Showing papers in "Journal of Management in 2013"

TL;DR: The authors examined the relationship between employees' perceptions of high-performance HR practice use in their job groups and employee absenteeism, intent to remain with the organization, and organizational citizenship behavior, dedicating a focus to the possible mediating role of affective organizational commitment in these relationships.

TL;DR: In this paper, the authors describe how to estimate cross-level interaction effects and distill the technical literature for a general readership of management researchers, including a description of the multilevel model building process and an illustration of analyses and results with a data set grounded in substantive theory.

TL;DR: The too-much-of-a-good-thing effect (TMGT) as discussed by the authors is a meta-theoretical principle that suggests that antecedent variables widely accepted as leading to desirable consequences actually lead to negative outcomes.

TL;DR: In this article, the Allostatic Load model is used as an organizing framework for reviewing the vast literature that has considered health outcomes that are associated with exposure to psychosocial stressors at work.

TL;DR: A review, integration, and extension of the literature relevant to ostracism in organizations is presented in this paper, where the authors take a decidedly organizational focus, proposing organizationally relevant factors that may cause different types of ostracisms, moderate the experience of ostrACism at work, and moderate the reactions of targets.

TL;DR: In this paper, the authors examine the financial, social, and psychological costs of failure, highlighting factors that may influence the magnitude of these costs (including individual responses to managing these costs).

TL;DR: There is a growing literature that investigates the composition of directors' demography, human capital, and social capital as discussed by the authors, which is a critical element in the ability of the board to impact firm outcomes.

TL;DR: This paper conducted a meta-analytic review in which they test and provide support for a portion of Hausknecht and Trevor's model of collective turnover and found that the mean corrected correlation between turnover and organizational performance is −.03.

TL;DR: In this paper, the authors conducted a theoretical review of the change readiness literature and identified two major limitations with this work: researchers have not examined the affective element of this attitude and have not adopted a multilevel perspective when considering change readiness.

TL;DR: In this article, the authors investigated team innovation as a process phenomenon by differentiating the creativity stage from the implementation stage, and found that aggregated individual creative personality, as well as functional heterogeneity, promoted team creativity, which in turn interacted with climate for innovation.

TL;DR: In this article, the influence of informal institutions on formal institutions and the effects of formal institutions on inward foreign direct investment was examined by integrating prior research from multiple disciplines to identify and examine the roles of a country's formal regulatory, political, and economic institutions.

TL;DR: A comprehensive High Performance Work Practices (HPWPs) taxonomy is developed that classified 61 specific practices into nine categories and analyzes the usefulness of this taxonomy using frequency, time, and countries.

TL;DR: In this paper, a collection of studies tested aspects of Cortina's theory of selective incivility as a modern manifestation of sexism and racism in the workplace and also tested an extension of that theory to ageism.

TL;DR: In this article, the authors consolidate 157 tests of RDT and corroborate its main predictions: organizations respond to resource dependencies by forming interorganizational arrangements like interlocks, alliances, joint ventures, in-sourcing arrangements, and mergers and acquisitions.

TL;DR: In this paper, the authors explore a potential "dark side" of HPWS that suggests that HPWS, which are aimed at creating a competitive advantage for organizations, do so at the expense of workers, thus resulting in negative consequences for individual employees.

TL;DR: In this article, a framework for understanding destructive leadership is proposed, which summarizes the extant destructive leadership research and extends it in new directions, by reviewing the current literature on destructive leadership and drawing on organizational leadership theory and more general research on deviant behaviors in organizations.

TL;DR: In this paper, the authors use meta-analysis supplemented by structural equation modeling to explore the links among environmental munificence, hostility, dynamism and complexity, EO, and firm performance in a mediation model.

TL;DR: In this paper, the authors explore managers' communication quality as a moderator of the relationship between manager-rated and employee-rated HR practices and explore how managers' perceptions of the HR practices implemented in the unit relate to employee perceptions of these HR practices.

TL;DR: In this paper, the authors analyzed self-reported limitations and directions for future research in 1,276 articles published between 1982 and 2007 in the Academy of Management Journal, Administrative Science Quarterly, the Journal of Applied Psychology, Journal of Management, and the Strategic Management Journal.

TL;DR: In the 20 years since the last review on organizational decline and turnaround, the scope of turnaround research has expanded dramatically; however, research on this phenomenon remains empirically and theoretically fragmented.

TL;DR: The authors argue that constructive deviance is an umbrella term that encompasses several different behaviors, including taking charge, creative performance, expressing voice, whistle-blowing, extra-role behaviors, prosocial behaviors and prosocial rule breaking.

TL;DR: In this paper, the authors developed the argument that the establishment of good stakeholder relations is influenced not only by a firm's having a high level of corporate social performance but also by its ability to deliver consistent social performance.

TL;DR: In this article, a survey of 86 acquisitions to obtain the richness of detail necessary to distinguish integration from autonomy, the authors argue and find that integration and autonomy are not the opposite ends of a single continuum.

TL;DR: In this article, a meta-analysis synthesizes previous empirical findings to reveal under which institutional conditions firms benefit most from exploratory or exploitative innovation, and the results show that national culture has a strong impact on the success of exploratory innovations, whereas only uncertainty avoidance influences the benefits derived from exploitative innovations.

TL;DR: This paper explored the moderating influence of Hofstede's cultural dimensions (individualism/collectivism, masculinity/femininity, uncertainty avoidance, and power distance) on the relationship between justice perceptions and both supervisor-and employer-related outcomes.

TL;DR: In this article, a 16-item measure of idiosyncratic deals (or i-deals) is proposed, which is mutually beneficial, personalized agreements of a nonstandard nature that are negotiated between individual employees and their employers.

TL;DR: In this article, the authors proposed that time spent on task performance is more important than time spent in OCB in determining career outcomes in an outcome-based control system and also that OCB may negatively impact career outcomes.

TL;DR: In this article, the authors delineate flexibility-oriented human resource management (FHRM) systems in terms of resource and coordination-flexibility-oriented HRM subsystems and draw on organizational learning theory and the concept of absorptive capacity (AC) to articulate the mechanisms through which these systems might influence market responsiveness and firm innovativeness.

TL;DR: In this article, the authors identify and assess relevant scholarly work regarding value capture mechanisms published in top-tier peer-reviewed management journals between 1980 and 2011, and then review the assumptions, insights, and causal mechanisms for the antecedents and consequences of the value capture mechanism highlighted in these articles.