Happily Ever After: How Ending Valence Influences Narrative Persuasion in Cautionary Stories

Narratives are a persuasive platform that evokes processing distinct from other message formats. Story-ending valence is a component common to all stories and can influence how individuals respond to and are persuaded by the story. The current work examines how ending valence of a cautionary story, a popular type of narrative that delivers a warning to the audience, influences story-consistent beliefs through a process of global reflection or understanding of the overall story message. Across three studies, we find a positive story ending enhances reflection on the message meaning and, subsequently, enhances story-consistent beliefs.     

Is there gender bias when creative directors judge advertising? Name cue effect in ad evaluation

A lack of women in creative departments has been documented in previous research. These departments are seen as a male fraternity subculture in advertising agencies, where women experience many difficulties in their career progress. One of these drawbacks is gender bias in the selection of ideas' process. Male creative directors are believed to promote ideas created by men within a homosocial environment. This female perception emerged from previous qualitative research is studied experimentally for the first time. Almost 90 advertising creative directors and higher level positions assessed ads created by students in an advertising university course. In the current study, we explore the effects of ad gender authorship. Results revealed an absence of gender bias based on ad name cues, neither the gender of the ad creators nor the creatives affected the evaluations. The findings are discussed and future research is proposed.     

Linking Unlearning with Work–Life Balance: An Initial Empirical Investigation into SMEs

The use of work–life balance (WLB) supporting cultures to provide and support the welfare of both the individuals and their families is expected to improve organizational outcomes by enabling company members to improve levels of job satisfaction and commitment to work. However, creating or introducing another culture in the company frequently generates internal problems when it conflicts with the current culture in terms of the beliefs, habits, and things managers take for granted. In this paper, we develop a framework for modeling how the unsuitable knowledge may be mitigated in order to strengthen a WLB culture. It is based on the idea that the presence of an unlearning context that fosters the updating of knowledge is likely to be essential for small and medium‐sized enterprises (SMEs) that are trying to implement a WLB culture. The research model and hypothesized relationships are empirically tested using the structural equation modeling approach, validated by factor analysis of 229 SMEs in the Spanish metal industry. Our findings show that in order to strengthen a WLB culture and thus positively influence innovation‐related outcomes, SMEs meet the challenge of developing an unlearning context to counteract the negative effects of the outdated knowledge in relevant areas and to facilitate the replacement of out‐of‐date or obsolete knowledge.     

GAMBLING IN CONTESTS WITH REGRET

This paper discusses the gambling contest introduced in Seel and Strack (2013, Gambling in Contests, Journal of Economic Theory, 148(5), 2033–2048) and considers the impact of adding a penalty associated with failure to follow a winning strategy. The Seel and Strack model consists of n‐agents each of whom privately observes a transient diffusion process and chooses when to stop it. The player with the highest stopped value wins the contest, and each player's objective is to maximize her probability of winning the contest. We give a new derivation of the results of Seel and Strack based on a Lagrangian approach. Moreover, we consider an extension of the problem to a behavioral finance context in the sense of regret theory. In particular, an agent is penalized when her chosen strategy does not win the contest, but there existed an alternative strategy that would have resulted in victory.     

The Face of Fairness: Self-Awareness as a Means to Promote Fairness among Managers with Low Empathy

Although managing fairness is a critical concern for organizations, not all managers are predisposed to enact high levels of fairness. Emerging empirical evidence suggests that personality characteristics can be an important antecedent of managers’ fair behavior. However, relatively little attention has been devoted to understand how to promote fairness among managers who are naturally predisposed to engage in lower levels of fairness. Building upon self-awareness theory, we argue that increasing managers’ self-awareness can motivate managers with low trait empathy to engage in greater levels of justice. We test the interactive effects of trait empathy and state self-awareness using an experimental study (N = 76) in which individuals were asked to communicate negative news. In support of our hypothesis, our results indicate that increasing self-awareness through self-focusing situations can help promote interactional justice when communicating negative news for individuals with low trait empathy. The theoretical and practical implications of these findings are discussed.     

My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors

The popular press is often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove the personal sanctions associated with misconduct, which provides them with the “freedom” to ignore ethical shortcomings. Drawing on moral disengagement theory (Bandura 1986, 1999), we examine the relationship between supervisor moral disengagement and employee perceptions of ethical leadership. We then examine the moderating role of employee moral disengagement, such that the negative relationship between supervisor moral disengagement and employee perceptions of ethical leadership is stronger when employee moral disengagement is low versus high. Finally, we examine ethical leadership as a conditional mediator (based on employee moral disengagement) that explains that relationship between supervisor moral disengagement and employee job performance and organizational citizenship behavior (OCB). Results from a multi-source field survey provide general support for our theoretical model.     

Shareholder Primacy,Corporate Social Responsibility,and the Role of Business Schools

This paper examines the shareholder primacy norm (SPN) as a widely acknowledged impediment to corporate social responsibility and explores the role of business schools in promoting the SPN but also potentially as an avenue for change by addressing misconceptions about shareholder primacy and the purpose of business. We start by explaining the SPN and then review its status under US and UK laws and show that it is not a likely legal requirement, at least under the guise of shareholder value maximization. This is in contrast to the common assertion that managers are legally constrained from addressing CSR issues if doing so is inconsistent with the economic interests of shareholders. Nonetheless, while the SPN might be muted as a legal norm, we show that it is certainly evident as a social norm among managers and in business schools—reflective, in part, of the sole voting rights of shareholders on corporate boards and of the dominance of shareholder theory—and justifiably so in the view of many managers and business academics. We argue that this view is misguided, not least when associated with claims of a purported legally enforceable requirement to maximize shareholder value. We propose two ways by which the influence of the SPN among managers might be attenuated: extending fiduciary duties of executives to non-shareholder stakeholders and changes in business school teaching such that it covers a plurality of conceptions of the purpose of the corporation.     

Preventing wildlife crime with a focus on orangutans: Applying social influence techniques to public education efforts

Orangutans are projected to become critically endangered or extinct this century if humans continue to destroy their habitat. Threats include legal and illegal clearcutting of rain forests to establish palm oil plantations, climate change, and transnational organized crime. This study examines how self-benefit and other benefit appeals, knowledge of threats, concern about habitat loss, and liking orangutans are associated with (a) intent to protect habitat due to licit threats and crimes against wildlife, and (b) seeking information to save habitat. Upon entry to a zoo, 251 (118 men, 128 women, and 5 unknown) persons viewed posters highlighting the benefits of habitat conservation to self or others and completed a survey. Concern, threat knowledge, liking, and self-benefit and other benefit appeals accounted for 28% of the variance associated with intent to take action to protect the habitat. Integrating social influence principles into zoo displays and addressing barriers that prevent conservation behavior are discussed. The ideas in this paper are relevant to many primates and endangered species.