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Articles 31 - 36 of 36
Full-Text Articles in Organization Development
The Too-Much Precision Effect: When And Why Precise Anchors Backfire With Experts, David D. Loschelder, Malte Friese, Michael Schaerer, Adam D. Galinsky
The Too-Much Precision Effect: When And Why Precise Anchors Backfire With Experts, David D. Loschelder, Malte Friese, Michael Schaerer, Adam D. Galinsky
Research Collection Lee Kong Chian School Of Business
Past research has suggested a fundamental principle of price precision: The more precise an opening price, the more it anchors counteroffers. The present research challenges this principle by demonstrating a too-much-precision effect. Five experiments (involving 1,320 experts and amateurs in real-estate, jewelry, car, and human-resources negotiations) showed that increasing the precision of an opening offer had positive linear effects for amateurs but inverted-U-shaped effects for experts. Anchor precision backfired because experts saw too much precision as reflecting a lack of competence. This negative effect held unless first movers gave rationales that boosted experts’ perception of their competence. Statistical mediation and …
An Approach-Avoidance Framework Of Workplace Aggression, D. Lance Ferris, Ming Yan, Vivien K. G. Lim, Yuanyi Chen, Shereen Fatimah
An Approach-Avoidance Framework Of Workplace Aggression, D. Lance Ferris, Ming Yan, Vivien K. G. Lim, Yuanyi Chen, Shereen Fatimah
Research Collection Lee Kong Chian School Of Business
The number of constructs developed to assess workplace aggression has flourished in recent years, leading to confusion over what meaningful differences exist (if any) between the constructs. We argue that one way to frame the field of workplace aggression is via approach–avoidance principles, with various workplace aggression constructs(e.g., abusive supervision, supervisor undermining, and workplace ostracism) differentially predicting specific approach or avoidance emotions and behaviors. Using two multi-wave field samples of employees, we demonstrate the utility of approach–avoidance principles in conceptualizing workplace aggression constructs, as well as the processes and boundary conditions through which they uniquely influence outcomes. Implications for the …
Investigating The Uniqueness And Usefulness Of Proactive Personality In Organizational Research: A Meta-Analytic Review, Matthias Spitzmuller, Hock-Peng Sin, Michael Howe, Shereen Fatimah
Investigating The Uniqueness And Usefulness Of Proactive Personality In Organizational Research: A Meta-Analytic Review, Matthias Spitzmuller, Hock-Peng Sin, Michael Howe, Shereen Fatimah
Research Collection Lee Kong Chian School Of Business
Using meta-analysis (283 effect sizes from 122 studies), we extend prior qualitative and quantitativereviews of research on proactive personality in a number of meaningful ways. First, we examine thediscriminant and incremental validity of proactive personality using meta-analytic regression analyses.Our results reveal that more than 50% of variance in proactive personality is unrelated to the BigFive personality traits collectively. Also, proactive personality accounts for unique variance in overalljob performance, task performance, and organizational citizenship behaviors, even after controllingfor the Big Five personality traits and general mental ability (for overall job performance and taskperformance). Moreover, we find no subgroup differences in proactive …
Perspective-Taking Increases Willingness To Engage In Intergroup Contact, Cynthia Wang, Kenneth Tai, Gillian Ku, Adam D. Galinsky
Perspective-Taking Increases Willingness To Engage In Intergroup Contact, Cynthia Wang, Kenneth Tai, Gillian Ku, Adam D. Galinsky
Research Collection Lee Kong Chian School Of Business
Duplicate record, see https://ink.library.smu.edu.sg/lkcsb_research/3631/. The current research explored whether perspective-taking increases willingness to engage in contact with stereotyped outgroup members. Across three studies, we find that perspective-taking increases willingness to engage in contact with negatively-stereotyped targets. In Study 1, perspective-takers sat closer to, whereas stereotype suppressors sat further from, a hooligan compared to control participants. In Study 2, individual differences in perspective-taking tendencies predicted individuals’ willingness to engage in contact with a hooligan, having effects above and beyond those of empathic concern. Finally, Study 3 demonstrated that perspective-taking’s effects on intergroup contact extend to the target’s group (i.e., another …
Reviews: Architectures Of Knowledge: Firms, Capabilities And Communities, Timothy Adrian Robert Clark
Reviews: Architectures Of Knowledge: Firms, Capabilities And Communities, Timothy Adrian Robert Clark
Research Collection Lee Kong Chian School Of Business
Audiences are constantly bombarded by a whole host of bland catchphrases. Indeed, their verygeneration is viewed as a necessary part of the art of modern media communication. Complexand contested issues are forcibly reduced to snappy and memorable phrases so as to be quicklydigested by an apparently impatient and inattentive audience. In some respects capturing theattention of the audience is more important than the precision of the statement. If we were tosurvey the most frequently uttered phrases, some of the following would very likely be in the topten: `Markets are more competitive than ever', `we live in a truly globalized world', …
Organization Structure And Structural Change In European Manufacturing Organisations, Derek Pugh, Timothy Adrian Robert Clark, Geoff Mallory
Organization Structure And Structural Change In European Manufacturing Organisations, Derek Pugh, Timothy Adrian Robert Clark, Geoff Mallory
Research Collection Lee Kong Chian School Of Business
The paper considers two approaches to thestudy of the impact of national cultures on thestructure of organizations; viz: culture free andculture bound approaches. Af ter a discussionof the problems of obtaining comparable datain cross-cultural research, the preliminary results of a comparative study of large manufacturing organizations in six countries in Europeare presented. The results suggest that whileformal organizational authority structures appear to be culture free reflecting the impact ofstrategic contingencies, use of coordinationtechniques, such as regular top managementmeetings and task forces, is more affected bycultural factors.