- Home
- A-Z Publications
- Annual Review of Organizational Psychology and Organizational Behavior
- Previous Issues
- Volume 4, 2017
Annual Review of Organizational Psychology and Organizational Behavior - Volume 4, 2017
Volume 4, 2017
-
-
Perspective Construction in Organizational Behavior
Vol. 4 (2017), pp. 1–17More LessThe study of organizational behavior involves constrained comprehension of constrained acting. Perspectives on organizational behavior gain and lose their breadth, substance, and credibility as the person doing the explaining is modified by ongoing experience. These ongoing modifications shape the interpretations that are summarized in a perspective. These dual constraints on comprehension and action form a “career-long voice.” This article explores conceptually, biographically, and prescriptively the ways in which perspectives develop, to suggest tacit means by which the study of organizational behavior can continue to develop.
-
-
-
Self-Determination Theory in Work Organizations: The State of a Science
Vol. 4 (2017), pp. 19–43More LessSelf-determination theory (SDT) is a macro theory of human motivation that evolved from research on intrinsic and extrinsic motivations and expanded to include research on work organizations and other domains of life. We discuss SDT research relevant to the workplace, focusing on (a) the distinction between autonomous motivation (i.e., intrinsic motivation and fully internalized extrinsic motivation) and controlled motivation (i.e., externally and internally controlled extrinsic motivation), as well as (b) the postulate that all employees have three basic psychological needs—for competence, autonomy, and relatedness—the satisfaction of which promotes autonomous motivation, high-quality performance, and wellness. Research in work organizations has tended to take the perspectives of either the employees (i.e., their well-being) or the owners (i.e., their profits). SDT provides the concepts that guide the creation of policies, practices, and environments that promote both wellness and high-quality performance. We examine the relations of SDT to transformational leadership, job characteristics, justice, and compensation approaches.
-
-
-
A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management
Vol. 4 (2017), pp. 45–65More LessThis article provides an overview of the field of strategic human resource management (SHRM) by tracing its roots, describing its current state, and predicting its future directions. We discuss some past stages in the evolution of the field, including eras of conceptual models, empirical examinations, and empirical critiques. We then discuss the present state regarding theory, the human resources (HR) system–performance relationship, multilevel analyses, fit and flexibility, and international HR research. Finally, we propose that future research needs to be more rigorous, more multilevel, more global, more focused on human capital, more integrated with strategy, and more integrated with practice.
-
-
-
Emotions in the Workplace
Vol. 4 (2017), pp. 67–90More LessBeginning in the 1990s and following decades of neglect, what came to be referred to as the Affective Revolution has radically transformed our understanding of the role played by emotion in organizational psychology and organizational behavior (OPOB). In this article, we review the field of emotion in the workplace from different perspectives, corresponding to five discrete levels of analysis: (a) within-person temporal effects, (b) between-person (personality and attitudes) factors, (c) interpersonal behaviors (perception and communication of emotion), (d) group level (leadership and teams), and (e) organizational level (culture and climate). Within these perspectives, we address the importance of affective events theory (AET) and its interaction with emotional intelligence, emotional labor, and emotional contagion, as well as the role of emotion in leadership and organizational culture and climate. We conclude by presenting an integrative model that shows how the five levels are linked, followed by discussion of measurement issues, ideas and areas for future research, and suggestions for practice.
-
-
-
Field Experiments in Organizations
Vol. 4 (2017), pp. 91–122More LessField experimentation, although rare, is the sterling-gold standard of organizational research methods. It yields the best internally valid and generalizable findings compared to more fallible methods. Reviewers in many psychology specialties, including organizational psychology, synthesize largely nonexperimental research, warn of causal ambiguity, and call for experimental replication. These calls go mostly unheeded. Practical application is a raison d'être for much organizational research. With the emergence of evidence-based management, field experiments enable us to deliver the most actionable tools to practitioners. This review explicates the role of experimental control and randomization and enumerates some of the factors that mitigate field experimentation. It describes, instantiates, and evaluates true field experiments, quasi-experiments, quasi-fields, combo designs, and triangulation. It also provides practical tips for overcoming deterrents to field experimentation. The review ends describing the merging of new technologies with classical experimental design and prophesying the bright future of organizational field experimentation.
-
-
-
Abusive Supervision
Vol. 4 (2017), pp. 123–152More LessThe overarching purpose of this article is to review and synthesize the accumulated evidence that explores the causes and consequences of abusive supervision in work organizations. Our review is organized in three sections. In the first section, we discuss research trends and provide clarification regarding the pressing and not-so-pressing problems with the way that abusive supervision is ordinarily conceptualized and studied. In the second section, we highlight problems and prospects in research on the consequences of abusive supervision. In the third section, we turn our attention to the growing body of research that explores the antecedent conditions and processes that explain when abusive supervision is more or less likely to occur. Throughout the article, we offer an overview of what has been learned over the past 15-plus years and highlight unanswered questions that warrant examination in future studies.
-
-
-
Recruitment and Retention Across Cultures
Vol. 4 (2017), pp. 153–181More LessThe flow of human capital into and out of organizations is a crucial aspect of organizational functioning. Recruitment is the primary mechanism for attracting human capital to the organization, whereas retention involves keeping desired employees in the fold once they are employed. Although extensive research explores and informs recruitment and retention, the bulk of the theory and research in major organizational psychology and organizational behavior journals adopts a US-centric perspective. This narrow perspective may be misleading, particularly in an increasingly globalized work context. We systematically analyze studies on the flow of people into and out of organizations in a variety of cultural contexts and especially in organizations managing talent across national borders. In so doing, we seek to create a coherent platform for future research by identifying key themes in the literature and using these themes to summarize what we know and indicate where we need to go in studying recruitment and retention across cultures.
-
-
-
Multilevel Modeling: Research-Based Lessons for Substantive Researchers
Vol. 4 (2017), pp. 183–210More LessOrganizations are multilevel systems. Most organizational phenomena are multilevel in nature, and their understanding involves variables (e.g., antecedents and consequences) that reside at different levels. The investigation of these phenomena requires appropriate analytical methods: multilevel modeling. These techniques are becoming increasingly popular among organizational psychology and organizational behavior (OPOB) researchers. In this article we review the literature that has evaluated the performance of multilevel modeling techniques to test multilevel direct and indirect effects and cross-level interactions. We also provide guidelines for OPOB researchers about the appropriate use of these techniques, and we suggest ways these techniques can contribute to theoretical advancement and research development in OPOB.
-
-
-
Team Innovation
Vol. 4 (2017), pp. 211–233More LessTeam innovation is of growing importance in research in organizational psychology and organizational behavior as well as organizational practice. I review the empirical literature in team innovation to draw integrative conclusions about the state of the science and to provide a research agenda to move the field forward. The review identifies two main perspectives in team innovation research, the knowledge integration perspective and the team climate perspective. Key conclusions focus on the need to integrate these perspectives to develop an integrative contingency model of the factors providing teams with diverse informational resources and the factors influencing the extent to which teams integrate these resources in a process of information exchange and integration. As part of these integrative efforts, construct consolidation efforts are important to reverse the tendency for proliferation of substantially overlapping moderators and mediators proposed. The review also identifies the contingencies of the relationship between idea development and idea implementation as the most important understudied issue in team innovation research.
-
-
-
Evidence-Based Management: Foundations, Development, Controversies and Future
Vol. 4 (2017), pp. 235–261More LessWe review the recent development of evidence-based management (EBMgt), tracing its origins to longstanding gaps between research and practice, discrepant findings across studies, and the emergence of evidence-based medicine (EBMed). We provide a definition of EBMgt and review four foundational articles advocating its use. We then review categories of articles that comprise the EBMgt canon: advocacy articles, essays or perspectives, teaching-related, empirical, reviews, and critiques and responses. Critiques include political, epistemological, and methodological issues directly pertinent to EBMgt as well as broader concerns about the scholarly research base on which EBMgt depends. Our suggestions for future research emphasize, first and foremost, increasing the production of high-quality empirical studies in EBMgt. Topics of particular interest include research co-creation by academics and practitioners, process and outcome studies of EBMgt implementations, and practitioners’ use of evidence in their working environments. We also call for broader types of systematic reviews (SRs) than have generally been conducted in the organization sciences.
-
-
-
Transition Processes: A Review and Synthesis Integrating Methods and Theory
Vol. 4 (2017), pp. 263–286More LessIn this review, we outline how a methodologically based framework, the discontinuous growth model (DGM), can be used to advance research and theory on transitions. Our review focuses on identifying the types of hypotheses and research questions that can be specified and tested using this framework. Three parameters of the DGM are described: the pre-event covariate (TIMEpre), a transition covariate (TRANS), and a recovery covariate (RECOV). We discuss relevant parameters by analyzing the relative and absolute changes following a transition event. We illustrate the framework with a variety of studies from different contexts and address the difficulty of interpreting responses to events without TIMEpre data. In addition, we discuss the role of large longitudinal databases as sources for advancing research and theory surrounding transitions, particularly for rare and unexpected events. Finally, we discuss ways in which transition research can inform our understanding of individual, team, and organizational resilience and adaptation.
-
-
-
Trust Repair
Vol. 4 (2017), pp. 287–313More LessTrust is critical for building and maintaining relationships and for effectively working together. When trust is broken, it has serious consequences for both individuals and organizations. In this review we examine the research on how to repair broken trust. We begin by defining trust, how it is broken, how the actor's violation is attributed, and what it means to repair it. We then discuss two dominant trust repair strategies: short-term and long-term. Short-term strategies include verbal statements such as excuses, apologies, and denials, and compensatory arrangements such as repayment for a loss. Longer-term strategies include structural rearrangements of the relationship (e.g., contracts, monitoring), reframing the violation (e.g., attempts to shift blame, mitigate perceptions of harm), granting forgiveness, and remaining silent. Lastly, we discuss concerns for the future of trust research such as construct clarity, measurement, and contextual considerations.
-
-
-
Comparing and Contrasting Workplace Ostracism and Incivility
Vol. 4 (2017), pp. 315–338More LessDespite their shared characteristics, the literatures on workplace ostracism and incivility have evolved in different directions. In this review, we discuss the similarities and differences in the conceptualizations of the two constructs and trace the different measures, histories, theories, and topics covered in the two literatures. Although small, we also review the subset of studies that have directly contrasted the effects of ostracism and incivility within the same study. Subsequently, we outline future research areas for both literatures, with a particular focus on research areas that may produce results that help further differentiate the two constructs.
-
-
-
Psychological Capital: An Evidence-Based Positive Approach
Vol. 4 (2017), pp. 339–366More LessThe now recognized core construct of psychological capital, or simply PsyCap, draws from positive psychology in general and positive organizational behavior (POB) in particular. The first-order positive psychological resources that make up PsyCap include hope, efficacy, resilience, and optimism, or the HERO within. These four best meet the inclusion criteria of being theory- and research-based, positive, validly measurable, state-like, and having impact on attitudes, behaviors, performance and well-being. The article first provides the background and precise meaning of PsyCap and then comprehensively reviews its measures, theoretical mechanisms, antecedents and outcomes, levels of analysis, current status and needed research, and finally application. Particular emphasis is given to practical implications, which focuses on PsyCap development, positive leadership, and novel applications such as the use of video games and gamification techniques. The overriding theme throughout is that PsyCap has both scientific, evidence-based rigor and practical relevance.
-
-
-
Construal Level Theory in Organizational Research
Vol. 4 (2017), pp. 367–400More LessConstrual level theory (CLT) offers a rich and rigorous conceptual model of how the context shapes mental representations and subsequent outcomes. The theory has generated new understanding of cognitions and behaviors such as prediction, evaluation, and decision making in the fields of psychology and consumer behavior. Recently, management and organizational scholars have begun to leverage CLT to derive novel insights regarding organizational phenomena. This article describes CLT and its theoretical underpinnings, provides a focused and integrated review of organizational research incorporating CLT, and offers an agenda for future work in which CLT opens the door to new avenues of inquiry in organizational research and reinvigorates scholarly interest in cognition in organizations.
-
-
-
Dynamic Self-Regulation and Multiple-Goal Pursuit
Vol. 4 (2017), pp. 401–423More LessSelf-regulation is the dynamic process by which people manage competing demands on their time and resources as they strive to achieve desired outcomes, while simultaneously preventing or avoiding undesired outcomes. In this article, we review the current state of knowledge regarding the process by which people manage these types of demands. We review studies in the organizational, cognitive, social psychology, and human factors literatures that have examined the process by which people (a) manage task demands when working on a single task or goal; (b) select which tasks or goals they work on, and the timing and order in which they work on them; and (c) make adjustments to the goals that they are pursuing. We review formal theories that have been developed to account for these phenomena and examine the prospects for an integrative account of self-regulation that can explain the broad range of empirical phenomena examined across different subdisciplines within psychology.
-
-
-
Neuroscience in Organizational Behavior
Vol. 4 (2017), pp. 425–444More LessIn this review, we consider the advent of neuroscience in management and organizational research. We organize our review around two general themes pertaining to how areas of the brain may be relevant to management and organizational behavior. First, intrinsic, at-rest activity in the brain provides trait-like information that can be used to better understand individuals in terms of cognition, emotions, and behaviors. Second, reflexive activity involves an understanding of the brain in terms of its state-like responses to stimuli. In our review, we identify several research challenges and opportunities, such as the need to consider the theoretical basis of neural concepts and measures and the use of team-based neuroscience technologies. In addition, although research in organizational neuroscience is relatively new, some interesting practical implications are raised here. We conclude with a consideration of key limitations, specifically the possibility of excessive reductionism, as well as ethical and professional issues.
-
-
-
Retaking Employment Tests: What We Know and What We Still Need to Know
Vol. 4 (2017), pp. 445–471More LessThe extent to which test scores change upon retesting has important implications for both organizations and individuals who apply to those organizations. We review research on retesting and score changes that dates back nearly 100 years. Our findings suggest that compared to initial test scores, retest scores tend to be higher, more varied, and more reliable and tend to demonstrate somewhat stronger relations with criteria such as academic and job performance. There also is some evidence that retesting can change the constructs test scores reflect. However, empirical research has yet to clearly delineate factors that underlie such differences between initial and retest scores. We discuss implications of these findings for organizations and applicants. We also identify key unanswered questions about retesting that future research should address.
-
-
-
Alternative Work Arrangements: Two Images of the New World of Work
Vol. 4 (2017), pp. 473–499More LessAlternative work arrangements continue to increase in number and variety. We review the literature on alternative work arrangements published since the most recent major review of nonstandard work by Ashford et al. (2007). We look across the research findings to identify three dimensions of flexibility that undergird alternative work arrangements: (a) flexibility in the employment relationship, (b) flexibility in the scheduling of work, and (c) flexibility in where work is accomplished. We identify two images of the new world of work—one for high-skill workers who choose alternative work arrangements and the other for low-skill workers who struggle to make a living and are beholden to the needs of the organization. We close with future directions for research and practice for tending to the first image and moving away from the second image of the new world of work.
-
-
-
Communication in Organizations
Vol. 4 (2017), pp. 501–526More LessThis article focuses on the study of organizational communication, which is a dominant subarea of communication scholarship as recognized by the National Communication Association (NCA) and the International Communication Association (ICA). Because communication, and organizational communication as a subarea, is multiperspectival, this article first defines communication and then organizational communication. Next, the article describes the philosophical perspectives of organizational communication. The next section points to specific areas of individual-, dyadic-, group-, and organizational-level communication research in which communication and organizational psychology and organizational behavior (OPOB) share similar interests. The article concludes by describing practical implications of this area of scholarship (i.e., what can organizations and individuals do with the findings of organizational communication scholarship) and by identifying promising areas of organizational communication study.
-
-
-
Collective Turnover
Vol. 4 (2017), pp. 527–544More LessThis review builds from the last major narrative review of collective turnover (Hausknecht & Trevor 2011) to identify theoretical and empirical advancements in understanding the causes and consequences of turnover rates at the team, group, work unit, and organizational levels. I discuss important developments in collective-level theorizing [including context-emergent turnover (CET) and turnover capacity theory], meta-analytic summaries, longitudinal investigations, and more. The review concludes with recommendations for future collective turnover research.
-