Alle Publikationen
2018
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(2018): Looking beyond - socialization tactics. The role of human resource systems in the socialization process. In: Human Resource Management Review 28 (2), S. 220-233. DOI: 10.1016/j.hrmr.2017.06.004
Abstract: Previous research questions whether the association between socialization tactics and human resource systems has been properly explored. Based on theory, we present a framework that links socialization tactics and human resource systems for various groups of newcomers. In doing so, we contribute to academic theory by exploring the under-researched areas of the content and context of socialization tactics, while illustrating helpful practices to retain key newcomers in organizations. The article provides new insights into socialization tactics and human resource systems by bridging the two theoretical areas, opening up this conceptual space for examination by organizational scholars. We also discuss the theoretical and practical implications for human resource scholars and practitioners accordingly. zitiert von 3
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(2018): The Academic Conference as a Chilly Climate for Women. Effects of Gender Representation on Experiences of Sexism, Coping Responses, and Career Intentions. In: Sex Roles 78 (5-6), S. 394-408. DOI: 10.1007/s11199-017-0800-9
DOI: https://doi.org/10.1007/s11199-017-0800-9 Abstract: Across many disciplines, women are underrepresented in faculty positions relative to men. The present research focuses on the academic conference as a setting because it is a gateway to an academic career and a context in which women might experience sexism. We surveyed 329 presenters (63% women) from three U.S. national academic conferences, which differed in women-to-men ratios, about their perceptions of the conference climate, their coping tactics (e.g., gender performance, silence, or voice), and their intentions to exit the conference or academia. The greater the representation of women at the conference relative to men, the less likely were women to perceive sexism and to feel they had to behave in a masculine manner in that setting. In contrast, women who perceived the conference as sexist and felt silenced also expressed increased intentions to exit from academic careers. Men’s perceptions of sexism predicted increased intentions to exit from that particular co nference , but not from academia. Because conferences signal the norms of a discipline, it is important to explore their climates as they relate to gender. Perhaps especially for new and aspiring female academics, they may signal devalued status and lack of fit and as such play an inadvertent role in the 'leaky pipeline.' We discuss strategies that conference organizers could implement to mitigate sexist climates, including broader inclusion of women in speaking and leadership roles and explicit attention to cues that women belong. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2018): Keep calm and carry on (ethically). Durable moral courage in the workplace. In: Human Resource Management Review 28 (2), S. 116-130. DOI: 10.1016/j.hrmr.2017.05.011
Abstract: We develop a model of factors that enable morally courageous actors to carry on even after encountering organizational opposition. The model specifies that durable moral courage facilitates continued moral action and that demoralization inhibits it, and presents the perceived manageability of the organizational response as a factor affecting the extent to which an actor experiences durable moral courage and/or demoralization. It is proposed that moral efficacy, hardiness, and planning for endurance insulate the actor before an act of moral courage, by enhancing the perceived manageability of the organizational response; and that emotional self-regulation fortifies the actor by enhancing the perceived manageability of that response once it comes. It is also posited that moral efficacy and hardiness contribute directly to durable moral courage, hardiness and planning for endurance increase durable moral courage by promoting moral efficacy, and emotional self-regulation augments planning for endurance. Implications for research and practice are offered. zitiert von: 2
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(2018): Moral Emotions Toward Others at Work and Implications for Employee Behavior. A Qualitative Analysis Using Critical Incidents. In: Journal of Business and Psychology 33 (1), S. 155-180. DOI: 10.1007/s10869-016-9484-3
DOI: https://doi.org/10.1007/s10869-016-9484-3 Abstract: We propose a theoretical framework for and, via critical incidents, inductively investigate (a) the situations that trigger moral emotions toward others at work and (b) worker responses to these situations. Critical incidents were collected from a heterogeneous sample of 423 workers. Participants described an incident that caused each of four moral emotions (gratitude, anger, admiration, and contempt) and their response. Incidents and responses were coded, and frequencies, differences across the moral emotions, and associations between incidents and responses were analyzed. Several morally relevant situations at work were found to trigger the moral emotions. Participants responded in ways that had implications for their performance and their own well-being. The incidents largely align with moral foundations theory (Haidt and Graham in Social Justice Research, 20, 98–116, 2007). Responses also show evidence for social exchange, social learning, and rational expectancy-ba sed proc esses and behavior. The incidents specify several practices for managers and organizations to encourage and avoid. This was the first qualitative study of moral emotions at work and one of the few workplace studies to examine these emotions empirically. Several understudied factors and behavioral responses emerged. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
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(2018): Organizational socialization of newcomers. The role of professional socialization. In: International Journal of Training and Development 22 (2), S. 87-106. DOI: 10.1111/ijtd.12120
DOI: https://doi.org/10.1111/ijtd.12120 Abstract: Organizational socialization is the process through which newcomers learn the requisite social and task knowledge in order to resolve role uncertainty and become organizational insiders. Successful socialization of newcomers implies better retention of employees, higher productivity, and reduced recruitment and training costs. Many organizational newcomers undergo professional socialization through education and related work experience during their schooling. These newcomers may respond differently to an organization's efforts to socialize them when compared with newcomers without any related professional education or work experience. The importance of prior work experience and professional education for organizational socialization of newcomers, however, has received attention only recently. The aim of the research reported in this paper is to investigate the moderating effects of prior related work experience and professional education on the relationship between organi zational socialization tactics and newcomer's adjustment. The study was conducted with a sample of new graduates from an Asian university. Findings show that prior related work experience and professional education moderate the effects of socialization tactics on newcomer's role clarity, role conflict and organizational commitment. The moderators have effects on different outcomes and in opposite directions. The paper discusses theoretical and practical implications of these findings. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
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(2018): Social and emotional intelligence process-driven training. Liautaud Institute and servant leadership. ProQuest Information & Learning, US.
Abstract: Due to flattened organizations, market volatility, and globalization there is a need for socially and emotionally intelligent leaders to nurture and empower teams for organizational success. There is a disconnect between the learning programs provided for leaders by organizations and learning that focuses upon social and emotional intelligence learning. There are many programs advertised via the Internet that purport to increase social and emotional intelligence in participants but lack the scholarly research that may prove or disprove their claims. This study homed in upon the process-driven training program created by the Liautaud Institute of the University of Illinois quantitatively evaluating their archived data of pre-and post PDT self-surveys by leader participants and pre-and post PDT surveys of their direct reports. After correcting for self-selection bias our findings revealed significant problems with the data and our assumptions. The further implications of this study contributed to existing theory and offer recommendations for future studies. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
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(2018): Garfinkel on strategy. Using ethnomethodology to make sense of “rubbish strategy”. In: Critical Perspectives on Accounting 53, S. 31-42. DOI: 10.1016/j.cpa.2017.03.008
Abstract: This paper has three aims. First, it presents what the term ethnomethodology means and explains some of its central concepts and tenets. Second, the paper illustrates an ethnomethodological approach to studying strategy by drawing on a fieldwork study of the development of a waste management strategy in a UK Local Authority, conducted by the first author. Third, the distinctive approach that ethnomethodology takes to the study of social organization is presented in order to outline what it could offer to the understanding of strategic organization in particular. The paper concludes by discussing the insights that ethnomethodology can offer in the strategic management field, including existing applications and potential future lines of enquiry, particularly in the field known as Strategy-as-Practice. The conclusion advocates a move away from rational analytic models, proclamations and prescriptive treatments of strategy towards studying the more mundane work that enables strategic action to take place, notably the production of accounts of various kinds. It is argued that through accounts, members produce the social facts that generate ‘strategies’ of various kinds. This necessitates studying fact production ‘in flight’. Strategic organization is thereby conceptualised as an ongoing achievement of member’s ethno- methods for producing it. zitiert von 2
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(2018): Incorporating a gender approach in the hospitality industry. Female executives’ perceptions. In: International Journal of Hospitality Management, S. 184-193. DOI: 10.1016/j.ijhm.2018.05.008
Abstract: Despite the increasing presence of women in the hospitality labour market, empirical evidence shows persistent horizontal and vertical segregation, as well as a pay gap - a situation that perpetuates lost opportunities for the industry. Based on Barbara Risman’s model “Gender as a Social Structure” as a leading reference, the paper provides a gender based approach for the hospitality industry. Risman’s three levels of analysis (Individual, Interactional and Institutional) are completed with an Intersectional level, conforming the “Gender as a Social Structure in the Hospitality Industry” model. This model aims at identifying factors that cause discrimination among female executives. The methodology is based on thirty semi-structured in-depth interviews with female executives in the Spanish hospitality industry. The results show that the influence of self-imposed barriers, gender roles, problems associated with work-life conciliation and issues related to gendered organizations are the main factors that hinder achieving gender equality.
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(2018): The interplay of rules, asymmetries in language fluency, and team dynamics in culturally diverse teams. In: Cross Cultural & Strategic Management 25 (1), S. 157-182. DOI: 10.1108/CCSM-08-2016-0157
DOI: https://doi.org/10.1108/CCSM-08-2016-0157 Abstract: Purpose: The purpose of this paper is to explore how newly formed culturally diverse project teams develop and implement rules, and how these processes may be affected by language-fluency asymmetries. Design/methodology/approach: Using a case-study research design, the authors investigated three multicultural project teams within a management integration program in a multinational company in France. Their complete data set includes 37.5 hours of observations and 49 hours of semi-structured interviews. Findings: Findings revealed that subgroups formed on the basis of language-fluency and this affected the development and implementation of rules. While rule-setting mechanisms emerged across teams, they varied in form. On the one hand, tightly structured rules emerged and rules were rigidly applied when there were greater language inequalities. In contrast, implicit behavior controls guided interactions when language-fluency subgroupings were less salient. The findings also revealed that the alignment of other individual attributes with language fluency reinforced subgroup divisions, further impacting the rule development and implementation processes. Practical implications: Understanding rule development and implementation in culturally diverse teams and how these processes are impacted by language disparities enables managers to help members develop more successful behavioral patterns by keeping language-fluency (and other) attributes in mind. Originality/value: The study extends and complements previous team research by providing in-depth insights into the process of rule development and implementation. It demonstrates the impact of language-fluency asymmetries and subgroup dynamics on these processes. The authors propose a model to capture the processes by which culturally diverse teams create rules, and how the rule-setting mechanisms might be moderated by faultlines such as language-based disparities. (PsycINFO Database Record (c) 2018 APA, all r ights re served) zitiert von 1
2017
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(2017): Enhancing managerial effectiveness via four core facets of emotional intelligence. Self-awareness, social perception, emotion understanding, and emotion regulation. In: Organizational Dynamics 46 (3), S. 140-147. DOI: 10.1016/j.orgdyn.2017.05.007
DOI: https://doi.org/10.1016/j.orgdyn.2017.05.007 Abstract: Emotional intelligence–—a concept proposed by academic researchers about 25 years ago–—is a set of capabilities that managers can leverage to be more effective. Equipped with emotional capabilities, managers can leverage opportunities and address challenges that they encounter on a daily basis. Managers can develop better relationships with their employees, influence them more effectively, and have better performing employees and teams to the extent that they leverage emotional intelligence. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
Keywords: Arbeits - und Organisationspsychologie, Awareness, emotion regulation, emotion understanding, Emotional Intelligence, Emotional Regulation, Emotions, Emotionsforschung, Management Personnel, managerial effectiveness, Personalmanagement, self-awareness, Social intelligence, Social Perception, Soziale Intelligenz, Supervisor Employee Interaction -
(2017): On the Malleability of Fairness Ideals. Spillover Effects in Partial and Impartial Allocation Tasks. In: Journal of Economic Psychology, S. 60-74. DOI: 10.1016/j.joep.2017.11.001
Abstract: How malleable are people’s fairness ideals? Although fairness is an oft-invoked concept in allocation situations, it is still unclear whether and to what extent people’s allocations reflect their fairness ideals. We investigate in a laboratory experiment whether people’s fairness ideals are sensitive to spillover effects associated with the specific order of allocation tasks. Participants first generate resources in a real-effort task and then distribute them. In the partial allocation task, the participant determines the earnings for herself and another participant. In the impartial allocation task, the participant determines the earnings for two other participants. We also manipulate the participants’ experience, i.e, whether they took part in similar allocation experiments before. We find that participants are more likely to allocate more resources to themselves than what they earned in the real-effort task when they decide partially. Exclusively for inexperienced participants, deciding impartially first dampens selfish behavior when they decide partially.
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(2017): The Hazard of Teetering at the Top and Being Tied to the Bottom. The Interactive Relationship of Power, Stability, and Social Dominance Orientation with Work Stress. In: Applied Psychology 66 (4), S. 653-673. DOI: 10.1111/apps.12104
DOI: https://doi.org/10.1111/apps.12104 Abstract: This study examines the roles of power, stability, and social dominance orientation (SDO) for work stress. Initial laboratory research has demonstrated that power and the stability of one's power position interact to influence stress. Using a sample of Chinese managers, we replicate and extend this finding in an organisational field setting, illustrating that the interactive role of power and stability hinges on individuals' SDO. Individuals higher (but not lower) in SDO experienced more work stress in unstable high‐power and stable low‐power positions, compared to their counterparts in stable high‐power and unstable low‐power positions. These results underscore the role of stability for understanding the power–stress relationship and emphasise individual differences in needs and motivations as an important boundary condition. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2017): 66 Gebote systemischen Denkens und Handelns in Management und Beratung. 1. Auflage. Heidelberg, Neckar: Carl-Auer Verlag GmbH (Management)
Abstract: In Form von 66 Geboten werden kurze, kompakte Anleitungen und Anregungen zum systemischen Denken und Handeln in Management und Beratung gegeben. Die Gebote sind als Irritationen konzipiert. Sie sollen dazu anregen, den komplexen, unübersichtlichen Alltag der Beratung und des Managements ein wenig "anders" zu sehen. Die Gebote zeigen auf, was es heißt, "in Systemen zu denken", wie Führung und Management zu verstehen sind und wie man unter Beobachtung systemischer Interventionsprinzipien Veränderungen initiieren kann. Zehn Gebote betreffen jeweils eins der sechs Themenfelde "Erkenntnis", "soziale Systeme", "Organisation", "Führung", "Interventionstheorie", "Interventionsprinzipien". Die verbleibenden sechs Gebote verkörpern grundlegende systemische Ideen und Prinzipien. Jedes Gebot ist mit einer passenden Illustration versehen. - Inhalt: (1) Zehn Gebote zur systemischen Erkenntnismethode. (2) Zehn Gebote zum Denken in sozialen Systemen. (3) Zehn Thesen zur Organisation. (4) Zehn Thesen zu Management und Führung. (5) Zehn Thesen zur Interventionstheorie. (6) Zehn Thesen zu nützlichen Interventionsstrategien und -prinzipien. (7) Grundlegende systemische Ideen und Prinzipien. zitiert von 5
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(2017): Justifying Deviant Behavior. The Role of Attributions and Moral Emotions. In: Journal of Business Ethics 141 (4), S. 779-795. DOI: 10.1007/s10551-016-3046-5
Abstract: We present two studies investigating the impact of causal perceptions and the moral emotions of anger, shame, and guilt on the justification of deviant workplace behavior. Study 1 tests our conceptual framework using a sample of undergraduate business students; Study 2 examines a population of practicing physicians. Results varied significantly between the two samples, suggesting that individual and contextual factors play an important role in shaping the perceptual and emotional processes by which individuals form reactions to undesirable affective workplace events. Implications of these findings for the study of ethics, emotions, and attributions, as well as for promoting ethical behavior, are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 9
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(2017): Employee conscientiousness, agreeableness, and supervisor justice rule compliance. A three-study investigation. In: The Journal of applied psychology 102 (11), S. 1564-1589. DOI: 10.1037/apl0000248
DOI: https://doi.org/10.1037/apl0000248 Abstract: Researchers have paid limited attention to what makes organizational authority figures decide to treat their employees either justly or unjustly. Drawing from the actor-focused model of justice, as well as the stereotype content model, we argue that employee conscientiousness and agreeableness can impact the extent to which supervisors adhere to normative rules for distributive, procedural, informational, and interpersonal justice, as a result of supervisors' evaluations of their employees' effort and their liking of the employees. Supervisory compliance with justice rules may, in turn, impact the extent to which employees judge themselves to be treated either justly or unjustly. We tested these possibilities in 3 studies. In Study 1, we utilized a meta-analysis to demonstrate positive relationships between employees' conscientiousness, agreeableness, and their justice perceptions. In Study 2, we conducted 3 experiments to test the causal relationship between employee personality and supervisor intentions to comply with justice rules. In Study 3, we conducted an employee-supervisor dyadic field survey to examine the entire mediation model. Results are discussed in terms of the potential roles that both employees and supervisors may play in shaping employees' justice perceptions. (PsycINFO Database Record zitiert von 1
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(2017): The Relationship between Authoritarian Leadership and Employees' Deviant Workplace Behaviors. The Mediating Effects of Psychological Contract Violation and Organizational Cynicism. In: Frontiers in psychology 8. DOI: 10.3389/fpsyg.2017.00732
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28536550 Abstract: This study investigated the relationship between authoritarian leadership and employees' deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees' DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees' DWB. zitiert von 6
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(2017): Isms and schisms. A meta-analysis of the prejudice-discrimination relationship across racism, sexism, and ageism. In: Journal of Organizational Behavior 38 (7), S. 1076-1110. DOI: 10.1002/job.2187
DOI: https://doi.org/10.1002/job.2187 Abstract: Racism, sexism, and ageism persist in modern day organizations and may translate into workplace discrimination, which can undermine organizational effectiveness. We provide the first meta-analysis comparing the relationships between these three types of prejudice (racism, sexism, and ageism) and three types of workplace discrimination (selection, performance evaluation, and opposition to diversity-supportive policies). Across outcomes, racism was associated with workplace discrimination, whereas sexism was not. Ageism was associated with discriminatory selection and opposition to organizational policies supporting older workers; however, ageism was not related to discriminatory performance evaluation. Consistent with prior research and theory, Implicit Association Test measures were related to subtle discrimination (opposition to diversity-supportive policies) but not deliberate discrimination (selection and performance evaluation). Finally, prejudice was more strongly as sociated with discrimination against real as compared with hypothetical targets. Implications for organizational researchers and practitioners are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2017): A social-cognitive approach to understanding gender differences in negotiator ethics. The role of moral identity. In: Organizational Behavior and Human Decision Processes 138, S. 28-44. DOI: 10.1016/j.obhdp.2016.11.003
DOI: https://doi.org/10.1016/j.obhdp.2016.11.003 Abstract: To date, gender differences in ethics have received little theoretical attention. We utilize a social-cognitive framework to explain why these differences emerge and when women engage in less unethical negotiating behavior than do men. We propose that, relative to men’s, women’s stronger moral identities suppress unethical negotiating behavior. Study 1 establishes a gender difference in moral identity strength through a meta-analysis of over 19,000 people. Study 2 observes gender differences in two aspects of negotiator ethics—moral disengagement and opportunism. Study 3 establishes moral identity strength as an antecedent to negotiator ethics. Finally, Studies 4 and 5 explore financial incentives as a situational moderator. Because financial incentives temporarily decrease the salience of moral identity, they could mitigate gender differences in negotiator ethics, leading women to act more like men. Across both studies, financial incentives impacted women’s (but not men⍊ s) unethical negotiating behavior. Our findings help to explain why and when gender differences in ethics emerge. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von: 7
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(2017): Bowling alone or bowling at all?. The effect of unemployment on social participation. In: Journal of Economic Behavior & Organization 133, S. 213-235. DOI: 10.1016/j.jebo.2016.11.012
Abstract: This article examines the impact of unemployment on social participation using German panel data. We find negative and lasting effects for public social activities but also a retreat of individuals into private life. Issues of selection and endogeneity are addressed by using plant closures as exogenous entries into unemployment. Social norms and labour market prospects are shown to be relevant for explaining these findings. Our results advance the understanding of the consequences of unemployment for human well-being, highlight an hitherto unexplored channel through which unemployment influences economic outcomes (via changes in social capital) and point to an alternative explanation of unemployment hysteresis based on access to information.
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(2017): Stressing the Advantages of Female Leadership Can Place Women at a Disadvantage. In: Social Psychology 48 (1), S. 28-39. DOI: 10.1027/1864-9335/a000292
DOI: https://doi.org/10.1027/1864-9335/a000292 Abstract: Women are still underrepresented in management and men hold the majority of higher positions. Nonetheless, one often-heard claim in popular media is that female people-centered leadership skills (empathy, communication, etc.) are a better match for the business world - especially in the future. Furthermore, a related idea is that women may use this advantage to take over men's dominant position in leadership. Four studies show that such claims paradoxically maintain gender inequality, by undermining support for affirmative action to reduce female underrepresentation in leadership. Where earlier research shows that positive stereotypes can hurt women by suggesting that they are unqualified for leadership, the current findings show that even positive stereotypes that claim that women are particularly well qualified for leadership can hurt women in their chances for gaining leadership positions. Although it is good to highlight the advantages of female leadership, exaggerated and sensationalist claims contribute to a perpetuation of gender inequality.
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(2017): No Rest for the Stigmatized. A Model of Organizational Health and Workplace Sexism (OHWS). In: Sex Roles 77 (9-10), S. 697-708. DOI: 10.1007/s11199-017-0755-x
DOI: https://doi.org/10.1007/s11199-017-0755-x Abstract: Employee sick attendance at work—presenteeism—poses a significant threat to both employee health and organizational productivity. However, despite the wealth of literature examining organizational predictors of presenteeism, little research has investigated the impact of stigmatized status on employee work attendance when sick. We argue that gender discrimination in the workplace promotes negative job perceptions and poorer health, ultimately contributing to increased rates of presenteeism among female employees. In two studies assessing U.S. women’s perceptions of workplace sexism, job security, job autonomy, job stress, reported health, and workplace sick-related attendance, we develop the framework for the Organizational Health and Workplace Sexism (OHWS) model. Study 1 utilized a large nationally representative dataset to conduct a secondary data analysis that preliminarily investigated the unique impact of perceived workplace discrimination. Results found that women wh o experienced workplace sexism reported more negative job perceptions and poorer health outcomes, yet they did not stay home from work more often than non-stigmatized women did—suggesting sick work attendance. Study 2 surveyed employed women through a paid online survey service in a more detailed assessment of the variables. Structural Equation Modeling (SEM) revealed that workplace sexism negatively related to reported health, job security, and job autonomy, which were positively associated with perceived job stress. Job factors also were negatively related to health, which directly correlated with rates of presenteeism. Therefore, the OHWS provides a novel addition to the presenteeism literature by bridging the health, stigma, and organizational literatures. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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(2017): Whether power holders construe their power as responsibility or opportunity influences their tendency to take advice from others. In: Journal of Organizational Behavior 38 (7), S. 923-949. DOI: 10.1002/job.2171
Abstract: Investigated different responses that power holders demonstrate in their tendency to take advice depending on the construal of power. A field study was conducted with 49 supervisors (mean age 42 years) and 54 of their subordinates (mean age 36 years) representing a wide range of organizations and industries in Australia, Malaysia, and Israel. A second field study was conducted with 217 individuals (mean age 42 years) in high-power positions in Chile and the Netherlands. A final experiment was performed with 75 Western Europeans (mean age 21 years), in which participants were assigned to a more or less powerful role. Across all three investigations, higher tendencies to take advice were observed among individuals who construed their power as a responsibility as opposed to an opportunity. Furthermore, the impact of construal of power on advice-taking was moderated by a heightened perceived value of advice, but not by decreased confidence in personal judgments or personal sense of power. As a result, openness to advice-taking when power was construed as a responsibility occurred regardless of whether advice was offered by subordinates, expert advisors, or a less powerful person. Future research imperatives include an examination of possible gender differences in the observed effects.
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(2017): Ethical leadership and pro-social rule breaking. A dual process model. In: Acta Psychologica Sinica 49 (1). DOI: 10.3724/SP.J.1041.2017.00106
DOI: https://doi.org/10.3724/SP.J.1041.2017.00106 Abstract: Pro-social rule breaking (PSRB), as one form of constructive deviance, is receiving increasing attention from researchers, yet surprisingly our knowledge of the antecedents of PSRB is fairly limited. Although the effects of personal traits on PSRB are well discussed in the literature, we know little about how contextual factors in the work environment, such as leadership style, shape PSRB. The current study aims to address this research gap by examining the relationship between ethical leadership and PSRB. Specifically, drawing from the social information processing theory, we propose a dual process model that ethical leadership enhances employees' PSRB via psychological safety and job autonomy. We further investigate the moderating effect of employees' risk taking propensity in the model. The participants were recruited from four organizations in three cities of China (i.e., Beijing, Shanghai, and Dalian). The data was collected at two time points to avoid the common met hod bias . At Time 1, ethical leadership, psychological safety, job autonomy, and risk taking propensity were measured. At Time 2, that is, one month later, participants' PSRB behavior was assessed. The final sample size was 241. We used SPSS 22.0 and Mplus 6.12 to analyse the data. First, we assessed the discriminant validity of the key variables through a series of confirmatory factor analyses (CPAs) and examined the common method variance. Afterwards, we used the Structural Equation Modeling (SEM) and bias-corrected bootstrap to test our hypotheses. The results showed a significantly positive relationship between ethical leadership and PSRB, and the relationship was mediated by psychological safety and job autonomy. Furthermore, individual risk taking propensity moderated the relationship between job autonomy and PSRB, such that the positive relationship was stronger for those employees with higher, rather than lower, levels of risk taking propensity. Our study contributes to the PSRB lit erature in several ways. Frist, we investigate the effects of ethical leadership on employees' PSRB, which broadens our understanding of how contextual factors influences PSRB. Second, we reveal the theoretical black-box of why ethical leadership facilitates PSRB by identifying psychological safety and job autonomy as two underlying mechanisms. Finally, we extend the ethical leadership and PSRB research by demonstrating risk taking propensity as a crucial contingency that moderates the effects of ethical leadership and job autonomy on PSRB. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 1
2016
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(2016): Contributorship and Partial Inclusion. In: Management Communication Quarterly 30 (3), S. 279-304. DOI: 10.1177/0893318915624163
DOI: https://doi.org/10.1177/0893318915624163 Abstract: Organizational communication theory and research tends to assume the practices of organizational 'members' are relevant to the study of organizational phenomena, without reflecting on how those members were identified in the first place. This issue is particularly relevant to perspectives that view communication as constitutive of organizations because they may take the very object they seek to explain—the organization—as the starting point when identifying pertinent informants. We provide a communicational perspective of organizational membership by starting from communicative events, instead of individuals. Ethnomethodology’s notions of accounts and sanctions are useful in recognizing the interactionally performed nature of membership. We extend ethnomethodology’s intuition by viewing membership—which we reframe as contributorship—as being achieved through the contribution of actions to the organization. (PsycINFO Database Record (c) 2016 APA, all rights res erved) zitiert von 6
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(2016): The Spectrum of Safety-Related Rule Violations. In: Journal of Cognitive Engineering and Decision Making 10 (2), S. 178-196. DOI: 10.1177/1555343416652745
Abstract: In a production context, safety-related rule violations are often associated with rule breaking and unsafe behavior even if violations are not necessarily malevolent. Nevertheless, our past experiments indicated a range of strategies between violation and rule compliance. Based on this finding, different types of rule-related behavior for managing organizations’ goal conflict between safety and productivity are assumed. To deepen the understanding of rule violations, the behavior of 152 participants in a business simulation was analyzed. Participants operated a plant as a production worker for 36 simulated weeks. In each week, they could choose to comply with safety rules or to violate them in order to maximize their salary. A cluster analysis of the 5,472 decisions made on how to operate the plant included the severity of the violations, the number of times participants changed their rule-related strategy, and the extent of failure/success of these strategies. Five clusters of rule-related behavior were extracted: the compliant but ineffective 'executor' (15%), the production-optimizing and behavioral variable 'optimizer' (13%), the successful and compliant 'well behaved' (36%), the notoriously violating 'inconvincible' (29%), and the 'experimenter' (7%), who does not succeed with various violating strategies. (PsycINFO Database Record (c) 2016 APA, all rights reserved) zitiert von 2