Open Access. Powered by Scholars. Published by Universities.®

Work, Economy and Organizations Commons™

Open Access. Powered by Scholars. Published by Universities.®

Organizational Behavior and Theory

Selected Works

Articles 1 - 30 of 139

Full-Text Articles in Work, Economy and Organizations

A Field Study: Managers’ Work Behavioral Styles, Thomas G. Henkel Aug 2019

A Field Study: Managers’ Work Behavioral Styles, Thomas G. Henkel

Tom G. Henkel

Over the years, personality assessment tests have allowed employers and managers to discover the personal types regarding strengths and weaknesses of their employees and themselves. This includes how they process and organize information, make decisions, and interact with team members and other stakeholders (PMBOK, 2017). The present research study explored the applicable work behavioral styles of experienced managers attending an advanced leadership educational program. Seven hundred and fifty-three experienced managers agreed to reveal their results, and descriptive statistics were conducted to determine their behavioral work styles. The results may provide a better understanding of managers’ behavioral work styles, which characterize …

Go to article

Blue-Collar Discourses Of Workplace Dignity: Using Outgroup Comparisons To Construct Positive Identities, Kristen Lucas Feb 2018

Blue-Collar Discourses Of Workplace Dignity: Using Outgroup Comparisons To Construct Positive Identities, Kristen Lucas

Kristen Lucas

People generally possess a strong desire to construct positive, dignified work identities. However, this goal may be more challenging for some people, such as blue-collar workers, whose occupations may not offer qualities typically associated with workplace dignity. Interviews with 37 people from a blue-collar mining community reveal three central identity discourses about workplace dignity: All jobs are important and valuable; dignity is located in the quality of the job performed; and dignity emerges from the way people treat and are treated by others. Participants communicated these themes by backgrounding their own occupations and drawing comparisons between two outgroups, low-status, low-paid …

Go to article

Political Alignments In Organizations: Contextualization, Mobilization, And Coordination, Samuel B. Bacharach, Edward J. Lawler Dec 2017

Political Alignments In Organizations: Contextualization, Mobilization, And Coordination, Samuel B. Bacharach, Edward J. Lawler

Edward J Lawler

This chapter develops a framework for conceptualizing and analyzing enduring political alignments in organizations. We address the following key questions: (a) What processes promote political alignments, in particular ones that are likely to be recognized and identifiable by members of an organization? and (b) What are the major forms of political alignment? Repeated coalitions among the same actors are the central mechanism that generates enduring, identifiable political alignments. The power relations within and between coalitions determine the nature of the political alignments. Overall, political alignments are construed as microinstitutions that generate coordinated efforts to influence organizational strategy, policies, and practices.

Go to article

Relational Cohesion Model Of Organizational Commitment, Jeongkoo Yoon, Edward J. Lawler Dec 2017

Relational Cohesion Model Of Organizational Commitment, Jeongkoo Yoon, Edward J. Lawler

Edward J Lawler

[Excerpt] This chapter reviews the research program of relational cohesion theory (RCT) (Lawler & Yoon, 1993, 1996, 1998; Lawler et al., 2000; Thye et al., 2002) and uses it to develop a model of organizational commitment. Broadly, relational cohesion theory (RCT) has attempted to understand conditions and processes that promote an expressive relation in social exchange; an expressive relation is indicated by relational cohesion, that is, the degree to which exchange partners perceive their relationship as a unifying object having its own value. The research program argues that such relational cohesion is a proximal cause of various forms of behavioral …

Go to article

Bringing Emotions Into Social Exchange Theory, Edward J. Lawler, Shane R. Thye Dec 2017

Bringing Emotions Into Social Exchange Theory, Edward J. Lawler, Shane R. Thye

Edward J Lawler

We analyze and review how research on emotion and emotional phenomena can elaborate and improve contemporary social exchange theory. After identifying six approaches from the psychology and sociology of emotion, we illustrate how these ideas bear on the context, process, and outcome of exchange in networks and groups. The paper reviews the current state of the field, develops testable hypotheses for empirical study, and provides specific suggestions for developing links between theories of emotion and theories of exchange.

Go to article

The Theory Of Relational Cohesion: Review Of A Research Program, Shane R. Thye, Jeongkoo Yoon, Edward J. Lawler Dec 2017

The Theory Of Relational Cohesion: Review Of A Research Program, Shane R. Thye, Jeongkoo Yoon, Edward J. Lawler

Edward J Lawler

In this paper we analyze and review the theory of relational cohesion and attendant program of research. Since the early 1990s, the theory has evolved to answer a number of basic questions regarding cohesion and commitment in social exchange relations. Drawing from the sociology of emotion and modem theories of social identity, the theory asserts that joint activity in the form of frequent exchange unleashes positive emotions and perceptions of relational cohesion. In turn, relational cohesion is predicted to be the primary cause of commitment behavior in a range of situations. Here we outline the theory of relational cohesion, tracing …

Go to article

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast Aug 2017

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast

Virginia Doellgast

The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce, …

Go to article

Metatheory And Friendly Competition In Theory Growth: The Case Of Power Processes In Bargaining, Edward J. Lawler, Rebecca Ford Aug 2017

Metatheory And Friendly Competition In Theory Growth: The Case Of Power Processes In Bargaining, Edward J. Lawler, Rebecca Ford

Edward J Lawler

[Excerpt] This paper analyzes the theoretical development taking place in a program of research on power processes in bargaining (see Bacharach and Lawler 1976, 1980, 1981a, 1981b; Lawler and Bacharach 1976, 1979, 1987; Lawler, Ford, and Blegen 1988; Lawler and Yoon 1990; Lawler 1986, 1992). The theoretical program takes as its starting point a situation where individuals, groups, organizations, or even societies with conflicting interests voluntarily enter into explicit bargaining. Explicit (as opposed to tacit) bargaining assumes the mutual acknowledgment of negotiations, conflicting issues along which compromise is possible, and open lines of communication through which parties can exchange offers …

Go to article

Power Dependence And Power Paradoxes In Bargaining, Samuel B. Bacharach, Edward J. Lawler Aug 2017

Power Dependence And Power Paradoxes In Bargaining, Samuel B. Bacharach, Edward J. Lawler

Edward J Lawler

[Excerpt] What this article (and our larger program of work) is designed to demonstrate is that these very simple ideas represent a particularly suitable starting point for understanding the power struggle between parties who regularly engage in negotiation. Specifically, in this article we show that the approach contains certain paradoxes regarding the acquisition and use of power in an ongoing bargaining relationship. The dependence framework treats the ongoing relationship as a power struggle in which each party tries to maneuver itself into a favorable power position.

Go to article

Introduction To A Special Issue On Inequality In The Workplace (“What Works?), Pamela S. Tolbert, Emilio J. Castilla Jul 2017

Introduction To A Special Issue On Inequality In The Workplace (“What Works?), Pamela S. Tolbert, Emilio J. Castilla

Pamela S Tolbert

[Excerpt] While overt expressions of racial and gender bias in U.S. workplaces have declined markedly since the passage of the original Civil Rights Act and the creation of the Equal Employment Opportunity Commission a half century ago (Eagly and Chaiken 1993; Schuman, Steeh, Bobo, and Krysan 1997; Dobbin 2009), a steady stream of research indicates that powerful, if more covert forms of bias persist in contemporary workplaces (Greenwald and Banaji 1995; Pager, Western, and Bonikowski 2009; England 2010; Heilman 2012). In line with this research, high rates of individual and class-based lawsuits alleging racial and gender discrimination suggest that many …

Go to article

Introduction: Bringing Jobs Back In: Toward A New Multi-Level Approach To The Study Of Work And Organizations, M. Diane Burton, Lisa E. Cohen, Michael Lounsbury Oct 2016

Introduction: Bringing Jobs Back In: Toward A New Multi-Level Approach To The Study Of Work And Organizations, M. Diane Burton, Lisa E. Cohen, Michael Lounsbury

M. Diane Burton

In this paper, we call for renewed attention to the structure and structuring of work within and between organizations. We argue that a multi-level approach, with jobs as a core analytic construct, is a way to draw connections among economic sociology, organizational sociology, the sociology of work and occupations, labor studies and stratification and address the important problems of both increasing inequality and declining economic productivity.

Go to article

The Impact Of Family Economic Structure On Dual-Earners’ Career And Family Satisfaction, Ronit Waismel-Manor, Asaf Levanon, Pamela S. Tolbert Apr 2016

The Impact Of Family Economic Structure On Dual-Earners’ Career And Family Satisfaction, Ronit Waismel-Manor, Asaf Levanon, Pamela S. Tolbert

Pamela S Tolbert

The present study builds on the explanatory power of the “doing gender” perspective to understand the effects of family economic structure on the family and career satisfaction of husbands and wives. Using data from a two-panel, couple-level survey of full-time employed middle-class families in the Northeastern United States, we find that when wives’ earnings increase relative to their husbands’, their career satisfaction significantly increases whereas their husbands’ is significantly depressed. In contrast, family economic structure has little effect on women’ and men’s level of family satisfaction, although we find a significant reduction in family satisfaction among couples who have recently …

Go to article

Empathy Gaps Between Helpers And Help-Seekers: Implications For Cooperation, Vanessa K. Bohns, Francis J. Flynn Apr 2016

Empathy Gaps Between Helpers And Help-Seekers: Implications For Cooperation, Vanessa K. Bohns, Francis J. Flynn

Vanessa K. Bohns

Help-seekers and potential helpers often experience an “empathy gap” – an inability to understand each other’s unique perspectives. Both parties are concerned about their reputation, self-esteem, and relationships, but these concerns differ in ways that lead to misinterpretation of the other party’s actions, and, in turn, missed opportunities for cooperation. In this article, we review research that describes the role-specific concerns of helpers and help-seekers. We then review studies of emotional perspective-taking, which can help explain why help-seekers and helpers often experience empathy gaps. We go on to discuss recent work that illustrates the consequences of empathy gaps between helpers …

Go to article

Guilt By Design: Structuring Organizations To Elicit Guilt As An Affective Reaction To Failure, Vanessa K. Bohns, Francis K. Flynn Mar 2016

Guilt By Design: Structuring Organizations To Elicit Guilt As An Affective Reaction To Failure, Vanessa K. Bohns, Francis K. Flynn

Vanessa K. Bohns

In this article, we outline a model of how organizations can effectively shape employees’ affective reactions to failure. We do not suggest that organizations eliminate the experience of negative affect following performance failures—instead, we propose that they encourage a more constructive form of negative affect (guilt) instead of a destructive one (shame). We argue that guilt responses prompt employees to take corrective action in response to mistakes, while shame responses are likely to elicit more detrimental effects of negative affect. Further, we suggest that organizations can play a role in influencing employees’ discrete emotional reactions to the benefit of both …

Go to article

Underestimating Our Influence Over Others At Work, Vanessa K. Bohns, Francis J. Flynn Mar 2016

Underestimating Our Influence Over Others At Work, Vanessa K. Bohns, Francis J. Flynn

Vanessa K. Bohns

Employees at all organizational levels have influence over their subordinates, their colleagues, and even their bosses. But are they aware of this influence? We present evidence suggesting that employees are constrained by cognitive biases that lead them to underestimate their influence over others in the workplace. As a result of this underestimation of influence, employees may be reluctant to spearhead organizational change, discount their own role in subordinates’ performance failures, and fail to speak up in the face of wrongdoing. In addition to reviewing evidence for this bias, we propose five moderators that, when present, may reverse or attenuate the …

Go to article

Unpacking Unintended Consequences In Planned Organizationalchanges: A Process Model, Guowei Jian Mar 2016

Unpacking Unintended Consequences In Planned Organizationalchanges: A Process Model, Guowei Jian

Guowei Jian

The author develops a process model of the unintended consequences in planned organizational change that draws on the structuration, organizational change, and organizational tension literatures. The model depicts the communicative actions of both senior management and employees and reveals the dynamic through which unintended consequences unfold. The model extends theoretical understandings of planned organizational change and discusses how future research can build a dialectic and dialogic model of planned change focused on employee participation. The author illustrates the model with a case study of organizational change and its unintended consequences. The article concludes with insights on change management for practitioners …

Go to article

Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst Mar 2016

Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst

Guowei Jian

The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of …

Go to article

The Role Of Leader Emotion Management In Leader-Member Exchange And Follower Outcomes, Laura M. Little, Janaki Gooty, Michele Williams Jan 2016

The Role Of Leader Emotion Management In Leader-Member Exchange And Follower Outcomes, Laura M. Little, Janaki Gooty, Michele Williams

Michele Williams

Drawing upon social exchange and emotion regulation theories, we develop and test a model of four specific leader behaviors directed at managing followers’ negative emotions. These leader interpersonal emotion management (IEM) strategies are posited to affect followers’ organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader-follower exchange relationship. In contrast to most current cognitive-transactional views of social exchange, here we posit that some, but not all, leader emotion management behaviors promote and strengthen the leader-member exchange (LMX) relationship. Specifically, we contend that followers’ perception of problem-focused leader emotion-management strategies …

Go to article

Occupations, Organizations, And Boundaryless Careers, Pamela S. Tolbert Nov 2015

Occupations, Organizations, And Boundaryless Careers, Pamela S. Tolbert

Pamela S Tolbert

[Excerpt] The central premise of this chapter is that, as organizations become less important in defining career pathways and boundaries, occupations will become increasingly more important. While occupational demarcations have always had a significant, albeit often unacknowledged, impact on individual career patterns, the significance of such demarcations for careers is likely to be heightened by current trends in employment relationships. In this chapter, then, I review the sociological literature on occupational labor markets and on the structure of professional occupations, in an effort to shed light on a number of issues associated with occupationally based careers. Of specific concern are …

Go to article

On Organizations And Oligarchies: Michels In The Twenty-First Century, Pamela S. Tolbert, Shon R. Hiatt Nov 2015

On Organizations And Oligarchies: Michels In The Twenty-First Century, Pamela S. Tolbert, Shon R. Hiatt

Pamela S Tolbert

[Excerpt] A central problem for those interested in studying and explaining the actions of organizations is how to conceptualize these social phenomena. In particular, because organizations are constituted by individuals, each of whom may seek to achieve his or her interests through the organization, questions of how decisions are made in organizations and whose preferences drive those decisions are critical to explaining organizational actions. Although early organizational scholars spent much time wrestling with these questions (e.g. Barnard 1938; Simon 1947; Parsons 1956; March and Simon 1958), more recent work in organizational studies has tended to elide them, adopting an implicit …

Go to article

Thinking About You: Perspective Taking, Perceived Restraint, And Performance, Michele Williams Jul 2015

Thinking About You: Perspective Taking, Perceived Restraint, And Performance, Michele Williams

Michele Williams

Conflict often arises when incompatible ideas, values or interests lead to actions that harm others. Increasing people’s willingness to refrain from harming others can play a critical role in preventing conflict and fostering performance. We examine perspective taking as a relational micro-process related to such restraint. We argue that attending to how others appraise events supports restraint in two ways. It motivates people to act with concern and enables them to understand what others view as harmful versus beneficial. Using a matched sample of 147 knowledge workers and 147 of their leaders, we evaluate the impact of appraisal-related perspective taking …

Go to article

Affect, Emotion And Emotion Regulation In The Workplace: Feelings And Attitudinal Restructuring, Michele Williams Jul 2015

Affect, Emotion And Emotion Regulation In The Workplace: Feelings And Attitudinal Restructuring, Michele Williams

Michele Williams

[Excerpt] Almost 40 years after publishing A Behavioral Theory of Labor Negotiations in 1965, the fields of negotiations and organizational behavior experienced an “affective revolution” (Barsade, Brief and Spataro 2003). Although Walton and McKersie could not have predicted the widespread academic and public interest in emotion and emotional intelligence, they foreshadowed this affect-laden direction in the section of their book on attitudinal structuring, which identified the dimension of friendliness-hostility as a critical aspect of the relationship between negotiating parties in the workplace and other settings.

Go to article

Generational Diversity Can Enhance Trust Across Boundaries, Michele Williams Jul 2015

Generational Diversity Can Enhance Trust Across Boundaries, Michele Williams

Michele Williams

In interorganizational project teams, generational diversity among team members undermines the experience of trust within demographically similar dyads but enhances the experience of trust within demographically dissimilar dyads.

Go to article

Being Trusted: How Team Generational Age Diversity Promotes And Undermines Trust In Cross-Boundary Relationships, Michele Williams Jul 2015

Being Trusted: How Team Generational Age Diversity Promotes And Undermines Trust In Cross-Boundary Relationships, Michele Williams

Michele Williams

We examine how demographic context influences the trust that boundary spanners experience in their dyadic relationships with clients. Because of the salience of age as a demographic characteristic as well as the increasing prevalence of age diversity and intergenerational conflict in the workplace, we focus on team age diversity as a demographic social context that affects trust between boundary spanners and their clients. Using social categorization theory and theories of social capital, we develop and test our contextual argument that a boundary spanner’s experience of being trusted is influenced by the social categorization processes that occur in dyadic interactions with …

Go to article

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast May 2015

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast

Rosemary Batt

The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce, …

Go to article

An Analysis Of Variance Approach To Content Validation, Timothy R. Hinkin, J. Bruce Tracey Apr 2015

An Analysis Of Variance Approach To Content Validation, Timothy R. Hinkin, J. Bruce Tracey

Timothy R. Hinkin

Although procedures for assessing content validity have been widely publicized for many years, Hinkin noted that there continue to be problems with the content validity of measures used in organizational research. Anderson and Gerbing, and Schriesheim, Powers, Scandura, Gardiner, and Lankau discussed the problems associated with typical content validity assessment and presented techniques that can be used to assess the empirical distinctiveness of a set of survey items. This article reviews these techniques and presents an analysis of variance procedure that can provide a higher degree of confidence in determining item integrity and scale content validity. The utility of this …

Go to article

The Liberating Consequences Of Creative Work: How A Creative Outlet Lifts The Physical Burden Of Secrecy, Jack Goncalo, Lynne Vincent, Verena Krause Apr 2015

The Liberating Consequences Of Creative Work: How A Creative Outlet Lifts The Physical Burden Of Secrecy, Jack Goncalo, Lynne Vincent, Verena Krause

Jack Goncalo

A newly emerging stream of research suggests creativity can be fruitfully explored, not as an outcome variable, but as a contributor to the general cognitive and behavioral responding of the individual. In this paper, we extend this nascent area of research on the consequences of creativity by showing that working on a creative task can contribute to feelings of liberation— feelings that can help people to overcome psychological burdens. We illustrate the liberating effects of creativity by integrating the embodied cognition literature with recent research showing that keeping a secret is experienced as a psychological and physical burden. While secrecy …

Go to article

Hedonic And Transcendent Conceptions Of Value, Joel M. Podolny, Marya Besharov Feb 2015

Hedonic And Transcendent Conceptions Of Value, Joel M. Podolny, Marya Besharov

Marya Besharov

In this paper we introduce a conceptual distinction between a hedonic and transcendent conception of value. We posit three linguistic earmarks by which one can distinguish these conceptions of value. We seek validation for the conceptual distinctions by examining the language contained in reviews of cars and reviews of paintings. In undertaking the empirical examination, we draw on the work of M.A.K. Halliday to identify clauses as fundamental units of meaning and to specify process types that can be mapped onto theoretical distinctions between the two conceptions of value. Extensions of this research are discussed.

Go to article

Revisiting The Meaning Of Leadership, Joel Podolny, Rakesh Khurana, Marya Besharov Feb 2015

Revisiting The Meaning Of Leadership, Joel Podolny, Rakesh Khurana, Marya Besharov

Marya Besharov

During the past fifty years, organizational scholarship on leadership has shifted from a focus on the significance of leadership for meaning-making to the significance of leadership for economic performance. This shift has been problematic for two reasons. First, it has given rise to numerous conceptual difficulties that now plague the study of leadership. Second, there is now comparatively little attention to the question of how individuals find meaning in the economic sphere even though this question should arguably be one of the most important questions for organizational scholarship. This chapter discusses several reasons for the shift, arguing that one of …

Go to article

Is It Me Or Her? How Gender Composition Evokes Interpersonally Sensitive Behavior On Collaborative Cross-Boundary Projects, Michele Williams, Evan Polman Dec 2014

Is It Me Or Her? How Gender Composition Evokes Interpersonally Sensitive Behavior On Collaborative Cross-Boundary Projects, Michele Williams, Evan Polman

Michele Williams

This paper investigates how professional workers’ willingness to act with interpersonal sensitivity is influenced by the gender and power of their interaction partners. We call into question the idea that mixed-gender interactions involve more interpersonal sensitivity than all-male interactions primarily because women demonstrate more interpersonal sensitivity than do men. Rather, we argue that the social category “women” can evoke more sensitive behavior from others such that men as well as women contribute to an increase in sensitivity in mixed-gender interactions. We further argue that the presence of women may trigger increased sensitivity such that men can also be the recipients …

Go to article

Next Last