Too smart for their own good? A study of perceived cognitive overqualification in the workforce

This study examined the concept of cognitive overqualification, the possession of a higher level of cognitive ability than is required for a given job. Among 156 US based customer service representatives, cognitive overqualification was found to be associated with job dissatisfaction, but was only weakly related to measures of job and training performance. The results of this study provide support for the common practice among personnel managers to reject overqualified job applicants, as these individuals may be more likely to develop negative job attitudes, although not necessarily in anticipation of their poorer job performance.     

Consumers’ collision insurance decisions: a mental models approach to theory evaluation

Using interviews with 74 drivers, we elicit and analyze how people think about collision insurance coverage and decide whether to buy coverage, and if so, what deductible level to carry. We compare respondents’ judgments and behaviors to predictions of three models: baseline expected utility (EU) theory, which predicts that insurance is an inferior good, meaning more wealthy people buy less; a modified EU model, which incorporates income constraints and suggests that property insurance is a normal good, meaning more wealthy people buy more; and a mental accounting model which predicts that consumers budget income across consumption categories. The results suggest they purchase insurance as a normal good, guided by a cognitive model that emphasizes budget constraints. Verbal reports reveal a desire to balance two conflicting goals in deductible decisions: keeping premiums ‘affordable’ and keeping deductible level ‘affordable.’ Thus, wealth does not distinguish people by risk aversion, but by ability to pay. In other words, the behavior of less wealthy people is not driven by greater risk aversion, but by their lesser ability to pay, both now and later. We find that a simple heuristic using only vehicle value accounts for most decisions of whether to purchase optional collision coverage: out of 45 respondents who did not have loans on their vehicles, 90% of those with vehicles worth more than $1000 carried collision coverage, while less than 30% of those with lower‐valued vehicles did.     

The Persistence of the Accruals Anomaly*

The accruals anomaly — the negative relationship between accounting accruals and subsequent stock returns — has been well documented in the academic and practitioner literatures for almost a decade. To the extent that this anomaly represents market inefficiency, one would expect sophisticated investors to learn about it and arbitrage the anomaly away. We show that the accruals anomaly still persists and, even more strikingly, its magnitude has not declined over time. How can this be explained? We show that the accruals anomaly is recognized and, indeed, exploited by certain active institutional investors, but the magnitude of this accruals-related trading is rather small. By and large, institutions shy away from extreme-accruals firms because their attributes, such as small size, low profitability, and high risk stand in stark contrast to those preferred by most institutions. Individual investors are also, by and large, unable to profit from trading on accruals information due to the high information and transaction costs associated with implementing a consistently profitable accruals strategy. Consequently, the accruals anomaly persists and will probably endure.     

Executive pay dispersion,corporate governance,and firm performance

Much of the research on management compensation focuses on the level and structure of executives’ pay. In this study, we examine a compensation element that has not received so far considerable research attention—the dispersion of compensation across managers—and its impact on firm performance. We examine the implications of two theoretical models dealing with pay dispersion—tournament versus equity fairness. Tournament theory stipulates that a large pay dispersion provides strong incentives to highly qualified managers, leading to higher efforts and improved enterprise performance, while arguments for equity fairness suggest that greater pay dispersion increases envy and dysfunctional behavior among team members, adversely affecting performance. Consistent with tournament theory, we find that firm performance, measured by either Tobin’s Q or stock performance, is positively associated with the dispersion of management compensation. We also document that the positive association between firm performance and pay dispersion is stronger in firms with high agency costs related to managerial discretion. Furthermore, effective corporate governance, especially high board independence, strengthens the positive association between firm performance and pay dispersion. Our findings thus add to the compensation literature a potentially important dimension: managerial pay dispersion.

The Effect of Team Affective Tone on Team Performance: The Roles of Team Identification and Team Cooperation

Affective tones abound in work teams. Drawing on the affect infusion model and social identity theory, this study proposes that team affective tone is related to team performance indirectly through team identification and team cooperation. Data from 141 hybrid‐virtual teams drawn from high‐tech companies in Taiwan generally supported our model. Specifically, positive affective tone is positively associated—while negative affective tone is negatively associated—with both team identification and team cooperation; team identification is positively associated with team cooperation; and team cooperation is positively associated with team performance. Managerial implications and limitations are discussed. © 2016 Wiley Periodicals, Inc.     

Guest Editors’ Introduction: CEOs’ Careers: Emerging Trends and Future Directions

The field of career studies is increasing in prominence and relevance for modern life in general and working life in particular. CEOs’ careers, especially, have received growing attention because their impact goes far beyond their personal sphere. Not surprisingly, this topic has been at the intersection of multiple literatures. In this introduction for the special issue on CEOs’ careers, we first review the different perspectives in studying CEOs’ careers, and then offer several directions to integrate those multiple perspectives. The articles in this special issue not only provide us with comprehensive new knowledge on CEOs’ careers, but also represent valuable examples of how to integrate different perspectives on this topic. © 2016 Wiley Periodicals, Inc.     

Corporate Social Responsibility and Team Performance: The Mediating Role of Team Efficacy and Team Self-Esteem

This study examines the influence of three components of corporate social responsibility on team performance. In the proposed model of this study, team performance is indirectly affected by three dimensions of perceived corporate citizenship (i.e., economic, legal, and ethical citizenship) via the mediation of team efficacy and team self-esteem. Surveying members of 172 teams confirms most of our hypothesized effects. Our results show that economic citizenship influences team performance via the mediation of both team efficacy and team self-esteem. However, legal citizenship influences team performance via team efficacy alone, whereas ethical citizenship influences team performance only via team self-esteem. We discuss the theoretical and managerial implications of our findings.     

Informed consent in societal risk—Benefit decisions

Subjective judgements of fact and value are an inevitable component of societal risk—benefit decisions. Recent psychological research suggests that such judgments, whether made by experts or laypeople, are prone to systematic biases. Such judgmental problems can be handled in a variety of ways when designing decision-making systems, including: (a) ignoring them; (b) excluding laypeople and their fallible judgments; and (c) manipulating people's perceptions so as to induce countervailing biases. The feasibility of such approaches and their impact on the decision-making process are discussed.