Research in Organizational Behavior最新文献_第2页

Organizing for misconduct: A social network lens on collective corporate corruption 组织不端行为:集体企业腐败的社会网络镜头

IF 1.8

Research in Organizational Behavior Pub Date : 2023-02-01 DOI: 10.1016/j.riob.2023.100191

Brandy Aven , Alessandro Iorio

引用次数: 0

Are experts overconfident?: An interdisciplinary review 专家是否过于自信?:跨学科综述

IF 1.8

Research in Organizational Behavior Pub Date : 2023-02-01 DOI: 10.1016/j.riob.2023.100195

Carmen Sanchez , David Dunning

{"title":"Are experts overconfident?: An interdisciplinary review","authors":"Carmen Sanchez , David Dunning","doi":"10.1016/j.riob.2023.100195","DOIUrl":"10.1016/j.riob.2023.100195","url":null,"abstract":"<div><p>Are experts overconfident? Some research finds experts are plagued by overconfidence whereas others conclude that they are underconfident. We reviewed the literature, taking an interdisciplinary approach, to answer this question. In doing so, we assessed whether there were theoretical differences in how overconfidence and expertise were conceptualized across the literature. For overconfidence, there are three distinct conceptualizations with a fourth captured by economic models. People can be overconfident because they forecast a narrow range of possibilities that the truth frequently falls outside of (i.e. overprecision), overrate their judgments as correct (i.e. overestimation), or overbelieve they outperform their peers (i.e. overplacement). In economic models, overconfidence is at times assessed by the likelihood of engaging in unwise behavior and making inaccurate predictions. Likewise, there are divergent definitions of expertise. People can be identified as experts because of their experience (i.e. time on task), because of enhanced performance on knowledge tests, or because of their job title or professional degree. These conceptual and theoretical inconsistencies are crucial in answering whether experts are overconfident. For overprecision, experts are overprecise across all theoretical definitions of expertise. However, this consistency is likely because overprecision is so robust across people regardless of whether they are experts. For overestimation, we found experts of experience and experts of title typically overestimated, with mixed results for the experts of knowledge. Studies of overplacement are limited, often defining experts via knowledge, but find that they tend to underplace their abilities. Last, when overconfidence is assessed via economic models, experts display overconfidence.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"43 ","pages":"Article 100195"},"PeriodicalIF":1.8,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138475766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Creativity as privilege 创造力是一种特权

IF 1.8

Research in Organizational Behavior Pub Date : 2023-02-01 DOI: 10.1016/j.riob.2023.100193

Denis Trapido , Sharon Koppman

{"title":"Creativity as privilege","authors":"Denis Trapido , Sharon Koppman","doi":"10.1016/j.riob.2023.100193","DOIUrl":"10.1016/j.riob.2023.100193","url":null,"abstract":"<div><p>Organizational gatekeepers rely on tacit proxy signals of quality to evaluate creative work: status and status characteristics, elite networks, cultural capital, and a set of signals we refer to as symbolic dexterity. We argue that this reliance is due to the “push” of uncertainty and the “pull” of the culturally dominant person-centered view of creativity. Evaluators are “pushed” toward these proxy signals because the quality of creative work is fundamentally uncertain. Evaluators are “pulled” toward these proxy signals because the person-centered view of creativity makes these signals legitimate and easily available decision heuristics. Since members of privileged social groups are advantaged in producing and understanding the importance of such signals, we argue that access to creative work and success within it are largely a privilege. Given that privilege-based selection in creative work is both entrenched and ethically problematic, we explore its implications for organizational performance and organizational reputation and propose strategies that may help organizations reduce its discriminatory impact. We conclude by presenting questions for future research arising at the intersection of the literatures on evaluation in creative work and on social inequality.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"43 ","pages":"Article 100193"},"PeriodicalIF":1.8,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138455863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Does diversity influence innovation and economic growth? It depends on spatial scale 多样性是否影响创新和经济增长?这取决于空间尺度

IF 1.8

Research in Organizational Behavior Pub Date : 2023-02-01 DOI: 10.1016/j.riob.2023.100190

Olav Sorenson

引用次数: 0

Entrepreneurship and social mobility: Three status metaphors for future research* 企业家精神与社会流动:未来研究的三个地位隐喻*

IF 1.8

Research in Organizational Behavior Pub Date : 2023-02-01 DOI: 10.1016/j.riob.2023.100192

Christopher I. Rider , Susie Choe, Brenda Jaewon Myung, Kyle McCullers

引用次数: 0

The social alignment theory of power: Predicting associative and dissociative behavior in hierarchies 权力的社会结盟理论:预测等级中的联想和分离行为

IF 1.8

Research in Organizational Behavior Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100178

Nathanael J. Fast , Jennifer R. Overbeck

{"title":"The social alignment theory of power: Predicting associative and dissociative behavior in hierarchies","authors":"Nathanael J. Fast , Jennifer R. Overbeck","doi":"10.1016/j.riob.2022.100178","DOIUrl":"10.1016/j.riob.2022.100178","url":null,"abstract":"<div><p>Evolutionary social psychologists have demonstrated that powerholders generally attain and maintain rank in social hierarchies through two distinct types of behaviors: associative (prestige-based) strategies or dissociative (dominance-based) strategies. However, the dual-strategies literature lacks a theoretical account of when and why people adopt one approach over the other. We provide a theoretical model of power to address this question and also expand the focus to include low-power versions of associative (persuasion-based) and dissociative (passivity-based) strategies. To develop our framework, we build on the distinction between power (i.e., asymmetric control over valued resources) and volitional influence (i.e., the ability to produce willful changes in others). We posit that individuals who perceive high volitional influence with regard to another party are in a state of <em>social alignment</em>, because their interests and those of the other party are, or can easily become, aligned. As a result, they pursue associative strategies (prestige for high-power actors, or persuasion for low-power actors). In contrast, individuals with low perceived volitional influence are in a state of <em>social misalignment</em>, because their interests and those of the other party are misaligned. As a result, they pursue dissociative strategies (dominance for high-power actors, or passivity for low-power actors). To help distinguish between power and volitional influence, we offer a new capital-based typology of power and outline key antecedents of volitional influence. We conclude by outlining future directions for research on power and key topics in organizational behavior.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"42 ","pages":"Article 100178"},"PeriodicalIF":1.8,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48583273","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

The hierarchy of voice framework: The dynamic relationship between employee voice and social hierarchy 语音框架的层级:员工语音与社会层级的动态关系

IF 1.8

Research in Organizational Behavior Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100179

Julian Pfrombeck , Chloe Levin , Derek D. Rucker , Adam D. Galinsky

{"title":"The hierarchy of voice framework: The dynamic relationship between employee voice and social hierarchy","authors":"Julian Pfrombeck , Chloe Levin , Derek D. Rucker , Adam D. Galinsky","doi":"10.1016/j.riob.2022.100179","DOIUrl":"10.1016/j.riob.2022.100179","url":null,"abstract":"<div><p>Speaking up is critical for organizational and individual success. Yet, while some employees speak up, others hesitate to voice their concerns and needs. Why? We propose the answer is found in a single word: Hierarchy. In the current article, we review the employee voice literature and the role that the power and status of both the voicer and the voice target play in the decision to speak up, as well as the communication, appraisals, attributions, and reactions to that voice. Identifying the vital role hierarchy plays in the voice process, including the desire to ascend a hierarchy, led us to offer a new, broader definition of voice that acknowledges both prosocial and self-interested motivations. We define employee voice as <em>any voluntary, internal, and upward communication intended to achieve one or several goals related to a person’s work, position, or needs within their organization; the work, position, or needs of other organizational stakeholders; and/or the functioning of their organization</em>. To synthesize past findings and offer a generative theoretical lens, we introduce the Hierarchy of Voice framework. This framework extends prior perspectives by offering a dyadic approach that incorporates the perspective of the voice target. In doing so, our framework also captures the dynamic relationship between voice and hierarchy, where voice can reinforce or alter the standing of the voicer and the target. We use the Hierarchy of Voice framework to offer avenues for future research that can deepen our understanding of the dynamic role that hierarchy plays in employee voice.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"42 ","pages":"Article 100179"},"PeriodicalIF":1.8,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49548867","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 6

The confronter’s quandary: Mapping out strategies for managers to address offensive remarks at work 面对者的困境:为管理者制定应对工作中冒犯性言论的策略

IF 1.8

Research in Organizational Behavior Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100166

Naomi M. Fa-Kaji , Benoît Monin

{"title":"The confronter’s quandary: Mapping out strategies for managers to address offensive remarks at work","authors":"Naomi M. Fa-Kaji , Benoît Monin","doi":"10.1016/j.riob.2022.100166","DOIUrl":"10.1016/j.riob.2022.100166","url":null,"abstract":"<div><p>When tasked with responding to an employee’s offensive remarks, managers face the Confronter’s Quandary: They must decide on an appropriate course of action to balance addressing the employee’s problematic behavior and suspected attitudes (Correction goals) while preserving their working relationship and the offender’s sense of belonging to the organization (Connection goals). This paper proposes a conceptual framework to organize strategies that fall at different levels of this Correction/Connection trade-off: YOU-Strategies focus on the offender and prioritize correction; ME-Strategies focus on the confronter and leverage an existing connection; THEY-Strategies highlight third parties to deemphasize the confronter-offender relationship; and WE-Strategies highlight shared organizational values and norms to affirm group connection in the service of correction. We describe four classes of strategies within each type (sixteen total), we include examples of uses excerpted from a hypothetical online survey, and we illustrate how existing literature can be organized within our framework. At a theoretical level, this YOU-ME-THEY-WE framework should help organize past literature and suggest areas in need of further investigation. At a practical level, it should help would-be confronters gain insight into additional strategies available to them, and orient field researchers designing interventions and testing best practices for confrontation in organizations.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"42 ","pages":"Article 100166"},"PeriodicalIF":1.8,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47805966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Help (Un)wanted: Why the most powerful allies are the most likely to stumble — and when they fulfill their potential 寻求帮助:为什么最强大的盟友最容易受挫——以及他们何时发挥了自己的潜力

IF 1.8

Research in Organizational Behavior Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2022.100180

Karren Knowlton , Andrew M. Carton , Adam M. Grant

引用次数: 4

Reprint of: Why, how, and when divergent perceptions become dysfunctional in organizations: A motivated cognition perspective 为什么，如何以及何时不同的认知在组织中变得功能失调:一个动机认知的视角

IF 1.8

Research in Organizational Behavior Pub Date : 2022-12-01 DOI: 10.1016/j.riob.2023.100183

Zhanna Lyubykh , Laurie J. Barclay , Marion Fortin , Michael R. Bashshur , Malika Khakhar

{"title":"Reprint of: Why, how, and when divergent perceptions become dysfunctional in organizations: A motivated cognition perspective","authors":"Zhanna Lyubykh , Laurie J. Barclay , Marion Fortin , Michael R. Bashshur , Malika Khakhar","doi":"10.1016/j.riob.2023.100183","DOIUrl":"https://doi.org/10.1016/j.riob.2023.100183","url":null,"abstract":"<div><p>Decades of research has demonstrated that people can arrive at starkly different perceptions in the same social situations. Divergent perceptions are not inherently dysfunctional. However, if divergent perceptions are not managed effectively, they can have deleterious effects that can undermine functioning in the workplace. Drawing on a motivated cognition perspective, we outline why divergent perceptions may emerge as well as overview the benefits and drawbacks of divergent perceptions in organizational contexts. Next, we highlight the complexities associated with divergent perceptions in the workplace, including why, how, and when divergent perceptions may become dysfunctional. We also showcase theoretical insights from a motivated cognition perspective that can enhance our understanding of how divergent perceptions can be effectively managed. We conclude by outlining key theoretical insights and avenues for future research, including how organizations can use a motivated cognition perspective to manage divergent perceptions related to complex societal issues and issuing a call to adopt a systems approach that recognizes the importance of contextual layers for understanding and effectively managing divergent perceptions in organizations.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":"42 ","pages":"Article 100183"},"PeriodicalIF":1.8,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"137439134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0