Group & Organization Management最新文献

Drivers for Nominating First Women Executives: Empirical Evidence From Japanese Firms 提名首位女性高管的驱动因素：日本公司的经验证据

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-09-19 DOI: 10.1177/10596011241281390

Tomohiko Tanikawa, Yuhee Jung

{"title":"Drivers for Nominating First Women Executives: Empirical Evidence From Japanese Firms","authors":"Tomohiko Tanikawa, Yuhee Jung","doi":"10.1177/10596011241281390","DOIUrl":"https://doi.org/10.1177/10596011241281390","url":null,"abstract":"Prior research on women in executive positions (WiE) has focused exclusively on the consequences of WiE by addressing how women executives influence firm strategy and performance, whereas little is known about the antecedents of WiE. However, to gain a comprehensive understanding of the overall impact of women executives on the firm, it is worthwhile to identify the triggers that prompt firms to appoint women executives for the first time. In this study, we have attempted to identify the antecedents of first appointments of women to executive teams (FAWE). On the basis of a theoretical frame incorporating the think crisis–think female perspective into the punctuated equilibrium model, we consider FAWE as the process of the transformational reform of an organization and examine the roles of three factors—firm performance (i.e., ROA and aspirational performance), environmental changes (i.e., industry dynamism, industry munificence, and industry complexity), and new CEO appointments—as antecedents of FAWE. We conducted a panel logistic regression analysis using 20 years of panel data (2000–2019) for Japanese listed firms. Our findings demonstrate that (1) poor firm performance (ROA and aspirational performance) was significantly related to the likelihood of FAWE in the subsequent year, and (2) a new CEO appointment was significantly related to the likelihood of FAWE in the subsequent year, whereas (3) hypotheses regarding environmental changes (industry dynamism, industry munificence, and industry complexity) were not confirmed. Implications for researchers and practitioners are discussed, along with the study’s limitations and suggestions for future research.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"77 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142259220","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The Value of Small Samples to Groups and Teams Research: Accumulating Knowledge across Philosophies of Science 小样本对团体和团队研究的价值：跨越科学哲学积累知识

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-09-15 DOI: 10.1177/10596011241282703

Aimée A. Kane, Kyle J. Emich

{"title":"The Value of Small Samples to Groups and Teams Research: Accumulating Knowledge across Philosophies of Science","authors":"Aimée A. Kane, Kyle J. Emich","doi":"10.1177/10596011241282703","DOIUrl":"https://doi.org/10.1177/10596011241282703","url":null,"abstract":"The large increase in the average sample size of team studies published in premier management journals over the past decade is concerning. A strict focus on large samples suppresses the study of many teams, particularly less prominent ones; for example, teams in small or medium-sized enterprises, teams in unique contexts, teams containing underrepresented minorities, and teams adopting new technologies. It also impedes our collective understanding of teams by devaluing work relying on philosophies of science that do not prioritize large samples. Large samples allow positivists to establish relationships between constructs. Yet, contextualized, rich data from as few as just one team can help constructivists uncover lived experiences or could be studied by critical realists to identify mechanisms underlying social systems of active agents. In this paper, we review how these three philosophies of science view sample size, addressing how and when small samples are beneficial. Importantly, research from all three traditions is necessary to build an in-depth, practical understanding of teams. We also describe five specific ways small sample research can contribute to team science and lay out four general recommendations for assessing the value of sample size in team research. Throughout, we maintain that scientific progress is collective and pluralistic. A sole reliance on large samples threatens this goal.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"12 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142259218","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

It’s About Time! Understanding the Dynamic Team Process-Performance Relationship Using Micro- and Macroscale Time Lenses 是时候了使用微观和宏观时间透镜了解动态团队流程与绩效之间的关系

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-09-09 DOI: 10.1177/10596011241278556

Florian Klonek, Melissa Twemlow, Maria Tims, Sharon K. Parker

{"title":"It’s About Time! Understanding the Dynamic Team Process-Performance Relationship Using Micro- and Macroscale Time Lenses","authors":"Florian Klonek, Melissa Twemlow, Maria Tims, Sharon K. Parker","doi":"10.1177/10596011241278556","DOIUrl":"https://doi.org/10.1177/10596011241278556","url":null,"abstract":"Although team processes are conceptualized as temporal phenomena, our theoretical understanding of their unfolding over time is underdeveloped, particularly when “zooming in and out” into their dynamics using different temporal lenses. Team processes might unfold differently over extended project cycles (i.e., macroscale time lens) versus over brief events (microscale time lens). Our goal was to better understand temporal changes of three critical higher-order team processes (i.e., transition, action, and interpersonal processes) over both extended periods (i.e., longer project cycles) and brief time spans (i.e., recurring stand-up meetings). Focusing on two agile software teams, we indexed team processes across these two time spans using computer-aided text analysis (CATA) of meeting transcripts. Macroscale time span processes were captured across 10 sprints (30-week project cycle). Microscale time spans were captured with data from brief stand-up meetings (i.e., using 10 equidistant time intervals from 40 meetings). From a macroscale time lens (i.e., project cycle), an increase in action processes in the early project phase was associated with increases in performance. From a microscale time lens, changes in transition and interpersonal processes around mid-meeting phases were associated with differences in performance. Qualitative analyses of meeting midpoints revealed key differences in proactive planning and interpersonal processes. We discuss how our results provide novel insights for team process dynamics in relation to micro- and macroscale time spans.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"22 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

When Does Entrepreneurs’ Impression Management Enhance Their Networking Performance? The Cross-Level Moderating Role of Collective Altruism 企业家的 "印象管理 "何时会提高他们的人际网络绩效？集体利他主义的跨层次调节作用

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-30 DOI: 10.1177/10596011241274530

Patrick J. Flynn, Bradley L. Kirkman, Lynn A. McFarland, Jeffrey M. Pollack

{"title":"When Does Entrepreneurs’ Impression Management Enhance Their Networking Performance? The Cross-Level Moderating Role of Collective Altruism","authors":"Patrick J. Flynn, Bradley L. Kirkman, Lynn A. McFarland, Jeffrey M. Pollack","doi":"10.1177/10596011241274530","DOIUrl":"https://doi.org/10.1177/10596011241274530","url":null,"abstract":"There is debate in the literature regarding when impression management motivates networking performance for self and others, and how well individuals perform tasks when the driving motivation is to look good. We take a novel approach to this quandary, integrate social exchange with sensemaking theories and research, and examine how networking group characteristics enable entrepreneurs to make sense of, and interpret, their collective environment and subsequently determine how they should behave to look their best. We identify collective altruism as an important group characteristic affecting how impression management tactics influence entrepreneurs’ willingness to help fellow group members. Findings from a sample of entrepreneurs ( n = 189) engaged in Business Network International (BNI) groups ( k = 24), illustrate that the relationship between entrepreneurs’ exemplification and the revenue they generate for others’ ventures and their own was more strongly positive when collective altruism was higher. Similarly, the effects of entrepreneur supplication and intimidation on revenue generated for others’ ventures were positive in groups with higher collective altruism. We discuss implications for theory and practice.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"10 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221287","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Women’s Double Penalty During Telework: A Mixed Method Investigation of the Gender Effect of Interruptions Between Work and Childcare 妇女在远程工作中的双重惩罚：工作与育儿间中断的性别效应的混合方法调查

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-30 DOI: 10.1177/10596011241273336

Camille Desjardins, Marion Fortin, Marc Ohana, Hayley German

{"title":"Women’s Double Penalty During Telework: A Mixed Method Investigation of the Gender Effect of Interruptions Between Work and Childcare","authors":"Camille Desjardins, Marion Fortin, Marc Ohana, Hayley German","doi":"10.1177/10596011241273336","DOIUrl":"https://doi.org/10.1177/10596011241273336","url":null,"abstract":"Telework arrangements remain popular since they have been “normalized” in the context of the pandemic. Telework may help reduce the gender gap in access to work despite women’s prominent role in caring responsibilities. However, the work experience and career effects of such arrangements may also be gendered, particularly given the increased number of cross-domain interruptions that tend to accompany telework. We investigated the gendered effects of cross-domain interruptions between childcare and telework through a mixed methods approach, including a daily diary study with 339 teleworking parents and semi-structured interviews with 16 teleworking mothers and 16 teleworking fathers. We find that childcare-to-work interruptions have negative effects on the fulfillment of career motives, on work engagement and emotional exhaustion, for both men and women. The effects of work-to-childcare interruptions are, however, different for men compared to women, with only women’s perceived daily balance being negatively affected. Interestingly, men even benefit from some positive effects of these interruptions, which allow them to experience more daily authenticity and challenge. Our qualitative findings help to interpret these findings by suggesting gender motive differences with women reporting more relational and (to a smaller extent) uncertainty related work motives. The interview data also illustrate how various approaches to the division of household labor and boundary management may contribute to gendered interruption experiences. Overall, these findings illustrate how the daily experiences of teleworkers can contribute to growing gender gaps in terms of career and wellbeing.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"9 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221239","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Use of Political Skills by Leaders to Establish Successful Organizational Change 领导者运用政治技巧实现成功的组织变革

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-28 DOI: 10.1177/10596011241278028

Wieke M. Knol, Yannick Griep, Joyce Elena Schleu, G. James Lemoine

引用次数: 0

Co-workers’ reactions to (Mis)Alignment between supervisors’ intentions and Co-workers’ perceptions of I-deal secrecy: An uncertainty management perspective 同事对上司意图与同事对 I-deal 保密认知（不）一致的反应：不确定性管理视角

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-28 DOI: 10.1177/10596011241273430

Sophie De Winne, Elise Marescaux, Emma Raets, Nicky Dries

{"title":"Co-workers’ reactions to (Mis)Alignment between supervisors’ intentions and Co-workers’ perceptions of I-deal secrecy: An uncertainty management perspective","authors":"Sophie De Winne, Elise Marescaux, Emma Raets, Nicky Dries","doi":"10.1177/10596011241273430","DOIUrl":"https://doi.org/10.1177/10596011241273430","url":null,"abstract":"This study employs Uncertainty Management Theory (UMT) to explore how co-workers respond to supervisors’ communication about idiosyncratic deals (i-deals), specifically comparing secrecy and transparency. We suggest that co-workers’ perceptions of i-deal secrecy, as opposed to transparency, lead to uncertainty. Moreover, misalignment between co-workers’ perceptions and supervisors’ intentions regarding i-deal communication may create a second source of uncertainty. We propose that co-workers cope with this uncertainty by forming moral judgments about the i-deal communication, which subsequently relate to their trust in their supervisor and their turnover intentions. Data were collected from 27 supervisors and 224 co-workers across 27 teams, resulting in 224 matched co-worker-supervisor responses. Polynomial regressions reveal varying outcomes depending on the (mis)alignment between co-workers’ perceptions and supervisors’ intentions. Co-workers’ moral judgments, trust in their supervisor and turnover intentions are optimal when they perceive i-deal transparency, regardless of the supervisor’s intentions. These factors are suboptimal when co-workers’ perceptions of i-deal secrecy align with supervisors’ intentions, and detrimental when co-workers perceive i-deal secrecy while supervisors intend transparency. Our findings highlight the potential consequences of supervisors’ intentions for i-deal transparency, showing they can be positive or negative depending on co-workers’ perceptions. Moreover, supervisors’ intentions for i-deal secrecy are not necessarily problematic as long as co-workers perceive transparency. Yet, once secrecy intentions are revealed, suboptimal co-worker reactions occur.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"60 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Problematic Workplace Behaviours in the Software Development Profession: Using Transactional Analysis to Diagnose Toxicity and Improve Relationships at Work 软件开发行业中存在问题的工作场所行为：使用事务分析法诊断工作中的毒性并改善人际关系

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-27 DOI: 10.1177/10596011241276586

Rana Tassabehji, Hugh Lee, Nancy Harding

{"title":"Problematic Workplace Behaviours in the Software Development Profession: Using Transactional Analysis to Diagnose Toxicity and Improve Relationships at Work","authors":"Rana Tassabehji, Hugh Lee, Nancy Harding","doi":"10.1177/10596011241276586","DOIUrl":"https://doi.org/10.1177/10596011241276586","url":null,"abstract":"The growing and unmet demand for coding skills is becoming critical in a world that is ever-more driven by digital technologies, embedded algorithms and artificial intelligence systems. However, sustainability of the profession is threatened because of the failure to attract and retain women developers, which has been an ongoing and corrosive problem for decades and remains unresolved. While many previous studies attribute ‘toxic’ workplace cultures in the software development industry, as a major contributing factor, few examine their root causes and almost none offer practical solutions. To address this lack of both knowledge and effective response, we propose a novel approach building on psychoanalytical Transactional Analysis (TA) theory that is little used in the field of management and organisation studies. TA theory provides a framework using common and simplified language to better understand why communications in the workplace fail, and how occupying incompatible ego states might lead to ‘ negative’, ‘ problematic’ and, in the worst cases, ‘ toxic’ behaviours and workplaces. We propose a TA-based model (OCTAPos) that helps explain how crossed communications at work can result in a lack of acceptance of women in the workplace and attrition among female software developers and the resultant dearth of diverse coders. We further propose a theoretically informed HRM Structured TA Response (STAR) to help increase self-awareness, emotional intelligence, empathy and mutual understanding, with the ultimate aim of positively impacting prevailing attitudes, behaviours and organisational culture to achieve more inclusive and sustainable recruitment and retention in the longer term.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"1 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221265","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Exploring the Sequential Relationship of a Leader’s Collective Leadership Style and the Team’s Shared Leadership: The Moderating Role of Gender 探索领导者的集体领导风格与团队共享领导力之间的顺序关系：性别的调节作用

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-26 DOI: 10.1177/10596011241273129

Tamara L. Friedrich, David R. Peterson, Sebastiaan Van Doorn

{"title":"Exploring the Sequential Relationship of a Leader’s Collective Leadership Style and the Team’s Shared Leadership: The Moderating Role of Gender","authors":"Tamara L. Friedrich, David R. Peterson, Sebastiaan Van Doorn","doi":"10.1177/10596011241273129","DOIUrl":"https://doi.org/10.1177/10596011241273129","url":null,"abstract":"In this study, we explore the relationship between a team’s shared leadership and a formal leader’s collective leadership style, and their joint impact on team performance. We draw upon identity theory to examine how shared leadership in the team influences formal leaders’ leadership identity claims. We also examine how a formal leader’s use of a collective leadership style facilitates the claiming and granting of leadership identities by other team members. We also draw on role congruity theory and the social categorization perspective to examine the moderating role of gender, a critical component of identity. Our findings suggest that there is a mutual relationship between the formal leader’s collective leadership style and the team’s shared leadership, and that they jointly influence team performance, but these effects are contingent on the formal leader’s gender and the gender composition of the team. This study addresses several calls in the leadership field for examining the more nuanced ways shared leadership and the actions of a formal leader may influence each other, as well as the contextual conditions in which shared leadership is enacted.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"27 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221197","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Where are all the Low-Risk R&Rs? 低风险回收和再循环都去哪儿了？

IF 4.8 2区管理学

Group & Organization Management Pub Date : 2024-08-23 DOI: 10.1177/10596011241273309

Amanda J. Ferguson, Patrick E. Downes

引用次数: 0