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Full-Text Articles in Business
Power Motivates Interpersonal Connection Following Social Exclusion, Jayanth Narayanan, Kenneth Tai, Zoe Kinias
Power Motivates Interpersonal Connection Following Social Exclusion, Jayanth Narayanan, Kenneth Tai, Zoe Kinias
Research Collection Lee Kong Chian School Of Business
Research has systematically documented the negative effects of social exclusion, yet little is known about how these negative effects can be mitigated. Building on the approach-inhibition theory of power (Keltner, Gruenfeld, & Anderson, 2003), we examined the role of power in facilitating social connection following exclusion. Four experiments found that following exclusion, high power (relative to low power) individuals intend to socially connect more with others. Specifically, following exclusion, individuals primed with high power sought new social connections more than those primed with low power (Studies 1–4) or those receiving no power prime (Study 1). The intention to seek social …
Ethical Issues In Knowledge Management: Conflict Of Knowledge Ownership, Isabel D. W. Rechberg, Jawad Syed
Ethical Issues In Knowledge Management: Conflict Of Knowledge Ownership, Isabel D. W. Rechberg, Jawad Syed
Publications and Research
Purpose: This paper reviews ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.
Design/methodology/approach: Relevant literature was identified and reviewed via EBSCO host and ISIWeb.
Findings: The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise …
Masters Of The Universe: How Power And Accountability Influence Self-Serving Decisions Under Moral Hazard, Marko Pitesa, Stefan Thau
Masters Of The Universe: How Power And Accountability Influence Self-Serving Decisions Under Moral Hazard, Marko Pitesa, Stefan Thau
Research Collection Lee Kong Chian School Of Business
This article provides an answer to the question of why agents make self-serving decisions under moral hazard and how their self-serving decisions can be kept in check through institutional arrangements. Our theoretical model predicts that the agents' power and the manner in which they are held accountable jointly determine their propensity to make self-serving decisions. We test our theory in the context of financial investment decisions made under moral hazard using others' funds. Across 3 studies, using different decision-making tasks, different manipulations of power and accountability, and different samples, we show that agents' power makes them more likely to behave …
Re-Theorizing The “Structure–Agency” Relationship: Figurational Theory, Organizational Change And The Gaelic Athletic Association, John Connolly, Paddy Dolan
Re-Theorizing The “Structure–Agency” Relationship: Figurational Theory, Organizational Change And The Gaelic Athletic Association, John Connolly, Paddy Dolan
Articles
This article illustrates how the figurational sociology associated with Norbert Elias provides an alternative theoretical framework for explaining the relationship between, ‘individualorganization- society’ and organizational change, and in so doing transverses what is conceived as a false dichotomy between structure and agency. Through an historical case study of the Gaelic Athletic Association in Ireland, the ‘individual-organization-society’ relationship is conceptualized as overlapping figurations and organizational change is explained as figurational dynamics—the shifting social interdependencies between the individuals and groups comprising an organization, between that organization and other organizations, between social groups on a higher level of integration and competition. In tandem …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …