1,721,041 research outputs found
Supervisor Age and Embeddedness, Employee Embeddedness, and Job Performance
No full textGuided by social information processing theory and regulatory focus theory, this study examines embeddedness contagion related to supervisors' age. Older (vs. younger) supervisors are more likely to become embedded in their organizations, and when employees see these older supervisors as more embedded, they are likely to take this as a positive cue signaling them to become embedded in the organization, too. This tendency is an important topic within employee age research because it can strengthen employees' regulatory focus, which in turn affects their job performance. Analysis of matched data collected from 406 employees and their supervisors showed that supervisors' age was positively related to supervisors' perceptions of their own organizational embeddedness, which then positively affected employees' perceptions of supervisors' and their own embeddedness. Employee embeddedness perceptions, in turn, were positively related to their promotion and prevention focus. Crucially, promotion focus, but not prevention focus, predicted a variety of performance outcomes. Thus, this study explains why employees are more likely to become organizationally embedded in the presence of older supervisors and shows that such embeddedness contagion enhances their work productivity
Idiosyncratic deal (I-deal) hassles : I-deal experiences that bring negative outcomes
No full textThe literature on i-deal has argued that i-dealers (i.e., recipients of i-deals) are invariably better off after the receipt of i-deals. I challenge that consensus by introducing the construct of i-deal hassles–i-deal experiences that bring negative outcomes. I create a four-dimension taxonomy of i-deal hassles: content deficiency, work burden, social cost, and resource constraint. Drawing on affective events theory, I propose that two dispositional affect (trait positive affect and trait negative affect) predict four dimensions of i-deal hassles, and that i-deal hassles promotes disappointment, which reduces task performance and organizational citizenship behaviors toward individuals and the organizations. Field data collected from 207 employees rated by 67 supervisors across 4 waves over 6 weeks (Study 1) and scenario experimental data collected from 800 subjects (Study 2) largely supported the hypothesized model. I observed that i-dealers did experience four types of i-deal hassles: content deficiency, work burden, social cost, and resource constraint. Findings from two studies provided evidence that content deficiency and resource constraint were the most salient i-deal hassles and demonstrated a dispositional affect i-deal hassles disappointment performances sequence. Trait positive affect decreased, whereas trait negative affect increased content deficiency, social cost, and resource constraint. Content deficiency and resource constraint resulted in disappointment, which was in turn related negatively to task performance and organizational citizenship behavior toward individuals and the organizations. I discuss the theoretical and practical implications of the findings and offer directions for future research.published_or_final_versionBusinessDoctoralDoctor of Philosoph
A resource view and a social exchange view on leader-member dynamics: a meta-analysis of LMX and a study ofsupervisor monitoring influencing subordinate innovation
No full textThis dissertation contains two studies. The first study uses a resource-based view to update previous meta-analyses of leader-member exchange (LMX) (Gerstner & Day, 1997; Ilies, Nahrgang, & Morgeson, 2007) by meta-analyzing the relationships between LMX and its various antecedents and outcomes. Based on the conservation of resources (COR) theory, LMX is regarded as a valuable resource toward multiple performance outcomes. Four groups of antecedents are proposed and it is argued that these resources help to develop a high quality of LMX, which represents the “resource gain” process in COR theory. Hypotheses relating to relationships between LMX and its correlates were proposed and tested. Methodological moderators were also included. Overall, results show that LMX is significantly related to various antecedents and outcomes. Implications for theory development and directions for future research are discussed.
Based on the findings and research gaps observed from the first study, the second study uses a social-exchange view to propose and test a model of supervisor monitoring influencing subordinate innovation. It introduces a new and parsimonious classification of supervisor monitoring (control monitoring and developmental monitoring) and examines the effects of these two monitoring behaviors on subordinates’ innovative behaviors (generating, spreading, and implementing new ideas). Guided by the social exchange theory, this study argues that the two types of supervisor monitoring would affect subordinates’ job attitudes (trust and distrust in supervisor), social relationship quality (leader-member exchange), and work behaviors (feedback seeking behaviors), which in turn affect their innovative behaviors. Data were collected from 388 supervisor-subordinate dyads in China. Results show support for the proposed theoretical model. Findings suggest that supervisors’ monitoring behaviors have both positive and negative effects on subordinates’ innovations, depending on the kind of monitoring behavior they display.published_or_final_versionBusinessDoctoralDoctor of Philosoph
Laissez-faire leadership, team knowledge exchange, and team performance
No full textKnowledge is a key strategic asset that enables an organization to thrive in an increasingly volatile and competitive environment. In modern organizations, teams are the basic unit in which knowledge is stored, disseminated, exploited, and created. As knowledge work relies heavily on team members who possess relevant expertise and experience rather than solely on team leaders who hold a dominant position, researchers have questioned whether a hands-off leadership approach could be more effective for team knowledge work. The answers to such a question depend on the team dynamics elicited by leaders who withdraw from exerting top-down influences and leave the decision latitude to the team members. In this dissertation, I adopt the Input-Process-Output framework of teams to examine how laissez-faire leadership, along with task characteristics and team composition, influences team knowledge exchange processes and team outputs. I propose that laissez-faire leadership creates an ambiguous task environment and intensifies both team knowledge sharing and team knowledge hiding. Knowledge sharing among team members is essential to achieve team performance goals, but team members may worry that sharing their insights with other team members will carry a cost by undermining the uniqueness of their knowledge and the value of their contribution to the team. Thus, team knowledge exchange may involve dual processes that simultaneously facilitate and/or inhibit the dissemination of knowledge within a team. Team members may share knowledge of tasks, roles, relationships, and equipment, but they may also intentionally hide their insights and original ideas. In addition, the effects of laissez-faire leadership may depend on the design of a task, such as knowledge interdependence (i.e., whether the team members rely on each other for the knowledge to complete team tasks), and on the differences in the team members’ characteristics, such as knowledge specialization (i.e., whether the team members possess specialized knowledge and expertise). I expect that knowledge interdependence and knowledge specialization may strengthen the effects of laissez-faire leadership on team processes, which in turn influence team task performance and team creative performance.
I collected data from 284 employees and their supervisors from 85 teams in an information technology company in eastern China. The results show that laissez-faire leadership has a series of negative team consequences, including a greater incidence of team knowledge hiding and in turn worse team task performance and creative performance, as well as a lower incidence of team knowledge sharing, which ultimately leads to worse team task performance. Team knowledge sharing and team knowledge hiding have discriminant and incremental validity in predicting team task performance and team creative performance. Both factors mediate the relationship between laissez-faire leadership and team task performance, but only team knowledge hiding explains the relationship between laissez-faire leadership and team creative performance. The positive influence of laissez-faire leadership on team knowledge hiding is stronger when knowledge specialization is high or when knowledge interdependence is high. The negative influence of laissez-faire leadership on team knowledge sharing, however, is strengthened by knowledge specialization but weakened by knowledge interdependence. Theoretical and practical implications of these findings are discussed.published_or_final_versionBusiness AdministrationDoctoralDoctor of Philosoph
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
A comparison of self-ratings and non-self-report measures of employee creativity
No full textBoth self-ratings and non-self-report measures of employee creativity (supervisor ratings, peer ratings, and objective measures of creativity) have been used frequently in the literature, but there have been no attempts to compare research results using different types of creativity measures. In the present meta-analysis, we examined the relationships of a wide array of personal characteristics and contextual factors with both types of creativity measures. The results suggest that, in a majority of cases, effect sizes are larger when self-ratings of employee creativity are used. The article concludes with a discussion of the circumstances when inflation of observed correlations is most likely to occur, some steps for reducing inflated observed correlations, and other issues germane to empirical creativity research. © The Author(s) 2012.link_to_subscribed_fulltex
Organizational tenure and job performance
No full textThis study provides a meta-analysis on the relationships between organizational tenure and three broad classes of job behaviors: core-task behaviors, citizenship behaviors, and counterproductive behaviors. Across 350 empirical studies with a cumulative sample size of 249,841, the authors found that longer tenured employees generally have greater in-role performance and citizenship performance. It is interesting that organizational tenure was also positively related to some counterproductive behaviors (e.g., aggressive behavior and nonsickness absence). Most of these relationships remain statistically significant even after controlling for the effects of chronological age. The authors also observed that the tenure-performance relationship was stronger for younger workers, for women, for non-Caucasians, and for college-educated workers. Finally, the authors found evidence of a curvilinear relationship between organizational tenure and job performance. Although the relationship of organizational tenure with job performance is positive in general, the strength of the association decreases as organizational tenure increases. © The Author(s) 2010.link_to_subscribed_fulltex
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Full text linkWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
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