How Does Relative Deprivation Influence Employee Intention to Leave a Merged Company? The Role of Organizational Identification

Recognizing the importance of postmerger integration from a human resource management perspective, this study explores the relationship between employee perceptions of relative deprivation during a merger and acquisition (M&A) process and their turnover intentions. Drawing on social identity theory, we investigate whether the relationship between relative deprivation and turnover intention can be mediated by employee organizational identification. The results, based on a two‐phase survey of 222 employees in a merged Korean company, show that egoistic relative deprivation, defined as people's feelings of deprivation due to their dissatisfaction with their position as an individual, predicts employee turnover intention. Moreover, employee identification with the postmerger organization was found to fully mediate the relationship between egoistic relative deprivation and turnover intention. The article concludes with theoretical contributions, practical implications, and future research directions. © 2014 Wiley Periodicals, Inc.     

How Does a Covenantal Approach to Developing Organizational Leadership Affect Innovation?

As organizations grow, they become more hierarchical and less adaptive; thus, innovation and intrapreneurship suffer. A covenantal approach to organizational behavior and leadership can facilitate organizational flexibility and adaptability to foster further innovation by engendering empowerment and deeper, more meaningful engagement among leadership and followers. A covenant is a morally informed agreement among two or more parties who commit to care for one another and protect one another's rights. Noncentralization, participative decision making, active dialog and big picture thinking are all encouraged by a covenantal approach, which in turn helps to foster innovation.     

Does Familiarity Foster Innovation? The Impact of Alliance Partner Repeatedness on Breakthrough Innovations

Does familiarity with alliance partners promote breakthrough innovations? This study draws on the literature of interorganizational routines to examine the impact of repeated R&D collaborations within a firm's alliance portfolio on its breakthrough innovations. Specifically, we contend that the benefits and liabilities of interorganizational routines, arising from alliance partner repeatedness at a firm's alliance portfolio level, lead to an inverted U‐shaped relationship between alliance partner repeatedness and breakthrough innovations. Further, we build on the recent theoretical development of interorganizational routines to propose that technological dynamism will make the inverted U‐shaped relationship steeper. Analyses of approximately 230 firms in the US biopharmaceutical industry from 1983 to 2002 support our hypotheses. Our findings provide important implications for research on alliance portfolio and management of firm innovation.     

How Does Ambiguity Influence IPO Underpricing? The Role of the Signalling Environment

We explore the relationship between ambiguity, or low information clarity, in the IPO prospectus of newly public firms and their underpricing. Consistent with signalling theory, we find that IPO underpricing is low when the prospectus contains less ambiguous information that creates a more reliable signal conveying the quality of the IPO firm. However, the positive association between ambiguity and IPO underpricing is less pronounced when IPO firms display low strategic conformity with other firms in the industry, operate in industries with high valuation heterogeneity, or are medium‐sized. Using a sample of 398 IPOs between 1998 and 2007, our results support these predictions. This study shows the importance of the signalling environment influencing boundedly rational signal recipients interpreting ambiguous signals.     

Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure

Many employees in today’s organizations are involved in more than one team at the same time. Building on the challenge-hindrance stressor framework, this study investigates potential benefits and disadvantages of such multiple team membership (MTM) for individual employees. Furthermore, we extend this framework with insights from the job demands-resources model to propose that, depending on an employee’s organizational tenure, individual MTM will differentially shape his or her perceptions of work challenge and role ambiguity, subsequently influencing the employee’s job performance and absenteeism. We tested our conceptual model using time-lagged multi-source data from a large organization of applied research (N = 1211). Our results demonstrate that, for employees with relatively low organizational tenure, MTM was negatively associated with perceived work challenge and positively associated with perceived role ambiguity, which in turn associated with lower job performance and higher absenteeism. For employees with higher organizational tenure, by contrast, MTM associated positively with their work challenge perceptions and subsequent performance outcomes, whereas MTM was unrelated to perceived role ambiguity as well as absenteeism. These findings identify relevant psychological mechanisms and a key contingency factor that explain when and why MTM may have positive or negative individual-level consequences.     

Is Perceived Creativity‐Reward Contingency Good for Creativity? The Role of Challenge and Threat Appraisals

To address the complex effect of perceived reward for creativity on creative performance, we examined the role of cognitive appraisal as an individual difference variable. An individual's appraisal of reward for creativity, including challenge appraisal (perceived potential for recognition, growth, or mastery) and threat appraisal (perceived potential for revealing incompetence and damaging self‐respect), is hypothesized to shape the effects of perceived reward for creativity. We further expect creativity‐related intrinsic motivation to play a mediating role in the perceived reward‐creativity relationship. The results of a three‐wave field study showed that when challenge appraisal was high, perceived reward was positively related to creative performance through creativity‐related intrinsic motivation, whereas when threat appraisal was high, perceived reward was negatively related to creative performance through creativity‐related intrinsic motivation. A similar analysis showed that intrinsic task motivation was not able to channel the moderating effect of perceived reward and individual appraisal on creative performance. © 2016 Wiley Periodicals, Inc.     

The Relation Between Leadership and Perceived Well‐Being: What Role Does Occupational Self‐Efficacy Play?

Current research confirms the link between leadership behavior and subordinates’ health. However, only a few longitudinal surveys have been carried out. The present longitudinal study examined whether occupational self‐efficacy moderates the impact of transformational leadership on perceived negative well‐being. The sample consisted of 339 employees working in the health‐care sector. The correlations between transformational leadership at the first time of measurement (Time 1) and emotional exhaustion and perceived strain at the second time of measurement (Time 2) were negative and significant, but the correlation with depersonalization was not significant. Regression analyses revealed that the effect of transformational leadership behavior on perceived negative well‐being was not moderated by the level of occupational self‐efficacy. Implications for future research are discussed.     

Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification?

Despite the increasing attention to corporate social responsibility (CSR) in the management literature, little is known about the mechanisms and boundary conditions explaining employees’ responses to CSR. Drawing on social identity and cue consistency theory, we develop a mediated moderation model that explains how and under which conditions perceived CSR affects employees’ organizational identification. We test the model by carrying out a three‐wave longitudinal study on employees of an international utility company. The findings indicate that perceived CSR interacts with overall justice to predict organizational identification through the successive mediation of perceived external prestige and organizational pride. The study clarifies and advances some of the theoretical foundations surrounding the micro‐level approach of CSR and has key implications for management research and practice.     

City of Discontent? The Influence of Perceived Organizational Culture,LMX, and Newcomer Status on Reported Bullying in a Municipal Workplace

Workplace bullying is a counterproductive behavior that has captured the attention of researchers in recent years. The extent of reported bullying behavior in US organizations varies however; it is estimated to affect 15% to 50% of workers with projected annual costs of over $40 billion including direct and indirect costs. Workplace bullying poses a serious ethical challenge by sending messages about appropriate conduct within the organization’s culture. In this study, we focus on environmental factors as predictors of self-reported bullying in a public-sector organization. Specifically, the factors of interest are organizational culture, commitment to change, and leader-member exchange (LMX). We also investigate newcomer status and its relationship to reported bullying. Findings demonstrated perceived stability in the organization and higher levels of LMX showed lower levels of workplace bullying. Further, an organizational culture that emphasizes rewards lead to higher levels of bullying and newcomers are subjected to more bullying than longer service workers.     

Do Individual Preferences Affect the Environmental Decision‐Making Process in Teams? The Role of Participation

Literature on organizations and the natural environment has focused on the importance of individual managers and leaders. However, this literature has scarcely ever focused on individuals in the team context, even when teams have been considered to be key for a firms’ environmental progress. Although teams’ environmental decisions can be enriched by the different contributions of team members, it is necessary that team members actually participate and contribute their preferences during the decision‐making process. We used an adaptation of the legislative dilemma task with 84 students to contribute to environmental management literature by analyzing members’ participation during the team decision‐making process. The results of this paper show how those members with environmentally proactive preferences have a higher participation during the decision‐making process, and as a consequence they have a greater influence on the team decision. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.     

The Role of Statistics in the Data Revolution?

The nature of data is rapidly changing. Data sets are becoming increasingly large and complex. Modern methodology for analyzing these new types of data are emerging from the fields of Data Base Managment, Artificial Intelligence, Machine Learning, Pattern Recognition, and Data Visualization. So far Statistics as a field has played a minor role. This paper explores some of the reasons for this, and why statisticians should have an interest in participating in the development of new methods for large and complex data sets.     

Ratings of Organizational Citizenship Behavior: Does the Source Make a Difference?

This study compared multiple ratings of the organizational citizenship behavior (OCB) of managers obtained from three different sources: self, superiors, and subordinates. The results examining convergence across sources demonstrated that there were stronger correlations between ratings made by others (subordinates and superiors) than between ratings made by self and others. The results also indicated that there were mean level differences in ratings across sources. Specifically, ratings made by self and superiors were higher than were ratings made by subordinates. The results examining convergence within sources suggested that the reliability of OCB ratings based on a single rater were quite low; however, reliability increased considerably when aggregating raters. Future research and implications are discussed.     

The Potential Role of Organizational Setting in Creating “Entitled” Employees: An Investigation of the Antecedents of Equity Sensitivity

Existing research suggests that the equity sensitivity construct has both theoretical significance and applied value. This study investigates the antecedents of equity sensitivity, focusing on the relationships among organizational setting, personal characteristics (age, sex, work experience), organization tenure, and equity sensitivity. Results based on survey data from 613 individuals employed in ten diverse organizations suggest that organizational setting influences equity sensitivity levels among employees, Evidence of a significant relationship between age and equity sensitivity is also found. However, the relationship between organizational tenure and equity sensitivity found in previous studies is not replicated when adequate controls are included. Theoretical and practical implications of the findings are discussed.     

Understanding the Determinants of Who Gets Laid Off: Does Affective Organizational Commitment Matter?

Whereas prior research has focused on structural, demographic, and human capital factors to predict who gets laid off, the current study examines affective organizational commitment as an additional attribute related to an employee's layoff chances. Specifically, we investigate the relationship between affective organizational commitment and an individual's layoff chances, as well as whether this relationship differs between high and low performers. Event history analysis is conducted using survey data with matched personnel records from 3,057 employees across 563 Australian bank branches. After controlling for numerous predictors of layoffs, the results demonstrate that affective organizational commitment decreases the likelihood of an employee being laid off. Further, the effects of affective organizational commitment on an individual's layoff chances are greater for lower performers than higher performers. We discuss the implications of these findings for researchers and practitioners. © 2015 Wiley Periodicals, Inc.     

Does citizenship matter? The economic impact of naturalizations in Germany

This paper analyses whether citizenship acquisition affects the labour market performance of immigrants in Germany. The study uses actual micro data from the employment sample of the Institute for Employment Research, which covers more than 80% of the entire labour force in Germany. The econometric analysis has been carried out using panel data techniques, which allow to disentangle the effects of self-selection and legal impact of citizenship acquisition. Estimates from a pooled OLS specification suggest the existence of a wage premium for naturalized immigrants of both genders. Fixed effects estimates for males show an increased wage growth in the years following naturalization, consistent with the argument that naturalization increases the labour market opportunities of immigrants. Results for female employees indicate that the wage premium of naturalized women is solely the result of a positive self-selection process.     

Whose Responsibility? The Role of Bouncers in Policing the Public Spaces of Nightlife Districts

This article, based on interviews with bouncers and on ethnographic observations in two nightlife districts in the centre of two Dutch cities, Utrecht and Rotterdam, shows that public–private collaboration reveals ways of controlling public space that differ from traditional ways of policing. It demonstrates that plural policing does not automatically imply greater responsibility of private actors towards public (nightlife) spaces. A history of mistrust of private security, bouncers' increasingly ambiguous working conditions and the high levels of surveillance bouncers are subject to result in bouncers rather focusing on protecting the nightclub for which they are responsible and guaranteeing their own safety within the surveillance network, than on venturing out into public spaces to ‘protect and assure visitors' safety', as is assumed in Safe Nightlife Policies.     

What Drives Output Volatility? The Role of Demographics and Government Size Revisited

This paper studies the determinants of output volatility in a panel of 22 OECD countries. In contrast to the existing literature, we avoid ad hoc estimates of volatility based on rolling windows, and we account for possible non‐stationarity. Specifically, output volatility is modelled within an unobserved components model where the volatility series is the outcome of both macroeconomic determinants and a latent integrated process. A Bayesian model selection approach tests for the presence of the non‐stationary component. The results point to demographics and government size as important determinants of macroeconomic (in)stability. A larger share of prime‐age workers is associated with lower output volatility, while higher public expenditure increases volatility.     

Does Productivity Decline After Promotion? The Case of French Academia*

The present research examined the effect of promotion decisions on ex‐post productivity in French academia. As, once promotion decisions are known, most external incentives vanish for promoted candidates, their productivity was expected to decrease. This hypothesis was tested by using an original dataset and matching methods to evaluate the impact of promotion on publication scores. The robustness of the matching estimates was tested using sensitivity analysis. The results clearly show that the removal of extrinsic incentives following promotion does not lead to a fall in productivity in French academia.