Management Sciences and Quantitative Methods Commons^™

Big Data And Data Science Methods For Management Research: From The Editors, Gerard George, Ernst C. Osinga, Dovev Lavie, Brent A. Scott

Research Collection Lee Kong Chian School Of Business

The recent advent of remote sensing, mobile technologies, novel transaction systems, and high performance computing offers opportunities to understand trends, behaviors, and actions in a manner that has not been previously possible. Researchers can thus leverage 'big data' that are generated from a plurality of sources including mobile transactions, wearable technologies, social media, ambient networks, and business transactions. An earlier AMJ editorial explored the potential implications for data science in management research and highlighted questions for management scholarship, and the attendant challenges of data sharing and privacy (George, Haas & Pentland, 2014). This nascent field is evolving rapidly and at …

Macroconstants Of Development: A New Benchmark For The Strategic Development Of Advanced Countries And Firms, Andrey V. Bystrov, Vyacheslav N. Yusim, Tamilla Curtis

Publications

This research proposed a new indicator of countries’ development called “macroconstants of development”. The literature review indicates that the concept of "macroconstants of development" is not used at the moment in neither the theory nor the practice of industrial policy. Research of longitudinal data of total GDP, GDP per capita and their derivatives for most countries of the world was conducted. An analysis of statistical information has been done by employing econometric analyses.

Based on the analysis of the statistical data, which characterizes the development of large, technologically advanced countries in ordinary conditions, it was identified that the average acceleration …

Positive Psychology In Sales: Integrating Psychological Capital, Scott B. Friend, Jeff S. Johnson, Fred Luthans, Ravipreet Sohi

Department of Management: Faculty Publications

As positive psychology moves into the workplace, researchers have been able to demonstrate the desirable impact of positive organizational behavior. Specifically, psychological capital (PsyCap) improves employee attitudes, behaviors, and performance. Advancing PsyCap in sales research is important given the need for a comprehensive positive approach to drive sales performance, offset the high cost of salesperson turnover, improve cross-functional sales interfaces, and enrich customer relationships. The authors provide an integrative review of PsyCap, discuss its application in sales, and advance an agenda for future research. Research prescriptions are organized according to individual-level, intra-organizational, and extra-organizational outcomes pertinent to the sales field.

My Family Made Me Do It: A Cross-Domain, Self-Regulatory Perspective On Antecedents To Abusive Supervision, Stephen H. Courtright, Richard G. Gardner, Troy A. Smith, Brian W. Mccormick, Amy E. Colbert

Department of Management: Faculty Publications

Drawing on resource drain theory, we introduce self-regulatory resource (ego) depletion stemming from family–work conflict (FWC) as an alternative theoretical perspective on why supervisors behave abusively toward subordinates. Our two-study examination of a cross-domain antecedent of abusive supervision stands in contrast to prior research, which has focused primarily on work-related factors that influence abusive supervision. Further, our investigation shows how ego depletion is proximally related to abusive supervision. In the first study, conducted at a Fortune 500 company and designed as a lagged survey study, we found that, after controlling for alternative theoretical mechanisms, supervisors who experienced FWC displayed more …

Pay-For-Performance’S Effect On Future Employee Performance: Integrating Psychological And Economic Principles Toward A Contingency Perspective, Anthony J. Nyberg, Jenna R. Pieper, Charlie O. Trevor

Department of Management: Faculty Publications

Although pay-for-performance’s potential effect on employee performance is a compelling issue, understanding this dynamic has been constrained by narrow approaches to pay-for-performance conceptualization, measurement, and surrounding conditions. In response, we take a more nuanced perspective by integrating fundamental principles of economics and psychology to identify and incorporate employee characteristics, job characteristics, pay system characteristics, and pay system experience into a contingency model of the pay-for-performance–future performance relationship. We test the role that these four key contextual factors play in pay-for-performance effectiveness using 11,939 employees over a 5-year period. We find that merit and bonus pay, as well as their multiyear …