Social comparison processes in an organizational context: New directions

The goal of this article is to frame some new directions to social comparison research in organizational settings. Four themes are developed. First, we examine the role of organizational variables in shaping the basic sub processes in social comparison, such as the selection of referents. The second theme focuses on the meaning of level of analysis in social comparison processes. The third theme develops how time can enhance our understanding of social comparison. Lastly, we explore some methodological issues inherent in the three prior themes.     

组织情境中腐败的研究进展

随着公司各类丑闻和腐败事件的不断曝光,腐败受到管理学领域的广泛关注。本文基于腐败的定义,对个体腐败和组织腐败的影响因素加以回顾,从动态和多层次的视角总结了腐败从个体现象演变成群体或组织现象的过程模型,主要包括腐败常规化模型、道德推脱模型、社会认同模型和情绪诱发模型。最后,从探索其他影响因素及交互作用、对群体腐败提出假设并检验、进一步构建腐败理论三个方面对该领域的未来研究方向做出展望。     

Thinking Creatively at Work: Organization Influences on Creative Problem Solving

In this article, we consider how peoples' creative problem solving efforts are influenced by characteristics of the organizations in which they work. We begin examining the situations which call for creative problem solving at work. We then consider the kinds of processes people must apply to solve these problems. Additionally, we describe certain organizational variables that might help or hinder effective application of these processes.' Some conclusions-are drawn concerning how these variables act to influence creative problem solving at work. The implications of these observations for future research are discussed.     

Social comparison in virtual work environments: An examination of contemporary referent selection

The current trend with organizations is to streamline operations, cut cost, and operate with fewer employees (i.e., to do more with less). This trend has encouraged events such as downsizing and mergers as well as fostered the development of virtual work environments and new organizational forms like virtual organizations. Consequently, this change in organizational forms and the context of work has the potential to cause other associated consequences. One possible consequence is a change in the availability and type of referent others available. Likewise, a better understanding of worker referent choice remains a common issue of debate among researchers of comparison theories. This paper examines how referent selection relative to worker social comparison is (and will be) affected by the changing nature of organizations and the context of work.     

Twelve steps to heaven: Successfully managing change through developing innovative teams

In this article we propose that work teams implement many of the innovative changes required to enable organizations to respond appropriately to the external environment. We describe how, using an input?–?process?–?output model, we can identify the key elements necessary for developing team innovation. We propose that it is the implementation of ideas rather than their development that is crucial for enabling organizational change. Drawing on theory and relevant research, 12 steps to developing innovative teams are described covering key aspects of the team task, team composition, organizational context, and team processes.     

Communication Networks in the Diffusion of an Innovation in an Organization1

Research on decision-making processes and the diffusion of innovations in organizations has been focused on the influence of formal organizational structures. Since the successful implementation of most innovations requires the cooperation of employees, it is important to investigate how employees' knowledge, opinions, and individual decisions concerning an innovation are influenced by other employees. The present study investigates how information acquisition and adoption decisions of employees are influenced by the quantity and strength of their informal communication ties in the organization, and how strong this influence is in comparison with influence from formal communication sources. Results indicate that formal communication sources contributed more to the process of information diffusion, whereas informal communication sources (especially the employees' strong ties), were more influential on attitudes and adoption intentions.     

Corporate Social Responsibility, Applicants’ Individual Traits, and Organizational Attraction: A Person–Organization Fit Perspective

The purpose of this study is to explore whether different aspects of corporate social responsibility (i.e., economic, legal, and ethical) have independent association with job applicants?? attraction to organizations and how applicants combine the information. Further, from a person?Corganization fit perspective, we examine whether applicants are attracted to organizations whose corporate social responsibility (CSR) reflects their differences in ethical predispositions (i.e., utilitarianism and formalism) and Machiavellianism. Using factorial design, we created scenarios manipulating CSR and pay level. Participants read each scenario and answered questions about their attraction to the organization depicted in the scenario. We found that each aspect of CSR had an independent relationship with organizational attraction and the probability of accepting a job offer. Participants combined information from each type of CSR in an interactive, configural manner. Applicants with different ethical predispositions and Machiavellianism personality were affected by CSR to different extents. Understanding how job applicants evaluate CSR information may give managers an opportunity to influence applicant attraction. Further, our study shows that organizations may be able to maximize the utility of their CSR investments by selectively conveying CSR information in recruitment brochures that are attractive to their ideal applicants. This is the first study to examine how job applicants form their perception based upon different configurations of the multiple aspects of CSR. In addition, this is the first study to examine the moderating effect of individual differences in ethical predispositions and Machiavellianism on the relationship between CSR and applicant attraction.     

From “I” to “We”: Different forms of identity,emotion, and belief predict victim support volunteerism among nominal and active supporters

Understanding how to attract and maintain volunteers is crucial for the operation of victim support organizations. We propose that volunteerism can be understood in a similar way as collective action. Active (N = 99) and nominal supporters (N = 134) completed measures of identities (personal, social, and organizational), emotions (sympathy, outrage, and pride), and efficacy beliefs (self‐, group, and organizational). The results revealed a different pattern of predictors of volunteerism for the two samples. Among nominal supporters, commitment to volunteerism was predicted by personal identity (“I”), sympathy, and self‐efficacy; among the actively engaged, volunteerism was predicted by social identity (“we”), outrage, and self‐efficacy. These results suggest that engagement with volunteerism is associated with qualitatively different processes for those nominally versus actively supportive of volunteer efforts.     

Antecedents and consequences of the frequency of upward and downward social comparisons at work

The current paper examines the dispositional and situational antecedents, as well as the attitudinal and behavioral consequences, of the frequency of upward and downward social comparisons. We predicted social comparison frequency would be influenced by uncertainty-related antecedents, and that social comparisons in organizations would be characterized by contrast, not assimilation, effects. A large and occupationally diverse sample of 991 employed adults was surveyed at three separate points in time over a 12–16 week period. Our results, based on structural equation modeling, indicated that (a) role ambiguity, task autonomy, and core self-evaluations were significant predictors of upward social comparison, (b) upward social comparison was significantly negatively related to job satisfaction and affective commitment, (c) downward social comparison was significantly positively related to job satisfaction and affective commitment, and (d) upward and downward social comparisons had significant positive and negative indirect effects on the frequency of job search behaviors, respectively. The findings are discussed in terms of their general implications for understanding the importance of directional social comparison processes in organizational settings.     

Reproducing gender inequalities? A critique of realist assumptions underpinning personnel selection research and practice

Occupational discrimination and segregation along gendered lines continue to be seen as problematic throughout the UK and the USA. Women continue to be attracted to occupations that are considered to be women's work, such as clerical, secretarial and personal service work, and inequalities persist even when women enter traditional male domains such as management. Work psychology's chief, though indirect, contribution to this field has been through personnel selection research, where methods aimed at helping organizations to make more fair and unbiased selection decisions have been carefully examined. Our aim in this paper is to argue that, on their own, such methods can make very little difference to the position of women (and other minorities) in work organizations. The processes that are fundamental to organizational attraction and adjustment cannot, we contend, be understood adequately through reductionist approaches that treat organizational and individual characteristics as context independent realities. Drawing on critical management research and using the specific example of police work, we argue that work roles and work identities can be more fruitfully understood as social constructions that, when deconstructed, illuminate more powerfully how processes that lead to the relative subordination of women (and other groups) are both reproduced and challenged.     

Représentations des compétences,une approche psychosociale

This paper presents studies conducted within the framework of social psychological theories and bearing on representations of competences (RC). The purpose is to demonstrate the social anchoring of such representations. We describe several processes that vary according to the type of occupation, organizational rationalities and intergroup relations. Study 1 shows that trainers and psychologists differ in the way they conceive the competences of unemployed people. Study 2 suggests that RC are tied with status and power games within organizations. Study set 3 shows that variations in representations of ingroup/outgroup competences can be explained by intergroup relations and identity phenomena. Theoretical and practical implications in the area of work and organizational psychology are discussed.     

Methodology for studying research networks in the developing world: Generating information for science and technology policy

Science and technology policy in the developing world involves special problems since much of the financial support for S&;T originates outside the countries where research is done. The development of information for policy and strategic planning decisions is therefore critical for national research policymakers, international organizations, and donors. However, prior attempts have been plagued by serious methodological problems. We describe a multifaceted approach for generating systematic information on scientific and technological institutions in developing countries based on the concept of the research system as a multiorganizational network. By providing an account of how this approach was implemented in a three-country study we hope to shed light on several related problems in developing information for policy. First, how can relevant actors in research systems be identified? Second, how can a national research system be systematically surveyed? Third, how can system-wide estimates of organizational linkages and performance be obtained?     

Exploring the neural basis of fairness: A model of neuro-organizational justice

Drawing from the literature in neuroeconomics, organizational justice, and social cognitive neuroscience, I propose a model of neuro-organizational justice that explores the role of the brain in how people form fairness judgments and react to situations of fairness and/or unfairness in organizations. The model integrates three levels of analysis: (a) behavioral, (b) mental (cognitive and emotional), and (c) neural. The behavioral level deals with motivated actions displayed by the individual; the mental level deals with information processing mechanisms and emotional arousal; and the neural level concerns the brain systems instantiating mental processes. The paper also describes a fairness theory of mind that could help managers improve their ability to create fair working environments. The model’s implications for further research and management practice are discussed.     

工作场所不文明行为受害者向实施者反转的机制

梳理和归纳了导致工作场所不文明行为的受害者反转为实施者的组织事件, 包括团队层次的不作为领导行为和领导不文明行为以及个体层次的同事不文明行为。借助事件系统理论对受害者反转为实施者的认知过程进行了说明, 如果组织事件的强度足够引起受害者的控制化信息加工, 则其可能改变自己的原有行为进而实施工作场所不文明行为; 根据社会信息加工理论, 受害者的控制化信息加工可以通过三条路径实现, 即学习过程, 归因过程和道德判断过程。建议未来研究进一步探讨情绪和认知两者在不文明行为受害者角色反转中的作用, 以及工作领域之外的因素在其中的作用, 并且能够使用日记研究法进行验证; 未来研究还可以探讨工作场所不文明行为的旁观者反转为实施者的机制。     

Self-transcendent emotions and their influence on organizational effectiveness: A literature review and synthesis

Self-transcendent emotions are positive emotions that arise out of other-focused appraisals. These emotions shift attention from the self to the needs and concerns of others. Limited work, however, focuses on self-transcendent emotions and the underlying cognitive and behavioural mechanisms by which they benefit organizations. We review the disparate streams of research on self-transcendent emotions and detail the thought-action repertoires of four self-transcendent emotions (compassion, gratitude, inspiration, and awe), explaining how each contributes to effective organizational functioning. Central to achieving this aim is the broaden-and-build theory. We show how the four self-transcendent emotions broaden cognitive processes and build the necessary resources leading to specific positive organizational outcomes. We conclude our review with four themes: (a) the importance of delineating levels of analysis in self-transcendent emotion research, (b) acknowledging contextual and cross-cultural differences shaping the experience of self-transcendent emotions, (c) addressing measurement concerns, and (d) the examination of other self-transcendent emotions. In effect, we synthesize the positive psychology and organizational behaviour literature, generating a framework that prompts theoretical and practical considerations for the role of self-transcendent emotions in organizations.     

Organization structure as a moderator of the relationship between procedural justice,interactional justice,perceived organizational support,and supervisory trust

Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses.     

Complexity,evolution, and creativity in new management theories … or,in other words,what is the connection between an immune system network and a corporation?

Many studies about organizational experiences and theories converge today in the idea that the economic factor, most competitive now in the production of value, is the de-materialization of the economical and organizational processes. Immaterial factors (like knowledge, services, information, relationships, virtual transactions, etc.) are the competitive and crucial innovations for future competition and, at the same time, the most important criteria to rethinking and understanding the future organization. If this is true, we can realize that every person in organizations, every personal history in organizations, or better the evolutionary uniqueness of every person in organizations, is the real depositary and bearer of this de-materialization.     

Beyond family-friendly: The construct and measurement of singles-friendly work culture

Although research has examined work-family issues and organizational support for employees’ family responsibilities, few studies have explored the work-life issues of single employees without children. The current study examines single employees’ perceptions of how their organizations support their work-life balance in comparison to employees with families. A multi-dimensional scale is developed assessing five dimensions of singles-friendly culture: social inclusion, equal work opportunities, equal access to benefits, equal respect for nonwork life, and equal work expectations. Employees with families perceived more equity in most of these facets than did singles. Managerial and professional employees with higher incomes also perceived their organizations as more singles-friendly. Finally, social inclusion predicted organizational commitment for single employees, and this effect was mediated by perceived organizational support. In contrast, more equal work opportunities were related to lower turnover intentions among childfree singles.     

Affective Influences on Judgments and Behavior in Organizations: An Information Processing Perspective

This article reviews and integrates recent research in experimental social psychology and organizational behavior demonstrating the pervasive influence that affective states or moods have on judgments, decision making, and behavior in organizations. An information processing theory, the Affect Infusion Model (AIM) is described that can account for many of the empirical findings and also provides a promising theoretical base for future research in this area. The article reviews a range of experimental and applied studies consistent with the predictions of this model, demonstrating the role of information processing strategies in moderating affective influences on organizational behavior. Specifically, we discuss the influence of affect on such work-related behaviors as worker motivation, creativity and performance, interpersonal judgments and communication, performance appraisal judgments and selection interviews, organizational spontaneity, employee flexibility and helpfulness, absenteeism, and bargaining and negotiation behaviors. The implications of the information processing approach for understanding the influence of affect on organizational behaviors are discussed, and we argue for the greater integration of affect into contemporary theorizing and research in organizational settings.     

Managing diversity in organizations: An integrative model and agenda for future research

The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations, we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs), and societal factors (e.g., legislation, socioeconomic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model, we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.