Abstract:
Influencing diversity beliefs through a personal testimonial, promotion-focused approach.

Although researchers have highlighted the importance of diversity beliefs (i.e. team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus toward diversity and personal testimonial (compared with factual) knowledge. Results from an experiment conducted with 175 teams revealed that both a promotion focus and personal testimonial knowledge independently contributed to more positive diversity beliefs and consequently increased team elaboration of task-relevant information as well as integration of different perspectives. Our results reveal key factors that can influence diversity beliefs and underscore the pivotal role of diversity beliefs in improving the extent to which team members elaborate information and integrate diverse perspectives. 

Abstract:
Multi-Stage Machine Learning Model for Hierarchical Tie Valence Prediction.

Individuals interacting in organizational settings involving varying levels of formal hierarchy naturally form a complex network of social ties having different tie valences (e.g. positive and negative connections). Social ties critically affect employees’ satisfaction, behaviors, cognition, and outcomes—yet identifying them solely through survey data is challenging because of the large size of some organizations or the often hidden nature of these ties and their valences. We present a novel deep learning model encompassing NLP and graph neural network techniques that identifies positive and negative ties in a hierarchical network. The proposed model uses human resource attributes as node information and web-logged work conversation data as link information. Our findings suggest that the presence of conversation data improves the tie valence classification by 8.91% compared to employing user attributes alone. This gain came from accurately distinguishing positive ties, particularly for male, non-minority, and older employee groups. We also show a substantial difference in conversation patterns for positive and negative ties with positive ties being associated with more messages exchanged on weekends, and lower use of words related to anger and sadness. These findings have broad implications for facilitating collaboration and managing conflict within organizational and other social networks. 

Abstract:
A Review of Fatherhood and Employment: Introducing New Perspectives for Management Research.

In this review, we synthesise the growing body of interdisciplinary research on fatherhood and employment for the purpose of guiding future management studies research on the topic. We argue that shifts in research approaches and assumptions are required to fully understand the situation of contemporary employed fathers. Our review draws attention to four distinct but related lenses: work, family, and fatherhood; masculine hegemony and fatherhood; involved fathering; and diversity and fatherhood. Extant research on fatherhood and employment reflects often static notions about the ‘nuclear family’, with expectations about paternal work orientation failing to reflect contemporary paternal experience. We introduce the sociological concept of ‘family practices’ as a means of shifting from traditional (wherein fathers are positioned as breadwinners and mothers as child-carers within heterosexual couples) to more fluid family forms that characterise 21st century ways of ‘doing fatherhood’. Implications and avenues for future management studies research are discussed. 

Abstract:
A social identity analysis of how pay inequality divides the workplace.

the present research examines why organizations with more unequal pay structures have been found to be characterized by a range of negative workplace outcomes. Drawing on the social identity approach, we propose that higher pay disparity can increase the comparative fit of pay categories whereby the organizational “haves” (the highest paid employees) and “have nots” (the lowest paid employees) are more likely to be categorized into distinct social groups. In turn, this can lead to poorer organizational functioning. In two studies, a field survey ( N = 413) and an experiment ( N = 286), we found that higher pay inequality increased the comparative fit of pay categories, which, in turn, was associated with lower superordinate (organizational) identification, higher perceived workplace conflict, higher leader toxicity, and lower perceptions of identity leadership (i.e. a leader who creates a sense of shared identity in the organization). Our research provides novel insights into how higher inequality affects employees’ categorization processes, thereby creating a psychological divide and contributing to organizational dysfunction.  

Abstract:
Best research practices for using the Implicit Association Test.

Interest in unintended discrimination that can result from implicit attitudes and stereotypes (implicit biases) has stimulated many research investigations. Much of this research has used the Implicit Association Test (IAT) to measure association strengths that are presumed to underlie implicit biases. It had been more than a decade since the last published treatment of recommended best practices for research using IAT measures. After an initial draft by the first author, and continuing through three subsequent drafts, the 22 authors and 14 commenters contributed extensively to refining the selection and description of recommendation-worthy research practices. Individual judgments of agreement or disagreement were provided by 29 of the 36 authors and commenters. of the 21 recommended practices for conducting research with IAT measures presented in this article, all but two were endorsed by 90% or more of those who felt knowledgeable enough to express agreement or disagreement; only 4% of the totality of judgments expressed disagreement. For two practices that were retained despite more than two judgments of disagreement (four for one, five for the other), the bases for those disagreements are described in presenting the recommendations. The article additionally provides recommendations for how to report procedures of IAT measures in empirical articles. 

Abstract:
Experiencing Event Management During the Coronavirus Pandemic: a Public Sector Perspective.

Events have played a significant role in the way in which the Coronavirus pandemic has been experienced and known around the world. Little is known though about how the pandemic has impacted on supporting, managing and governing events in municipal (i.e. local) authorities as key stakeholders, nor how events have featured in the opening-up of localities. This paper reports on empirical research with senior events officers for local authorities in the UK on these key knowledge gaps. Specifically, it examines events officers' unfolding experiences of the pandemic. The paper points to unpreparedness for a crisis of this scale and magnitude, and the roles of innovation, adaptation and co-production in the emergent response. It highlights the transformative nature of the pandemic through reconsiderations of the purpose of public sector involvement in events and, from a policy perspective, how relatively smaller-scale, more agile and lower-risk arts events and performances can figure in local recovery. Finally, while the effects on, and response of, the body corporate (the local authority) to crises is an obvious focus, it is important to recognise those of the individuals who manage the response and drive change. 

Abstract:
It's (a) Shame: Why Poverty Leads to Support for Authoritarianism.

The literature has widely discussed and supported the relationship between poverty and support for authoritarian leaders and regimes. However, there are different claims about the mediating mechanism and a lack of empirical tests. We hypothesize that the effect of poverty on support for authoritarianism is mediated by shame: People living in poverty frequently experience social exclusion and devaluation, which is reflected in feelings of shame. Such shame, in turn, is likely to increase support for authoritarianism, mainly due to the promise of social re-inclusion. We support our hypothesis in two controlled experiments and a large-scale field study while empirically ruling out the two main alternative explanations offered in the literature: stress and anxiety. Finally, we discuss how the present findings can support policymakers in efficiently addressing the negative political consequences of poverty. 

Abstract:
Managers are Less Burned-Out at the Top: the Roles of Sense of Power and Self-Efficacy at Different Hierarchy Levels.

While managers generally seem to enjoy better mental health than regular employees, there are also plenty of reports about them suffering from burnout. The present study explores this relationship between hierarchy level and burnout in more detail. In doing so, we not only investigate what impact managerial rank may have on burnout, but we also contrast two different theoretically meaningful mediators for the relationship: sense of power (feeling in control over people) and work-related self-efficacy (feeling in control over tasks). The results of two surveys—the first with 580 managers (single-source) and the second with 154 managers matched with ratings from close others (multi-source)—show a negative relationship between managers’ hierarchy level and burnout that is explained by both mediators independently. Additional analyses reveal that high sense of power and high self-efficacy are both necessary conditions for low levels of burnout. Such fine-grained analyses allow us to understand why managers at the top are less threatened by burnout, in contrast to what some media reports suggest. 

Abstract:
Narrative Reporting: State of the Art and Future Challenges.

Narrative reporting, both in relation to financial and non-financial information, is increasingly used and often mandated, with significant managerial discretion regarding content. As policy makers consider reporting as a tool for regulation to steer the behaviour of companies towards improving practices and performance upon which they have to disclose, the aim of this paper is to provide the state of the art in the academic literature on narrative reporting and identify future challenges. In order to do so, the paper investigates three questions: (1) How has the quality of narrative reporting been defined? (2) What narrative information is required and used by various stakeholders? (3) What are the real effects of narrative reporting? in answering these three questions, our review also gives implications for both future academic research and policy makers. 

Abstract:
Situational factors shape moral judgements in the trolley dilemma in Eastern, Southern and Western countries in a culturally diverse sample.

The study of moral judgements often centres on moral dilemmas in which options consistent with deontological perspectives (that is, emphasizing rules, individual rights and duties) are in conflict with options consistent with utilitarian judgements (that is, following the greater good based on consequences). Greene et al. (2009) showed that psychological and situational factors (for example, the intent of the agent or the presence of physical contact between the agent and the victim) can play an important role in moral dilemma judgements (for example, the trolley problem). Our knowledge is limited concerning both the universality of these effects outside the United States and the impact of culture on the situational and psychological factors affecting moral judgements. Thus, we empirically tested the universality of the effects of intent and personal force on moral dilemma judgements by replicating the experiments of Greene et al. in 45 countries from all inhabited continents. We found that personal force and its interaction with intention exert influence on moral judgements in the US and Western cultural clusters, replicating and expanding the original findings. Moreover, the personal force effect was present in all cultural clusters, suggesting it is culturally universal. The evidence for the cultural universality of the interaction effect was inconclusive in the Eastern and Southern cultural clusters (depending on exclusion criteria). We found no strong association between collectivism/individualism and moral dilemma judgements. 

Abstract:
Stressor reflections, sleep, and psychological well-being: a pre-registered experimental test of self-distanced versus self-immersed reflections.

Evidence supports the effectiveness of cuing people to analyse negative autobiographical experiences from self-distanced rather than self-immersed perspectives. However, the evidence on which this expectation resides is limited largely to static snapshots of mean levels of cognitive and emotional factors. Via a pre-registered, randomised controlled trial (N = 257), we examined the differential effectiveness of self-distanced relative to self-immersed reflections on mean levels and within-person variability of sleep duration and quality as well as psychological well-being over a 5-day working week. Except for sleep quality, we found that reflecting from a psychologically distanced perspective, overall, was no more effective for mean levels and within-person variability of sleep duration, well-being, and stress-related factors than when the current self is fully immersed in the experiential reality of the event. We consider several substantive and methodological considerations (e.g. dosage, salience of stressor event) that require interrogation in future research via experimental and longitudinal observational methods. 

Abstract:
Walking Our Evidence-Based Talk: the Case of Leadership Development in Business Schools.

Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e. the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking evidence. Analyzing 60 interviews with academic directors of leadership centers at top business schools, we find that the selection of programs does not always align with scientific recommendations nor do schools always engage in high-quality program evaluation. Respondents further indicated a wide variety of challenges that help explain the disconnect between business schools claiming a but practicing B. Behavioral Integrity theory would argue these difficulties are rooted in the lack of an individually owned and collectively endorsed identity, an identity of an evidence-based leader developer (EBLD). A closer inspection of our data confirmed that the lack of a clear and salient EBLD identity makes it difficult for academics to walk their evidence-based leader development talk. We discuss how these findings can help facilitate more evidence-based leader development in an academic context.  

Abstract:
When and why does status threat at work bring out the best and the worst in us? a temporal social comparison theory.

This paper seeks to explain when and why people respond to status threat at work with behaviors oriented toward either self-improvement or interpersonal harming. To that end, we extend the established static social comparison perspective on status threat. Specifically, we introduce the notion of temporal proximity of status threat, which is informed by five temporal social comparison markers. We argue that people construe distal future status gaps as a challenge (and thus show self-improvement-oriented responses), but construe a more proximal status gap as a threat (and thus engage in negative interpersonal behaviors). Further, we introduce three factors of uncertainty that may render the underlying temporal comparison less reliable, and thereby less useful for guiding one's response. Overall, our temporal social comparison theory integrates and extends current theorizing on status threat in organizations by fully acknowledging the dynamic nature of social comparisons. Plain Language Summary Employees often compare themselves to others to evaluate their status. If they perceive that their status is at threat or risk losing status, they engage in behaviors to prevent status loss. These behaviors can be positive, aimed at improving one's position or they can be negative, aimed at harming others. This paper develops a theoretical framework to examine when employees engage in more challenge- vs. threat-oriented behaviors. We argue that an important question how employees react to status threat is its temporal proximity—will an employee's status be threatened in the near versus distal future? We propose that the more distal (vs. proximate) the status threat is, the more employees gravitate towards challenge- and less threat-oriented behaviors. But how do employees know when a status threat occurs in the future? We argue that employees will compare their past status trajectories to co-workers’ status trajectories to mentally extrapolate the temporal proximity of such a threat. More specifically, we propose five characteristics (temporal markers) of social comparison trajectories that inform employees about the temporal proximity: their relative current position, the relative velocity and acceleration of their status trajectory, their relative mean status level, and their relative minimum and maximum status. Moreover, we suggest that employees’ conclusions from these markers are weakened by uncertainty in the “data stream” of social comparison information over time, that is, the length of the time span available, the amount of interruptions in this data stream, and the number of fluctuations in their own and others’ status trajectories.  

Abstract:
When being oneself is socially rewarded: Social identification qualifies the effect of authentic behavior at work.

Is “be yourself” always the best advice? We suggest that interpersonal consequences of behaving authentically depend on the extent to which individuals identify with the social environment where they behave authentically. Bridging the research on authenticity, social identity, and conflict, we propose that for high identifiers, authentic behavior reveals how similar they are to others, thereby reducing dyadic relationship conflict. When social identification is low, behaving authentically increases the salience of how different the individual is from others, increasing relationship conflict. In a multi-source time-lag sample of professional work teams (Study 1), we found that authentic behavior indeed reduced relationship conflict and enhanced task performance for high identifiers, but had an inverse, detrimental effect for low identifiers. In a sample of student teams (Study 2), we only found an attenuating effect of authentic behavior on relationship conflict for high identifiers, and no effect for low identifiers. These results suggest that the advice “to be yourself” applies in educational contexts involving younger adults, but has to be prescribed with care in professional work contexts. Our findings emphasize the importance of social context for the consequences of authentic behavior, and call for more research on the contextual effects of authenticity. 

Abstract:
With or against others? Pay-for-Performance activates aggressive aspects of competitiveness.

While paying employees for performance (PfP) has been shown to elicit increased motivation by way of competitive processes, the present paper investigates whether the same competitive processes inherent in PfP can also encourage aggressiveness. We tested our hypothesis in three studies that conceptually build on each other: First, in a word completion experiment (N = 104), we find that PfP triggers the implicit activation of the fighting and defeating facets of competitiveness. Second, in a multi-source field study (N = 94), co-workers reported more interpersonal deviance from colleagues when the latter received a performance bonus than when they did not. In our final field study (N = 286), we tested the full model, assessing the effect of PfP and interpersonal deviance mediated by competitiveness: Employees with a bonus self-reported higher interpersonal deviance towards their co-workers, which was mediated by individual competitiveness. These findings underscore that PfP can entail powerful yet widely unstudied collateral effects. 

Abstract:
"Getting the summer you deserve": locking-in flying to the tourist experience.

 

Abstract:
Impossible Standards and Unlikely Trade-Offs: can Fathers be Competent Parents and Professionals?.