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"Pandey, Alankrita"
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Citation footprints on the sands of time: An analysis of idea migrations in strategic management
We elucidate the intellectual progression of the strategic management field by examining knowledge flows to and from the Strategic Management Journal fSMJj during the period 1980-2009. We provide a detailed mapping of the evolution of the intellectual structure of the field and identify its input-output dependency relationships with other fields. Analysis of citation data using three analytic techniques: log-multiplicative model, pathfinder analysis, and entropy analysis allow us to discern strategic management's influence on and engagement with other disciplines. The results show that, within the intellectual universe of strategic management, SMJ has played a central role, both as a source and storer of knowledge. We notice that, over time, there has been a decline in practitioner orientation, greater communication with finance and sociology, and increasing linkages with international business and entrepreneur ship.
Journal Article
The Moderating and Mediating Mechanisms through which Perceived Overqualification Impacts Task and Extra-Role Outcomes
Originality: The study confirmed that the serial mediation model that overqualification affects task and extra-role outcomes through relative deprivation, engagement, and affective commitment in that order. Role-relationships examined as relational coordination were found to moderate the impact of POQ on outcomes.
Journal Article
Connections Amid Caregiving Stress: Informal Caregiver Employee Stress, Work Outcomes and the Role of Relational Coordination
A mixed-methods approach employing a quantitative and a qualitative study was used to assess the impact of caregiving stress on workplace outcomes such as task behaviors, extra-role behaviors, counterproductive work behaviors, intent to leave, and negative affective well-being for 255 informal caregivers of young children, adult children with special needs or disabilities, caregivers of aging parents and spouses with disabilities who also provided informal care to family members. The research framework used the individual, group, leadership, and organization (IGLO) model and the conservation of resources theory. Caregiving stress was found to impact task performance and extra-role behavior negatively, positively influence intent to leave, and negatively affect well-being. The study also examined supporting factors at the relational level using the framework of the theory of relational coordination. Role relationships measured as relational coordination among coworkers were significant moderators of the relationship between caregiving stress and work outcomes. The qualitative results reinforced the findings from the quantitative studies about adverse work outcomes for caregiving stress and emphasized the importance of relational connections in the workplace.
Journal Article
Broken Promises
A strong body of empirical research exists delineating an association between systems of high performance work practices (HPWPs) and organizational performance. However, insufficient attention has been paid to the vital role that supervisors play in implementing these practices. This experimental study involved 320 subjects exposed to varying levels of supervisory support for HPWPs that subjects were promised they would receive and from which they would benefit. Individuals with supervisors who withheld support for some HPWPs responded with greater perceptions of procedural injustice committed against their interests by the supervisor, impressions of lessened managerial support and trust, and a heightened proclivity to behave counterproductively toward the supervisor. Individuals with supervisors who withheld support for all HPWPs responded with greater perceptions of procedural injustice committed against their interests by both the organization and supervisor, and an enhanced tendency to behave counterproductively toward both the organization and supervisor. Implications for future research and practice are discussed.
Journal Article
The Impact of Supervisory Support for High-Performance Human Resource Practices on Employee In-Role, Extra-role and Counterproductive Behaviors 1
Although there is an abundance of research showing the positive effects of high-performing work practices, there is a lack of evidence on how supervisory expressed support for these practices impacts these effects. An experimental study conducted in a laboratory examined how differences between an organization's intention to support high-performance work systems and the supervisor's support for these systems affects employee perceptions and their inrole performance and propensity to engage in extra-role and counterproductive work behaviors. Results of the study found that individuals' perceptions of managerial justice were lower when supervisors differed from the organization in their support of high-performance work systems. Individuals' propensity to engage in citizenship behavior directed to the organization and the supervisor was found to be reduced when supervisors differed from the organization in their support for high-performance work systems.. Individuals were found to have a greater propensity to engage in counterproductive work behavior directed to the organization and their supervisors when the supervisors support for high-performance work systems was different from the organizations. This relationship was found to be moderated by the individuals' psychological capital. Supervisor divergence in support for pay for performance, training, and career development initiatives also led to lower quantity and quality of in-role performance by individuals. Implications of these findings for implementing high-performing work practices and future research needs are discussed.
Journal Article
The Impact of Supervisory Support for High-Performance Human Resource Practices on Employee In-Role, Extra-role and Counterproductive Behaviors
Although there is an abundance of research showing the positive effects of high-performing work practices, there is a lack of evidence on how supervisory expressed support for these practices impacts these effects. An experimental study conducted in a laboratory examined how differences between an organization's intention to support high-performance work systems and the supervisor's support for these systems affects employee perceptions and their in-role performance and propensity to engage in extra-role and counterproductive work behaviors. Results of the study found that individuals' perceptions of managerial justice were lower when supervisors differed from the organization in their support of high-performance work systems. Individuals' propensity to engage in citizenship behavior directed to the organization and the supervisor was found to be reduced when supervisors differed from the organization in their support for high-performance work systems.. Individuals were found to have a greater propensity to engage in counterproductive work behavior directed to the organization and their supervisors when the supervisors support for high-performance work systems was different from the organizations. This relationship was found to be moderated by the individuals' psychological capital. Supervisor divergence in support for pay for performance, training, and career development initiatives also led to lower quantity and quality of in-role performance by individuals. Implications of these findings for implementing high-performing work practices and future research needs are discussed.
Journal Article
A PATH FROM JOB AUTONOMY TO ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE ROLE OF PERCEIVED ORGANIZATIONAL POLITICS AS MEDIATOR
Job autonomy and organizational citizenship behavior have both been the focus of research in the organizational literature, yet few attempts have been made to investigate the relationship between the two. This study aimed to further the body of knowledge by applying a theory-driven approach to examine how job autonomy affects organizational citizenship behavior. Building on the research surrounding job autonomy and organizational citizenship behavior, as well as social exchange theory , the authors proposed a model in which perception of organizational politics and organizational commitment mediate the impact of job autonomy on two forms of organizational citizenship behavior-altruism, and conscientiousness. The mechanism we used examined these impacts in series. A conditional process analysis with a bootstrapping technique suggested a partial mediation model. The results showed that job autonomy significantly reduced employee's perceptions of organizational politics, and this decreased perception improved employees' engagement in commitment toward their organizations and increased conscientiousness. It is of interest to note that this concurs with Hackman's model regarding work outcomes. While the results showed effects on conscientiousness, there were not similar effects on altruism. The mixed nature of our results indicates there are likely other moderating factors which need to be considered in future models, such as personality and competitive climate.
Journal Article
The road less traveled: The moderating effects of relational coordination on the relationships among human capital, employee behaviors and performance
This dissertation studies the micro-foundations of Strategic Human Resource Management by examining the relationships between human capital, employee behaviors, relational coordination, and performance among individuals within a firm. Multilevel modeling is used to empirically investigate and find evidence for the mediated relationship among human capital, in-role and extra-role behaviors and performance for a sample of 126 registered nurses from a large surgical care hospital in the southwestern United States. To the Strategic Human Resource Management framework, this dissertation also introduces an element of social capital, role-coordination among the registered nurses and others performing the same job, in the same work group, and with other individuals and work groups which are critical to successful performance of their jobs. This relational coordination is found to moderate the relationships among human capital and performance and human capital and behaviors, thus establishing the importance of role relationships in the workings of an organization.
Dissertation
Downsizing
A comprehensive overview of downsizing that examines both the strategic and human implications of this process.
Book