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- Volume 9, 2022
Annual Review of Organizational Psychology and Organizational Behavior - Volume 9, 2022
Volume 9, 2022
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From Traditional Research to Responsible Research: The Necessity of Scientific Freedom and Scientific Responsibility for Better Societies
Vol. 9 (2022), pp. 1–32More LessMy research journey spans a period of exciting new theories informing innovative practices in businesses and other organizations and a period littered with concerns about the research-practice gap, questionable research practices, and a strong emphasis on the number of publications in top journals for hiring and promotions. These recent developments led to the dilution of both scientific freedom and scientific responsibility in our scientific work. I offer my research journey to illustrate the importance of both, with the most recent endeavor in a global responsible research movement to produce useful and credible knowledge that will enable business and management practices to serve all stakeholders and to solve the world's most challenging problems. Emerging institutional changes in business schools, journals, associations, and accreditation agencies provide hope that scholars will soon find the conditions favorable for both freedom and responsibility to support their aspiration to pursue research that will contribute to better societies and meaningful careers.
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Recovery from Work: Advancing the Field Toward the Future
Vol. 9 (2022), pp. 33–60More LessUnwinding and recovering from everyday work is important for sustaining employees’ well-being, motivation, and job performance. Accordingly, research on work recovery has grown tremendously in the past few decades. This article summarizes research on recovery during work breaks, leisure-time evenings, weekends, and vacations. Focusing on day-level and longitudinal field studies, the article describes predictors as well as outcomes of recovery in different recovery settings and addresses potential between-group and cross-cultural differences. It presents findings from intervention research demonstrating that recovery processes can be improved by deliberate training programs. The article then discusses how future recovery research can address emerging themes relevant to the future of work—changing boundaries between work and nonwork life, increased reliance on teams and technology, and changes in employment arrangements. We conclude with an overall summary, open research questions, directions for methodological improvements, and practical implications.
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The Science of Leadership: A Theoretical Model and Research Agenda
Vol. 9 (2022), pp. 61–93More LessI review the empirical literature on leadership, focusing on papers published since 2010. To do so, I introduce a framework composed of two features: whether theories (a) involve the study of leaders or leading (i.e., the person versus the process) and (b) conceptualize leadership as a cause or a consequence (i.e., an independent versus dependent variable). This framework can enable future research to accumulate in a more programmatic fashion and help scholars determine where their own studies are located within the landscape of leadership research. I end the review by critically evaluating existing work, arguing that the most popular subcategory of leadership research—lumped conceptualizations of leading, in which scholars examine multiple leader behaviors within a single construct—has significant limitations and may need to be replaced by a greater focus on split conceptualizations of leading, wherein scholars isolate single leader behaviors.
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Stigmatized Work and Stigmatized Workers
Vol. 9 (2022), pp. 95–120More LessStigmas pervade organizational life. A stigma is a discrediting social evaluation that devalues an individual or group. We review research on stigmatized work and stigmatized workers, with a particular emphasis on how people become stigmatized and what they (and others) do about it. To do so, we connect stigma to other concepts in its nomological net and compare multiple models of stigma dynamics. We consider the intertwining nature of stigma and identity/image, how context affects stigma, and how stigma is managed by both the stigmatized and the nonstigmatized. We also offer critiques of key blind spots in workplace stigma research and point toward future research in this area that is more interconnected with other literatures and more inclusive of overlooked populations. Our vantage point is that workplace stigma continues to be an exciting domain of research with a high potential for theoretical discoveries and practical applications.
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The Power of Listening at Work
Vol. 9 (2022), pp. 121–146More LessListening is associated with and a likely cause of desired organizational outcomes in numerous areas, including job performance, leadership, quality of relationships (e.g., trust), job knowledge, job attitudes, and well-being. To advance understanding of the powerful effects of listening on organizational outcomes, we review the construct of listening, its measurement and experimental manipulations, and its outcomes, antecedents, and moderators. We suggest that listening is a dyadic phenomenon that benefits both the listener and the speaker, including supervisor-subordinate and salesperson-customer dyads. To explain previous findings and generate novel and testable hypotheses, we propose the episodic listening theory: listening can lead to a fleeting state of togetherness, in which dyad members undergo a mutual creative thought process. This process yields clarity, facilitates the generation of novel plans, increases well-being, and strengthens attachment to the conversation partner.
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Compensation, Benefits, and Total Rewards: A Bird's-Eye (Re)View
Vol. 9 (2022), pp. 147–169More LessResearch on compensation and employee benefits has enjoyed a long and rich history. Energized by a new generation of scholars, changes in the broader workplace context, and developments in adjacent areas of inquiry, many classic theoretical tensions and research questions have begun to evolve in novel directions, and exciting new areas of research are developing. In addition, there have been numerous calls for more academic research on both compensation and benefits and for greater alignment of that research with the needs and interests of practice, including the tendency of many practitioners (and employees) to view pay and benefits holistically as a package. In this review we highlight selected recent research on key components of core total rewards—compensation plus retirement, health, and work-life benefits. Extrapolating from our review, we identify evolving themes and trends and advance several recommendations for future research and suggestions for practice.
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Smart Heuristics for Individuals, Teams, and Organizations
Vol. 9 (2022), pp. 171–198More LessHeuristics are fast, frugal, and accurate strategies that enable rather than limit decision making under uncertainty. Uncertainty, as opposed to calculable risk, is characteristic of most organizational contexts. We review existing research and offer a descriptive and prescriptive theoretical framework to integrate the current patchwork of heuristics scattered across various areas of organizational studies. Research on the adaptive toolbox is descriptive, identifying the repertoire of heuristics on which individuals, teams, and organizations rely. Research on ecological rationality is prescriptive, specifying the conditions under which a given heuristic performs well, that is, when it is smart. Our review finds a relatively small but rapidly developing field. We identify promising future research directions, including research on how culture shapes the use of heuristics and how heuristics shape organizational culture. We also outline an educational program for managers and leaders that follows the general approach of “Don't avoid heuristics—learn how to use them.”
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When Gender Matters in Organizational Negotiations
Vol. 9 (2022), pp. 199–223More LessA person's gender is not a reliable predictor of their negotiation behavior or outcomes, because the degree and character of gender dynamics in negotiation vary across situations. Systematic effects of gender on negotiation are best predicted by situational characteristics that cue gendered behavior or increase reliance on gendered standards for agreement. In this review, we illuminate two levers that heighten or constrain the potential for gender effects in organizational negotiations: (a) the salience and relevance of gender within the negotiating context and (b) the degree of ambiguity (i.e., lack of objective standards or information) with regard to what is negotiable, how to negotiate, or who the parties are as negotiators. In our summary, we review practical implications of this research for organizational leaders and individuals who are motivated to reduce gender-based inequities in negotiation outcomes. In conclusion, we suggest future directions for research on gender in organizational negotiations.
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New Developments in Social Network Analysis
Vol. 9 (2022), pp. 225–246More LessThis review of social network analysis focuses on identifying recent trends in interpersonal social networks research in organizations, and generating new research directions, with an emphasis on conceptual foundations. It is organized around two broad social network topics: structural holes and brokerage and the nature of ties. New research directions include adding affect, behavior, and cognition to the traditional structural analysis of social networks, adopting an alter-centric perspective including a relational approach to ego and alters, moving beyond the triad in structural hole and brokerage research to consider alters as brokers, expanding the nature of ties to include negative, multiplex/dissonant, and dormant ties, and exploring the value of redundant ties. The challenge is to answer the question “What's next in social network analysis?”
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Trust Within the Workplace: A Review of Two Waves of Research and a Glimpse of the Third
Vol. 9 (2022), pp. 247–276More LessOver the past quarter century, trust has emerged as a core concept in organizational psychology and organizational behavior. We review the body of research amassed over that period using a field evolutionary lens and identify two “waves” that have shaped and progressed the field in specific and important ways: Wave 1, establishing foundational building blocks; Wave 2, questioning assumptions and examining alternatives. For each wave, we identify what has been learned and identify key questions that still need to be addressed. We also suggest researchers will need to evolve the fundamental questions asked in order to maintain the momentum of the literature into the next quarter century, and we speculate about what these might look like. Finally, as a result of recent organizational developments and societal disruptions, we anticipate the emergence of a third wave, aimed at examining their implications for trust in the workplace.
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Cross-Cultural Innovation and Entrepreneurship
Vol. 9 (2022), pp. 277–308More LessHow can culture help explain persistent cross-country differences in innovation and entrepreneurship? This overview of cross-cultural innovation/entrepreneurship research draws on the most prominent cultural frameworks (by Hofstede, Schwartz, GLOBE, and Gelfand and colleagues). After outlining similarities and differences between these frameworks, I discuss theoretical perspectives of how culture shapes innovation/entrepreneurship (culture fit, culture misfit, cultural social support, and culture as a boundary condition) and give an overview of empirical research on culture and innovation/entrepreneurship. I conclude by outlining opportunities and best practices for future research and practical implications.
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Relational Dynamics of Leadership: Problems and Prospects
Vol. 9 (2022), pp. 309–337More LessRelationships are central to understanding what occurs in the workplace. The leader-member exchange (LMX) approach dominates the literature on relational dynamics of leadership. Research supports LMX as a mediator between leadership and outcomes, and this reflects the centrality of relationships at work. However, LMX is not a leadership theory. We critically review the literature on LMX, with discussion of the requirements for “good” theory and how LMX falls short. We acknowledge some attempts through the years to develop theory to guide LMX research. The concept of “exchange” was not original to LMX. Our review of social exchange theory reveals that, contrary to the common approach, LMX is not consonant with exchange theory. Other attempts at theory offer partial explanations that do not capture leader-member relational dynamics. Some promising approaches to studying leader-member relationships have emerged in recent years. We offer suggestions for future theory and research and advocate for a return to role theory and the development of emotional sociocognitive approaches.
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The Structure of Intrinsic Motivation
Vol. 9 (2022), pp. 339–363More LessIntrinsic motivation (IM) is key for persistence at work. When they are intrinsically motivated, people experience work activities as an end in itself, such that the activity and its goal collide. The result is increased interest and enjoyment of work activities. In this article, we review the current state of knowledge on IM, including studies within organizational, cognitive, and social psychology. We distinguish our structural perspective, which defines IM as the overlap between means and ends (e.g., the means-ends fusion model), from content-based approaches to study IM. We specifically discuss three questions: (a) What is IM and why does it matter, (b) how can individuals and organizations increase IM, and (c) what biases and misconceptions do employees and managers hold about IM?
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Revisiting Behavioral Integrity: Progress and New Directions After 20 Years
Vol. 9 (2022), pp. 365–389More LessBehavioral integrity (BI) describes the extent to which an observer believes that an actor's words tend to align with their actions. It considers whether the actor is seen as keeping promises and enacting the same values they espouse. Although the construct of BI was introduced in 1999 and developed more fully in 2002, it builds on the work of earlier scholars that discussed related notions of hypocrisy, credibility, and gaps between espousal and enactment. Since the 2002 paper, a growing literature has established the BI construct, largely but not exclusively in the leadership realm, as a critical antecedent to positive attitudes such as trust and commitment, positive behaviors such as turnover and performance, and as a moderator of the effectiveness of leadership initiatives. BI is by definition subjectively assessed, and perceptions of BI are susceptible to various forms of perceptual biases. A variety of factors appear to affect whether observers interpret a particular word-action alignment or gap as an indication of the actor's high or low BI. In this article, we examine and synthesize this literature and suggest directions for future research. We discuss the early history of BI research and then examine contemporary research at the individual, group, and organizational levels of analysis. We assess what we have learned and what methodological challenges and theoretical questions remain to be addressed. We hope in this way to stimulate further research on this consequential construct.
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Informal (Field-Based) Learning
Vol. 9 (2022), pp. 391–414More LessMost learning in the workplace occurs outside of formal learning environments—it happens informally, “in the field.” In this review, we share what is known about how such informal field-based learning (IFBL) works, offer guidance on how to promote healthy IFBL, and identify future research needs. We first situate IFBL within the broader stream of the learning literature. On the basis of the literature and organizational needs, we propose a CAM-OS framework that emphasizes five personal and situational readiness factors for enabling constructive IFBL: Capability, Awareness, Motivation, Opportunity, and Support. We use the framework to offer practical, evidence-based advice for each of three stakeholder groups—senior leaders, managers, and employees—and conclude with suggested avenues for future research. The review is grounded in the research literature with an emphasis on implications for practice.
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Assessing Interests in the Twenty-First-Century Workforce: Building on a Century of Interest Measurement
Vol. 9 (2022), pp. 415–440More LessRecent research has re-emphasized the importance of vocational interests for understanding workplace attitudes and behavior. As a result, there is a renewed interest in the assessment of vocational interests in organizations. Numerous interest assessments have been developed over the past century, and they are now administered to millions of people throughout the world. Nevertheless, there is still work to be done, particularly as interest assessments are increasingly being used in organizational settings. This article reviews developments in interest assessments and discusses the implications of their use for both research and practice. It discusses the advantages and disadvantages of examining vocational interests in organizational contexts and proposes future research directions.
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Accumulating Knowledge in the Organizational Sciences
Vol. 9 (2022), pp. 441–464More LessIn some fields, research findings are rigorously curated in a common language and made available to enable future use and large-scale, robust insights. Organizational researchers have begun such efforts [e.g., metaBUS (http://metabus.org/)] but are far from the efficient, comprehensive curation seen in areas such as cognitive neuroscience or genetics. This review provides a sample of insights from research curation efforts in organizational research, psychology, and beyond—insights not possible by even large-scale, substantive meta-analyses. Efforts are classified as either science-of-science research or large-scale, substantive research. The various methods used for information extraction (e.g., from PDF files) and classification (e.g., using consensus ontologies) is reviewed. The review concludes with a series of recommendations for developing and leveraging the available corpus of organizational research to speed scientific progress.
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