Showing papers in "Group & Organization Management in 2013"
TL;DR: In this article, a team job crafting was associated with individual performance via the hypothesized sequential mediation paths, and the practical implications of the study are discussed and they conclude that job crafting can be simultaneously used at the team and individual level to improve job performance.
Abstract: Previous research suggests that employee job crafting is positively related to job performance through employee work engagement. The present study expands this individual-level perspective to the team level by hypothesizing that team job crafting relates positively to team performance through team work engagement. In addition, on the basis of social psychological theories about norms, modeling, and emotional contagion in groups, we hypothesize that team job crafting relates to individual performance through (a) individual job crafting and individual work engagement; and (b) team work engagement and individual work engagement. Data was collected among 525 individuals working in 54 teams that provided occupational health services. The results largely supported the hypotheses. Specifically, team job crafting was associated with individual performance via the hypothesized sequential mediation paths. The practical implications of the study are discussed and we conclude that job crafting can be simultaneously used at the team and individual level to improve job performance.
319 citations
TL;DR: An overview of the literatures on organizational identity and organizational identification can be found in this paper, where the authors provide an overview of four major approaches to organizational identity: functionalist, social constructionist, psychodynamic, and postmodern.
Abstract: In this article, we present an overview of the literatures on organizational identity and organizational identification. We provide overviews of four major approaches to organizational identity: functionalist, social constructionist, psychodynamic, and postmodern. The literature on organizational identification, by contrast, exhibits greater consensus due to the hegemonic power of social identity theory, and is predominantly functionalist. We review recent research on organizational identification regarding performance outcomes and antecedents (mainly focusing on leadership and the social exchange perspective), and in relation to change and virtual contexts. Some suggestions for further research are then offered. Finally an overview of the articles in this special issue is presented.
317 citations
TL;DR: In this paper, a field survey of 733 employees working in a variety of occupations was conducted to predict the extent to which employees' beliefs about their organization and about sustainability in general will be associated with OCBs toward the environment.
Abstract: This article contributes to the growing research interest on sustainability-directed citizenship behaviors by helping to develop the construct of organizational citizenship behaviors (OCBs) toward the environment, defined as voluntary behavior not specified in official job descriptions that, through the combined efforts of individual employees, help to make the organization and/or society more sustainable. Hypotheses predict the extent to which employees’ beliefs about their organization and about sustainability in general will be associated with OCBs toward the environment. The hypotheses are tested via a field survey of 733 employees working in a variety of occupations. Regression results indicated that OCBs toward the environment were related to, yet distinct from, OCBs in general, perceived organizational support (POS), affective commitment (AC), and beliefs that sustainability is important both in general and for one’s current organization. The article concludes with theoretical implications for rese...
191 citations
TL;DR: This paper explored the role of four psychological outcome variables (organizational commitment, climate for innovation, psychological empowerment, and identity freedom) as possible mediators of the relationship between employee perceptions of diversity climate perceptions and intent to turnover.
Abstract: Workforce diversity has been described as a double-edged sword; it has the potential for positive and negative outcomes. To better understand why and how diversity leads to positive outcomes, we examined the relationship between employee perceptions of diversity climate perceptions and intent to turnover. We explored the role of four psychological outcome variables (organizational commitment, climate for innovation, psychological empowerment, and identity freedom) as possible mediators of this relationship. Racial and gender subgroup differences were also examined. Survey data were collected from 1,731 public employees. Findings suggest that when employees perceive equal access to opportunities and fair treatment, intent to turn over decreases. Furthermore, these relationships are significantly mediated by psychological outcomes. Implications for diversity management and training are discussed.
169 citations
TL;DR: In this article, Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships beacons positive relationships between employees and their social context and found that change-oriented citizenship depends on support received from employees' social context.
Abstract: Change-oriented citizenship depends on support received from employees’ social context. Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships be...
151 citations
TL;DR: In this article, a meta-regression analysis was conducted to synthesize and aggregate the results on the diversity-performance link, and the results do not show a link between TMT diversity and performance but provide evidence for publication bias.
Abstract: Empirical research investigating the impact of top management team (TMT) diversity on executives’ decision making has produced inconclusive results. To synthesize and aggregate the results on the diversity-performance link, a meta-regression analysis (MRA) is conducted. It integrates more than 200 estimates from 53 empirical studies investigating TMT diversity and its impact on the quality of executives’ decision making as reflected in corporate performance. The analysis contributes to the literature by theoretically discussing and empirically examining the effects of TMT diversity on corporate performance. Our results do not show a link between TMT diversity and performance but provide evidence for publication bias. Thus, the findings raise doubts on the impact of TMT diversity on performance.
122 citations
TL;DR: In this article, a model that considers the effects of both transformational leadership and workgroup climate on one workgroup outcome believed particularly relevant to diversity: employee creativity has been proposed.
Abstract: Previous research on the effects of workgroup diversity and workgroup functioning and outcomes has produced mixed results. We address these inconsistencies by proposing a model that considers the effects of both transformational leadership and workgroup climate on one workgroup outcome believed particularly relevant to diversity: employee creativity. Multilevel analyses of 172 individuals working in 31 teams found that innovation workgroup climate level mediated the relationship between transformational leadership and employee creativity. Furthermore, results indicated that diverse groups had higher innovation climate strength when transformational leadership was high, and that innovation climate level was more strongly related to employee creativity when innovation climate strength was high. Overall, these results suggest that transformational
114 citations
TL;DR: In this article, the authors examined how the social identity perspective contributes to a better understanding of the relationships between perceived organizational support, affective commitment, and employees' performance at work.
Abstract: The present research examines how the social identity perspective contributes to a better understanding of the relationships between perceived organizational support, affective commitment, and employees’ performance at work. Using a sample of 253 employees from an engineering company, Study 1 found that organizational identification partially mediates the relationship between perceived organizational support and affective commitment. The results of Study 1 also indicated that the relationship between perceived organizational support and organizational identification is moderated by organizational prestige. In Study 2, using a sample of 179 postal employees, the authors replicated the mediating role of organizational identification in the relationship between perceived organizational support and affective commitment and found that affective commitment mediates the relationship between organizational identification and supervisor’s ratings of extra-role performance.
111 citations
TL;DR: In this article, the authors examined the impact of coworker support on turnover with a sample of 188 servers from a national restaurant chain and found that coworker emotional support was negatively related to turnover.
Abstract: Employee turnover rates are among the highest for entry-level employees in the hospitality industry. Research focused on identifying the antecedents of turnover in this employment context has been limited, however. To address this gap in the literature, the present study examined the impact of coworker support on turnover with a sample of 188 servers from a national restaurant chain. Specifically, this study assessed the impact of coworker instrumental support and coworker emotional support on turnover. The results demonstrated that coworker emotional support was negatively related to turnover. However, coworker instrumental support was positively related to turnover, counter to the hypothesized relationship. This counterintuitive finding leads us to consider the role of coworker support on turnover in a new light.
107 citations
TL;DR: In this article, the authors used Kahn's theory of engagement to study the relationship between manager usage/facilitation of meetings and overall employee engagement, and found that managers can use a common workplace activity, workgroup meetings, to engage their employees when they use/facilitate meetings in an effective manner.
Abstract: Employee engagement is a positive, fulfilling, work-related state of mind characterized by vigor, dedication, and absorption. Using Kahn’s theory of engagement, we look at an organizational context where employee engagement may be promoted—the workgroup meeting. Two timeseparated Internet-based surveys were used to query a sample of working adults (N = 319). The findings provide support that the psychological conditions for engagement mediate the relationship between manager usage/facilitation of meetings and overall employee engagement. Specifically, as managers make their workgroup meetings relevant, allow for employee voice in their meetings where possible, and manage the meeting from a time perspective, employees appear poised to fully engage themselves in their work in general. The results suggest that managers can use a common workplace activity, workgroup meetings, to engage their employees when they use/facilitate meetings in an effective manner.
82 citations
TL;DR: In this paper, the role of personal identification with the leader in followers' work outcomes has not been fully examined, but the authors examined a partial nomological network and found that transformational leadership was positively related to personal identification, which was associated with followers' innovativeness, affective organizational commitment, and turnover intention.
Abstract: Although much research has been done on employee collective identification with the organization and the work unit, the role of followers’ personal identification with the leader in followers’ work outcomes has not been fully examined. Drawing on research on transformational leadership and social identity theory, the authors examined a partial nomological network of personal identification with the leader and its mediating effects. Results show that transformational leadership was positively related to personal identification with the leader, which was significantly associated with followers’ innovativeness, affective organizational commitment, and turnover intention. In addition, personal identification with the leader significantly mediated the relationships of transformational leadership with followers’ affective organizational
TL;DR: This paper explored how team characteristics combine to influence bad behavior in groups and found that the structure of the work itself, in the form of functional dependence, moderates this relationship, and argued that the relationship between injustice climate and deviant and political behavior will be strongest when functional dependence between employees is low.
Abstract: Recent research shows the powerful impact of counterproductive behavior in teams. This study explores how team characteristics combine to influence bad behavior in groups. It builds upon recent work in organizational justice by exploring the relationship between overall justice climate and work groups’ deviant and political behavior. Findings suggest that the structure of the work itself, in the form of functional dependence, moderates this relationship. Specifically, it is argued that the relationship between injustice climate and deviant and political behavior will be strongest when functional dependence between employees is low. Results from a sample of 539 employees and 113 supervisors in 113 work units support the hypotheses.
TL;DR: In this article, the impact of dyad characteristics (e.g., interaction frequency, pre-existing relationship, perceived similarity, relevant mentor knowledge) on e-mentoring received as well as the impact on proteges' learning and satisfaction was investigated.
Abstract: Today’s professionals require a network of mentors to help them navigate complex organizational and individual challenges. Consistent with current trends, a growing number of these mentor relationships will be initiated and carried out electronically, via e-mentoring. We build on existing social network research to investigate the role of e-mentoring in protege outcomes. On a sample of graduate and undergraduate students, we examine the impact of dyad characteristics (e.g., interaction frequency, pre-existing relationship, perceived similarity, relevant mentor knowledge) on e-mentoring received as well as the impact of e-mentoring on proteges’ learning and satisfaction. Several dyad characteristics and e-mentoring functions received were positively associated with proteges’ learning and satisfaction. Limitations and implications for future research are offered.
TL;DR: In this article, the authors propose a typology of diversity strategies defined by the kind of critical resources that ethnic minorities provide to organizations. And they suggest resource dependence theory as a fruitful explanatory approach to diversity and describe practical implications for different actors.
Abstract: Firms have many reasons to employ ethnic minorities or refrain from employing them. Management scholars focusing on workplace diversity have made several attempts to describe these reasons, but a theoretically grounded framework is still missing. This article outlines a novel approach to this topic based on resource dependence theory. We propose a typology of diversity strategies defined by the kind of critical resources that ethnic minorities provide to organizations. Focusing on business logic, the typology offers many applications for future research on antecedents and consequences of the strategies, a diverse competence pool, and power relations. We suggest resource dependence theory as a fruitful explanatory approach to diversity and describe practical implications for different actors.
TL;DR: This article examined the role of job satisfaction, relational identification with supervisor, and work-family conflict in explaining the influence of family-friendly supervision on supervisor-workers' satisfaction and relational identification.
Abstract: This study examined the role of job satisfaction, relational identification with supervisor, and work-family conflict in explaining the influence of family-friendly supervision (FFS) on supervisor-...
TL;DR: In this paper, the role of perceived coworker support (PCS) and perceived organizational support (POS) on the extent to which employees share their knowledge with their coworkers has been examined.
Abstract: This study provides a direct test of social exchange theory on knowledge sharing from the perspective of the provider by examining the role of both perceived coworker support (PCS) and perceived organizational support (POS) on the extent to which employees share their knowledge with their coworkers. Also examined is the moderating role of knowledge tacitness. Results show PCS has a strong positive relationship with provider knowledge sharing but, contrary to expectation, POS does not have a significant relationship. Further, knowledge tacitness moderates the relationship between PCS and knowledge sharing such that the relationship between PCS and knowledge sharing is stronger for providers who perceive their knowledge as tacit. However, the difference in knowledge sharing between providers with knowledge high in tacitness versus low in tacitness is greatest at low levels of PCS and decreases as PCS increases. The implications of these findings to research and practice are discussed.
TL;DR: In this paper, the authors distinguish between professional and personal trust and hypothesize that their relative knowledge transfer advantage may vary as a function of the duration of the receiver-source relationship, and find a synergistic effect of the two types of trust on knowledge transfer but only in long duration relationships.
Abstract: While trusting coworker relationships are conducive to knowledge transfer, distinct types of trust and the contextual conditions under which they are most effective have received limited empirical attention. In this article, we distinguish between professional and personal trust, and hypothesize that their relative knowledge transfer advantage may vary as a function of the duration of the receiver-source relationship. Using survey data from 135 knowledge receivers reporting on their relationships with their knowledge sources, we find that both professional and personal trust interact with relationship duration, albeit in opposite directions. We also find a synergistic effect of the two types of trust on knowledge transfer but only in long duration relationships. The implications of distinguishing professional and personal trust within the overall nomological network of trust are discussed in terms of theory and practice development.
TL;DR: In this paper, the authors examined the relationship among perceptions of job insecurity, job embeddedness, and important individual work outcomes in the context of the Great Recession, and found that job embeddings partially mediated job insecurity's relationship with job search behavior.
Abstract: In the context of the Great Recession, we examined the relationships among perceptions of job insecurity, job embeddedness, and important individual work outcomes. Specifically, we tested the role of job embeddedness as a mediator between job insecurity and the withdrawal outcomes of intention to remain and job search behavior. Results of a longitudinal study of 115 working adults indicated that perceptions of job embeddedness fully mediated the relationship between perceptions of job insecurity and intention to remain and partially mediated job insecurity’s relationship with job search behavior.
TL;DR: In this paper, the ASPIRe (Actualizing Social and Personal Identity Resources) model is used for building organizational identification among health care personnel in the US military, and participants reported increased levels of subgroup and organizational identification as a result of the workshop and were also more supportive of the strategy.
Abstract: A growing body of evidence indicates that organizational identification underpins a range of important organizational outcomes. However, to date, the literature has provided little empirically grounded guidance for organizations that are trying to develop organizational identification among their employees. In this article, the authors aim to address this lacuna by testing the effectiveness of the ASPIRe (Actualizing Social and Personal Identity Resources) model—a model that specifies a sequence of structured activities designed to use subgroup identities as a platform for building organizational identification—in a bespoke workshop delivered to senior military health services personnel. As predicted by the ASPIRe model, participants reported increased levels of subgroup and organizational identification as a result of the workshop and were also more supportive of the organization’s strategy.
TL;DR: In this article, the authors examine the extent to which the storying lens provides useful purchase in understanding the sensemaking processes that occur in the hegemonic struggle over collective identities in the world.
Abstract: This article examines the extent to which the storying lens provides useful purchase in understanding the sensemaking processes that occur in the hegemonic struggle over collective identities durin...
TL;DR: In this article, the authors examined two potential mediators through which leaders transmit their position power into an effectiveness outcome, and found that leaders who are both in powerful positions and politically skilled are perceived to initiate more structure and demonstrate more consideration for their followers than their non-politically skilled counterparts, which, in turn, positively impacts followers' satisfaction.
Abstract: This study examined two potential mediators through which leaders transmit their position power into an effectiveness outcome. Drawing upon recent work integrating trait, situational, and behavioral theories of leadership effectiveness, we hypothesized and tested a model specifying that the interactive effects of leader position power and leader political skill on follower satisfaction would be mediated by followers' perceptions of leaders' initiating structure and consideration behaviors. Specifically, this model indicates that leaders who are both in powerful positions and politically skilled are perceived to initiate more structure and demonstrate more consideration for their followers than their nonpolitically skilled counterparts, which, in turn, positively impacts followers' satisfaction (i.e., an indication of subjective leadership effectiveness). Utilizing 190 leaders and 476 followers, we found support for the hypothesized model. Contributions to various literatures, strengths, limitations, and practical implications are discussed.
TL;DR: In this paper, the curvilinear moderating effects of organizational tenure on the relationships between two status evaluations, that is, perceived external prestige (PEP) and per-employee performance, were investigated.
Abstract: This empirical study investigates the curvilinear moderating effects of organizational tenure on the relationships between two status evaluations, that is, perceived external prestige (PEP) and per...
TL;DR: The authors found that leader goal, feedback, and recognition activities were important only for improved team effectiveness, but not for team efficiency, and that feedback and recognition moderated the goal-performance relationship regardless of the performance measures used.
Abstract: In this paper, we propose that only some of the conventional findings pertaining to the enhancing effects of feedback and recognition on performance success as well as the moderating role they play in the goal–performance relationship may apply to project teams, whereas others may not. We focus on the above activities that are well grounded in the general organizational research and reexamine them within the project management context. Data were collected from 88 project managers and their direct supervisors via questionnaires. Results showed that leader goal, feedback, and recognition activities were important only for improved team effectiveness, but not for team efficiency. Furthermore, feedback and recognition moderated the goal–performance relationship, regardless of the performance measures used. The implications of these findings for future research on project teams are discussed.
TL;DR: In this paper, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS), which is an individual difference variable that represents individuals' receptivity to feedback.
Abstract: Feedback orientation is an individual difference variable that represents individuals� receptivity to feedback. In 2010, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS). We investigated the validity of the FOS using 172 participants in a leadership development program designed for middle- to senior-level leaders. Our results support the FOS�s convergent validity, as it was correlated with implicit person theory (assumptions regarding the malleability of personal attributes) and achievement motivation. We also found support for the FOS�s criterion-related validity, as it was correlated with participants� reactions to their 360-degree feedback. Participants� feedback orientation, however, was unrelated to coach ratings of their openness, likelihood to change, and defensiveness during their feedback sessions
TL;DR: In this paper, a critical realist design science perspective is adopted to set aside their own identity concerns to embark on an ambitious program of work that capitalizes on the strengths of the alternative perspectives in play, with a view to generating insights that are truly greater than the sum of the parts.
Abstract: Scholarly research directed toward the analysis of organizational identity and organizational identification is fragmented along disciplinary and subdisciplinary fault lines that mirror the current intellectual and social organization of the management and organization studies field. Adopting a critical realist design science perspective, the author challenges researchers to set aside their own identity concerns to embark on an ambitious program of work that capitalizes on the strengths of the alternative perspectives in play, with a view to generating insights that are truly greater than the sum of the parts. The imperative for doing so, at this critical juncture, is the need to address the pressing challenges that threaten to harm beyond repair the social harmony that is the bedrock of the world economy and society.
TL;DR: In this paper, the authors argue that the organization can benefit by forming temporary networks (TNs) and renewing, reconfiguring, creating, aligning, and directing the TNs resources.
Abstract: When change occurs unpredictably and the time to react is compressed, organizations have to quickly obtain resources they do not readily have. In those situations, organizations are likely to reach out to their long-term networks (LTNs) or to activate dormant networks (DNs). But, what happens when the organization’s activities frequently change locations or when the resources needed fluctuate frequently? We argue that under such conditions, the organization can benefit by forming temporary networks (TNs) and renewing, reconfiguring, creating, aligning, and directing the TN’s resources. TNs are those that are formed quickly and last a short period of time. We label the dynamic capability to form TNs and manage TNs’ resources as temporary network development capability (TNDC) and suggest that it is a special kind of relational capability. We argue that experience with weak-ties networks, swift trust, unpredictable change experience, skill specificity and reputation help in the development of TNDC.