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"Pearce, Jone L"
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Status in management and organizations
\"People go to extraordinary lengths to gain and defend their status. Those with higher status are listened to more, receive more deference from others, and are perceived as having more power. People with higher status also tend to have better health and longevity. In short, status matters. Despite the importance of status, particularly in the workplace, it has received comparatively little attention from management scholars. It is only relatively recently that they have turned their attention to the powerful role that social status plays in organizations. This book brings together this important work, showing why we should distinguish status from power, hierarchy and work quality. It also shows how a better understanding of status can be used to address problems in a number of different areas, including strategic acquisitions, the development of innovations, new venture funding, executive compensation, discrimination, and team diversity effects\"-- Provided by publisher.
Book
Managing the Unknowable: The Effectiveness of Early-stage Investor Gut Feel in Entrepreneurial Investment Decisions
Using an inductive theory-development study, a field experiment, and a longitudinal field test, we examine early-stage entrepreneurial investment decision making under conditions of extreme uncertainty. Building on existing literature on decision making and risk in organizations, intuition, and theories of entrepreneurial financing, we test the effectiveness of angel investors' criteria for making investment decisions. We found that angel investors' decisions have several characteristics that have not been adequately captured in existing theory: angel investors have clear objectives—risking small stakes to find extraordinarily profitable investments, fully expecting to lose their entire investment in most cases—and they rely on a combination of expertise-based intuition and formal analysis in which intuition trumps analysis, contrary to reports in other investment contexts. We also found that their reported emphasis on assessments of the entrepreneur accurately predicts extraordinarily profitable venture success four years later. We develop this theory by examining situations in which uncertainty is so extreme that it qualifies as unknowable, using the term \"gut feel\" to describe their dynamic emotion-cognitions in which they blend analysis and intuition in ways that do not impair intuitive processes and that effectively predict extraordinarily profitable investments.
Journal Article
Do you pass it on? An examination of the consequences of perceived cyber incivility
Purpose - The emerging literature on computer-mediated communication at the study lacks depth in terms of elucidating the consequences of the effects of incivility on employees. This study aims to compare face-toface incivility with incivility encountered via e-mail on both task performance and performance evaluation. Design/methodology/approach - In two experimental studies, the authors test whether exposure to incivility via e-mail reduces individual task performance beyond that of face-to-face incivility and weather exposure to that incivility results in lower performance evaluations for third-parties. Findings - The authors show that being exposed to cyber incivility does decrease performance on a subsequent task. The authors also find that exposure to rudeness, both face-to-face and via e-mail, is contagious and results in lower performance evaluation scores for an uninvolved third party. Originality/value - This research comprises an empirically grounded study of incivility in the context of e-mail at study, highlights distinctions between it and face-to-face rudeness and reveals the potential risks that cyber incivility poses for employees.
Journal Article
Guanxi: Connections As Substitutes for Formal Institutional Support
Interview data from China are used to test an argument that executives develop personal connections in societies with underdeveloped legal support for private business. In China, such connections are called \"guanxi.\" An underdeveloped legal framework makes private-company executives more dependent on guanxi than executives in state-owned or collectively-hybrid companies. Compared to other executives, private-company executives considered business connections more important, depended more on connections for protection, had more government connections, gave more unreciprocated gifts, and trusted their connections more.
Journal Article
Alternative Approaches to the Employee-Organization Relationship: Does Investment in Employees Pay Off?
Four approaches to the employee-organization relationship are described. An empirical study of employees from 10 companies found support for the basic hypothesis that employee responses differ under the 4 types of relationship. In general, employees performed better on core tasks, demonstrated more citizenship behavior, and expressed a higher level of affective commitment to an employer when they worked in an over-investment (by the employer) or mutual investment relations than when they worked in a quasi-spot-contract or under-investment relationship.
Journal Article
Cronyism and Nepotism Are Bad for Everyone: The Research Evidence
Jones and Stout (2015) have made one claim that I would like to correct: There is substantial quantitative (and observational) research on the workplace and organizational performance effects of nepotism and cronyism. That these authors have missed this research is understandable; the research is not in traditional industrial and organizational (I-O) psychology publications (although some of it does appear in journals from the related field of organizational behavior). Nevertheless, this work is systematic and rigorous, and the work provides strong evidence to support the experience-based perceptions of practitioners that nepotism and cronyism damage employees and their supervisors and produces poorer organizational performance. I welcome the opportunity that Jones and Stout (2015) have provided to briefly introduce my colleagues in I-O psychology to this literature.
Journal Article
Insufficient Bureaucracy: Trust and Commitment in Particularistic Organizations
Many employees in the world are evaluated and rewarded at work based on who they are (\"particularism\") rather than based on impersonal judgments of their performance (\"universalis\"). Yet the field of organizational behavior has been virtually silent on how employees react to workplaces dominated by particularism. In an effort to understand the role of particularistic organizational practices, several ideas from comparative institutions theories are applied to questions of organizational behavior, and the model is tested in samples of large manufacturing and service organizations in the United States and Hungary. It was found that employees in a modernist political system (United States) did echo social scientists claims by reporting that their employers personnel practices were comparatively more universalistic than those in organizations operating in a neotraditional polity (Hungary). This perception of differences in personnel practices mediated the relationship between political system and employees trust in one another, their perceptions of coworker shirking, and their organizational commitment.
Journal Article
Rating Performance or Contesting Status: Evidence Against the Homophily Explanation for Supervisor Demographic Skew in Performance Ratings
We propose and test an argument in which the well-documented skew in supervisory performance appraisal ratings toward those with the same demography as themselves is better explained by the status contests than the reigning theory of homophily. We conduct the test in a field study of 358 supervisor–subordinate dyads in 10 organizations, using hierarchical linear modeling with various controls. We find that supervisors' ratings of subordinates' contextual and task performance only skew toward similar subordinates when supervisors' status is contested by a higher demographic status subordinate, as predicted by social dominance and status characteristics theories. None of the general homophily preference hypotheses is supported. This study provides a richer theory more consistent with the accumulating evidence about demography effects in organizations and demonstrates the value of head-to-head strong inference tests and status explanations for the field of organizational behavior.
Journal Article
Should Management Practice Adapt to Cultural Values? The Evidence Against Power Distance Adaptation
Purpose – The purpose of this paper is to focus on the cultural concept of power distance to test whether or not culture-practice fit or universal supervisory practices are associated with team collaboration, innovation, current, and future team performance. This test is possible because power distance is conceptually deconstructed and scales developed that reliably and validly differentiate between the societal-level values and workplace practices. Next, drawing on these measures, the authors test the culture-fit vs universal practices hypotheses in a sample of ethnically similar employees dispersed across the USA and India. Design/methodology/approach – Data were collected from a survey administered to employees and their supervisors in a non-Western multinational corporation. Findings – The authors find support for the universal practices perspective in this study. Those Indian and local managers who were low in interpersonal power distance, regardless of their subordinates’ societal power-distance cultural values had better team collaboration, innovation, and future performance. Trust in fellow team members was found to mediate these relationships. Originality/value – Findings from this study contribute to the understanding of power distance, and also provide insight into the central question of when and how management practices should be adapted to local cultures.
Journal Article
