Organizational Behavior and Human Decision Processes最新文献_第4页

Not all allies are created equal: An intersectional examination of relational allyship for women of color at work 并非所有盟友都是平等的：对有色人种女性在工作中的同盟关系进行交叉研究

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-04-18 DOI: 10.1016/j.obhdp.2024.104331

Barnini Bhattacharyya , Samantha E. Erskine , Courtney McCluney

{"title":"Not all allies are created equal: An intersectional examination of relational allyship for women of color at work","authors":"Barnini Bhattacharyya , Samantha E. Erskine , Courtney McCluney","doi":"10.1016/j.obhdp.2024.104331","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104331","url":null,"abstract":"<div><p>Allyship is typically considered a positive relationship between marginalized individuals and their relatively more privileged allies. Yet, this flattened, unidirectional, and single-identity view of allyship prohibits us from capturing the nuances and inherent power struggles embedded in the allied relationship. Our study aims to expand our understanding of how and whether allyship across multiple levels of difference helps dismantle oppressive structures or maintains power inequalities in organizations. Integrating current allyship research with intersectionality theory, we conduct an inductive qualitative study of allied relationships between professional women of color in Canada (n = 30) and their nominated allies (n = 30). We find that power schemata, or cognitive and emotional framing of systems of power in allied relationships affect allyship behaviors, such that power cognizance is key for effective allyship to occur. We identify three dimensions of allyship behaviors that emerge from these power considerations —(de)centering, (dis)respecting, and (in)action – which vary in terms of expected allyship by women of color and enacted allyship by their allies. Integrating power schemata and allyship dimensions, we identify three types of allied relationships for women of color at work, varying in effectiveness. We identify ongoing learning as a mechanism to move towards power-cognizance and therefore more effective allyship. Women of color emerge as the most effective allies in our study, highlighting that marginalized individuals can not only be allies, but that they play a crucial role in their own liberation. Based on these findings, we develop our intersectional theory of relational allyship for women of color at work.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"182 ","pages":"Article 104331"},"PeriodicalIF":4.6,"publicationDate":"2024-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597824000232/pdfft?md5=b17d6c2847a4fe1344c5c2546f6bbfa0&pid=1-s2.0-S0749597824000232-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140605799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Allyship in the fifth trimester: A multi-method investigation of Women’s postpartum return to work 第五孕期的 "闺蜜情"：对妇女产后重返工作岗位的多种方法调查

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-04-16 DOI: 10.1016/j.obhdp.2024.104330

Nitya Chawla , Allison S. Gabriel , Melanie Prengler , Kristie Rogers , Benjamin Rogers , Alyssa Tedder-King , Christopher C. Rosen

{"title":"Allyship in the fifth trimester: A multi-method investigation of Women’s postpartum return to work","authors":"Nitya Chawla , Allison S. Gabriel , Melanie Prengler , Kristie Rogers , Benjamin Rogers , Alyssa Tedder-King , Christopher C. Rosen","doi":"10.1016/j.obhdp.2024.104330","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104330","url":null,"abstract":"<div><p>Recognizing that postpartum mothers’ organizational reentry is fraught with physical, emotional, and psychological challenges, we explored the specific behaviors that coworkers and managers can enact to support and advocate for working mothers during their reentry process—behaviors we conceptualize as postpartum allyship. In Study 1, we adopted a qualitative approach to gain insight into the forms of allyship that working mothers found valuable. We then build upon these findings in Study 2 by developing and validating a scale of postpartum allyship. Finally, in Study 3, integrating emergent themes from our qualitative data with tenets of the social cognitive model of career self-management (<span>Lent and Brown, 2013</span>, <span>Lent and Brown, 2019</span>), we use our newly-developed measure in a time-lagged study focused on the cognitive, affective, and behavioral impact of postpartum mothers’ experiences of allyship. Results indicated that postpartum allyship experiences bolster work-motherhood self-efficacy and reduce guilt which, in turn, yield important implications for working mothers’ turnover intentions, work-family capital, and postpartum depressive symptoms. Combined across our studies, the current research illuminates the critical impact of allies’ support and advocacy for postpartum mothers during reentry.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"182 ","pages":"Article 104330"},"PeriodicalIF":4.6,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140559229","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

A chorus of different tongues: Official corporate language fluency and informal influence in multinational teams 不同语言的合唱：企业官方语言流利程度与跨国团队的非正式影响力

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-04-13 DOI: 10.1016/j.obhdp.2024.104334

Felipe A. Guzman , B. Sebastian Reiche

{"title":"A chorus of different tongues: Official corporate language fluency and informal influence in multinational teams","authors":"Felipe A. Guzman , B. Sebastian Reiche","doi":"10.1016/j.obhdp.2024.104334","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104334","url":null,"abstract":"<div><p>Multinational team members commonly face challenges to influence their peers to attain shared work goals in a language different from their mother tongue. However, the mechanisms linking multinational team members’ official corporate language fluency and their displays of informal influence are not well understood. Drawing from status characteristics theory, we propose that peer-granted status mediates the relationship between fluency in the official corporate language and informal influence. We tested this prediction across two field studies and two experiments utilizing three different operationalizations of informal influence: voice behavior, voice quality, and leadership emergence. Overall, we demonstrate that members fluent in the official corporate language receive higher peer-granted status than their less fluent peers, and this relationship is stronger in teams whose members primarily converse in a common non-corporate language. In turn, high-status members engage in voice more frequently, and are more likely to convey voice quality and emerge as leaders.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"182 ","pages":"Article 104334"},"PeriodicalIF":4.6,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597824000268/pdfft?md5=656140128cb149bbf7b3a09398f2b278&pid=1-s2.0-S0749597824000268-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140552610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

But what if I lose the offer? Negotiators’ inflated perception of their likelihood of jeopardizing a deal 但如果我失去了报价怎么办？谈判者夸大了自己危及交易的可能性

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-03-01 DOI: 10.1016/j.obhdp.2024.104319

Einav Hart , Julia B. Bear , Zhiying (Bella) Ren

{"title":"But what if I lose the offer? Negotiators’ inflated perception of their likelihood of jeopardizing a deal","authors":"Einav Hart , Julia B. Bear , Zhiying (Bella) Ren","doi":"10.1016/j.obhdp.2024.104319","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104319","url":null,"abstract":"<div><p>When deciding whether to negotiate, individuals typically assess any potential costs of negotiation. We propose that one major cost that individuals are concerned about, particularly in the context of job offers, is an offer being withdrawn from the bargaining table—losing out on a deal entirely. We refer to this heretofore unexamined concern as the perceived likelihood of jeopardizing a deal by negotiating. We investigate job candidates’ perceived likelihood of jeopardizing a deal, as compared to hiring managers’ reports, across seven studies (total <em>N</em> = 3,338), including surveys of academic job candidates and members of academic hiring committees, managers and hiring professionals, and experimental studies with interactive, incentivized negotiations conducted both in person and online. We consistently document that job candidates’ perception of the likelihood of jeopardizing a deal is exaggerated, i.e., discrepant with that of the hiring side. In some cases, this perception is associated with negotiation avoidance. We also theorize and find support for two underlying psychological mechanisms: zero-sum perceptions and psychological power. We further document contextual factors that decrease candidates’ zero-sum perceptions or increase their perceived power, which, in turn, diminish (but do not fully eliminate) the discrepancy between candidates’ and managers’ perceptions of the likelihood of jeopardizing a deal.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"181 ","pages":"Article 104319"},"PeriodicalIF":4.6,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140000091","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

An ally by any other name: Examining the effects of racial minority leaders as allies for advancing racial justice 其他名称的盟友：研究少数种族领导人作为盟友对促进种族公正的影响

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-03-01 DOI: 10.1016/j.obhdp.2024.104321

McKenzie C. Preston , Terrance L. Boyd , Angelica Leigh , Richard Burgess , Victor Marsh

{"title":"An ally by any other name: Examining the effects of racial minority leaders as allies for advancing racial justice","authors":"McKenzie C. Preston , Terrance L. Boyd , Angelica Leigh , Richard Burgess , Victor Marsh","doi":"10.1016/j.obhdp.2024.104321","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104321","url":null,"abstract":"<div><p>We investigate employee evaluations of racial minority leaders who engage in allyship behaviors aimed at advancing racial equity. We argue that when racial minority leaders engage in racial allyship, perceptions of them as effective allies and leaders vary based on the target beneficiary group (i.e., <em>who</em> the allyship benefits) and the language utilized to explain their allyship (i.e., <em>how</em> the allyship is framed). We hypothesize and find empirical evidence across three experimental studies that suggests that when racial minority leaders engage in allyship behaviors that benefit their own racial group (i.e., same-race allyship), as opposed to another racial minority group (i.e., cross-race allyship), employees view them as displaying more ingroup favoritism, which lowers perceptions of allyship effectiveness. Additionally, we find that decreased perceptions of allyship effectiveness results in reduced employee perceptions of overall leader effectiveness and employee intentions to support racial equity efforts. Finally, we introduce voice amplification framing—a novel framing tactic in which racial minority leaders publicly highlight the ideas and voices of lower-level employees within their allyship—and we show that using this framing reduces the negative effects of same-race allyship. Our theory and findings have several implications for literature on allyship, message framing, and leadership.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"181 ","pages":"Article 104321"},"PeriodicalIF":4.6,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140052138","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 loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests 当忠诚受到约束时：考察团体与个人忠诚号召对追随者遵从领导者不道德要求的影响

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-02-17 DOI: 10.1016/j.obhdp.2024.104310

John Angus D. Hildreth

引用次数: 0

Advantaged groups misperceive how allyship will be received 优势群体误解了盟友关系会得到怎样的回应

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-02-03 DOI: 10.1016/j.obhdp.2024.104309

Hannah J. Birnbaum , Desman Wilson , Adam Waytz

引用次数: 0

Beyond allies and recipients: Exploring observers’ allyship emulation in response to leader allyship 超越盟友和接受者：探索观察者对领导者盟友关系的效仿

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-18 DOI: 10.1016/j.obhdp.2023.104308

Zhanna Lyubykh , Natalya M. Alonso , Nick Turner

{"title":"Beyond allies and recipients: Exploring observers’ allyship emulation in response to leader allyship","authors":"Zhanna Lyubykh , Natalya M. Alonso , Nick Turner","doi":"10.1016/j.obhdp.2023.104308","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104308","url":null,"abstract":"<div><p>Leader allyship can be an important tool for advancing workplace gender equality; however, its ultimate effectiveness may depend on the reactions of those who witness it. Specifically, male observers can enhance allyship efforts by emulating their leader’s allyship or, conversely, undermine them by decreasing their allyship emulation. Across four studies, we explore why, when, and how ally leaders may encourage rather than discourage such allyship emulation. We find that observers’ identification with the leader drives their allyship emulation. Yet, this identification is contingent on the gender demography of the workgroup, as witnessing leader allyship lowers identification with the leader in male-dominated contexts. Further, how leaders engage in allyship matters for observers’ identification. Performative allyship lowers identification across both gender-balanced and male-dominated contexts, while authentic allyship increases identification and subsequent allyship emulation only in gender-balanced contexts. Finally, leaders can increase allyship emulation through identification in male-dominated workplaces with allyship-related storytelling.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"181 ","pages":"Article 104308"},"PeriodicalIF":4.6,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597823000845/pdfft?md5=5e3ab784a2391a7f0b4e8e89d517a6cc&pid=1-s2.0-S0749597823000845-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139487451","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Reinforcing OBHDP’s mission and our commitment to helping authors produce science of the highest quality 强化 OBHDP 的使命和我们帮助作者生产最高质量科学产品的承诺

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-01 DOI: 10.1016/j.obhdp.2024.104311

Mike Baer , Maryam Kouchaki

引用次数: 0

Corrigendum to “All’s well that ends (and peaks) well? A meta-analysis of the peak-end rule and duration neglect” [Org. Behav. Hum. Decis. Process. 170 (2022) 104149] 对 "结束（和峰值）顺利就万事大吉？对峰值结束规则和持续时间忽视的荟萃分析"[《组织。行为。人类。决策。过程》，170 (2022) 104149] 更正

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-01 DOI: 10.1016/j.obhdp.2023.104278

Balca Alaybek , Reeshad S. Dalal , Shea Fyffe , John A. Aitken , You Zhou , Xiao Qu , Alexis Roman , Julia I. Baines

引用次数: 0