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Market-Based Solutions to Vital Economic Issues


Kenan Institute 2022 Annual Theme: Stakeholder Capitalism
Market-Based Solutions to Vital Economic Issues

organizational behavior


We examine the impact of four classes of workplace interruptions on short-term (working hours) and long-term (across-shifts) worker performance in an agribusiness setting. The interruptions are organized in a two-by-two framework where they result (or do not result) in a physical task requirement and lead to a varying degree of attention shift from the primary task.

My inductive analysis using case studies helps identify and understand the processes whereby B-Corp certification can bring about a change in perception and practices at different levels.

Designing modern call centers requires an understanding of callers’ patience and abandonment behavior. Using a Cox regression analysis, we show that callers’ abandonment behavior may differ based on their contact history, and changes across their different contacts.

Employee cynicism is on the rise, and thus is increasingly part of the social fabric in modern workplaces. In this paper, we investigate whether interactions with cynical others may produce undesirable effects on employee energy.

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.

A central idea in the feedback seeking literature is that there should be a positive relationship between self-efficacy and the likelihood of seeking feedback. Yet empirical findings have not always matched this theoretical claim. Departing from current theorizing, we argue that high self-efficacy may sometimes decrease feedback seeking by making people undervalue feedback and that perspective taking is an important factor in determining whether or not this occurs.

The objective of this paper is to introduce the emergent concept of marketing agility and develop an organizing framework that systematically captures the antecedents and consequences of marketing agility. Given the sparse literature on the topic, we use a grounded theory approach to tap into the mental models of managers. Synthesizing insights from 22 interviews with senior managers in diverse industries, we first define marketing agility, discuss its importance to various stakeholders in the field of marketing, and distinguish the concept from related constructs in the domains of strategy, information systems and marketing. Following this, we develop an organizing framework to guide the systematic study of marketing agility. We offer propositions related to organizational culture, organizational structure and marketing technology (martech) characteristics as antecedents of marketing agility.

Why do managers act unfairly even when they recognize the significant organizational benefits of treating employees fairly? Prior research has explained this puzzling phenomenon predominantly through an “actor-centric” perspective, proposing that managers’ just behavior is an outcome of their own individual differences.

Voice, or employees’ upward expression of challenging but constructive concerns or ideas on work-related issues, can play a critical role in improving organizational effectiveness. Despite its importance, evidence suggests that many managers are often hesitant to solicit voice from their employees.

We hypothesized that individuals in cultures typified by lower levels of relational mobility would tend to show more attention to the surrounding social and physical context (i.e., holistic vs. analytic thinking) compared with individuals in higher mobility cultural contexts. Six studies provided support for this idea. Studies 1a and 1b showed that differences in relational mobility in cultures as diverse as the U.S., Spain, Israel, Nigeria, and Morocco predicted patterns of dispositional bias as well as holistic (vs. analytic) attention.

In this paper, we propose a research agenda for psychologists in general, and scholars of culture and negotiations in particular, to address the key challenges of dealing with an increasingly globalized world from a psychological perspective. Building on an understanding of globalization in terms of cultural and subjective matters, we propose three research domains in which psychology scholars can contribute to a further understanding of our global society: (a) the effects of global contact on cognition and behavior; (b) hybridization and human agency; and (c) new forms of cooperation.

Innovation, the implementation of creative ideas, involves a dialogue between two roles: creators - who generate creative ideas, and evaluators-who determine which ideas to implement. Although each role aids innovation, we reveal that each role may also shape creativity assessments in different ways. In two experiments, participants randomly assigned to either an evaluator or creator role rated the same idea described as having low or high levels of novelty.