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Violent Splits Or Healthy Divides? Coping With Injustice Through Faultlines, Katerina Bezrukova, Chester S. Spell, Jamie L. Perry
Violent Splits Or Healthy Divides? Coping With Injustice Through Faultlines, Katerina Bezrukova, Chester S. Spell, Jamie L. Perry
Jamie Perry
In 2 studies, we investigated how groups with strong divisions may, paradoxically, help members to cope with injustice. We tested our theoretical predictions using a survey methodology and data from 57 (Study 1) and 36 (Study 2) workgroups across different industries. Consistent with our hypotheses, we found that group faultlines weakened the positive relationship between perceived interpersonal injustice and psychological distress. Cooperative behaviors within subgroups mediated the interactive effect of faultlines and injustice with psychological distress.
Delaying Change: Examining How Industry And Managerial Turbulence Impact Structural Realignment, Samina Karim, Tim N. Carroll, Chris P. Long
Delaying Change: Examining How Industry And Managerial Turbulence Impact Structural Realignment, Samina Karim, Tim N. Carroll, Chris P. Long
Eberhardt School of Business Faculty Articles
This paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth …