIF":1.8,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2015.10.003","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"55075029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 49
The promise and perversity of perspective-taking in organizations 组织中换位思考的承诺和弊端
IF 1.8 Q2 MANAGEMENT Pub Date : 2015-01-01 DOI: 10.1016/j.riob.2015.07.003
Gillian Ku , Cynthia S. Wang , Adam D. Galinsky

Successful managers and leaders need to effectively navigate their organizational worlds, from motivating customers and employees to managing diversity to preventing and resolving conflicts. Perspective-taking is a psychological process that is particularly relevant to each of these activities. The current review critically examines perspective-taking research conducted by both management scholars and social psychologists and specifies perspective-taking's antecedents, consequences, mechanisms, and moderators, as well as identifies theoretical and/or empirical shortfalls. Our summary of the current state of perspective-taking research offers three important contributions. First, we offer a new definition of perspective-taking: the active cognitive process of imagining the world from another's vantage point or imagining oneself in another's shoes to understand their visual viewpoint, thoughts, motivations, intentions, and/or emotions. Second, we highlight that although perspective-taking has many positive benefits for managers and leaders, it also carries with it the potential for perverse effects. Third, we argue that previous theoretical lenses to understand perspective-taking's goal are insufficient in light of all the available evidence. Instead, we offer a new theoretical proposition to capture the full range of perspective-taking's positive and negative effects: perspective-taking helps individuals effectively navigate a world filled with mixed-motive social interactions. Our mixed-motive model of perspective-taking not only captures the current findings but also offers new directions for future research.

成功的管理者和领导者需要有效地驾驭他们的组织世界,从激励客户和员工到管理多样性,再到预防和解决冲突。换位思考是一种心理过程,与上述每一种活动都特别相关。本文对管理学者和社会心理学家进行的换位思考研究进行了批判性的考察,并详细说明了换位思考的前提、后果、机制和调节因素,同时指出了理论和/或经验上的不足。我们对换位思考研究现状的总结提供了三个重要贡献。首先,我们对换位思考给出了一个新的定义:一种积极的认知过程,即从他人的角度想象世界,或者想象自己站在他人的角度来理解他们的视觉观点、想法、动机、意图和/或情绪。其次,我们强调,虽然换位思考对管理者和领导者有很多积极的好处,但它也有可能产生负面影响。第三,我们认为,鉴于所有可用的证据,以前理解换位思考目标的理论镜头是不够的。相反,我们提供了一个新的理论命题来捕捉换位思考的积极和消极影响的全部范围:换位思考帮助个人有效地驾驭一个充满混合动机的社会互动的世界。我们的混合动机换位思考模型不仅抓住了当前的研究成果,而且为未来的研究提供了新的方向。
{"title":"The promise and perversity of perspective-taking in organizations","authors":"Gillian Ku ,&nbsp;Cynthia S. Wang ,&nbsp;Adam D. Galinsky","doi":"10.1016/j.riob.2015.07.003","DOIUrl":"10.1016/j.riob.2015.07.003","url":null,"abstract":"<div><p><span>Successful managers and leaders need to effectively navigate their organizational worlds, from motivating customers and employees to managing diversity to preventing and resolving conflicts. Perspective-taking is a psychological process that is particularly relevant to each of these activities. The current review critically examines perspective-taking research conducted by both management scholars and social psychologists and specifies perspective-taking's antecedents, consequences, mechanisms, and moderators, as well as identifies theoretical and/or empirical shortfalls. Our summary of the current state of perspective-taking research offers three important contributions. First, we offer a new definition of perspective-taking: the active cognitive process of imagining the world from another's vantage point or imagining oneself in another's shoes to understand their visual viewpoint, thoughts, motivations, intentions, and/or emotions. Second, we highlight that although perspective-taking has many positive benefits for managers and leaders, it also carries with it the potential for perverse effects. Third, we argue that previous theoretical lenses to understand perspective-taking's goal are insufficient in light of all the available evidence. Instead, we offer a new </span>theoretical proposition to capture the full range of perspective-taking's positive and negative effects: perspective-taking helps individuals effectively navigate a world filled with mixed-motive social interactions. Our mixed-motive model of perspective-taking not only captures the current findings but also offers new directions for future research.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"35 ","pages":"Pages 79-102"},"PeriodicalIF":1.8,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2015.07.003","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"55074951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 149
A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation 别人游戏中的棋子?女性在谈判中的认知、动机和范式障碍
IF 1.8 Q2 MANAGEMENT Pub Date : 2015-01-01 DOI: 10.1016/j.riob.2015.09.002
Jessica A. Kennedy , Laura J. Kray

Women's relatively worse performance in negotiation is often cited as an explanation for gender differences in advancement and pay within organizations. We review key findings from the past twenty years of research on gender differences in negotiation. Women do underperform relative to men in negotiation, but only under limited circumstances, which means the performance gap is unlikely due to lesser skills on their part. The barriers between women and negotiation excellence are of three types: cognitive, motivational, and paradigmatic. Cognitive barriers stem from negative stereotypes about women's negotiating abilities. Motivational barriers stem from desire to prevent women negotiators from excelling in a masculine domain. Paradigmatic barriers stem from how negotiation is currently studied. We call for greater attention to motivational barriers and for changes to the negotiation paradigm. Women negotiators are not incompetent, and training them to negotiate more like men is not obviously the solution. In fact, women have greater concern for others than men do, and their cooperativeness elevates collective intelligence and enables ethical behavior. Under a new paradigm of negotiation, the value of these strengths could become more readily apparent. In particular, we advocate for greater attention to long-term relationships, subjective value, and relational capital, all of which may have important economic implications in real world negotiations.

女性在谈判中的表现相对较差,经常被用来解释组织内晋升和薪酬方面的性别差异。我们回顾了过去二十年来关于谈判中的性别差异研究的主要发现。女性在谈判中的表现确实不如男性,但只是在有限的情况下,这意味着表现差距不太可能是由于她们的技能较差。女性与优秀谈判之间的障碍有三种类型:认知障碍、动机障碍和范例障碍。认知障碍源于对女性谈判能力的负面刻板印象。动机障碍源于阻止女性谈判者在男性领域表现出色的愿望。范式障碍源于目前对谈判的研究。我们呼吁更多地注意动机障碍和改变谈判模式。女性谈判者并非无能,训练她们像男性一样谈判显然不是解决办法。事实上,女性比男性更关心他人,她们的合作提升了集体智慧,并促成了道德行为。在一种新的谈判模式下,这些优势的价值可能变得更加明显。特别是,我们提倡更多地关注长期关系、主观价值和关系资本,所有这些都可能在现实世界的谈判中具有重要的经济含义。
{"title":"A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation","authors":"Jessica A. Kennedy ,&nbsp;Laura J. Kray","doi":"10.1016/j.riob.2015.09.002","DOIUrl":"10.1016/j.riob.2015.09.002","url":null,"abstract":"<div><p>Women's relatively worse performance in negotiation is often cited as an explanation for gender differences in advancement and pay within organizations. We review key findings from the past twenty years of research on gender differences in negotiation. Women do underperform relative to men in negotiation, but only under limited circumstances, which means the performance gap is unlikely due to lesser skills on their part. The barriers between women and negotiation excellence are of three types: cognitive, motivational, and paradigmatic. Cognitive barriers stem from negative stereotypes about women's negotiating abilities. Motivational barriers stem from desire to prevent women negotiators from excelling in a masculine domain. Paradigmatic barriers stem from how negotiation is currently studied. We call for greater attention to motivational barriers and for changes to the negotiation paradigm. Women negotiators are not incompetent, and training them to negotiate more like men is not obviously the solution. In fact, women have greater concern for others than men do, and their cooperativeness elevates collective intelligence and enables ethical behavior. Under a new paradigm of negotiation, the value of these strengths could become more readily apparent. In particular, we advocate for greater attention to long-term relationships, subjective value, and relational capital, all of which may have important economic implications in real world negotiations.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"35 ","pages":"Pages 3-28"},"PeriodicalIF":1.8,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2015.09.002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130028450","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 35
期刊
Research in Organizational Behavior
全部 Acc. Chem. Res. ACS Applied Bio Materials ACS Appl. Electron. Mater. ACS Appl. Energy Mater. ACS Appl. Mater. Interfaces ACS Appl. Nano Mater. ACS Appl. Polym. Mater. ACS BIOMATER-SCI ENG ACS Catal. ACS Cent. Sci. ACS Chem. Biol. ACS Chemical Health & Safety ACS Chem. Neurosci. ACS Comb. Sci. ACS Earth Space Chem. ACS Energy Lett. ACS Infect. Dis. ACS Macro Lett. ACS Mater. Lett. ACS Med. Chem. Lett. ACS Nano ACS Omega ACS Photonics ACS Sens. ACS Sustainable Chem. Eng. ACS Synth. Biol. Anal. Chem. BIOCHEMISTRY-US Bioconjugate Chem. BIOMACROMOLECULES Chem. Res. Toxicol. Chem. Rev. Chem. Mater. CRYST GROWTH DES ENERG FUEL Environ. Sci. Technol. Environ. Sci. Technol. Lett. Eur. J. Inorg. Chem. IND ENG CHEM RES Inorg. Chem. J. Agric. Food. Chem. J. Chem. Eng. Data J. Chem. Educ. J. Chem. Inf. Model. J. Chem. Theory Comput. J. Med. Chem. J. Nat. Prod. J PROTEOME RES J. Am. Chem. Soc. LANGMUIR MACROMOLECULES Mol. Pharmaceutics Nano Lett. Org. Lett. ORG PROCESS RES DEV ORGANOMETALLICS J. Org. Chem. J. Phys. Chem. J. Phys. Chem. A J. Phys. Chem. B J. Phys. Chem. C J. Phys. Chem. Lett. Analyst Anal. Methods Biomater. Sci. Catal. Sci. Technol. Chem. Commun. Chem. Soc. Rev. CHEM EDUC RES PRACT CRYSTENGCOMM Dalton Trans. Energy Environ. Sci. ENVIRON SCI-NANO ENVIRON SCI-PROC IMP ENVIRON SCI-WAT RES Faraday Discuss. Food Funct. Green Chem. Inorg. Chem. Front. Integr. Biol. J. Anal. At. Spectrom. J. Mater. Chem. A J. Mater. Chem. B J. Mater. Chem. C Lab Chip Mater. Chem. Front. Mater. Horiz. MEDCHEMCOMM Metallomics Mol. Biosyst. Mol. Syst. Des. Eng. Nanoscale Nanoscale Horiz. Nat. Prod. Rep. New J. Chem. Org. Biomol. Chem. Org. Chem. Front. PHOTOCH PHOTOBIO SCI PCCP Polym. Chem.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1