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1.
David P. Costanza Nikki Blacksmith Meredith R. Coats Jamie B. Severt Arwen H. DeCostanza 《Journal of business and psychology》2016,31(3):361-381
Purpose
Organizational culture is a critical resource for organizations to adapt to dynamic environments and to survive in the long term. Unfortunately, a lack of clarity exists in the conceptualization of adaptive cultures and little empirical research investigates its impact on survival. Therefore, the purpose of the present study was twofold: (1) to identify, define, and develop a measure of adaptive organizational culture and (2) to demonstrate the effect of adaptive culture on organizational survival.Design/Methodology/Approach
An adaptive culture rating scale was developed based on a review of the existing literature. Ninety-five organizations founded prior to 1940 were rated on nine characteristics of adaptive culture. Ratings were used to predict likelihood to survive using a Cox regression with proportional hazards survival analysis.Findings
Exploratory factor analysis revealed two broad factors of adaptive culture, values toward change and action-orientation. Findings indicate organizations with adaptive cultures were more likely to survive.Implications
The present effort provided evidence that culture can serve as an adaptive mechanism with effects spanning decades. Leaders should focus on establishing adaptive cultural norms and values in order to increase chances of surviving.Originality/Value
This is one of the first historiometric studies to develop and utilize a measure of adaptive culture. Further, this study looked at the impact of adaptive culture on long-term organizational outcomes using survival analysis, a statistical technique not often employed in the organizational literature.2.
Seth Kaplan Lia Engelsted Xue Lei Karla Lockwood 《Journal of business and psychology》2018,33(3):365-382
Purpose
We developed and tested an integrative model centering on the significance of trust as a basis for managers’ decisions about allowing versus prohibiting their employees to telework. We examined the importance of trust in relation to several other factors managers may consider in making telework decisions including coordination and communication, equity, and a desire to accommodate employees.Design/Methodology/Approach
Study 1 was a policy capturing investigation of 71 respondents intended to document the relative importance and interactions among trust and these other theoretically based factors. Study 2 was a test of the full theoretical model based on the responses of 85 managers who reported on these considerations for the 191 employees about whom they make telework decisions.Findings
Results from the two studies were largely consistent. Managers’ assessments of employees’ conscientiousness and trustworthiness were paramount in predicting telework allowance, with the other theoretically based considerations generally failing to attenuate the importance of those personal assessments.Implications
Organizations wishing to increase the use of telework (e.g., by implementing manager telework training) must directly address managers’ mistrust as a factor underlying this resistance. Job-related and technological changes may not dampen the effects of mistrust.Originality
To our knowledge, this is the most comprehensive and theoretically grounded assessment of the various considerations factoring into managers’ telework decisions.3.
Nanette L. Yragui Caitlin A. Demsky Leslie B. Hammer Sarah Van Dyck Moni B. Neradilek 《Journal of business and psychology》2017,32(2):179-196
Purpose
The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.Methodology
Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.Findings
Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.Implications
Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.Originality
This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.4.
Wenqin Zhang Steve M. Jex Yisheng Peng Dongdong Wang 《Journal of business and psychology》2017,32(3):235-251
Purpose
The 21st century work environment calls for team members to be more engaged in their work and exhibit more creativity in completing their job tasks. The purpose of this study was to examine whether team performance pressure and individual goal orientation would moderate the relationships between individual autonomy in teams and individual engagement and creativity.Design/Methodology/Approach
A sample consisting of 209 team members and 45 team managers from 45 work teams in 14 companies completed survey measures. To test our hypotheses, we used multilevel modeling with random intercepts and slopes because the individual-level data were nested within the team-level data.Findings
Hierarchical linear modeling showed that team-level performance pressure attenuated the positive relations between job autonomy and three dimensions of engagement. There were also 3-way interactions between job autonomy, psychological performance pressure, and learning goal orientation in predicting three dimensions of engagement and creativity.Implications
This study highlights the importance of exploring the moderating effect of team-level task characteristics and individual differences on the relationships between job autonomy and individual engagement and creativity. Organizations need to carefully consider both individual learning goals and performance pressure when empowering team members with job autonomy.Originality/Value
This is one of the first studies to explore the association between individual job autonomy in teams and individual outcomes in a contingency model. We first introduced team performance pressure as a moderator of job autonomy and examined the 3-way interaction effects of performance pressure, individual job autonomy, and learning goal orientation.5.
6.
Sarah Stawiski Amy Germuth Preston Yarborough Vernal Alford Leotis Parrish 《Journal of business and psychology》2017,32(3):335-346
Purpose
The purpose of these studies was to evaluate the effectiveness of a modified introductory engineering class that used scrum practices to develop students’ twenty-first-century skills related to self-awareness, collaboration, and problem-solving.Design/Methodology/Approach
We conducted an evaluation of modified engineering courses in two universities. In Study 1, 250 students completed end-of-semester surveys about the impact of the course on student development. In Study 2, we collected survey data and course grades from 125 students completing the modified course and 109 completing the standard course.Findings
In Study 1, students reported the class increased their excitement about pursuing a career in engineering, and reported improvement in all leadership skills assessed. In Study 2, students in the modified course enjoyed the course more than those in the standard course. In all individual and team behaviors assessed, students in the modified course reported more improvement than students in the standard courses, although none reached statistical significance.Implications
The future of engineering is likely to be shaped by our ability to bolster twenty-first-century skills in engineering education. These studies provide initial evidence that scrum practices that infuse leadership development into engineering curriculum is effective at helping engineering students develop critical twenty-first-century skills.Originality/Value
Integrating leadership development into engineering curriculum is not yet commonplace, with many institutions separating it from engineering coursework. This paper describes an approach for integrating the two, and provides initial evidence that it can be done effectively, without sacrificing students’ experience or mastery of engineering content.7.
Purpose
Research examining learner control of adult web-based instruction has been inconsistent, showing both positive and negative effects on learning outcomes. In addition, the specific implementation decisions made across studies that are labeled “learner control” often differ dramatically. The purpose of the present study was to provide a theoretical framework by which to understand objective learner control and to empirically test it.Design/Methodology
In this study, a nine-dimensional hierarchical framework of objective learner control was developed from an extensive literature review. This framework includes instructional control (skip, supplement, sequence, pace, practice, and guidance control), style control (i.e., control of aesthetic training characteristics), and scheduling control (time and location control). Hypothesized effects were tested meta-analytically.Findings
Findings suggested that (1) types of learner control are almost always confounded in experimental learner control research; (2) objective learner control is not a multidimensional construct but instead of a set of related design choices; (3) across types, learner control is generally effective in skill training but varies greatly in knowledge training and in terms of reactions; and (4) sequence control is the only type that generally does not harm either learning or reactions across contexts.Implications
Given the significant confounding present in most of the literature, learner control researchers are recommended to isolate specific control features. Practitioners should identify specific targeted outcomes and choose features according to those goals.Originality/Value
This is the first study to propose and test a theoretically derived framework of objective learner control, providing a roadmap for research and state-of-the-art practice.8.
Purpose
This study draws from social comparison theory to explore why and under which circumstances individuals receiving idiosyncratic deals (i-deals) are likely to help their co-workers.Design
Data were collected with an alumni association of engineers. Participants completed two questionnaires (N = 182 at Time 2).Findings
We find that the relationship between i-deals and helping behavior is not direct, but is mediated by organizational-based self-esteem. This relationship is stronger when i-deal recipients believe that their co-workers do not have the opportunity to get i-deals for themselves.Implications
I-deal recipients are expected to help their colleagues because helping colleagues is consistent with the positive self developed thanks to i-deals. When co-workers have the opportunity to get i-deals for themselves, social comparison between the i-deal recipient and colleagues is likely to be more salient, which strengthen the indirect relationship between i-deal and helping behavior.Originality
This study tests i-deals from the vantage point of social comparison theory rather than from the perspective of social exchange. We thereby provide a richer account of the complexities involved in helping behavior. By exploring contextual variables that are likely to trigger social comparisons, we also expect to better understand the circumstances under which i-deals are likely to be associated with helping behavior.9.
Janelle H. Cheung Deanna K. Burns Robert R. Sinclair Michael Sliter 《Journal of business and psychology》2017,32(4):347-361
Purpose
Amazon Mechanical Turk is an increasingly popular data source in the organizational psychology research community. This paper presents an evaluation of MTurk and provides a set of practical recommendations for researchers using MTurk.Design/Methodology/Approach
We present an evaluation of methodological concerns related to the use of MTurk and potential threats to validity inferences. Based on our evaluation, we also provide a set of recommendations to strengthen validity inferences using MTurk samples.Findings
Although MTurk samples can overcome some important validity concerns, there are other limitations researchers must consider in light of their research objectives. Researchers should carefully evaluate the appropriateness and quality of MTurk samples based on the different issues we discuss in our evaluation.Implications
There is not a one-size-fits-all answer to whether MTurk is appropriate for a research study. The answer depends on the research questions and the data collection and analytic procedures adopted. The quality of the data is not defined by the data source per se, but rather the decisions researchers make during the stages of study design, data collection, and data analysis.Originality/Value
The current paper extends the literature by evaluating MTurk in a more comprehensive manner than in prior reviews. Past review papers focused primarily on internal and external validity, with less attention paid to statistical conclusion and construct validity—which are equally important in making accurate inferences about research findings. This paper also provides a set of practical recommendations in addressing validity concerns when using MTurk.10.
Purpose
This study investigated the consequences of manager feedback orientation in the manager-as-coach process. Integrating theories of feedback and coaching, we examined the extent to which manager feedback orientation was related to indicators of effective coaching and subordinate feedback orientation.Design/methodology/approach
One hundred three manager–subordinate dyads participated in this study.Findings
Managers who value feedback for themselves (high feedback orientation) were viewed as better coaches as assessed through employee perceptions of coaching behaviors, the coaching relationship, and the feedback environment. Manager feedback orientation was also related to subordinate feedback orientation, and this relationship was mediated by the coaching effectiveness indicators.Implications
This study demonstrated that the coaching manager with higher feedback orientation is viewed as more effective than the coaching manager with lower feedback orientation. This study assesses previously untested theories of coaching and demonstrates the value of manager feedback orientation in the coaching process.Originality/value
This is the first study to integrate the feedback and coaching literatures to test derived hypotheses regarding feedback orientation in the manager-as-coach framework.11.
Purpose
Questionable research or reporting practices (QRPs) contribute to a growing concern regarding the credibility of research in the organizational sciences and related fields. Such practices include design, analytic, or reporting practices that may introduce biased evidence, which can have harmful implications for evidence-based practice, theory development, and perceptions of the rigor of science.Design/Methodology/Approach
To assess the extent to which QRPs are actually a concern, we conducted a systematic review to consider the evidence on QRPs. Using a triangulation approach (e.g., by reviewing data from observations, sensitivity analyses, and surveys), we identified the good, the bad, and the ugly.Findings
Of the 64 studies that fit our criteria, 6 appeared to find little to no evidence of engagement in QRPs and the other 58 found more severe evidence (91 %).Implications
Drawing upon the findings, we provide recommendations for future research related to publication practices and academic training.Originality/value
We report findings from studies that suggest that QRPs are not a problem, that QRPs are used at a suboptimal rate, and that QRPs present a threat to the viability of organizational science research.12.
Purpose
In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors.Design/Methodology/Approach
Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives.Findings
We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors.Implications
Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their employees’ contribution to the organization.Originality/Value
Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.13.
Matt C. Howard James L. Farr Alicia A. Grandey Melissa B. Gutworth 《Journal of business and psychology》2017,32(6):673-690
Purpose
The current article reviews extant knowledge on courage and identifies a dimension of courage relevant to modern organizations, social courage, which is an (a) intentional, (b) deliberate, and (c) altruistic behavior that (d) may damage the actor’s esteem in the eyes of others. Through a multiple-study process, quantitative inferences are derived about social courage, and the Workplace Social Courage Scale (WSCS) is created.Design
Four studies using seven samples analyze the WSCS’s psychometric properties, internal consistency, method effects, discriminant validity, convergent validity, concurrent validity, and utility. Many of these are investigated or replicated in largely working adult samples.Findings
Each aspect of the WSCS approaches or meets specified guidelines. Also, social courage is significantly related to organizational citizenship behaviors, and the construct may relate to many other important workplace outcomes.Implications
The current study is among the first to quantitatively demonstrate the existence of courage as a construct, and the discovered relationships are the first statistical inferences about social courage. Future research and practice can now apply the WSCS to better understand the impact of social courage within the workplace.Originality
Despite many attempts, no author has created a satisfactory measure of courage, and the current article presents the first successful measure through focusing on a particular courage dimension—social courage. Future research should take interest in the created measure, the WSCS, as its application can derive future inferences about courage and social courage.14.
15.
Garett N. Howardson Michael N. Karim Ryan G. Horn 《Journal of business and psychology》2017,32(3):317-334
Purpose
This research advances understanding of empirical time modeling techniques in self-regulated learning research. We intuitively explain several such methods by situating their use in the extant literature. Further, we note key statistical and inferential assumptions of each method while making clear the inferential consequences of inattention to such assumptions.Design/Methodology/Approach
Using a population model derived from a recent large-scale review of the training and work learning literature, we employ a Monte Carlo simulation fitting six variations of linear mixed models, seven variations of latent common factor models, and a single latent change score model to 1500 simulated datasets.Findings
The latent change score model outperformed all six of the linear mixed models and all seven of the latent common factor models with respect to (1) estimation precision of the average learner improvement, (2) correctly rejecting a false null hypothesis about such average improvement, and (3) correctly failing to reject true null hypothesis about between-learner differences (i.e., random slopes) in average improvement.Implications
The latent change score model is a more flexible method of modeling time in self-regulated learning research, particularly for learner processes consistent with twenty-first-century workplaces. Consequently, defaulting to linear mixed or latent common factor modeling methods may have adverse inferential consequences for better understanding self-regulated learning in twenty-first-century work.Originality/Value
Ours is the first study to critically, rigorously, and empirically evaluate self-regulated learning modeling methods and to provide a more flexible alternative consistent with modern self-regulated learning knowledge.16.
Purpose
The purpose of this study was to investigate how high-quality dyadic co-worker relationships (CWXs) favour or hinder team performance. Specifically, we examine the role played by CWX, team creative environment, job complexity and task interdependence to achieve higher levels of team performance.Design/Methodology/Approach
We analyse data from 410 individuals belonging to 81 R&D teams in technology sciences to examine the quality of the dyadic relationships between team members under the same supervisor (co-workers) and team performance measured by the number of publications as their research output.Findings
Higher levels of team average CWX relationships are positively related to the establishment of a favourable creative team environment, ending into higher levels of team performance. Specifically, the role played by team average CWX in such relationship is stronger when job complexity and task interdependence are also high.Implications
Team’s output not only depends on the leader and his/her relationships with subordinates but also on quality relationships among team members. CWXs contribute to creative team environments, but they are essential where jobs are complex and tasks are highly dependent.Originality/Value
This study provides evidence of the important role played by CWXs in determining a creative environment, irrespective of their leaders. Previous research has provided information about how leader’s role affects team outcomes, but the role of dyadic co-worker relationships in a team remains still relatively unknown. Considering job complexity and task interdependence variables, the study provides with a better understanding about how and when high-quality CWXs should be promoted to achieve higher team performance.17.
Dana McDaniel Sumpter Cristina B. Gibson Christine Porath 《Journal of business and psychology》2017,32(2):131-145
Purpose
The purpose of this research is to investigate how organizations can best facilitate an empowered workforce that makes autonomous decisions and acts expediently, which the literature on high performing organizations posits will increase the likelihood of sustained performance and retaining competitive advantages. We introduce a novel mechanism for encouraging such behaviors and pursuant outcomes: vicarious learning from a supervisor who demonstrates autonomy and expediency.Design/Methodology/Approach
We drew experimental data from a sample of participants who underwent a managerial simulation, and used these data to investigate relationships between the vicarious learning of empowered behaviors and individual task performance (n = 100).Findings
Results indicate that when supervisors behave with autonomy and expediency this both increases the extent to which individuals behave similarly, and is associated with enhanced individual performance. Further, we find that expedient behavior fully mediates the relationship between empowered supervisor behavior and performance.Implications
Findings show that supervisors need not necessarily engage directly in empowering others. Rather, by modeling behaviors, supervisors can craft a context where employees may act with autonomy and efficiency. This provides an opportunity for empowerment that is both actionable and cost-effective.Originality/Value
This is the first study to consider empowerment as a managerial phenomenon that can be vicariously learned, integrating theories of social learning and empowerment, and extending existing empowerment constructs (including psychological and structural) to develop an indirect, yet potent means of encouraging empowered behavior.18.
Tatjana Voß Karoline Klemke Vera Schneider-Njepel Schneider-Njepel Hans Ludwig Kröber 《Forensische Psychiatrie, Psychologie, Kriminologie》2016,10(1):21-31
Background
Since 2010 a total of 15 individually justified, therapeutically accompanied treatment-free intervals from antiandrogenic treatment (ADT) have been carried out in the Forensic Therapeutic Outpatient (FTA) department in Berlin.Material and methods
This article describes the conditions under which a responsible and legally justifiable cessation of ADT can be carried out.Results
In all 15 of the investigated stable, forensically rehabilitated patients who had been on long-term psychotherapeutic treatment, no criminally prognostic or clinically relevant destabilization has so far occurred, which would have necessitated cessation of the treatment-free interval with resumption of the antiandrogenic depot medication.Conclusion
The short-term experiences from the clinical aftercare practice have so far shown that in a strictly structered aftercare setting with continuous clinical monitoring, it is possible to withdraw even long-standing antiandrogenic medication. This is important not least to attest the argumentation for a removal of supervision of conduct in case destabilization does occur. Further long-term longitudinal investigations will be the subject of later publications.19.
Paul D. Bliese Mark A. Maltarich Jonathan L. Hendricks 《Journal of business and psychology》2018,33(1):1-23
Purpose
Multilevel mixed effects models are widely used in organizational behavior and organizational psychology to test and advance theory. At times, however, the complexity of the models leads researchers to draw erroneous inferences or otherwise use the models in less than optimal ways. We present nine take-away points intended to enhance the theoretical precision and utility of the models.Approach
We demonstrate our points using two types of simulated data: one in which group membership is irrelevant, and the other in which relationships exist only because of group membership. We then demonstrate that the effects we observe in simulated data replicate in organizational data.Findings
Little that we address will be new to methodology experts; nonetheless, we draw together a variety of points that we believe will help advance both theory and analytic rigor in multilevel analyses.Implications
We make two points that run somewhat counter to conventional norms. First, we argue that mixed-effects models are appropriate even when ICC(1) values associated with the outcome data are small and non-significant. Second, we show that high ICC(2) values are not a prerequisite for detecting emergent multilevel relationships.Originality/Value
The article is designed to be a resource for researchers who are learning about and applying mixed-effects (i.e., multilevel) models.20.
Janneke K. Oostrom Klaus G. Melchers Pia V. Ingold Martin Kleinmann 《Journal of business and psychology》2016,31(2):279-291