Dual strategy process in open strategizing

This paper inductively unravels the dual process of open strategy by delving into the relationships between transparency and inclusion from a longitudinal case study. Drawing on these data, we theorize that strategy transparency affects inclusion instead of shaping the success of platform match-making services directly. By disentangling transparency into transparency of procedures and of the participants' assets/resources, and inclusion into the range of participants, participant entitlement and participant commitment, we map how sub-dimensions of open strategy influences one another. Specifically, procedural transparency influences the range of participants and participant entitlement, while transparency of the participants' assets/resources affects participant commitment. In return, inclusion influences the development of three attributes of participants' assets/resources: variety, density and usability, which are key to platform match-making success. Our findings also suggest that open strategy does not exert a one-way influence on the development of participants' assets/resources. Instead, strategy and the attributes of participants’ assets/resources are both the medium and the outcome of recursive interactions, suggesting that experimentation and reflective learning help refine open strategizing.     

The face of leadership: Perceiving leaders from facial expression

The aim of the two studies presented here was to add to our knowledge about the contribution of facial expression to the perception of leadership. We assessed participants' prototypes of leadership. In addition, participants were shown pictures of different facial expressions. First impressions of leadership from the facial expressions were compared to the participants' prototypes. The results indicate that the participants used all available information, including facial appearance, expression, context of communication, appropriateness, and authenticity of expression to form complex prototypes. When the facial expressions in the studies matched the participants' prototypes, first impressions of leadership were higher. Therefore, understanding what is inside the perceiver's mind is significant for understanding leadership perceptions. On the basis of these two studies, we recommend that leaders should be aware of the influence their facial expressions have on their followers' perception of their leader-likeness.     

“Seeing” is retrieving: Recovering emotional content in leadership ratings through visualization

Our purpose was to develop a new method of questionnaire administration that better captures the role of affect and embodied cognitions in leadership ratings. Study 1 participants visualized their current work supervisor or a neutral stimulus and provided ratings of their work supervisor. Study 2 participants viewed a leadership event and made ratings of leadership and affect. Participants later made identical ratings after visualization. In both quasi-experiments, participants' affect was more strongly related to their leadership ratings following leader visualization. Study 2 showed that participants' leadership and affect ratings were more consistent with their initial ratings, and it showed better episodic memory recall following leader visualization.     

The Effects of Safety Discrimination Training and Frequent Safety Observations on Safety-Related Behavior

The intent of the present study was to assess the effects of discrimination training only and in combination with frequent safety observations on five participants' safety-related behavior in a simulated office setting. The study used a multiple-baseline design across safety-related behaviors. Across all participants and behavior, safety improved from 53% during the baseline phase to 74% during the training phase, and improved further to 89% during the training plus observation phase. The results show that both discrimination training only and in combination with frequent observations improves safety-related behavior with a medium effect size. The study also measured participants' accuracy of observation, which was the extent of their correct classification of safe and at-risk behavior. Participants' accuracy of observation was above 80% and had little correlation with safety-related behavior. Based on the various measures, conducting observations appears to serve more than a skill acquisition function for the safety-related behavior.     

Self-Solicited Feedback: Effects of Hourly Pay and Individual Monetary Incentive Pay

The frequency of feedback solicitation under hourly pay and individual monetary incentive pay conditions was examined. A between-subjects design was used with 30 college students in the two groups. Participants attended three experimental sessions and entered the cash value of simulated bank checks presented on a computer screen. Performance was higher for individuals who were paid incentives; however, participants who were paid incentives did not self-solicit feedback more than those who were paid hourly. Rather, participants in both groups solicited feedback quite frequently. Additionally, performance was not related to feedback solicitation. These results suggest that the incentives did not make feedback more reinforcing even though the incentives were functional rewards and the feedback was correlated with the amount of pay earned: the better the feedback, the more pay participants earned. The results also support the position that it may be necessary to pair objective feedback with an evaluative component to enhance performance.     

Field Testing of a Self-Instructional Time Management Manual with Managerial Staff in an Institutional Setting

Despite the extensive literature advocating the virtues of time management, research demonstrating its effectiveness is almost nonexistent. In this study, a step-by-step self-instructional time management manual was prepared and field tested with managerial staff of a large residential institution for retarded individuals. Experiment 1 used a multiple baseline design across groups to assess the effectiveness of the manual with instructor contact. Questionnaire and corroboration data clearly showed an increase in time management practices of participants as a function of training. These improvements were largely maintained at a four-week follow-up. Social validation measures revealed that participants found the manual to be easily readable and relevant to work and/or personal situations. In addition, improvements in participants' time management behaviors were readily discriminable by colleagues. Experiment 2 assessed the effectiveness of the manual versus a best-selling time management paperback book, under no-instructor contact conditions. Using a two-group pretest-posttest experimental design, results showed substantially greater increases in time management practices in the manual group, especially with respect to the corroboration data. These improvements were sustained at follow-up for the manual group but not for the book group.     

Nurses' representations of the perceived causes of work-related stress: A network drawing approach

This paper reports a study, involving a network drawing approach, that examined how nurses perceive the interrelationship between causes of workplace stress. Network analysis originated in sociology as a method of examining the relationship between people, objects or events. It has recently been adapted to examine participants' perceptions of the relationships between causes of a phenomenon, either by asking participants to complete a grid rating the strength of all the possible links between causes or by getting them to draw a diagram of the links that they think are important. The network drawing technique, in which participants are asked to draw a diagram indicating perceived causal links between nominated causes of stress and also to indicate the strength of these links, was employed in this study. The causes of stress were taken from a previous study in which nurses kept a diary for one week detailing stressful events and their causes. There were 48 participants in the present study and the main results confirmed the importance of staffing levels and inadequate support as perceived direct causes of stress. The study also revealed the importance of indirect links between staffing levels and other causes of stress. The networks illustrate how direct and mediating causes of stress are connected and lie largely outside nurses' control. The results are discussed in relation to other recent work on the causes and experience of stress by nursing staff.     

Gender,power and office politics

Abstract

This interpretative study explores the experiences of Taiwanese female clerical workers as they deal with office politics. A hermeneutical phenomenology is used to describe and interpret the participants' experiences. The study shows that powerlessness and frustration result from: (1) structural barriers; (2) behavioral barriers; and (3) accommodation and rationalization. This study has implications for research and practice in international area of women's studies and for the field of international career development education.     

An exploratory factor analysis of workplace learning,job satisfaction,and organizational commitment in small to midsize enterprises in Taiwan

The purpose of this study was twofold: (1) to identify the factor structures associated with three Western-developed instruments (Small Business Workplace Learning Survey, Minnesota Satisfaction Questionnaire, and the Organizational Commitment Questionnaire, hereinafter referred to as SBWLS, MSQ, or OCQ) used to assess workplace learning, job satisfaction, and organizational commitment when applied in a non-Western setting; and (2) to determine if individuals who differed in terms of selected demographic variables, differed in terms of the derived constructs. The factor analytic structure of each instrument which was originally established using Western samples was compared to the factor structure results obtained for an Eastern sample. Quantitative data were collected from employees in 26 small to midsize IT companies in Taiwan. A total of 206 valid surveys were obtained and analysed out of 450 that were distributed. The factor structure of each instrument generated from this study appeared to be substantially different from those obtained for the original instruments. The researchers suggest that the highlighted structure deviations reflect some culturally oriented factors which might be useful for developing more indigenous instruments. Regarding the participants' demographic variables, no differences in terms of SBWLS, MSQ, or OCQ were found for Gender, Age and Tenure. Marital status was significant in terms of MSQ and OCQ. Educational level was significant for SBWLS and OCQ.     

“Sorting Out” collective leadership: How Q-methodology can be used to evaluate leadership development

Q-methodology has proven to be an effective way to solicit participants' perceptions of outcomes. In this article, Q-methodology is described as a data collection tool that can be used to better evaluate the development of collective leadership. Additionally, this methodology provided a valuable tool for participants themselves (leadership development) and evaluators (evaluation development). In writing this article, we drew upon data from a longitudinal study of the Kellogg Leadership for Community Change (KLCC) initiative at six sites from 2002 through 2007 where multiple data collection strategies were employed, including Q-methodology.     

The importance of self-efficacy in the moderating effects of social support on stressor–strain relationships

Abstract

Occupational stress research offers inconsistent findings on the moderating effects of social support on the stressor–strain relationship. This study contributes to the research literature by examining how social support's moderating effect is dependent on one's self-efficacy. Ninety-six US military police soldiers completed two surveys 3 months apart. The results showed that three out of four regression equations had significant three-way interactions. Organizational constraints×supervisor support×self-efficacy had statistically significant interactions in the prediction of job satisfaction and psychological well-being. Organizational constraints×co-worker support×self-efficacy had a significant interaction in the predicted of psychological well-being. These interactions explained between 5% and 10% of the variance in the dependent variables. Social support buffered the stressor–strain relationship when self-efficacy was high and reverse buffered the relationship when self-efficacy was low. These results indicate that interventions aimed at reducing strains by increasing social support should consider an individual's self-efficacy. Future research should consider incorporating content of communication to determine if high and low self-efficacy individuals receive or react differently to different types of communication content.     

Formal Infrastructure and Ethical Decision Making: An Empirical Investigation and Implications for Supply Management

Building on Rest's (1986) conceptual model of ethical decision making, we derive and empirically test a model that links an organization's formal ethical infrastructure to individuals’ moral awareness of ethical situations, moral judgment, and moral intention. We contribute to the literature by shedding light on the importance of a multifaceted formal ethical infrastructure—consisting of formal communication, recurrent communication, formal surveillance, and formal sanctions—as a crucial antecedent of moral awareness. In so doing, we discern how these four elements of a formal ethical infrastructure combine to collectively influence moral awareness based on a second‐order factor structure using structural equation modeling. We test our model based on survey data from 805 respondents with significant work experience across three separate ethical scenarios. Our results across the three scenarios provide overall support for our model. We found that a second‐order factor structure for the formal ethical infrastructure explains the variance among the four infrastructure elements and that a multifaceted formal ethical infrastructure significantly increases moral awareness. Our results further suggest a strong positive effect of moral awareness on moral judgment, which in turn was found to have a positive impact on moral intention. These results were substantiated when taking several individual and contextual control variables into account, such as gender, age, religiosity, work satisfaction, and a de facto ethical climate. Implications for theory, practice, and supply management are discussed.     

Charisma and organizational change: A multilevel study of perceived charisma,commitment to change,and team performance

What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders' change-promoting behaviors are associated with team performance. In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers' perceptions of charisma and followers' commitment to change. A study of 33 leaders and 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage in change-promoting behaviors. These behaviors facilitate team performance through individual followers' perceived charisma and commitment to change.     

Risk Communication for Empowerment: Interventions in a Rohingya Refugee Settlement

There are many reasons that people, when warned of an impending extreme event, do not take proactive, self-defensive action. We focus on one possible reason, which is that, sometimes, people lack a sense of agency or even experience disempowerment, which can lead to passivity. This article takes up one situation where the possibility of disempowerment is salient, that of Rohingya refugees who were evicted from their homes in Myanmar and forced to cross the border into neighboring Bangladesh. In their plight, we see the twin elements of marginalization and displacement acting jointly to produce heightened vulnerability to the risks from extreme weather. Building on a relational model of risk communication, a consortium of researchers and practitioners designed a risk communication training workshop that featured elements of empowerment-based practice. The program was implemented in two refugee camps. Evaluation suggests that the workshop may have had an appreciable effect in increasing participants' sense of agency and hope, while decreasing their level of fatalism. The outcomes were considerably more positive for female than male participants, which has important implications. This work underscores the potential for participatory modes of risk communication to empower the more marginalized, and thus more vulnerable, members of society.     

Co‐opetition and Investment for Supply‐Chain Resilience

This paper considers the problem of disruption risk management in global supply chains. We consider a supply chain with two participants, who face interdependent losses resulting from supply chain disruptions such as terrorist strikes and natural hazards. The Harsanyi–Selten–Nash bargaining framework is used to model the supply chain participants' choice of risk mitigation investments. The bargaining approach allows a framing of both joint financing of mitigation activities before the fact and loss‐sharing net of insurance payouts after the fact. The disagreement outcome in the bargaining game is assumed to be the result of the corresponding non‐cooperative game. We describe an incentive‐compatible contract that leads to First Best investment and equal “gain” for all players, when the solution is “interior” (as it almost certainly is in practice). A supplier that has superior security practices (i.e., is inherently safer) exploits its informational advantage by extracting an “information rent” in the usual spirit of incomplete information games. We also identify a special case of this contract, which is robust to moral hazard. The role of auditing in reinforcing investment incentives is also examined.     

Embedded leadership: How do a leader's superiors impact middle-management performance?

This study uses a low-fidelity simulation to test the effect superiors can have on the leadership style and cognition of their subordinates who also are leaders. These leaders within the organization, often referred to as middle managers, occupy an important, albeit overlooked position within an organization. In order to emphasize the leadership that occurs at the middle levels of management the term ‘embedded leader’ is used. Using a sample of 224 undergraduates, three variables were manipulated to examine their effects on participant sensemaking, confidence, and participative leadership. The variables manipulated were the severity of individual level consequences (high vs. low), the severity of organizational consequences (high vs. low), and the superior's motivational strategy (coercive vs. supportive vs. passive style). It was found that a leader's superior can influence their leadership behaviors in a complex manner. Participant sensemaking was higher when their superior emphasized low levels of individual (or personal) consequences. Participative leadership was higher when the supervisor framed organizational level consequences as being high. Findings for participant confidence were complex, but generally suggest that one's superiors can promote or hinder confidence in a variety of situations.     

Getting Together to Get Ahead: The Impact of Social Structure on Women's Networking

This paper examines the impact of socio‐structural variables (i.e. perceptions of permeability, stability and legitimacy of intergroup relations) on the extent to which professional women perceive a women's network as a collective strategy for status enhancement. A survey among network members (n=166) suggests that the extent to which women support and consider a network to benefit women as a collective is dependent on perceptions of whether individual mobility is possible (permeability of group boundaries) and beliefs that organizational conditions will improve for women in the future (stability of conditions for women). Specifically, the network is less likely to be perceived as a collective vehicle for change when individual advancement is possible (because intergroup boundaries are perceived as permeable) and status improvement in the future is unlikely. However, regardless of beliefs about the future, when female participants perceive that many barriers to individual advancement exist (due to the impermeability of intergroup boundaries), the network is considered in more collective terms presumably because the only way to challenge the status quo is through a collective effort. The practical implications for organizations that wish to or have established a women's network are discussed.     

Leader decision speed as a signal of honesty

Decision speed is emerging as an important topic to organizations, yet its consequences for leaders have received little research attention. The present research builds on this notion by examining how the speed with which leaders come to decisions shapes observers' perceptions and behaviors. In three incentivized experiments, participants evaluated leaders who decided whether to include or exclude followers from participating in consequential decisions. Leaders were seen as more honest when they were fast (vs. slow) to include followers, but as less honest when they were fast (vs. slow) to exclude followers from decisions. These perceptions influenced several key outcomes: the willingness to reward leaders (Experiment 1) and the willingness to cooperate with leaders (Experiment 3). Consistent with a signaling perspective, these effects disappeared when observers learned that leaders were externally pressed to decide quickly or slowly (Experiment 2). The present research offers new insights into the cues that people use when judging leaders' decision-making processes, and the behavioral consequences of these judgments.     

Predicting followers' preferences for charismatic leadership: the influence of follower values and personality

Existing research on charismatic leadership focuses primarily on the traits and behaviors of charismatic leaders and the effects of charismatic leaders on their followers. One issue that has been neglected, and others, is the disposition of the followers who form charismatic relationships with their leaders. To investigate this topic, we conducted a laboratory study in which participants' values and personality dimensions were used to predict participants' preferences for charismatic leadership vs. two other leadership styles: relationship-oriented and task-oriented leadership. The results showed that values and personality were useful in predicting leadership preferences. More research is needed to gain further insights into the active role of followers in the formation of charismatic relationships.     

Feedback Mechanisms,Judgment Bias,and Trust Formation in Online Auctions*

Online markets, like eBay, Amazon, and others rely on electronic reputation or feedback systems to curtail adverse selection and moral hazard risks and promote trust among participants in the marketplace. These systems are based on the idea that providing information about a trader's past behavior (performance on previous market transactions) allows market participants to form judgments regarding the trustworthiness of potential interlocutors in the marketplace. It is often assumed, however, that traders correctly process the data presented by these systems when updating their initial beliefs. In this article, we demonstrate that this assumption does not hold. Using a controlled laboratory experiment simulating an online auction site with 127 participants acting as buyers, we find that participants interpret seller feedback information in a biased (non‐Bayesian) fashion, overemphasizing the compositional strength (i.e., the proportion of positive ratings) of the reputational information and underemphasizing the weight (predictive validity) of the evidence as represented by the total number of transactions rated. Significantly, we also find that the degree to which buyers misweigh seller feedback information is moderated by the presentation format of the feedback system as well as attitudinal and psychological attributes of the buyer. Specifically, we find that buyers process feedback data presented in an Amazon‐like format—a format that more prominently emphasizes the strength dimension of feedback information—in a more biased (less‐Bayesian) manner than identical ratings data presented using an eBay‐like format. We further find that participants with greater institution‐based trust (i.e., structural assurance) and prior online shopping experience interpreted feedback data in a more biased (less‐Bayesian) manner. The implications of these findings for both research and practice are discussed.