Organizational Psychology Review最新文献

{"title":"Toward an organizational theory of meetings: Structuration of organizational meeting culture","authors":"Cliff Scott, Joe Allen","doi":"10.1177/20413866221127249","DOIUrl":"https://doi.org/10.1177/20413866221127249","url":null,"abstract":"Although research on meetings generally regards them as noteworthy organizational events, studies tend to focus on an individual or group level of analysis, conceiving of meetings as a phenomenon that happens in organizations but does not shape them. Integrating research on work meetings, structuration theory, and organizational culture, this paper develops the concept of organizational meeting cultures and suggests structuration theory as a framework for explaining their emergence, reproduction, and alteration. We propose a model of organizational meeting culture that theorizes work meetings as a foundational activity that shapes and reifies organizational cultures over time, contributing to their distinctiveness, and influencing patterns of perception regarding what is valued, expected, rewarded, and supported in specific work environments. It concludes with an agenda to be pursued in future research on the structuration of meeting culture. Although research on meetings seems to assume they are an important element of organizational life, studies tend to focus on an individual or group level of analysis, which results in theories that only construe meetings as a group phenomenon that happens in organizations but does not constitute them. We propose a model of organizational meeting culture that portrays work meetings as a foundational activity that doesn't just happen to occur within “already organized organizations” but instead also shapes organizational cultures over time, influencing their distinctiveness, shared views of what is valued, expected, rewarded and supported in specific work environments. Integrating research on meetings, structuration theory, and organizational culture, this paper develops the concept of meeting culture and proposes structuration theory as a way to explain how meeting cultures emerge, are sustained, and changed. It concludes with suggestions for future research.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48275203","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The science of workplace meetings: Integrating findings, building new theoretical angles, and embracing cross-disciplinary research","authors":"Joseph A. Allen, N. Lehmann-Willenbrock","doi":"10.1177/20413866221122896","DOIUrl":"https://doi.org/10.1177/20413866221122896","url":null,"abstract":"The purpose of this special issue is to bring more theory into meeting science by reviewing literature, identifying knowledge gaps, developing theoretical propositions drawing from different disciplines, and providing direction for future research. The special issue will open with a general overarching review of the literature on meeting science provided by the co-editors. Each subsequent article will focus on a particular domain within meeting science, provide a focused review of the literature, identify knowledge gaps, and push towards theories that will drive future research. Plain Text Abstract This is the introduction to the special issue of Organizational Psychology Review that positions meetings at the core of organizations and provides a roadmap for the future science of workplace meetings.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48238057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The association of work-related extended availability with recuperation, well-being, life domain balance and work: A meta-analysis","authors":"Eberhard Thörel, Nina Pauls, A. Göritz","doi":"10.1177/20413866221116309","DOIUrl":"https://doi.org/10.1177/20413866221116309","url":null,"abstract":"Work-related extended availability (WREA; the availability of employees for work-related matters in their leisure time) seems to be associated with decreases in well-being and life-domain balance, but to date there is no quantitative synthesis of the scattered evidence. We conducted a random-effects meta-analysis (113 articles with 121 studies relying on k = 117 independent samples with N = 131,872) on the associations between WREA and employee outcomes while examining potential moderators as well as differences between availability demands and behaviors. WREA was adversely associated with recuperation, well-being and private life, but favorably with some work-related criteria. There were no systematic differences in effect sizes between availability demands and behaviors; however, segmentation preferences were a moderator. Overall, these results suggest that WREA may pose a threat to employee recuperation, well-being and private lives, especially when employees prefer separating work and private life. However, positive potentials of WREA should not be overlooked. \u0000 Plain Language Summary\u0000 Work-related extended availability (WREA) refers to the availability of employees for work-related matters in their leisure time. Studies have shown that WREA may go along with primarily negative consequences for employees, but to date, there is no comprehensive overview of the literature statistically summarizing the current state of research, which was done in the study at hand. We assumed that WREA be related to problems with recovery, poorer well-being and difficulties to find a balance between work and private life. We also assessed in how far WREA goes along with attitudes towards work, absence from work and the intention to change jobs. Moreover, we considered differences between demands to be available and behaviors of actually taking care of work-related matters during leisure time. Finally, we investigated factors that may be associated with stronger consequences of WREA. We included 113 scientific papers with a total of 131,872 participants. WREA was related to problems with recovery, poorer well-being and difficulties to find a balance between work and private life, but also to more positive attitudes towards work. We did not find systematic differences between demands to be available and availability behaviors. However, we found that the relationship between WREA and work creating conflict with family life were stronger in samples with higher preferences to segment work and private life. Our findings suggest that WREA may pose a threat to employee recuperation, well-being and private lives, especially when employees prefer separating life domains. Still, positive potentials of WREA should not be overlooked.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66134253","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The linkage between cognitive diversity and team innovation: Exploring the roles of team humor styles and team emotional intelligence via the conservation of resources theory","authors":"P. Nguyen, K. Sanders, G. Schwarz, A. Rafferty","doi":"10.1177/20413866221114847","DOIUrl":"https://doi.org/10.1177/20413866221114847","url":null,"abstract":"Researchers have displayed considerable interest in how and when team cognitive diversity leads to improved or impaired team innovation. When addressing this issue, scholars have adopted the information/decision making and social categorization theoretical perspectives. In contrast, we draw on conservation of resources (COR) theory when examining the cognitive diversity and team innovation relationship. We argue that in a team environment, cognitive diversity may result in the threat of losing valuable resources. This threat, in turn, encourages team members to engage in resource replenishment through the use of different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating). We argue that, with such resource replenishment, four team-level humor styles emerge and mediate the relationship between cognitive diversity and team innovation. In addition, we expect team emotional intelligence to moderate the relationships between cognitive diversity and team humor styles. Our model has important theoretical implications for team diversity, humor, emotional intelligence, and innovation research. \u0000 Plain language summary\u0000 Team cognitive diversity can be defined as the extent to which team members differ in their ideas, perspectives, or values. Cognitive diversity is important for teams to cultivate innovation although it may also result in relationship conflicts and the formation of subgroups in a team. Our paper views cognitive diversity as a signal that drives team members to use humor to cope with diversity. This may then result in different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating) that characterize the way the team uses humor. For instance, while working in a cognitively diverse team, team members might make a joke about work that the whole team laughs together (i.e., affiliative humor). However, some members might use sarcasm to insult others who are different from the group norms (i.e., aggressive humor). We argue that the team humor styles will influence team innovation, which in turn will link cognitive diversity with team innovation. Moreover, we suggest that team emotional intelligence will influence the extent to which the four team humor styles link cognitive diversity and team innovation.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43981403","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Clarifying dynamics for organizational research and interventions: A diversity example","authors":"J. Olenick, Christopher R. Dishop","doi":"10.1177/20413866221112427","DOIUrl":"https://doi.org/10.1177/20413866221112427","url":null,"abstract":"Interventions backfire for many reasons, one being that the dynamics governing a system are not well-understood. To better explain organizational phenomena, and to intervene in ways that yield desired consequences, an appreciation of the core insights from dynamics may be necessary to include into a researcher's toolkit. Although substantial buzz surrounds the term dynamics in organizational science, conceptual missteps are present in the literature, ultimately limiting its application. We provide a coherent description of what dynamics encompasses by (1) advancing a definition and of dynamics and comparing it to other longitudinal concepts, (2) proposing theoretical principles to help researchers apply dynamics concepts to their own research, and (3) demonstrating how dynamics may refine our ability to explain organizational phenomena and devise practical implications. \u0000 Plain Language Summary\u0000 Organizational researchers and practitioners are faced with many complex issues and understanding how they unfold over time is difficult. Those difficulties often lead to unexpected results when we try to address those issues. Viewing organizations from a more dynamic lens can shed light on how phenomena evolve over time as governed by the iterative application of mathematical rules. Illumination of dynamics can assist with better targeting interventions and understanding their potential effects. A dynamics lens also emphasizes continuing needs to improve research methods, such as collecting longitudinal data and engaging in computational modeling. To illustrate these points, we discuss how diversity interventions in organizations may be better understood once dynamics are applied. For example, organizations wishing to improve the diversity of their work forces must focus both on why underrepresented groups enter the organization and why they might leave. Focus on only one or the other is unlikely to generate the desired effect. Once identifying the drivers of both entering and leaving and how those factors might reinforce each other, interventions to improve diversity might be better targeted.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43574398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Taking stock and moving forward: A textual statistics approach to synthesizing four decades of job insecurity research","authors":"A. Bazzoli, T. Probst","doi":"10.1177/20413866221112386","DOIUrl":"https://doi.org/10.1177/20413866221112386","url":null,"abstract":"We collected the abstracts of manuscripts examining job insecurity published between 1984 and 2019 and carried out a textual analysis to investigate the defining clusters, their development over time, and whether there was evidence of siloed knowledge. Results suggested that job insecurity research seems to be fragmented into disciplinary foci (organizational psychology, public health, economics, and sociology). Further analyses on the organizational psychology corpus, revealed 25 topics with distinct temporal trajectories: some were increasing (analytical advances and differentiation between cognitive and affective job insecurity) while other were decreasing (scale development). The remaining abstracts revealed 15 topics with more stable trajectories. Based on these results, we identified five areas for future organizational research on job insecurity: the changing labor market, the need to better understand the experiences of marginalized workers and non-work outcomes of job insecurity, the added-value of qualitative research, and the need to critically evaluate our assumptions as researchers. \u0000 Plain Language Summary\u0000 Since the paper by Greenhalgh and Rosenblatt, research on job insecurity has burgeoned. Taking an interdisciplinary perspective, we collected the abstracts of all peer-reviewed manuscripts examining job insecurity published between 1984 and 2019 and carried out a textual analysis using the Latent Dirichlet Allocation and the Reinert method to investigate (a) the defining clusters of job insecurity research, (b) the development of such clusters over time, and (c) whether there was any evidence of siloed knowledge. Results suggested that indeed job insecurity research seems to be fragmented into four main disciplinary foci (organizational psychology, public health, economics, and sociology) with relatively little cross-fertilization. We conducted further analyses of the abstracts stemming from organizational research on job insecurity, revealing 25 topics with distinct temporal trajectories (e.g., “hot” topics including the increasing use of advanced analytic techniques and differentiation between cognitive and affective job insecurity) and “cold” topics including the development of job insecurity measures). The remaining abstracts revealed 15 topics with more stable research interests over time (e.g., a continued reliance on appraisal theories). Based on these results, we identified five areas for future organizational research on job insecurity based on: the changing labor market, the need to better understand the experiences of marginalized workers and non-work outcomes of job insecurity, the added-value of qualitative research, and finally the need to critically evaluate our assumptions as researchers.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42378396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The entitativity underlying meetings: Meetings as key in the lifecycle of effective workgroups","authors":"Anita L. Blanchard, Joseph A. Allen","doi":"10.1177/20413866221101341","DOIUrl":"https://doi.org/10.1177/20413866221101341","url":null,"abstract":"As more employees work in different locations, meetings become the primary opportunity for workgroup interactions. We explore how workgroup entitativity develops within successful meetings and grou...","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138513569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"One-on-one meetings between managers and direct reports: A new opportunity for meeting science","authors":"Jonathan R. Flinchum, Liana M. Kreamer, S. Rogelberg, Janaki Gooty","doi":"10.1177/20413866221097570","DOIUrl":"https://doi.org/10.1177/20413866221097570","url":null,"abstract":"Meeting science has advanced significantly in its short history. However, one-on-one (1:1) meetings have not been studied empirically as a focal topic despite making up nearly half of all workplace meetings. While some meeting science insights may apply to 1:1 meetings, others may not (or may function differently) due to conceptual, theoretical, and practical differences between meetings involving dyads and groups. Although 1:1 meetings come in various forms (e.g., peer-to-peer, employee-to-customer), we chose to use manager-direct report 1:1 meetings as an exemplar given their prevalence, theoretical relevance, and practical implications. In this paper, we first review some conceptual differences between dyads and groups. We then discuss how these differences likely manifest in the meeting context (before, during, and after meetings), and outline related propositions. Last, we leverage this conceptual framework and subsequent propositions to provide guidance for future research and theory on 1:1 meetings. In doing so, we hope this paper will act as the impetus for research and theory development on 1:1 meetings. Meeting science has flourished over the past two decades, with research and theory exploring best practices for leading and attending workplace meetings. However, a large portion of this research has focused on meetings of three or more people – despite the fact that meetings are often defined as a gathering between two or more people. Ignoring the one-on-one (1:1) meeting is a missed opportunity, as 1:1 meetings have a large presence in industry. It has been estimated that nearly half (47%) of all meetings are 1:1s, and these dyadic meetings often have unique purposes (e.g., performance appraisals) and involve different interactions (e.g., more interpersonal) outside of larger group meetings. Industry and practice have begun to explore these 1:1 meeting-especially meetings between managers and direct reports. For example, internal studies conducted at Microsoft and Cisco found that direct reports who had more frequent and effectively run 1:1 meetings with their managers were more engaged than their counterparts. While companies have seemingly acknowledged the importance of these meetings, research lags behind. Little empirical or theoretical investigations have explored 1:1 meetings. Yet, with the continued growth in the number of meetings worldwide, it is important to obtain empirical insights specific to 1:1 meetings. Doing so will help inform best practices when it comes to leading and attending 1:1 meetings. Thus, in this conceptual review of 1:1 meetings, we provide a future research agenda encouraging researchers (and practitioners) to investigate this unique (and important) meeting type – the one-on-one meeting between a manager and their direct report.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41936733","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Conducting organizational survey and experimental research online: From convenient to ambitious in study designs, recruiting, and data quality","authors":"Niels Van Quaquebeke, Mojtaba Salem, Marius van Dijke, Ramon Wenzel","doi":"10.1177/20413866221097571","DOIUrl":"https://doi.org/10.1177/20413866221097571","url":null,"abstract":"Conducting organizational research via online surveys and experiments offers a host of advantages over traditional forms of data collection when it comes to sampling for more advanced study designs, while also ensuring data quality. To draw attention to these advantages and encourage researchers to fully leverage them, the present paper is structured into two parts. First, along a structure of commonly used research designs, we showcase select organizational psychology (OP) and organizational behavior (OB) research and explain how the Internet makes it feasible to conduct research not only with larger and more representative samples, but also with more complex research designs than circumstances usually allow in offline settings. Subsequently, because online data collections often also come with some data quality concerns, in the second section, we synthesize the methodological literature to outline three improvement areas and several accompanying strategies for bolstering data quality. Plain Language Summary: These days, many theories from the fields of organizational psychology and organizational behavior are tested online simply because it is easier. The point of this paper is to illustrate the unique advantages of the Internet beyond mere convenience—specifically, how the related technologies offer more than simply the ability to mirror offline studies. Accordingly, our paper first guides readers through examples of more ambitious online survey and experimental research designs within the organizational domain. Second, we address the potential data quality drawbacks of these approaches by outlining three concrete areas of improvement. Each comes with specific recommendations that can ensure higher data quality when conducting organizational survey or experimental research online.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46044646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When and why does status threat at work bring out the best and the worst in us? A temporal social comparison theory","authors":"S. Reh, Niels Van Quaquebeke, Christian Tröster, S. Giessner","doi":"10.1177/20413866221100200","DOIUrl":"https://doi.org/10.1177/20413866221100200","url":null,"abstract":"This paper seeks to explain when and why people respond to status threat at work with behaviors oriented toward either self-improvement or interpersonal harming. To that end, we extend the established static social comparison perspective on status threat. Specifically, we introduce the notion of temporal proximity of status threat, which is informed by five temporal social comparison markers. We argue that people construe distal future status gaps as a challenge (and thus show self-improvement-oriented responses), but construe a more proximal status gap as a threat (and thus engage in negative interpersonal behaviors). Further, we introduce three factors of uncertainty that may render the underlying temporal comparison less reliable, and thereby less useful for guiding one's response. Overall, our temporal social comparison theory integrates and extends current theorizing on status threat in organizations by fully acknowledging the dynamic nature of social comparisons. Plain Language Summary Employees often compare themselves to others to evaluate their status. If they perceive that their status is at threat or risk losing status, they engage in behaviors to prevent status loss. These behaviors can be positive, aimed at improving one's position or they can be negative, aimed at harming others. This paper develops a theoretical framework to examine when employees engage in more challenge- vs. threat-oriented behaviors. We argue that an important question how employees react to status threat is its temporal proximity—will an employee's status be threatened in the near versus distal future? We propose that the more distal (vs. proximate) the status threat is, the more employees gravitate towards challenge- and less threat-oriented behaviors. But how do employees know when a status threat occurs in the future? We argue that employees will compare their past status trajectories to co-workers’ status trajectories to mentally extrapolate the temporal proximity of such a threat. More specifically, we propose five characteristics (temporal markers) of social comparison trajectories that inform employees about the temporal proximity: their relative current position, the relative velocity and acceleration of their status trajectory, their relative mean status level, and their relative minimum and maximum status. Moreover, we suggest that employees’ conclusions from these markers are weakened by uncertainty in the “data stream” of social comparison information over time, that is, the length of the time span available, the amount of interruptions in this data stream, and the number of fluctuations in their own and others’ status trajectories.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43941955","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}