Traditional models of operations management involve dynamic decision-making assuming optimal (Bayesian) updating. However, behavioral theory suggests that individuals exhibit bias in their beliefs and decisions. We conduct both a field study and two laboratory studies to examine the phenomena in the context of health. In particular, we examine how an individual’s prior experiences and the experiences of those around them alter the operational decisions that the individual makes.
Organizations vary significantly in the rates at which they learn from experience (i.e., learning by doing). While prior work has explored how different categories of prior experience affect learning outcomes, limited attention has been paid to the role played by the organizational context. We focus on one important aspect of an organization’s context—goals—and examine how the degree of goal relatedness across an organization’s diverse set of activities affects the rate at which it learns from experience. In doing so, we argue that even where otherwise diverse activities are knowledge related, if they are not goal related, learning by doing is likely to suffer.
In this paper we argue that task design affects rule breaking in the workplace. Specifically, we propose that task variety activates deliberative (Type 2) processes as opposed to automatic/intuitive (Type 1) processes, which, in turn, helps prevent individuals from breaking rules in order to serve their own hedonic self-interest.
Despite recognizing the importance of events, researchers have rarely explored the influence of broader societal events on employee experiences and behaviors at work. We integrate perspectives on events and social identities to develop a cross-level theoretical model of the spillover effects of mega-threats, which we define as negative, large-scale, diversity-related episodes that receive significant media attention.
Learning from past experience is central to an organization's adaptation and survival. A key dimension of prior experience is whether an outcome was successful or unsuccessful. Although empirical studies have investigated the effects of success and failure in organizational learning, to date, the phenomenon has received little attention at the individual level.
The ongoing fragmentation of work has resulted in a narrowing of tasks into smaller pieces that can be sent outside the organization and, in many instances, around the world. This trend is shifting the boundaries of organizations and leading to increased outsourcing.
Socialization theory has focused on enculturating new employees such that they develop pride in their new organization and internalize its values. We draw on authenticity research to theorize that the initial stage of socialization leads to more effective employment relationships when it instead primarily encourages newcomers to express their personal identities.
Hospital emergency departments (EDs) provide around-the-clock medical care and as such are generally modeled as nonterminating queues. However, from the care provider’s point of view, ED care is not a never-ending process, but rather occurs in discrete work shifts and may require passing unfinished work to the next care provider at the end of the shift.
Purpose ‐ The purpose of this paper is to propose a conceptual framework ‐ the 4V model ‐ for better understanding how global brands create firm value. Organized around the global brand value chain, the 4V model includes four sets of value-creating activities: first, valued brands; second, value sources; third, value delivery; and fourth, valued outcomes. Design/methodology/approach ‐ The approach is conceptual with illustrative examples.
Although store brands (SBs) are becoming increasingly important across the world, their success varies dramatically across consumer packaged goods categories and countries. The purpose of this paper is to provide insight into how such differences in SB success originate.
Previous research has used an ego depletion perspective to establish a self-regulatory model linking sleep deprivation to unethical behavior via depletion (Barnes, Schaubroeck, Huth, & Ghumman, 2011; Christian & Ellis, 2011; Welsh, Ellis, Christian, & Mai, 2014). We extend this research by moving beyond depletion to examine a more nuanced, process-based view of self-control.
Teams often need to adapt to planned discontinuous task change or fundamental alteration of tasks, tools, and work systems. Although team adaptation theories have made substantive progress in explaining how teams can respond to change, they have not adequately considered the unique impact that discontinuous task change can have on teams. Such change can render not only collective but also individual task capabilities obsolete and necessitate a multilevel task relearning process. Drawing on the team compilation model, we suggest that adaptation to discontinuous task change is akin to team (re)development.
Research suggests that women negotiators tend to obtain worse outcomes than men; however, we argue this finding does not apply to all women. Integrating research on social hierarchies, gender in negotiations, and intersectional stereotype content, we develop a theoretical framework that explains the interactive effect of race and gender on offers and outcomes received in distributive negotiations.
Faced with demand uncertainty and heterogeneity in a nascent industry, entrants often consider how many customer segments to serve by tailoring the usage breadth of their product portfolios. Portfolio usage breadth is the extent to which products in a portfolio collectively span distinct customer segments. We suggest that when entrants have use experience in contexts that are potential users of the new product, their portfolios exhibit low usage breadth, due to demand-oriented cognition and knowledge.
We propose a new theory of systemic risk based on Knightian uncertainty (“ambiguity”). Because of uncertainty aversion, bad news on one asset class worsens investors’ expectations on other asset classes, so that idiosyncratic risk creates contagion, snowballing into systemic risk.
We construct a new data set tracking the daily value of life insurers’ assets at the security level. Outside of the 2008–2009 crisis, a $1 drop in the market value of assets reduces an insurer’s market equity by $0.10. During the financial crisis, this pass-through rises to $1.
Suppliers are increasingly being forced by dominant retailers to clean up their supply chains. These retailers argue that their sustainability mandates may translate into profits for suppliers, but many suppliers are cynical about these mandates because the onus to undertake the required investments is on them while potential gains may be usurped by the mandating retailer.
We examine the effects of leader prevention focus on the leader’s own behavior, in the form of the harmful overruling of good ideas by their follower team, and on the team’s collective behaviors, processes, and performance. We argue that when leaders adopt a prevention mindset, it can have costly effects on team outcomes.
We integrated theories of social exchange and emotional ambivalence to explain how ambivalent relationships influence interpersonally directed helping and harming behaviors. Using multiple methodologies, including a study of student teams, an experiment, and a quasifield study of retail employees, we compared ambivalent relationships with positive and negative relationships. Our three studies provide convergent evidence that ambivalent relationships with coworkers are positively related to both helping and harming behaviors.
Are divestitures really just the “flip side” of acquisitions? Both divestiture and acquisition are important processes for firm scope change. Frequently, these processes are considered to be “two sides of the same coin” wherein a divestiture is simply an acquisition performed “in reverse.” In contrast to this perspective, the authors submit that these two corporate strategic processes have fundamental differences in their motivations, implementation, and ramifications.