Purpose– The purpose of this paper was to identify examples of management lore currently in the o... more Purpose– The purpose of this paper was to identify examples of management lore currently in the organizational sciences.Design/methodology/approach– The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.Findings– Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.Originality/value– A number of areas in which academic research gainsays what we believe to be an immutable fact.
Although motivation is an important component of organizational behavior, work on the underlying ... more Although motivation is an important component of organizational behavior, work on the underlying motives of organizational citizenship behavior (OCB) has produced inconsistent and limited findings ...
Academy of Management Learning and Education, Mar 1, 2022
Using the sensemaking model of ethical decision making (EDM) as the framework for this effort, we... more Using the sensemaking model of ethical decision making (EDM) as the framework for this effort, we explored the effectiveness of service-learning (SL) pedagogy on how students approach ethical decis...
Purpose– The purpose of this paper was to identify examples of management lore currently in the o... more Purpose– The purpose of this paper was to identify examples of management lore currently in the organizational sciences.Design/methodology/approach– The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.Findings– Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organiza...
Purpose– The aim of this paper is to provide some historical understanding of a popular recruitme... more Purpose– The aim of this paper is to provide some historical understanding of a popular recruitment procedure called a Realistic Job Preview (RJP). As long as individuals have worked for others there has been a need to exchange information about a focal job. Information can be exchanged through myriad channels. The aim here is to trace the origins of RJPs and discuss the initial studies that generated attention and interest in what has become known as “realistic recruitment”.Design/methodology/approach– Along with a historical account, this paper provides a summary of the limitations associated with this method, proposed psychological processes mediating effectiveness of RJPs, and issues with development, mode of presentation, implementation of RJPs, and an important alternative/accompanying technique (ELP).Findings– While this technique has been used for many years, it will continue to be a quality addition to any worker socialization program.Originality/value– The value of this pa...
Although case-based training is popular for ethics education, little is known about how specific ... more Although case-based training is popular for ethics education, little is known about how specific case content influences training effectiveness. Therefore, the effects of (a) codes of ethical conduct and (b) forecasting content were investigated. Results revealed richer cases, including both codes and forecasting content, led to increased knowledge acquisition, greater sensemaking strategy use, and better decision ethicality. With richer cases,
ABSTRACT Case-based learning has been used across multiple disciplines, including ethics educatio... more ABSTRACT Case-based learning has been used across multiple disciplines, including ethics education, as an effective instructional tool. However, the value of case-based learning in ethics education varies widely regarding how case elements are presented to students. Case process instruction may significantly impact the ability of case-based ethics education to promote sensemaking processes, ethical sensemaking strategy use, and ethical decision-making quality. This study examined two areas of process instruction – notes and review. Specifically, participants completed note-taking and review activities examining a case-based scenario during a two-day ethics education course. Results suggest that providing case notes in an outline form improves sensemaking processes, ethical sensemaking strategy use, and ethical decision-making quality. In addition, the combined processes of provided notes and unstructured review resulted in incremental, additive performance in certain ethical sensemaking strategy use and ethical decision-making quality above only provided notes. Implications regarding process instruction methods and case-based ethics education are discussed.
s on Human factors in Computing Systems, March, 291–292. https://doi.org/10.1145/634067.634240 Br... more s on Human factors in Computing Systems, March, 291–292. https://doi.org/10.1145/634067.634240 Breuer, C., Hüffmeier, J., & Hertel, G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. Journal of Applied Psychology, 101(8), 1151–1177. https://doi.org/10.1037/apl0000113 Cascio, W. F. (2000). Managing a virtual workplace. Academy of Management Perspectives, 14(3), 81–90. https://doi.org/10. 5465/ame.2000.4468068–https://doi.org/10.2753/MIS0742-1222280110 Chiravuri, A., Nazareth, D., & Ramamurthy, K. (2011). Cognitive conflict and consensus generation in virtual teams during knowledge capture: Comparative effectiveness of techniques. Journal of Management Information Systems, 28(1), 311–350. https://doi.org/10.2753/MIS0742-1222280110 Connaughton, S. L., & Shuffler, M. (2007). Multinational and multicultural distributed teams: A review and future agenda. Small Group Research, 38(3), 387–412. https://doi.org/10.1177/1046496407301970 De Jong, R., Schalk, R., & Curşeu, P. L. (2008). Virtual communicating, conflicts and performance in teams. Team Performance Management: An International Journal, 14(7/8), 364–380. https://doi.org/10.1108/13527590810912331 Driskell, J. E., Radtke, P. H., & Salas, E. (2003). Virtual teams: Effects of technological mediation on team performance. Group Dynamics: Theory, Research, and Practice, 7(4), 297–323. doi: 10.1037/1089-2699.7.4.297 Feitosa, J., & Salas, E. (2020). Today’s virtual teams: Adapting lessons learned to the pandemic context. Organizational Dynamics. https://doi.org/10.1016/j.orgdyn.2020.100777 Gilson, L. L., Maynard, M. T., & Bergiel, E. B. (2013). Virtual team effectiveness: An experiential activity. Small Group Research, 44(4), 412–427. https://doi.org/10.1177/1046496413488216 Gilson, L. L., Maynard, M. T., Jones Young, N. C., Vartiainen, M., & Hakonen, M. (2015). Virtual teams research: 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5), 1313–1337. https://doi.org/10.1177/0149206314559946 Kath, L., Salter, N., Bachiochi, P., Brown, K., & Hebl, M. (2021). Teaching I-O psychology to undergraduate students: Do we practice what we preach? Industrial Organizational Psychology: Perspectives on Science and Practice, 13(4), 443–460. Marlow, S. L., Lacerenza, C. N., & Salas, E. (2017). Communication in virtual teams: A conceptual framework and research agenda. Human Resource Management Review, 27(4), 575–589. https://doi.org/10.1016/j.hrmr.2016.12.005 Martínez-Moreno, E., González-Navarro, P., Zornoza, A., & Ripoll, P. (2009). Relationship, task and process conflicts on team performance. International Journal of Conflict Management, 20(3), 251–268. https://doi.org/10.1108/ 10444060910974876 Maynard, M. T., & Gilson, L. L. (2014). The role of shared mental model development in understanding virtual team effectiveness. Group & Organization Management, 39(1), 3–32. https://doi.org/10.1177/0149206314559946 McLarnon, M. J. W., O’Neill, T. A., Taras, V., Law, D., Donia, M. B. L., & Steel, P. (2019). Global virtual team communication, coordination, and performance across three peer feedback strategies. Canadian Journal of Behavioural Science/ Revue canadienne des sciences du comportement, 51(4), 207–218. https://doi.org/10.1037/cbs0000135 Olson-Buchanan, J. B., Rechner, P. L., Sanchez, R. J., & Schmidtke, J. M. (2007). Utilizing virtual teams in a management principles course. Education Training, 49(5), 408–423. https://doi.org/10.1108/00400910710762968 Paul, S., Samarah, I. M., Seetharaman, P., & Mykytyn Jr, P. P. (2004). An empirical investigation of collaborative conflict management style in group support system-based global virtual teams. Journal of Management Information Systems, 21(3), 185–222. https://doi.org/10.1080/07421222.2004.11045809 Peters, L. M., & Manz, C. C. (2007). Identifying antecedents of virtual team collaboration. Team Performance Management, 13(3/4), 117–129. doi: 10.1108/13527590710759865 Roberto, M. A., & Edmondson, A. C. (2008). Everest leadership and team simulation. http://academic.hbsp.harvard.edu/ everestv3 Siegel, J., Dubrovsky, V., Kiesler, S., & McGuire, T. W. (1986). Group processes in computer-mediated communication. Organizational Behavior and Human Decision Processes, 37(2), 157–187. Stark, E. M., & Bierly III, P. E. (2009). An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness. R&D Management, 39(5), 461–472. Cite this article: Olson-Buchanan, J.B., Sahatjian, Z., and Sterling, C.M. (2020). Walk the talk: Incorporating virtual team research in the classroom. Industrial and Organizational Psychology 13, 474–478. https://doi.org/10.1017/iop.2020.81 478 Julie B. Olson-Buchanan et al.
Purpose– The purpose of this paper was to identify examples of management lore currently in the o... more Purpose– The purpose of this paper was to identify examples of management lore currently in the organizational sciences.Design/methodology/approach– The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.Findings– Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.Originality/value– A number of areas in which academic research gainsays what we believe to be an immutable fact.
Although motivation is an important component of organizational behavior, work on the underlying ... more Although motivation is an important component of organizational behavior, work on the underlying motives of organizational citizenship behavior (OCB) has produced inconsistent and limited findings ...
Academy of Management Learning and Education, Mar 1, 2022
Using the sensemaking model of ethical decision making (EDM) as the framework for this effort, we... more Using the sensemaking model of ethical decision making (EDM) as the framework for this effort, we explored the effectiveness of service-learning (SL) pedagogy on how students approach ethical decis...
Purpose– The purpose of this paper was to identify examples of management lore currently in the o... more Purpose– The purpose of this paper was to identify examples of management lore currently in the organizational sciences.Design/methodology/approach– The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.Findings– Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organiza...
Purpose– The aim of this paper is to provide some historical understanding of a popular recruitme... more Purpose– The aim of this paper is to provide some historical understanding of a popular recruitment procedure called a Realistic Job Preview (RJP). As long as individuals have worked for others there has been a need to exchange information about a focal job. Information can be exchanged through myriad channels. The aim here is to trace the origins of RJPs and discuss the initial studies that generated attention and interest in what has become known as “realistic recruitment”.Design/methodology/approach– Along with a historical account, this paper provides a summary of the limitations associated with this method, proposed psychological processes mediating effectiveness of RJPs, and issues with development, mode of presentation, implementation of RJPs, and an important alternative/accompanying technique (ELP).Findings– While this technique has been used for many years, it will continue to be a quality addition to any worker socialization program.Originality/value– The value of this pa...
Although case-based training is popular for ethics education, little is known about how specific ... more Although case-based training is popular for ethics education, little is known about how specific case content influences training effectiveness. Therefore, the effects of (a) codes of ethical conduct and (b) forecasting content were investigated. Results revealed richer cases, including both codes and forecasting content, led to increased knowledge acquisition, greater sensemaking strategy use, and better decision ethicality. With richer cases,
ABSTRACT Case-based learning has been used across multiple disciplines, including ethics educatio... more ABSTRACT Case-based learning has been used across multiple disciplines, including ethics education, as an effective instructional tool. However, the value of case-based learning in ethics education varies widely regarding how case elements are presented to students. Case process instruction may significantly impact the ability of case-based ethics education to promote sensemaking processes, ethical sensemaking strategy use, and ethical decision-making quality. This study examined two areas of process instruction – notes and review. Specifically, participants completed note-taking and review activities examining a case-based scenario during a two-day ethics education course. Results suggest that providing case notes in an outline form improves sensemaking processes, ethical sensemaking strategy use, and ethical decision-making quality. In addition, the combined processes of provided notes and unstructured review resulted in incremental, additive performance in certain ethical sensemaking strategy use and ethical decision-making quality above only provided notes. Implications regarding process instruction methods and case-based ethics education are discussed.
s on Human factors in Computing Systems, March, 291–292. https://doi.org/10.1145/634067.634240 Br... more s on Human factors in Computing Systems, March, 291–292. https://doi.org/10.1145/634067.634240 Breuer, C., Hüffmeier, J., & Hertel, G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators. Journal of Applied Psychology, 101(8), 1151–1177. https://doi.org/10.1037/apl0000113 Cascio, W. F. (2000). Managing a virtual workplace. Academy of Management Perspectives, 14(3), 81–90. https://doi.org/10. 5465/ame.2000.4468068–https://doi.org/10.2753/MIS0742-1222280110 Chiravuri, A., Nazareth, D., & Ramamurthy, K. (2011). Cognitive conflict and consensus generation in virtual teams during knowledge capture: Comparative effectiveness of techniques. Journal of Management Information Systems, 28(1), 311–350. https://doi.org/10.2753/MIS0742-1222280110 Connaughton, S. L., & Shuffler, M. (2007). Multinational and multicultural distributed teams: A review and future agenda. Small Group Research, 38(3), 387–412. https://doi.org/10.1177/1046496407301970 De Jong, R., Schalk, R., & Curşeu, P. L. (2008). Virtual communicating, conflicts and performance in teams. Team Performance Management: An International Journal, 14(7/8), 364–380. https://doi.org/10.1108/13527590810912331 Driskell, J. E., Radtke, P. H., & Salas, E. (2003). Virtual teams: Effects of technological mediation on team performance. Group Dynamics: Theory, Research, and Practice, 7(4), 297–323. doi: 10.1037/1089-2699.7.4.297 Feitosa, J., & Salas, E. (2020). Today’s virtual teams: Adapting lessons learned to the pandemic context. Organizational Dynamics. https://doi.org/10.1016/j.orgdyn.2020.100777 Gilson, L. L., Maynard, M. T., & Bergiel, E. B. (2013). Virtual team effectiveness: An experiential activity. Small Group Research, 44(4), 412–427. https://doi.org/10.1177/1046496413488216 Gilson, L. L., Maynard, M. T., Jones Young, N. C., Vartiainen, M., & Hakonen, M. (2015). Virtual teams research: 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5), 1313–1337. https://doi.org/10.1177/0149206314559946 Kath, L., Salter, N., Bachiochi, P., Brown, K., & Hebl, M. (2021). Teaching I-O psychology to undergraduate students: Do we practice what we preach? Industrial Organizational Psychology: Perspectives on Science and Practice, 13(4), 443–460. Marlow, S. L., Lacerenza, C. N., & Salas, E. (2017). Communication in virtual teams: A conceptual framework and research agenda. Human Resource Management Review, 27(4), 575–589. https://doi.org/10.1016/j.hrmr.2016.12.005 Martínez-Moreno, E., González-Navarro, P., Zornoza, A., & Ripoll, P. (2009). Relationship, task and process conflicts on team performance. International Journal of Conflict Management, 20(3), 251–268. https://doi.org/10.1108/ 10444060910974876 Maynard, M. T., & Gilson, L. L. (2014). The role of shared mental model development in understanding virtual team effectiveness. Group & Organization Management, 39(1), 3–32. https://doi.org/10.1177/0149206314559946 McLarnon, M. J. W., O’Neill, T. A., Taras, V., Law, D., Donia, M. B. L., & Steel, P. (2019). Global virtual team communication, coordination, and performance across three peer feedback strategies. Canadian Journal of Behavioural Science/ Revue canadienne des sciences du comportement, 51(4), 207–218. https://doi.org/10.1037/cbs0000135 Olson-Buchanan, J. B., Rechner, P. L., Sanchez, R. J., & Schmidtke, J. M. (2007). Utilizing virtual teams in a management principles course. Education Training, 49(5), 408–423. https://doi.org/10.1108/00400910710762968 Paul, S., Samarah, I. M., Seetharaman, P., & Mykytyn Jr, P. P. (2004). An empirical investigation of collaborative conflict management style in group support system-based global virtual teams. Journal of Management Information Systems, 21(3), 185–222. https://doi.org/10.1080/07421222.2004.11045809 Peters, L. M., & Manz, C. C. (2007). Identifying antecedents of virtual team collaboration. Team Performance Management, 13(3/4), 117–129. doi: 10.1108/13527590710759865 Roberto, M. A., & Edmondson, A. C. (2008). Everest leadership and team simulation. http://academic.hbsp.harvard.edu/ everestv3 Siegel, J., Dubrovsky, V., Kiesler, S., & McGuire, T. W. (1986). Group processes in computer-mediated communication. Organizational Behavior and Human Decision Processes, 37(2), 157–187. Stark, E. M., & Bierly III, P. E. (2009). An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness. R&D Management, 39(5), 461–472. Cite this article: Olson-Buchanan, J.B., Sahatjian, Z., and Sterling, C.M. (2020). Walk the talk: Incorporating virtual team research in the classroom. Industrial and Organizational Psychology 13, 474–478. https://doi.org/10.1017/iop.2020.81 478 Julie B. Olson-Buchanan et al.
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