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作者：Baer, Markus; Shaw, Jason D.
作者单位：Washington University (WUSTL); Hong Kong Polytechnic University
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作者：Conroy, Samantha A.; Becker, William J.; Menges, Jochen I.
作者单位：Colorado State University System; Colorado State University Fort Collins; Virginia Polytechnic Institute & State University; WHU - Otto Beisheim School of Management
摘要：Theory and research on affect in organizations has mostly approached emotions from a valence perspective, suggesting that positive emotions lead to positive outcomes and negative emotions to negative outcomes for organizations. We propose that cognition resulting from emotional experiences at work cannot be assumed based on emotion valence alone. Instead, building on appraisal theory and social identity theory, we propose that individual responses to discrete emotions in organizations are shap...
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作者：Zhu, Jing; Tatachari, Srinivasan; Chattopadhyay, Prithviraj
作者单位：Hong Kong University of Science & Technology; Indian Institute of Management (IIM System); Indian Institute of Management Udaipur (IIMU); University of Auckland
摘要：We examine changes in organizational identification among 1,346 newcomers at critical milestones during their first year. Integrating the social identity approach with the literature on psychological contracts, we argue that changes in newcomer perceptions of organizational prestige influence changes in their organizational identification over time, mediated by changes in their perceptions of the extent to which their psychological contract has been fulfilled. Our five-wave results reveal that...
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作者：Desai, Sreedhari D.; Kouchaki, Maryam
作者单位：University of North Carolina; University of North Carolina Chapel Hill; Duke University; Northwestern University
摘要：This paper investigates whether, by exposing superiors to moral symbols, subordinates can discourage their superiors from asking them to perform unethical acts. Findings from five laboratory studies and one organizational survey study demonstrated that exposure to moral symbols displayed by the subordinates dissuades superiors from both engaging in unethical behaviors themselves and asking their subordinates to engage in unethical behavior. This paper shows that the display of moral symbols le...
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作者：Grodal, Stine; O'Mahony, Siobhan
作者单位：Boston University
摘要：Grand challenges are complex problems with far-reaching societal implications that lack a clear solution. To make progress, diverse communities often coalesce around an ambitious field goal. However, many field initiatives fall short of their initial objectives. When fields mobilize for a grand challenge, what inhibits them from realizing their intended ambitions? This is a critical question not only for grand challenges, but also for institutional theory, which tends to focus on field mobiliz...
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作者：Waldman, David A.; Wang, Danni; Hannah, Sean T.; Balthazard, Pierre A.
作者单位：Arizona State University; Arizona State University-Tempe; Rutgers University System; Rutgers University Newark; Rutgers University New Brunswick; Wake Forest University; Wake Forest University; California State University System; California State University Sacramento
摘要：A growing body of literature has considered the outcomes of ethical leadership in terms of positive effects on followers. However, little research has addressed its antecedents. We thus have insufficient knowledge of the personal characteristics or qualities of ethical leaders. Accordingly, the current research draws on conceptualizations of what constitutes the moral self through conceiving such characteristics largely in terms of a neurological index derived through quantitative electroencep...
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作者：Wiedner, Rene; Barrett, Michael; Oborn, Eivor
作者单位：University of Warwick; University of Cambridge
摘要：In our longitudinal, in-depth case study of strategic change within the National Health Service in England, we compare three practices related to contracting health care services. Contrary to what we would have believed from the extant literature, we found that the most profound change did not emerge in practices that witnessed the greatest increase in the quantity of resources or in which change agents were given the highest degree of control. Instead, change emerged in a practice that was no...
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作者：Hekman, David R.; Johnson, Stefanie K.; Foo, Maw-Der; Yang, Wei
作者单位：University of Colorado System; University of Colorado Boulder; National University of Singapore; University of Texas System; University of Texas Austin
摘要：We seek to help solve the puzzle of why top-level leaders are disproportionately White men. We suggest that this race-and sex-based status and power gap persists, in part, because ethnic minority and female leaders are discouraged from engaging in diversityvaluing behavior. We hypothesize, and test in both field and laboratory samples, that ethnic minority or female leaders who engage in diversity-valuing behavior are penalized with worse performance ratings, whereas White or male leaders who ...
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作者：Dineen, Brian R.; Duffy, Michelle K.; Henle, Christine A.; Lee, Kiyoung
作者单位：Purdue University System; Purdue University; University of Minnesota System; University of Minnesota Twin Cities; Colorado State University System; Colorado State University Fort Collins; State University of New York (SUNY) System; University at Buffalo, SUNY
摘要：We propose a novel temporal-based theory of how a painful social comparative emotion-job search envy-transmutes as deviant or normative job search behaviors (resume fraud or search effort). We theorize that as job searches progress across time or discrete events, temporal-based pressure increases via perceptions that situations are less changeable or more critical, propelling envious job seekers toward deviant rather than normative search behavior. We propose that market-based pressure, derivi...
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作者：Yam, Kai Chi; Klotz, Anthony C.; He, Wei; Reynolds, Scott J.
作者单位：National University of Singapore; Oregon State University; Huazhong University of Science & Technology; University of Washington; University of Washington Seattle
摘要：Research has consistently demonstrated that organizational citizenship behaviors (OCBs) produce a wide array of positive outcomes for employees and organizations. Recent work, however, has suggested that employees often engage in OCBs not because they want to but because they feel they have to, and it is not clear whether OCBs performed for external motives have the same positive effects on individuals and organizational functioning as do traditional OCBs. In this article, we draw from self-de...
