A Matter of Reputation and Pride: Associations between Perceived External Reputation,Pride in Membership,Job Satisfaction and Turnover Intentions

This study investigates how job satisfaction and turnover intentions are related to external reputation as perceived by employees and their pride in membership. Based on a cross‐sectional survey including 439 employees, it also provides insights into external reputation as a possible source of collective pride. Study results indicate that, in agreement with social identity theory, outsiders' views of the organization are closely associated with employees' pride in organizational membership as well as job satisfaction. Both pride and job satisfaction mediate the relationship between perceived external reputation and turnover intentions. Hence, a favourable reputation matters in managing turnover intentions and is closely related to employee pride and satisfaction. Tenure of employees is positively associated with pride while intensive customer contact is negatively related to perceived external reputation and pride. Implications pinpoint the need for alignment of reputation management and human resources management. Furthermore, managers need to focus on new staff and employees with frequent customer contact and should implement pride‐building strategies according to the tenure of employees and intensity of customer contact.     

The impact of ethical leadership within the recruitment context: The roles of organizational reputation,applicant personality,and value congruence

The present research examined the effects of corporate executive officer (CEO) ethical leadership on the job pursuit attitudes and behaviors of prospective job applicants. Furthermore, this paper tested two potential mediatory mechanisms for explaining why CEO ethicality matters to prospective applicants: perceived organizational reputation (Study 1) and perceived value congruence with the CEO or person–CEO fit (Study 2). The results of Study 1 showed that job seekers at a career fair were more likely to apply for a job with an ethical CEO's company, compared to that of a morally-questionable CEO or one whose ethicality was unknown. The results also showed that perceived organizational reputation mediated the relationship between CEO ethicality and job pursuit. These findings were replicated in Study 2. In addition, Study 2 showed that perceived value congruence with the CEO also mediated the link between CEO ethicality and job pursuit, although this effect was conditional on the Honesty–Humility personality of the prospective job applicant. These findings highlight the potential relevance of executive ethical leadership within the recruitment context.     

Freeing organizational behavior from inhibitory constraints

Many organizational policies and practices are based on the view that people's behavior needs to be inhibited to protect against their selfish basic nature. Indeed, a fundamental assumption of theories ranging from social exchange to economic models of organizational behavior is that individuals are primarily oriented to gain good outcomes for themselves. This chapter describes a program of research that raises serious questions about these ideas by showing that disinhibition—prompted by reminding people of times when they behaved without worrying about what others thought—can often lead to more helping behavior, decisions for the greater good in response to dilemma problems, and greater rejection of self-advantageous unfairness. These findings suggest that most people are fundamentally pro-social, interested in securing good outcomes for both themselves and others. This pro-social attitude manifests itself more readily in actual behavior and attitudes when the person in question is freed from some of his or her inhibition. These findings have implications for how one might enhance the full potential of employees in organizations, stimulate helping and creative behavior in teams, improve decision making in organizations, and how we should understand reactions to organizational change.     

Lies in the Sky: Effects of Employee Dishonesty on Organizational Reputation in the Airline Industry

Conventional wisdom suggests that dishonesty on the part of an organization's employees has a negative effect on the organization's reputation. However, many organizations condone (or even require) dishonesty under certain circumstances. In this research of 128 airline passengers, we examine situations in which employees are perceived to be dishonest within one such industry, the international airlines, and examine the impact of this dishonesty on organizational reputation and customer satisfaction. We found that the reputation of the firm was most damaged when the lie benefited the company or the employee, rather than the passenger. In addition, the view of the airline significantly decreased when the lie caused a high amount of harm (compared with a low amount) to the passenger.     

The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta‐analytic Model

Employees’ identifications are a valuable asset for modern organizations, and identification research has stressed the necessity to distinguish identifications according to their focus (i.e. organizational, team, or leader identification). Interestingly, transformational leadership (TFL) has been proposed to unfold its effects by transforming followers’ identifications and could thus be a powerful way to actively manage identification. However, it remains unclear whether TFL affects identifications with different foci similarly or whether it predominantly influences a specific focus. To resolve this puzzle, the authors conducted a meta‐analysis (k = 73; N = 20,543) and found that TFL (and each TFL sub‐dimension) is more strongly associated with leader identification than with organizational identification or team identification. By presenting a comprehensive model of TFL's effects on identifications, we show that leader identification mediates the relationships between TFL and collective identifications (i.e. organizational identification or team identification), illustrating that relational identification plays a crucial role in subsequently shaping collective identifications. Implications for research and practice are discussed.     

Competence-Based and Integrity-Based Trust as Predictors of Acceptance of Carbon Dioxide Capture and Storage (CCS)

Public trust in organizations that are involved in the management and use of new technologies affects lay judgments about the risks and benefits associated with these technologies. In turn, judgments about risks and benefits influence lay attitudes toward these technologies. The validity of this (indirect) effect of trust on lay attitudes toward new technologies, which is referred to as the causal chain account of trust, has up till now only been examined in correlational research. The two studies reported in this article used an experimental approach to more specifically test the causal chain account of trust in the context of carbon dioxide capture and storage technology (CCS). Complementing existing literature, the current studies explicitly distinguished between two different types of trust in organizations: competence-based trust (Study 1) and integrity-based trust (Study 2). In line with predictions, results showed that the organizational position regarding CCS implementation (pro versus con) more strongly affected people's risk and benefit perceptions and their subsequent acceptance of CCS when competence-based trust was high rather than low. In contrast, the organizational position had a greater impact on people's level of CCS acceptance when integrity-based trust was low rather than high.     

CEO grandiose narcissism and firm performance: The role of organizational identification

This study reconciles the positive and negative sides of CEO grandiose narcissism by examining the role that CEO organizational identification plays in moderating the effect of CEO grandiose narcissism on top management team (TMT) behavioral integration. We first distinguish between grandiose and vulnerable narcissism and we then draw on upper echelons theory and executive personality research to hypothesize and test a model in which CEO grandiose narcissism is positively related to TMT behavioral integration when CEOs are high in organizational identification. The relationship is expected to be negative when CEOs do not identify strongly with their organizations. TMT behavioral integration, in turn, predicts subsequent firm performance. Findings based on multi-source data from a sample of 97 CEOs and their firms supported the hypotheses. These results highlight the complex nature of CEO grandiose narcissism – namely, that the construct has both positive and negative aspects as it relates to top management team dynamics and firm performance and that the relationship is affected by CEOs' identification with their organizations.     

Inter‐organizational Cooperation and Environmental Change: Moderating Effects between Flexibility and Innovation Performance

The paper investigates the moderator effect of inter‐organizational cooperation in the relationship between workplace flexibility and innovation performance. This research question is important because innovation is dependent on the strategic integration of technological knowledge, requiring organizations to acquire new capabilities rapidly or to ensure the presence of knowledge that may be beyond existing internal capabilities. Inter‐organizational cooperation constitutes a relevant mechanism for a firm to increase its knowledge base concerning new products and processes. High‐cooperation firms may have more opportunities to take advantage of flexibility for innovation performance because it facilitates the access and dispersion of knowledge within the firm. We test the research hypotheses in a sample of manufacturing and service firms. The results contribute to the literature on flexibility and innovation because they demonstrate that inter‐organizational cooperation moderates the relationship between flexibility and innovation performance. We discuss the implications of these results for future research and managerial practice.     

When reputation management is people management: Implications for employee voice

This article explores the relationship between internal reputation management, HRM, and employee voice. Drawing on qualitative data from 25 medium-size and large Norwegian organizations, we find that organizations pursue a desired reputation through a single, official corporate voice by discouraging prohibitive employee voice through technocratic control and coercive HRM practices. The emphasis on technocratic control and coercive HRM occurs despite the widely held belief in reputation and branding literatures that employees should be committed corporate ambassadors who enthusiastically promote their organization's desired reputation and deeply believe in the images they convey to internal and external stakeholders. The findings contribute to studies on reputation management by linking internal reputation management, HRM, and employee voice, pointing out “people management” aspects of reputation management and highlighting important organizational and employee-based consequences.     

Leaders’ influence on collective action: An identity leadership perspective

What makes followers act collectively when called upon by their leaders? To answer this question, participants were randomly allocated to leader–follower relationships embedded either in a partisan group or a workgroup context; and the relationship between identity leadership and collective action through ingroup identification (Study 1: N = 293) or both ingroup identification and group-efficacy (Study 2: N = 338) were assessed. Based on the model of identity leadership, we predicted and found that identity leadership was positively related with intentions for collective action when called upon by the leader, both via ingroup identification and belief in group efficacy. As predicted, the social identity process for the effectiveness of identity leadership was more important in partisan groups than in workgroups. The efficacy related process was group context invariant. These results have implications for our understanding of group processes involved in the leadership in collective action.     

When do Public Managers Imitate Each Other? Mimetic Decision Making in Contracting Decisions of Danish Municipalities

Using organizational new institutional theory, this paper explores a core mechanism underlying contracting decisions in public organizations. A central proposition of this branch of institutional theory is that uncertainty leads to organizational isomorphism. The present study investigates this proposition by asking: When does perceived uncertainty lead public managers to imitative behavior in contracting out decisions? Contrary to most previous studies, we apply an individual level approach and relate different types of perceived uncertainty of decision makers to mimetic decision making. We define mimetic decision making as when decision makers deliberately obtain information about other organizations in order to possibly imitate them. In a survey of Danish municipal managers facing important and complex contracting decisions, we test our hypotheses about three types of perceived uncertainty and mimetic decision making. The results show that technological uncertainty is strongly related to mimetic decision making among public managers. However, we do not find significant results for either volume uncertainty or performance uncertainty. The paper illustrates how uncertainty, through mimetic decision making, is connected to organizational isomorphism. It further highlights that future studies should pay attention to the multidimensionality of uncertainty and its consequences.     

The Identity‐Matching Principle: Corporate and Organizational Identification in a Franchising System*

This paper examines corporate and organizational identification in franchisee organizations from the perspective of the social identity approach. We propose the identity‐matching principle (IMP) as a heuristic for understanding and predicting the different effects of nested identifications. According to the IMP, when identifications and relevant behavioural or attitudinal outcomes address the same level of categorization, their relationship will be stronger. A study is presented with employees (n=281) matched to managers (n=101). Supporting the IMP, organizational identification (but not corporate identification) predicted customer‐oriented behaviour on the level of the local organization, whereas corporate identification (but not organizational identification) predicted attitude toward corporate citizenship behaviour. Furthermore, multilevel analyses showed that these relationships were enhanced in organizations where managers displayed the respective behaviours themselves to a greater extent. Implications for theorizing about leadership and organizational attachments are discussed alongside recommendations for organizational practitioners.     

The Role of Group Member Affect in the Relationship between Trust and Cooperation

It is widely acknowledged that trust greatly affects work group functioning. Whereas trust may facilitate cooperation, distrust may impede it. Insight into when distrusters may be prompted to cooperate may therefore be of importance. Empirical studies point to several moderators of the effect of trust on cooperation. Unfortunately, these studies largely ignored the potential role of group member affect. Our study shows that group members' affective displays (particularly the activation level of the displays) have a substantial impact on the relationship between trust and cooperation. First, a scenario experiment (n=80) revealed that low trusting individuals were more willing to cooperate when confronted with group members who display high (versus low) activation affective states, whereas for more high trusting individuals cooperation was not contingent on other group members' affective displays. Second, a laboratory experiment (n=78), employing a social dilemma paradigm, replicated these findings and indicated that this effect is explained by the extent to which others are expected to cooperate. The discussion focuses on theoretical implications and managerial ramifications. Our study testifies to the significant role that affect may play in keeping up cooperation in organizations and work groups when trust is withering.     

个体信任认知对博弈合作行为的影响

将信任认知视为局中人关于对方选择合作的信念,探讨在一次性囚徒困境、有限次重复囚徒困境以及无限次重复囚徒困境中,信任认知对局中人策略选择与系统均衡的影响。为了体现信任认知的动态性,以及降低信任预测的主观性,将动态信任预测认知模型引入到重复博弈的分析框架中。研究表明：当个体的总体信任度超过某一临界值时,合作现象将会在系统中涌现并维持。此外,局中人的本轮满意度、历史直接信任度、直接信任度,间接信任度以及活跃度等因素均对其合作行为产生一定的影响。     

From bias to exclusion: A multilevel emergent theory of gender segregation in organizations

This article presents a multilevel emergent theory of organizational segregation linking gender bias in performance assessment (a micro-level phenomenon) to gender segregation in organizations (a macro-level phenomenon). Based on an integration of multilevel research, emergence and signaling theory, we propose the following: (a) gender segregation in organizations is an emergent phenomenon that arises from the collective behavior of individuals who express only a small bias in favor of males, in concert with the signals governing promotion decisions and organizational mobility; (b) the emergence of a gender-segregated organization is often unintentional and the bottom–up and top–down processes that produce segregation are difficult to see; and (c) agent-based modeling is especially well-suited for illuminating the dynamics of bias that produce gender-segregated organizations. This multilevel emergent-based theory contributes to the research literature on organizational stratification by: (a) revealing the manner in which micro-level and macro-level forces conspire, oftentimes unwittingly, to produce gender-segregated organizations; (b) providing new and very different directions for future research on gender segregation that rely on agent-based modeling; and, most importantly, (c) moving a 30-year debate over the “real-world” impact of gender bias that continues to occupy the field of human resource management and, most recently, Supreme Court justices on to more fertile ground.     

The downside of organizational identification: Relations between identification,workaholism and well-being

Abstract

Employee organizational identification has been proposed and found to be positively related to employee health and well-being. The empirical evidence, however, is not unequivocal, and some authors have suggested possible downsides of identification with the organization as a whole or with a group within it. The potential negative effect of over-identification was tested empirically for the first time in the present paper. Two studies were conducted; Study 1 was cross-sectional and used a sample of Italian law court clerks (N=195) and Study 2 was longitudinal and employed a sample of Italian teachers (N=140 at T2). We proposed a curvilinear mediation model with identification curvilinearly predicting workaholism, and workaholism, in turn, negatively affecting employee well-being. This curvilinear link between organizational identification and workaholism means that workaholism at first decreases with growing identification, but when identification becomes too strong, workaholism increases. The results confirmed our hypotheses, and we discuss theoretical and practical implications.     

Tolerance for Failure and Incentives for Collaborative Innovation

Most organizations employ collaborative teams to manage innovation projects. Although the use of collaborative innovation teams is a good starting point, an organization's ability to innovate can be enhanced by managing risk‐taking behavior through monetary incentive schemes and through an organizational culture that tolerates failure. This article reports the results of two controlled experiments aimed at understanding how tolerance for failure and incentives impact the decisions of individuals engaged in a collaborative innovation initiative. A key element of our experiments is the notion of endogenous project risk, which we define as the explicit link between resources allocated to a project and the likelihood of project success. We observe that when penalties are low, the amount of risk an individual assumes is fairly insensitive to the rewards that are offered. In an analogous result, when individuals make decisions alone (rather than collaboratively), higher tolerance for failure does little to increase the amount of risk an individual is willing to take. Taken together, these results highlight the importance of implicit incentives that are created as a result of project and organizational characteristics.     

When are organizations punished for organizational misconduct? A review and research agenda

Scholars have highlighted the use of punishment as a tool to defend laws and norms, deter deviance, and restore justice in the aftermath of organizational misconduct. However, current theory and research primarily draw on a micro-oriented lens to understand how punishment occurs in response to deviant actors within organizations, neglecting macro-oriented questions of whether and how organizations are punished for their misconduct. We review sociological and macro-organizational work that suggests punitive severity can vary with three key attributes of the organization: status, reputation, and embedded ties. We then develop a mezzo-lens framework motivated at the intersection of micro- and macro-perspectives on organizational misconduct to shed light on opportunities for theoretical expansion by crossing levels of analysis.     

‘Employees response to corporate social responsibility: Exploring the role of employees’ collectivist orientation’

Since the extant literature largely ignores the conditions that moderate the impact of CSR on employees’ related outcomes, we examine the moderating effect of employees’ collectivist orientation on the relationship of CSR. Most specifically, this study explores how individual employee differences moderate the influence of CSR on employee behavior. Using self-reports of 378 employees we examined how employees’ collectivist orientation moderates the relationship of CSR on knowledge sharing behavior through organizational identification. Three of the four components (i.e., community, employees, and consumers) of CSR positively affect employees’ organizational identification and knowledge-sharing behavior. However, while the effects of community-related CSR actions on the employees’ outcomes are stronger for individualistic employees, the effect of employee-related CSR actions on organizational identification is stronger for collectivist employees. The findings are unique in the sense that we show empirically that different employees are influenced by different types of CSR actions. The study therefore suggests that the internal affects of CSR activities depend on the nature of the employees witnessing them.