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Articles 1 - 30 of 97
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Should All Stakeholders Be Treated Fairly? Identifying Stakeholders That Legitimately Matter, Desmond Ng
Should All Stakeholders Be Treated Fairly? Identifying Stakeholders That Legitimately Matter, Desmond Ng
Organization Management Journal
A key contribution of stakeholder research is that a firm’s purpose and objective is influenced by those stakeholders who have a legitimate stake in a firm’s business activities. Yet, identifying those that have a legitimate stake remains a challenge in stakeholder research. This research draws on legitimacy arguments to explain how stakeholders develop accountability and reliability in their legal and moral claims and how legitimacy influences a firm-manager’s obligations of fairness to these stakeholder groups. A concept of directness, consisting of close and relational specific exchanges, is introduced to explain this legitimation process. Directness offers accountability and reliability when an …
The Role Of Sensemaking And Organizational Identification In Employee Engagement For Sustainability, Kent D. Fairfield
The Role Of Sensemaking And Organizational Identification In Employee Engagement For Sustainability, Kent D. Fairfield
Organization Management Journal
This exploratory study examines how sensemaking and organizational identification occur inside an organization and how they can affect how employees engage in managing for sustainability. Qualitative data suggest a positive effect of organizational identification on support for sustainability goals and actions and, conversely, how individual sustainability actions may in turn increase organizational identification. The findings from interviews of a sample of eight companies reveal many different goals, challenges, and means of seeking sustainability. Analysis points toward the dynamics of cognitive and emotional processing across this diverse sample, suggesting implications for practitioners and further research.
Psychological Underpinnings Of The Work-Site Selection Process Of Knowledge Workers, April J. Spivack, Ashay Desai
Psychological Underpinnings Of The Work-Site Selection Process Of Knowledge Workers, April J. Spivack, Ashay Desai
Organization Management Journal
As a result of technological advances, knowledge workers have become increasingly mobile; people can perform work in a variety of new locations via an assortment of new working arrangements. Knowledge workers are now faced with the question of where to work. We argue that the process of work-site selection depends on the relationship between a variety of individual factors such as motivation, cognitive and affective evaluation, and regulatory focus as they interact with self-regulatory resources. Specifically, we use a dynamic interactionist perspective to integrate components of social exchange, self-determination, regulatory focus, and selfregulation theories. The resulting conceptual model contributes to …
The Modern Face Of Workplace Incivility, Devi Akella, Vance Johnson Lewis
The Modern Face Of Workplace Incivility, Devi Akella, Vance Johnson Lewis
Organization Management Journal
No abstract provided.
Incivility And Beyond At The Top Management Team Level, Joanne O. Martinez, Julia Eisenberg
Incivility And Beyond At The Top Management Team Level, Joanne O. Martinez, Julia Eisenberg
Organization Management Journal
Although incivility has been gaining increasing attention in the literature as well as in the industry, academic studies have not examined the effects on top management team (TMT) members. TMT members are different from employees at other levels because they are officers of their organizations who are held to a much higher level of responsibility than those in lower echelons. They are crucial in setting the norms of an organization and have far-reaching influence. This article seeks to uncover the mechanisms that explain what happens when TMT members are targets of uncivil leadership behavior. Semistructured interviews were conducted with 15 …
Creating A Culture Of Engagement In Business Schools, Devin Lunt, Larry Chonko, Lisa A. Burke-Smalley
Creating A Culture Of Engagement In Business Schools, Devin Lunt, Larry Chonko, Lisa A. Burke-Smalley
Organization Management Journal
Business schools, in the face of various external pressures, are confronted with the daunting challenge of better engaging their constituents to achieve their learning mission. We call for engagement to play a unifying role in a business school’s culture. We incorporate relevant learning, marketing and change management concepts to first present conceptual tenets underlying our engagement model including co-creation of learning and students as works-in-progress. We then propose a plan for creating a culture of engagement in business schools to advance their learning mission, which broadly involves students, faculty, alumni, employers and administrators. The tactical plan is presented in four …
Managing Careers For Ambidexterity And Organizational Alignment: Why It Matters Today To Hr Practice, Nicole C. Jackson, Isabelle Lescent-Giles, Linda M. Dunn-Jensen
Managing Careers For Ambidexterity And Organizational Alignment: Why It Matters Today To Hr Practice, Nicole C. Jackson, Isabelle Lescent-Giles, Linda M. Dunn-Jensen
Organization Management Journal
Today’s competitive environment increasingly calls for organizations and their employees to align competencies and individual capabilities for ambidexterity. Ambidexterity is defined as the need to exploit competencies while allowing for innovative potential. The role of human capital development, and specifically understanding how existing human resources (HR) practices may limit ambidexterity, is central to career management. While career management spans both individual and organizational interests, we approach this issue from the question of how firms can manage careers to build organizational ambidexterity. We also explore what HR professionals can do to address this issue. As part of our approach, we focus …
Ethical Leadership: Not Everyone Responds Equally, W. Randy Evans, Richard S. Allen, Russell W. Clayton
Ethical Leadership: Not Everyone Responds Equally, W. Randy Evans, Richard S. Allen, Russell W. Clayton
Organization Management Journal
Theoretical frameworks associated with ethical leadership have not fully considered the nature of the leader–follower exchange, and, in addition, few studies have considered the impact of follower individual differences in reactions to ethical leadership. Our research extends the customary social exchange perspective of transactional and relational resources by accounting for the ideological resources (i.e., value-oriented principles) that can also imbue the leader–subordinate relationship. Second, differences in equity sensitivity are hypothesized to moderate the influence of ethical leadership on employee attachment to the organization. We predicted that the impact of ethical leadership on organizational commitment, job satisfaction, and organizational identification is …
Web Statistics For 2015 Reflect A Truly International Journal Once Again, William P. Ferris
Web Statistics For 2015 Reflect A Truly International Journal Once Again, William P. Ferris
Organization Management Journal
No abstract provided.
Research Of Note: Book Review The Power Of Habit: Why We Do What We Do In Life And Business, By Charles Duhigg, Joanne L. Tritsch
Research Of Note: Book Review The Power Of Habit: Why We Do What We Do In Life And Business, By Charles Duhigg, Joanne L. Tritsch
Organization Management Journal
No abstract provided.
Interpersonal Mistreatment, Organizational Attitudes And Well-Being: The Impact Of Instigator’S Hierarchical Position And Demographic Characteristics, Nurul Ain Hidayah Binti Abas, Kathleen Otto
Interpersonal Mistreatment, Organizational Attitudes And Well-Being: The Impact Of Instigator’S Hierarchical Position And Demographic Characteristics, Nurul Ain Hidayah Binti Abas, Kathleen Otto
Organization Management Journal
Identifying the consequences of interpersonal mistreatment on the targets' organizational attitudes and well-being is key to promoting a healthy organizational culture. Across two experiments, we explored the impact of an instigator’s hierarchical position and demographic characteristic on the targets’ organizational attitudes and situational well-being. In the first experiment, respondents were presented with a vignette describing an interpersonal mistreatment scenario in which an instigator’s hierarchical position and gender had been manipulated. As hypothesized, interpersonal mistreatment conducted by a supervisor significantly decreased the targets’ organizational commitment and increased turnover intentions. Also, higher turnover intentions and more positive emotions were experienced by those …
Editor-In-Chief’S Introduction To Fall 2015 Issue: Announcing Retirement Of Editor-In-Chief And Search For A Replacement, As Well As New Articles In Five Sections, William P. Ferris
Editor-In-Chief’S Introduction To Fall 2015 Issue: Announcing Retirement Of Editor-In-Chief And Search For A Replacement, As Well As New Articles In Five Sections, William P. Ferris
Organization Management Journal
No abstract provided.
Organizations Don’T Resist Change, People Do: Modeling Individual Reactions To Organizational Change Through Loss And Terror Management, James R. Bailey, Jonathan D. Raelin
Organizations Don’T Resist Change, People Do: Modeling Individual Reactions To Organizational Change Through Loss And Terror Management, James R. Bailey, Jonathan D. Raelin
Organization Management Journal
This article has three premises that stand in contrast to emphases found in contemporary organizational change research. First, examination of resistance must start with the individual. Organizations don’t resist change, people do. Second, people react not to the change per se, but to the loss it represents. Third, loss engenders a deeply rooted peril response that is largely emotional in nature. To support these premises, we apply Terror Management Theory to locate resistance in existential buffers: emotional defense mechanisms that prevent awareness of loss and allow participation in a larger meaningful system. We argue that the buffers threatened during organizational …
He Effects Of Informal Social Structures: A Cognition–Structure–Action Approach, Harry "Trip" Knoche, Gary J. Castrogiovanni
He Effects Of Informal Social Structures: A Cognition–Structure–Action Approach, Harry "Trip" Knoche, Gary J. Castrogiovanni
Organization Management Journal
The purpose of this article is to examine the effects of epistemic motives and social structures on individual actions and the implications for organizational outcomes. It has been suggested that the informal social structures that develop within organizations affect the behavior of individuals, perhaps more so than formal structure. If this is true, when studying organizations it may be important to examine the effects of informal social structures on individual actions and organizational outcomes. Drawing on findings from epistemic motive theory and expanding social capital theory, a cognition–structure–action model is introduced as a way to begin systematically examining the informal …
Using Feedback In Organizational Consulting By Jane Brodie Gregory And Paul E. Levy, Bishakha Majumdar
Using Feedback In Organizational Consulting By Jane Brodie Gregory And Paul E. Levy, Bishakha Majumdar
Organization Management Journal
No abstract provided.
Organizations Don’T Resist Change, People Do, Craig R. Seal, Donncha Kavanagh
Organizations Don’T Resist Change, People Do, Craig R. Seal, Donncha Kavanagh
Organization Management Journal
No abstract provided.
The Impact Of External Contexts On Alliance Governance In Biotech–Pharmaceutical Firm Alliances, Joanne L. Scillitoe, Shanthi Gopalakrishnan, Michael D. Santaro
The Impact Of External Contexts On Alliance Governance In Biotech–Pharmaceutical Firm Alliances, Joanne L. Scillitoe, Shanthi Gopalakrishnan, Michael D. Santaro
Organization Management Journal
The interest in strategic alliances has increased over the years, especially in high tech global industries such as biotechnology, as firms seek to gain access to needed resources, expertise, and knowledge for developing and commercializing new products and technologies. The governance structure of these alliances, which is an important consideration in understanding alliance formation and performance, is influenced by both external and internal contexts of the alliance partners. However, evidence from prior research has been inconclusive regarding the impact of external contexts on alliance governance selection. To better understand this impact, we simultaneously examine three key partner external contexts - …
Taking Nothing For Granted In Management Education: A Systemic Perspective On The Role Of Reflective Questioning, A. Georges L. Romme, Inge C. M. Van Seggelen-Damen
Taking Nothing For Granted In Management Education: A Systemic Perspective On The Role Of Reflective Questioning, A. Georges L. Romme, Inge C. M. Van Seggelen-Damen
Organization Management Journal
Questioning is one of the most critical behaviors in management education and learning. In this article we explore the antecedents, processes, and outcomes of reflective questioning, as a key element of management learning and education. Reflective questioning involves raising tentative, nonrhetorical questions. By reviewing and synthesizing the literature, we develop a model of reflective questioning in the form of a causal loop diagram. This model implies that reflective questioning can be taught through particular forms of management education, but is also contingent on the psychological safety of the group setting, the individual need for cognition, and challenging tasks and experiences.
Embracing Paradox In Management: The Value Of The Competing Values Framework, Peter Arsenault, Sue R. Farman
Embracing Paradox In Management: The Value Of The Competing Values Framework, Peter Arsenault, Sue R. Farman
Organization Management Journal
No abstract provided.
Management As A Liberal Art: The Legacy Of The Hartwick Humanities In Management Institute, Theodore D. Peters, Jeffrey Nesteruk
Management As A Liberal Art: The Legacy Of The Hartwick Humanities In Management Institute, Theodore D. Peters, Jeffrey Nesteruk
Organization Management Journal
No abstract provided.
An Autoethnographic Perspective On The Messy Business Of Change, Michael B. Elmes, Joy E. Beatty
An Autoethnographic Perspective On The Messy Business Of Change, Michael B. Elmes, Joy E. Beatty
Organization Management Journal
No abstract provided.
From Academics To Change Agents In A Gender Equity Initiative, Sonia M. Galtz, Patty Sotirin
From Academics To Change Agents In A Gender Equity Initiative, Sonia M. Galtz, Patty Sotirin
Organization Management Journal
Firsthand experience offers a valuable perspective on the lived complications of change initiatives. We describe how we suddenly found ourselves in charge of a university-wide gender equity initiative. Despite our experience with campus issues of gender bias and larger discussions about implicit bias, we were unprepared for the personal, community, and institutional implications of taking on such a widespread and very visible initiative. We reflect on the complexities of our struggles to reframe our own assumptions, to engage with the campus community, to respond to multiform resistances, and to ensure institutional accountability. Our reflections have implications both for equity initiatives …
An Integrated Course Design Model For Beginning Faculty, Thomas F. Hawk, Amit J. Shah
An Integrated Course Design Model For Beginning Faculty, Thomas F. Hawk, Amit J. Shah
Organization Management Journal
It is rare that faculty members begin their first full-time teaching position with an integrated and consciously constructed practical model for course design, teaching, and learning. The purpose of this article is to offer new faculty members a starting point for constructing an integrated model of the course design and teaching and learning processes. The model begins with the instructor’s choice of course learning goals, objectives, and outcomes and progresses through the translation of those learning goals and objectives into articulated evaluation and feedback rubrics, the choice of specific learning activities and materials reflected in a learner-centered syllabus, the conduct …
Older-Worker-Friendly Policies And Affective Organizational Commitment, Kerri Anne Crowne, Jeremy Cochran, Caryl E. Carpenter
Older-Worker-Friendly Policies And Affective Organizational Commitment, Kerri Anne Crowne, Jeremy Cochran, Caryl E. Carpenter
Organization Management Journal
In the United States the Baby Boomer generation is advancing toward retirement age and many are choosing to stay in the workforce. This study develops and analyzes a model of the impact of older-worker-friendly (OWF) policies in organizations on job satisfaction, strain-based work/family conflict, and affective organizational commitment in older workers. The data included 368 full-time employed persons age 50 years or older who participated in a telephone survey. Linear regression was used to analyze the hypothesized relationships. Results indicated that the model was supported. Older workers who were employed at organizations with more older-worker-friendly policies had higher levels of …
From Endogenization To Justification: Strategic Responses To Legitimacy Challenges In Contentious Organizational Fields, Paul-Brian Mcinerney
From Endogenization To Justification: Strategic Responses To Legitimacy Challenges In Contentious Organizational Fields, Paul-Brian Mcinerney
Organization Management Journal
Fields are contested social arenas. By examining the case of a single organization, in this case a social enterprise, the author shows how organizations respond to legitimacy challenges from members of the field and how such responses shape the organization’s form and practices. At times, organizations endogenize, that is, incorporate practices from the field. Findings indicate that responses reflect strategies under constraint. Endogenizing institutionalized practices constrains managers’ ability to exercise agency. Endogenizing contested practices afford agency by allowing managers to translate those practices to accord with local exigencies. This article extends literature on impression management and institutional theory by showing …
Integrating Corporate Sustainability And Organizational Strategy Within The Undergraduate Business Curriculum, Jamie R. Wieland, Dale E. Fitzgibbons
Integrating Corporate Sustainability And Organizational Strategy Within The Undergraduate Business Curriculum, Jamie R. Wieland, Dale E. Fitzgibbons
Organization Management Journal
Corporate sustainability (CS) requires organizations to shift focus from short-term financial goals to further consider the long-term social, environmental, and economic implications of their operations. Despite a lack of regulations in the United States requiring companies to disclose social and environmental measures, more than 80% of U.S. corporations voluntarily release corporate responsibility reports. The increased focus of CS in practice has impacted many business curricula to adapt CS-related courses (such as business ethics); however, we present results that indicate that such means may have limited influence on students’ views concerning the legitimacy of social and environmental issues in regard to …
Organizational Downsizing During An Economic Crisis: Survivors’ And Victims’ Perspectives, Roselie Mcdevitt, Catherine Giapponi, Deborah M. Houston
Organizational Downsizing During An Economic Crisis: Survivors’ And Victims’ Perspectives, Roselie Mcdevitt, Catherine Giapponi, Deborah M. Houston
Organization Management Journal
The recession that began in 2007 resulted in organizational retrenchment strategies focused on workforce reductions. In order to successfully emerge from this crisis and sustain long-term viability for their organizations, managers needed to reengage surviving employees and minimize the potential for retaliatory behavior by the victims of the downsizing activities. An understanding of the perceptions of both survivors and victims is critical when managers implement downsizing and recovery strategies. The psychological contract and attribution theory were used to examine employee perceptions post downsizing. The variables of interest in this study include employee perceptions related to organizational communication; understanding and agreement …
Some Highly Engaging Research Stories And A Great Exercise, William P. Ferris
Some Highly Engaging Research Stories And A Great Exercise, William P. Ferris
Organization Management Journal
No abstract provided.
A Social Exchange Model Of Psychological Contract Fulfillment: Where Do Promises, Expectations, Lmx, And Pos Fit In?, Anjali Chaudhry, Amanuel G. Tekleab
A Social Exchange Model Of Psychological Contract Fulfillment: Where Do Promises, Expectations, Lmx, And Pos Fit In?, Anjali Chaudhry, Amanuel G. Tekleab
Organization Management Journal
We investigated psychological contract (PC) fulfillment using the three building blocks of the social exchange theory: content of the exchange, parties to the exchange, and the process of the exchange. Results from two studies demonstrate that PC fulfillment is related to different outcomes depending on fulfillment conceptualized in terms of promises as opposed to expectations. Expectations fulfillment is a stronger predictor of affective commitment, whereas promises fulfillment is a stronger predictor of turnover. Additionally, we tested hypotheses to examine the multisource effects of PC fulfillment. PC fulfillment by the supervisor and by the organization highlighted the relationship between PC fulfillment, …
Middle Managers Of The Leadership Classroom: Realizing The Developmental Capacity Of Teaching Assistants, Lisa Rosh, Thimothy J. Tobin
Middle Managers Of The Leadership Classroom: Realizing The Developmental Capacity Of Teaching Assistants, Lisa Rosh, Thimothy J. Tobin
Organization Management Journal
In this phenomenological study, the authors explore exemplar teaching assistants’ experiences and perceptions of their work in supporting leadership development for undergraduate business students. Findings demonstrate that successful, effective teaching assistants whose role is to cultivate students’ leadership competencies conceptualize their roles as middle managers in the classroom, acting independently and focusing on system stability. Forming professional networks and establishing physical and psychological boundaries support their developmental roles. Based on the findings, the authors present guidelines for universities that use teaching assistants in developmental roles, strategies for individuals who serve as assistants, and implications for future research.