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作者：Zhao, Helen H.; Deng, Hong; Chen, Rocky Peng; Parker, Sharon K.; Zhang, Wei
作者单位：University of Hong Kong; Durham University; Hong Kong Baptist University; Curtin University
摘要：Experienced passage of time, the extent to which employees perceive the passage of work time as being fast or slow, is a fundamental aspect of work experience. We identify two novel temporal work design characteristics that can speed up employees??? experienced passage of time: temporal predictability and task segmentation. Jobs with high temporal predictability do not make employees go through uncertain wait times before embarking on their next task. High task segmentation occurs when a large...
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作者：Vuori, Timo O.; Huy, Quy N.
作者单位：Aalto University; INSEAD Business School; INSEAD Business School
摘要：Strategy making can be emotional for decision makers, especially when facing a major threat or a disruptive change. Yet, we know little about whether and how strategic decision makers' emotions are regulated and how such regulation influences strategy making. Based on a longitudinal study of Nokia from2007 to 2013, we develop a process model of socially distributed emotion regulation. This model shows how various organizational groups help regulate top managers' emotions. Top managers contain ...
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作者：Harari, Dana; Parke, Michael R.; Marr, Jennifer Carson
作者单位：Technion Israel Institute of Technology; University of Pennsylvania; University System of Maryland; University of Maryland College Park
摘要：Research on workplace helping has suggested that helpers receive positive outcomes from recipients in return for their help. We argue that this predominantly positive view of recipient reactions to helpers is because the literature has not adequately distinguished the outcomes of reactive helping (i.e., assistance provided in response to a request) from those of anticipatory helping (i.e., assistance offered or provided in advance of being asked). We propose that anticipatory helping, especial...
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作者：Lovelace, Jeffrey B.; Bundy, Jonathan; Pollock, Timothy G.; Hambrick, Donald C.
作者单位：University of Virginia; Arizona State University; Arizona State University-Tempe; University of Tennessee System; University of Tennessee Knoxville; Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park
摘要：Why do some CEOs become celebrities, while others with seemingly equal accomplishments do not? After two decades of research, far more is known about the substantial consequences of CEO celebrity than about its determinants. Drawing on the media routines literature, we develop and test a push-pull theory of CEO celebrity attainment, arguing and finding that (a) journalists pull certain CEOs into the limelight, particularly those whose firms are nonconformists within their industries and who th...
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作者：Pamphile, Vontrese Deeds
作者单位：George Washington University
摘要：Despite advancements in our understanding of organizational paradox, we know little about how individuals navigate paradox when tensions are core to one's occupational role but not a dominant concern for senior leaders. This study explores how grantmakers working in corporate philanthropy navigate a business-society paradox when their leaders prioritize business over social objectives at the organization level. By analyzing interview data from grantmakers, alongside observations of their group...
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作者：Schabram, Kira; Heng, Yu Tse
作者单位：University of Washington; University of Washington Seattle
摘要：The average employee feels burnt out, a multidimensional state of depletion likely to persist without intervention. In this paper, we consider compassion as an agentic action by which employees may replenish their own depleted resources and thereby recover. We draw on conservation of resources theory to examine the resource-generating power of two distinct expressions of compassion (self- and other-directed) on three dimensions of burnout (exhaustion, cynicism, inefficacy). Utilizing two compl...
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作者：Neeley, Tsedal; Reiche, B. Sebastian
作者单位：Harvard University; University of Navarra; IESE Business School
摘要：We theorize about how people with positional power enact downward deference-a practice of lowering oneself to be equal to lower-power workers-based on a study of 115 top global leaders at a large U.S. company. These leaders were charged with advancing organizational goals in foreign markets. We find that some leaders enacted downward deference when they recognized that they had less expertise, networks, and influence relative to their local subordinates. This manifested in two ways: (a) attemp...
