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- Agent-based computational modeling (1)
- Belonging (1)
- Digital work (1)
- Evolution of work (1)
- Evolutionary industrial & organizational psychology (1)
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- Evolutionary mismatch (1)
- Inclusion (1)
- Leader-follower relationship conflict (1)
- Leadership (1)
- Novel idea communication (1)
- Organizational culture (1)
- Overhearing (1)
- Perceived leader openness (1)
- Power distance orientation (1)
- Shared knowledge directory (1)
- Team learning (1)
- Teams (1)
- Transactive memory systems (1)
- Work stress (1)
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Articles 1 - 4 of 4
Full-Text Articles in Social Psychology
Who Knows What? An Agent-Based Simulation Of Indirect Learning In Teams, Taylor Mccrossan, Sabina Samipour-Biel
Who Knows What? An Agent-Based Simulation Of Indirect Learning In Teams, Taylor Mccrossan, Sabina Samipour-Biel
Psychology Student Work
While the term is unknown to most people, Transactive Memory Systems (TMS) are a mechanism through which teams of experts (e.g., surgical teams, military teams, etc.) are able to combine their unique areas of expertise to accomplish their shared goals. To develop a TMS, team members must first learn who on the team has what expertise (Peltokorpi, 2008), and together develop a “shared knowledge directory”(SKD). Meanwhile, modern technology has changed the ways that team members can work together and communicate with each other. This research examined how the process of SKD development is impacted by team members’ability to “overhear” each …
Fostering Belonging In The Workplace: What Does Commitment Look Like At Interpersonal, Team, And Organizational Levels?, Jody Condit Fagan
Fostering Belonging In The Workplace: What Does Commitment Look Like At Interpersonal, Team, And Organizational Levels?, Jody Condit Fagan
Libraries
Researchers describe belonging as “an essential human need” that supports people’s abilities to share, create meaning, participate, and learn with others at work (Filstad et al., 2019, p117). Sense of belonging varies by culture (Cortina et al., 2017) and belonging-related stressors have been shown to be more intense for those who identify with outgroups (Walton & Brady, 2017). Given this context and the impossibility of directly creating belonging, how can people at all levels support an inclusive commitment to fostering belonging as an organizational value? This presentation will define belonging, outline relevant actions and behaviors, and illuminate potential pitfalls.
Does Relationship Conflict Reduce Novel Idea Communication Through Perceived Leader Openness? Power Distance Orientation As A Moderator, Ming-Hong Tsai
Does Relationship Conflict Reduce Novel Idea Communication Through Perceived Leader Openness? Power Distance Orientation As A Moderator, Ming-Hong Tsai
Research Collection School of Social Sciences
Purpose: This paper aims to investigate why followers have low perceptions of leader openness and thus feel reluctant to communicate novel ideas by examining leader–follower relationship conflict (i.e. interpersonal incompatibility) and a follower’s power distance orientation (i.e. an acceptance of uneven power distribution in organizations) as antecedents. Design/methodology/approach: The research administrators conducted a three-wave work behavior survey in Study 1, a laboratory experiment in Study 2, and an online experiment in Study 3. Findings: The results demonstrated that leader–follower relationship conflict reduced followers’ perceptions of leader openness. However, the negative impact of relationship conflict became non-significant when followers have high …
Digitally Connected, Evolutionarily Wired: An Evolutionary Mismatch Perspective On Digital Work., Mark Van Vugt, Stephen M. Colarelli, Norman P. Li
Digitally Connected, Evolutionarily Wired: An Evolutionary Mismatch Perspective On Digital Work., Mark Van Vugt, Stephen M. Colarelli, Norman P. Li
Research Collection School of Social Sciences
This paper makes the case for an evolutionary mismatch between digital work and the way human ancestors engaged in work. Psychological adaptations for producing things that early humans needed to survive and thrive, such as cognitive mechanisms for obtaining and processing food, toolmaking, and learning valuable working skills, evolved in the context of small networks of hunter–gatherers. These adaptations are central to understanding the significance of work in human evolution. Evolutionary mismatches operate when novel environments cue ancestral adaptations in ways that no longer provide adaptive benefits. We argue that digital work, although efficient and productive, is misaligned with some …