Employees often engage in collective grassroot efforts to bring about gender equity in the workplace. Such coalition-based advocacy is largely driven by women, which has led to debate about whether men’s involvement as allies can help. Integrating literatures on signaling and legitimacy, we propose that the demographic composition of a gender equity advocacy coalition matters: Men-only groups lack coalition legitimacy, or the perception that they are the “right” spokespersons for gender equity issues, whereas women-only groups struggle to convey issue legitimacy, or the perception that gender equity is of strategic importance within business organizations.
“Mega-threats”—negative, identity-relevant societal events that receive significant media attention—are frequent occurrences in society, yet the influence of these events on employees remains unclear. We draw on the theory of racialized organizations to explain the process whereby exposure to mega-threats leads to heightened avoidant work behaviors for racial minority employees.
Employee spinouts, defined as startups founded by prior employees of an industry firm, play a critical role in firm creation and knowledge transfer. Their superior performance often arises from resources and knowledge accrued during employment in parent firms. An understudied question is whether prior employment in parent firms impacts an employee
Retail stores are geographically dispersed as a part of a multiunit organization. In such a setting, store managers play an important role in driving store performance. To motivate them to exert effort, retailers have provided group incentives for store managers. Using data from 75 stores of a U.S.-based retail chain that changed its incentive plan for store managers from being purely dependent on store performance to being dependent upon both store and corporate performance, we investigate the effect of this change on store performance.
In this article, we investigate the effects of leader subjective ambivalence on team performance. Integrating the ambivalence literature and social learning theory, we propose a multi-level model of whether, when, and why team leaders’ subjective ambivalence enhances team performance 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.
How leaders can recast innovation's toughest trade-offs—efficiency vs. flexibility, consistency vs. change, product vs purpose—as productive tensions.
As of 2019, salary history bans were enacted by 17 states and Puerto Rico with the stated purpose of reducing the gender pay gap. We argue that salary history bans may negatively affect wages as employers lose an informative signal of worker productivity. We empirically evaluate these laws using a large panel dataset of disaggregated wages covering all public-sector employees in 36 states and find, on average, that salary history bans lead to a 3% decrease in new-hire wages.
Although past research demonstrates that perceived fairness leads to many benefits, it also tends to assume that fairness flows almost exclusively from justice adherence. We instead reason that when employees form fairness judgments, they consider not only the extent to which supervisors adhere to justice but also why supervisors do so.
Do founder-CEOs have an expiration date? In the wake of Jack Dorsey’s resignation from Twitter, some have begun asking whether the move could herald a new era, in which founders voluntarily step aside rather than sticking around for decades or waiting to be ousted. To explore the value added by a founder-CEO, the authors analyzed stock price and financial performance data from more than 2,000 publicly traded companies.
Over the last two decades, executive compensation research has focused primarily on equity-based pay and incentives emanating from executives' firm-specific equity portfolios, while generally ignoring cash-based bonus plans as a second order effect. Exploiting access to new data sources, there has been a revival of interest by accounting researchers in more deeply understanding the value adding roles played by bonus plans.
When employees use public settings such as team meetings to engage in voice—the expression of work ideas or concerns, they can spur useful discussions, action planning, and problem solving. However, we make the case that managers, whose support is essential for voice to have a functional impact, are averse to publicly expressed voice and prefer acting on voice that is privately brought up to them in one-on-one settings.