... Rafaeli and Sutton's emotional labor research in organizations (Rafaeli &... more ... Rafaeli and Sutton's emotional labor research in organizations (Rafaeli & Sutton, 1987, 1989, 1990, 1991; Sutton & Rafaeli, 1988) continued in this tradition and was an important spark in the affective revolution, putting the concept of emotional labor squarely on the affect-in ...
Developed Asian economies are recognized globally to be founded on highly productive working syst... more Developed Asian economies are recognized globally to be founded on highly productive working systems. These systems include interdependent tasks synced just-in-time along with processes of extensiv...
This study explores the influence of national culture on preferences among dispute resolution met... more This study explores the influence of national culture on preferences among dispute resolution methods used in business conflicts. We hypothesized how Hofstede’s (1988, 2001) primary cultural dimensions, as well as cultural distance (Kogut and Singh, 1988), would likely influence disputants to prefer either litigation or negotiation for conflict resolution. We analyzed resolution method choices among crosscultural disputants in intellectual property infringement cases and found that those from collectivistic cultures generally prefer negotiation to resolve disputes and cultural distance predisposed disputants toward litigation. Implications for theory and management are discussed.
In organizations, the advantages of having higher informal status relative to one\u27s coworkers ... more In organizations, the advantages of having higher informal status relative to one\u27s coworkers are well documented. This study extends research on status in organizations to analyze the status of one\u27s coworkers as a factor that shapes all individual\u27s own work experiences. In this field study of three organizations, naturally emergent informal status hierarchies in organizations were analyzed to examine independent effects of one\u27s own informal status position, as well as the average status level of his coworkers, on the individual\u27s work outcomes. Results show one\u27s own status position positively relates to her performance and organizational commitment, and, after controlling for one\u27s own status, the average status of his coworkers independently contributes to his or her performance, motivation, and organizational commitment
How can individuals attain influence in organizations? Prior research has identified structural d... more How can individuals attain influence in organizations? Prior research has identified structural determinants of influence, such as formal authority and position in a social network. However, indirect evidence suggests that influence might also stem from personal characteristics. The authors tested whether influence can stem from the fit between the person and his or her organization (P–O fit). Consistent with expectations, extraverts attained more influence in a team-oriented organization, whereas conscientious individuals attained more influence in an organization in which individuals worked alone on technical tasks. Further, these effects held up after controlling for formal authority, job performance, and demographic characteristics, such as gender, ethnicity, and socioeconomic status. The multiple ways in which individuals can gain influence are discussed.
Managing workplace diversity has long been a subject of interest to researchers and practitioners... more Managing workplace diversity has long been a subject of interest to researchers and practitioners alike. While research to date has revealed some important patterns in diverse groups, many questions are left unanswered. In the current study, I suggest a fundamental and still unanswered question of workplace diversity – which characteristics should be included – may be the reason for much of the divergence in existing research results. Instead of simply choosing characteristics at random, or categorizing characteristics based on type, I suggest looking at the status value of a demographic characteristic in a specific environment as a way to discern which characteristics are salient bases of differentiation for diversity, as well as what meaning and value are associated with those characteristics. Results of a field study of three different organizations show that both standard and nonstandard demographic characteristics have status value in organizations. Further, the status value of...
Management students conduct much of their coursework in teams, as they should. We teach them wher... more Management students conduct much of their coursework in teams, as they should. We teach them where teams can fail and how teams can become high performing. But too often, the team experience for students is solely about logistics and coordination. Students often miss the rich benefits of using their self-awareness and social intelligence to develop their abilities to give and receive deep peer feedback. This article introduces a playful format for teams to gain experience giving meaningful, lasting, individualized feedback for every team member. The exercise is appropriate for teams from undergraduates to executives and can be part of any course where students work in teams.
Listening is a critical communication skill and therefore an essential element of management educ... more Listening is a critical communication skill and therefore an essential element of management education. Active listening surpasses passive listening or simple hearing to establish a deeper connection between speaker and listener, as the listener gives the speaker full attention via inquiry, reflection, respect, and empathy. This article offers a method and tools for teaching active listening that can be implemented in online, hybrid, or face-to-face platforms. We begin by reviewing the great demand for listening skills, in light of how little time is spent on listening instruction compared with that on speaking instruction. We then present a set of learning materials and a procedure for using them that includes both pre- and posttests, multimedia learning materials, and exercises that enhance skill development. We follow the learning plan with analyses of both quantitative and qualitative data, showing support for the suggested method. These results fit with our personal experience ...
Page 1. MISPERCEIVING YOUR PLACE: HUMILITY AND HUBRIS IN SOCIAL HIERARCHIES Cameron P. Anderson a... more Page 1. MISPERCEIVING YOUR PLACE: HUMILITY AND HUBRIS IN SOCIAL HIERARCHIES Cameron P. Anderson and Sandra E. Spataro ABSTRACT In the current chapter, we examine people's perceptions of their place in hierarchies. ...
... Rafaeli and Sutton's emotional labor research in organizations (Rafaeli &... more ... Rafaeli and Sutton's emotional labor research in organizations (Rafaeli & Sutton, 1987, 1989, 1990, 1991; Sutton & Rafaeli, 1988) continued in this tradition and was an important spark in the affective revolution, putting the concept of emotional labor squarely on the affect-in ...
Developed Asian economies are recognized globally to be founded on highly productive working syst... more Developed Asian economies are recognized globally to be founded on highly productive working systems. These systems include interdependent tasks synced just-in-time along with processes of extensiv...
This study explores the influence of national culture on preferences among dispute resolution met... more This study explores the influence of national culture on preferences among dispute resolution methods used in business conflicts. We hypothesized how Hofstede’s (1988, 2001) primary cultural dimensions, as well as cultural distance (Kogut and Singh, 1988), would likely influence disputants to prefer either litigation or negotiation for conflict resolution. We analyzed resolution method choices among crosscultural disputants in intellectual property infringement cases and found that those from collectivistic cultures generally prefer negotiation to resolve disputes and cultural distance predisposed disputants toward litigation. Implications for theory and management are discussed.
In organizations, the advantages of having higher informal status relative to one\u27s coworkers ... more In organizations, the advantages of having higher informal status relative to one\u27s coworkers are well documented. This study extends research on status in organizations to analyze the status of one\u27s coworkers as a factor that shapes all individual\u27s own work experiences. In this field study of three organizations, naturally emergent informal status hierarchies in organizations were analyzed to examine independent effects of one\u27s own informal status position, as well as the average status level of his coworkers, on the individual\u27s work outcomes. Results show one\u27s own status position positively relates to her performance and organizational commitment, and, after controlling for one\u27s own status, the average status of his coworkers independently contributes to his or her performance, motivation, and organizational commitment
How can individuals attain influence in organizations? Prior research has identified structural d... more How can individuals attain influence in organizations? Prior research has identified structural determinants of influence, such as formal authority and position in a social network. However, indirect evidence suggests that influence might also stem from personal characteristics. The authors tested whether influence can stem from the fit between the person and his or her organization (P–O fit). Consistent with expectations, extraverts attained more influence in a team-oriented organization, whereas conscientious individuals attained more influence in an organization in which individuals worked alone on technical tasks. Further, these effects held up after controlling for formal authority, job performance, and demographic characteristics, such as gender, ethnicity, and socioeconomic status. The multiple ways in which individuals can gain influence are discussed.
Managing workplace diversity has long been a subject of interest to researchers and practitioners... more Managing workplace diversity has long been a subject of interest to researchers and practitioners alike. While research to date has revealed some important patterns in diverse groups, many questions are left unanswered. In the current study, I suggest a fundamental and still unanswered question of workplace diversity – which characteristics should be included – may be the reason for much of the divergence in existing research results. Instead of simply choosing characteristics at random, or categorizing characteristics based on type, I suggest looking at the status value of a demographic characteristic in a specific environment as a way to discern which characteristics are salient bases of differentiation for diversity, as well as what meaning and value are associated with those characteristics. Results of a field study of three different organizations show that both standard and nonstandard demographic characteristics have status value in organizations. Further, the status value of...
Management students conduct much of their coursework in teams, as they should. We teach them wher... more Management students conduct much of their coursework in teams, as they should. We teach them where teams can fail and how teams can become high performing. But too often, the team experience for students is solely about logistics and coordination. Students often miss the rich benefits of using their self-awareness and social intelligence to develop their abilities to give and receive deep peer feedback. This article introduces a playful format for teams to gain experience giving meaningful, lasting, individualized feedback for every team member. The exercise is appropriate for teams from undergraduates to executives and can be part of any course where students work in teams.
Listening is a critical communication skill and therefore an essential element of management educ... more Listening is a critical communication skill and therefore an essential element of management education. Active listening surpasses passive listening or simple hearing to establish a deeper connection between speaker and listener, as the listener gives the speaker full attention via inquiry, reflection, respect, and empathy. This article offers a method and tools for teaching active listening that can be implemented in online, hybrid, or face-to-face platforms. We begin by reviewing the great demand for listening skills, in light of how little time is spent on listening instruction compared with that on speaking instruction. We then present a set of learning materials and a procedure for using them that includes both pre- and posttests, multimedia learning materials, and exercises that enhance skill development. We follow the learning plan with analyses of both quantitative and qualitative data, showing support for the suggested method. These results fit with our personal experience ...
Page 1. MISPERCEIVING YOUR PLACE: HUMILITY AND HUBRIS IN SOCIAL HIERARCHIES Cameron P. Anderson a... more Page 1. MISPERCEIVING YOUR PLACE: HUMILITY AND HUBRIS IN SOCIAL HIERARCHIES Cameron P. Anderson and Sandra E. Spataro ABSTRACT In the current chapter, we examine people's perceptions of their place in hierarchies. ...
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