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Professional Development Experiences Aligned to the Ideal Self: A Positive Psychology Perspective on Individual Development J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-08-09 Udayan Dhar
The purpose of this study is to use a positive psychology lens to broaden and refine our understanding of professional development experiences, and to construct a practical, but evidence-based framework for a developmental human resource management (HRM) system. Study 1 uses focus group interviews with 18 full-time professionals enrolled in a management education program to explore experiences that
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Misrepresenting Methodology: A Critique of Epistemological Engineering in Social Science Research J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-08-02 Ajnesh Prasad, Eric Ping Hung Li
Among the most pervasive issues currently debated in the social sciences pertains to scientific misconduct. The discourse on scientific misconduct has burgeoned in the last three decades and has come to permeate multiple arenas, including academia, industry, and public policy. While interest in this area has imparted critical insights into understanding and regulating the phenomenon, some commentators
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The Costs of Mindfulness During a Crisis: The Moderating Effects of Mindfulness on the Relationship between Situational Anxiety, Loneliness, and Job Performance J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-07-26 Darren J. Good, Christopher J. Lyddy, Phillip S. Thompson, William J. Becker
While crises like the COVID-19 pandemic significantly impact well-being, understanding their impacts on employee work functioning remains nascent. To fill this gap, we develop and test a process model examining how situational anxiety leads to increased loneliness and reduced job performance during a crisis. We also observe if mindfulness strengthens these predicted effects. We investigated these questions
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How Does Internationalization Help Reputation? The Role of the Learning Gap J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-07-23 Rany Salvoldi, David M. Brock
This study delves into the intangible effects of internationalization on reputation, and proposes a mechanism by which internationalization can lead to improved reputation. Grounded in institutional and signaling theories, we begin by proposing that internationalization signals learning advantages deriving from experience in host environments and responses to foreign institutional pressures. Then,
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Kurt Lewin: The Foundations of an Academic Life J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-05-07 Bernard Burnes
For most of his working life, Kurt Lewin was known as a pioneering child psychologist. In 1939, Lewin appears suddenly to move his focus from children to adults and from laboratory experiments to changing behavior in the real world. This paper examines when and how, as a supposedly laboratory-based child psychologist, he developed the motivation, skills, knowledge and tools necessary to become the
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Living on the Coach-Consultant Hyphen: Reflections on a Hybrid Program for Women Entrepreneurs J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-04-11 Kimberly Cantergiani, Patrice Rosenthal
The term living on a hyphen denotes a hybrid identity that seeks to integrate two distinct roles, knowledge sets, and value systems. We share practitioner experience of an attempt to live on the coaching-consultant hyphen in a program for women entrepreneurs. The program was designed for intentional shifts between coaching and consulting and for these helping modes to remain clear and distinct across
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Strategies for Generating Deliberately Emergent Qualitative Research Designs J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-03-01 Charlotte Cloutier
In carrying out research, qualitative scholars routinely struggle with having to navigate between planned and emergent research design strategies. Pressure from funders and gatekeepers to plan research can be high, but too much planning can interfere with the ethos of discovery that characterizes inductive qualitative research. On the other hand, study designs that are overly emergent present their
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Transition Pains: Recognizing Employee Reactions to Organizational Realignment in a Disruptive Context J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-02-28 Françoise Johansen, Annemiek Stoopendaal, Derk Loorbach, Relinde de Koeijer
This paper introduces the use of a pain analogy in exploring employee reactions in organizational change processes. Perceiving the signaling function of an individual pain experience as a call to action, we present a conceptualization of transition pains: emotional pain experienced by organizational members related to processes of change in the context of disruptive external change (i.e., transition)
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Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change? J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-02-20 Cliff Oswick
To what extent are “generative AI” (as a machine-based form of decision-making) and “generative dialogue” (as a human-based form of decision-making) complimentary or competing? What takes precedence in generative change processes? More fundamentally, should generative artificial intelligence (AI) processes assist human decision-making or should human processes assist generative AI decision-making?
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Organizational Changes in Adopting Agile Approaches: A Systematic Literature Review J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2024-02-08 Maria Paula Novakoski Perides, Liliana Vasconcellos
Although agile approaches to project management were originally developed for use by small software development teams, agile methods quickly began to be used by entire department processes and, in some cases, to the entire organization. Despite this quick adoption, there is a lack of studies seeking a better understanding of the changes that an organization needs to carry out for agile implementation
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Social Fields: Knowing the Water We Swim in J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-05-15 Eva Pomeroy, Lukas Herrmann
While the term ‘social field’ has surfaced sporadically in various disciplines throughout the twentieth Century, it has largely lain dormant as a conceptual framework. In this article, we re-introd...
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The How and Why of Organizational Resilience: A Mixed-Methods Study on Facilitators and Consequences of Organizational Resilience Throughout a Crisis J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-04-12 Lisa Hollands, Luca Haensse, Nick Lin-Hi
There is broad consensus in academia and practice that organizational resilience is a critical factor for organizations to cope with crises. However, despite considerable theoretical progress, empi...
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Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-04-11 Rouven Kanitz, Katerina Gonzalez, Roman Briker, Tammo Straatmann
In this scoping essay, we discuss the potential for generative artificial intelligence (GAI) to shape the work of organizational change, development, or strategy implementation professionals. Using...
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Edgar H. Schein: Reflections on his Life and Career J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-03-28 W. Warner Burke
My relationship with Ed Schein began with informal encounters during the summers of the late 1960s in Bethel, Maine, where the National Training Laboratories (NTL) held its programs. Our initial wo...
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Reflections on Ed Schein's Teachings J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-03-22 Karen Ayas
In this essay I share my reflections on Ed Schein's teachings and his wisdom and insights from a career that spans half a century both as a scholar and a practitioner. I have been fortunate enough ...
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Career Anchors, Edgar Schein, and Me J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-03-16 Philip H. Mirvis
This essay is a “thank you” to Ed Schein whose research on career anchors (and many other topics) shaped my own career directions. It starts with a choice between paleontology versus psychology and...
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Profound Simplicity: Lessons Learned from Ed Schein on Rituals That Sustain and Nurture Relationships J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-03-14 Ilene C. Wasserman
As I attempt to digest Ed Schein's recent passing, I am present to the friendship I was honored to develop with him over the past 12 years and the voluminous lessons I learned. Like so many, my car...
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A Humble Giant: Reframing the Management Consulting Challenge J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-03-05 Anthony F. Buono
A reflection on Ed Schein’s contribution to management consulting.
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Interiority in the Work of Edgar H. Schein: A Personal Reflection J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-03-02 David Coghlan
In this reflection I explore how Ed Schein's philosophy of being a scholar-practitioner is expressed through interiority. By interiority is meant a quality of attentiveness to one's cognitive proce...
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Conceptualizing the Carrying Function of Community Advisory Boards J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-02-13 Dana S. Kaminstein, Kimberly M. Brown
Community Advisory Boards (CABs) often, “carry” important ideas and concepts for the larger organization of which they are a part. The word “carry” in this context, means that a person or group exp...
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No News Is Not Good News: The Mediating Role of Job Frustration in the Perceptions of Organizational Politics and Employee Silence J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-02-07 Elham Saei, Yongmei Liu
Building on the affective event theory, we investigate the mediating role of job frustration in the relationship between perceptions of organizational politics (POP) and employee silence. We sugges...
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When Normal is Not Normal: A Theory of the Non-Linear and Discontinuous Process of Desired Change and its Managerial Implications J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2023-02-07 Richard E. Boyatzis, Udayan Dhar
Desirable change may appear chaotic, slow, or not sustainable. We may expect linear, continuous change, but it eludes us. Measurement and statistical analysis about behavior change often requires d...
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The Application of Behavioral Insights into B2B Market Research J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-12-12 Michal Jirásek, Irma Macháčová, Tomáš Soukup
Behavioral sciences have made significant contributions to informing us about human decision making. In this study, we recount our experience from incorporating these insights into business-to-busi...
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Astronauts’ Sensemaking of Dangerous Beauty: An Account of the Overview Effect for Organizational Theory J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-11-09 Katherine Ann Rush
In this article, I explore sensemaking processes associated with the overview effect—a cognitive shift experienced by astronauts who see Earth from space. Analysis of publicly available interviews ...
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Implementing Diversity Training Targeting Faculty Microaggressions and Inclusion: Practical Insights and Initial Findings J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-11-07 Ellen Ernst Kossek, Patrice M. Buzzanell, Brittany J. Wright, Cassondra Batz-Barbarich, Amy C. Moors, Charlene Sullivan, Klod Kokini, Andrew S. Hirsch, Kayla Maxey, Ankita Nikalje
Despite the importance of faculty diversity training for advancing an inclusive society, little research examines whether participation improves inclusion perceptions and belongingness. Integrating...
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Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-11-03 F. Kruger, N. H. D. Terblanche
Working alliance theory describes the therapist–client relationship in psychotherapy and has been adapted to study workplace coaching effectiveness. The application of this theory in workplace coac...
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Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-11-03 Maria Vakola, Despoina Xanthopoulou, Evaggelia Demerouti
Is job crafting relevant for adaptive performance in the absence of managers’ effective influence tactics and the presence of ineffective tactics? Based on job demands-resources and conservation of...
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How Empowerment Can Help to Reduce Change-Related Uncertainty in Young Employees J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-10-26 Sarah Lang-Lehmann, Patrick Müller, Marc-André Reinhard, Sarah Volz
Change can affect employee work behavior and well-being in a variety of ways. The mediating and moderating factors that produce these effects, however, are not fully understood. This study examines...
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Is Your Organization Prepared to Manage Tsunami Change? J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-10-19 D.D. Warrick, Steven Herrol Cady
The accumulative and accelerated rate of change organizations are dealing with in today's times of non-stop and unpredictable change and the powerful wave of changes brought on by the COVID-19 pand...
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Diagnostic and Dialogic Yachts Competing Round the Globe: How did They Fare? J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-10-11 Bradley J. Hastings
As a practitioner recently turned scholar, my view is that organization development practices too often prioritize the organizational outcomes of change and, in doing so, overlook human outcomes. U...
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Collaborating Across Organizational Boundaries to Co-Create a More Just, Resilient, and Thriving Society J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-09-18 Ignacio Pavez, Ann Feyerherm, Francisco Valenzuela, Danielle Zandee
In this editorial for our special issue on interorganizational collaboration (IOC), we position collaborative action in the context of the concurrent global crises that necessitate the bridging of ...
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Andy Van de Ven’s Wonderfully Full Life J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-09-15 Jean M. Bartunek, Raghu B. Garud, Alan D. Meyer
In this short paper we recognize and celebrate the life and contributions of Andy Van de Ven, a renowned professor at the University of Minnesota and a former president of the Academy of Management...
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Partnering for Impact: A Grand Challenge and Design for Co-Creating a Just, Resilient and Flourishing Society J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-09-13 Elena P. Antonacopoulou
In this paper I elaborate on the design and dimensions of interorganisational collaborations particularly when the purpose of connecting is the co-creation of knowledge for impact. I extend recent ...
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Draw it, Check it, Change it: Reviving Lewin's Topology to Facilitate Organizational Change Theory and Practice J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-29 Paul C. Endrejat, Bernard Burnes
The purpose of this paper is to explain and update Kurt Lewin's concept of topological psychology and show how it can improve how we think about and undertake organizational change. To illustrate t...
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The Effect of Positive Management Practices on Firm Profitability – Evidence from Text Mining J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-24 Martin Becker
The concepts of positive psychology and positive organizational scholarship emphasize the value of employees’ positive emotions and satisfaction for organizations to thrive. However, conceptions of...
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Looking for Guidance? Five Principles for Leveraging Tensions in Corporate–Startup Collaboration J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-15 Nora Varesco Kager, Jennifer L. Sparr, Gudela Grote
Corporate–startup collaboration (CSC) allows the co-development of innovations for pressing societal needs. Paradoxically, CSC is both fueled and challenged by diverging interests and approaches of...
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Aligning Global Efforts for a Carbon Neutral World: The Race to Zero Campaign J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-15 Angel Sevil, Gonzalo Muñoz, Alex Godoy-Faúndez
According to the United Nations, in order to avoid some of the worst outcomes of climate change, the world must achieve net zero carbon emissions by 2050 at the very latest. That is the aim of the ...
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Enacting Leadership Legitimacy under Terms of Limited Formal and Informal Power in a Heterarchical Network of Organizations J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-09 Thomas Schumacher, Marc Krautzberger, Marcus Wörner
Previous research provides important insights into leadership in inter-organizational networks but says little about how organizations can establish themselves as leaders in heterarchical networks ...
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Entry Points: Gaining Momentum in Early-Stage Cross-Boundary Collaborations J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-09 Eva Flavia Martínez Orbegozo, Jorrit de Jong, Hannah Riley Bowles, Amy Edmondson, Anahide Nahhal, Lisa Cox
To address complex social challenges, it is widely recognized that leaders from public, for-profit, and civic organizations should join forces. Yet, well-intended collaborators often struggle to ac...
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Building Trust Through Action Learning in An Uncertain Transorganizational Context J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-08-08 Christopher G. Worley, Sally Loftis, Caren Scheepers, Hannah Nichols, Christine Parcells
This research explored how action learning contributed to the development of trust in a temporary transorganizational system during the beginning of the COVID-19 pandemic. In a world fragmented by ...
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Sensemaking and Creativity at Work When Employees are Coping with Traumatic Life Experiences: Implications for Positive Organizational Change J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-07-21 Feirong Yuan
Traumatic life experiences occur when individuals experience life-threatening or other similarly dis-stressful events in life. Much literature discussed the negative implications of traumatic life ...
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Building Innovation Capacity J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-07-20 Christine B. Meyer
How can established firms build innovation capacity, and why is this important? Large, mature organizations all struggle with how to become more innovative and respond to a rapidly changing environment, but one size does not fit all. Some are in the very beginning of their innovation journey and struggle to break from past successes, others are more innovative but need to sustain their innovation capacity
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Facilitating Collaboration for Responsible Management Education: Voluntary Brokerage in the PRME Network J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-07-11 Kim Ceulemans, Krista Finstad-Milion, Emma Avetisyan
Intermediary actors have been recognized for their role in facilitating collaborations to achieve sustainability goals. Yet how voluntary sustainability collaborations, guided by intermediary actors, unfold in practice remains underdeveloped. Building on empirical data from the Principles for Responsible Management Education (PRME) network and using a network brokerage lens, we unfold dynamics of voluntary
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Character and Trust in Crisis Leadership: Probing the Relationships Among Character, Identification-Based Trust, and Perceptions of Effectiveness in Political Leadership During the COVID-19 Pandemic J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-06-29 Gerard Seijts, Cristine de Clercy, Ryan Miller
The COVID-19 pandemic provided an opportunity to explore the relationships among character, identification-based trust, and perceptions of leadership effectiveness in the context of crisis leadership. Focusing on the leadership of Canadian Prime Minister Justin Trudeau, we first explore whether Canadians of voting age believe character is important in political leadership during the pandemic. Second
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Designing the Collaborative Organization: A Framework for how Collaborative Work, Relationships, and Behaviors Generate Collaborative Capacity J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-06-19 Brenda A. Barker Scott, Michael R. Manning
We offer a framework for developing the collaborative workplace, developed through a case study of a subsystem of Intuit Canada, a knowledge-based product development firm known for strong collabor...
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Organizational Implications of Pope Francis’ Integral Ecology J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-06-16 Frank J. Barrett, Ryan Duns
We explore Pope Francis's “integral ecology” in the encyclical Laudato Si (Francis, 2015) as it provides us with an agenda for a planetary virtue ethic that should inspire the field of Organizational Development to reconsider the moral implications of our work. We begin by offering the framework of virtue ethics as a way of understanding Laudato Si (LS). We then summarize the argument in LS as it focuses
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The Effect of Evocative Frames on Strategic Decisions J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-06-03 Robert J. Marshak, Loizos Heracleous
We employ the frame perspective and data from a natural experiment conducted over a period of 22 years to investigate framing effects and how they can influence strategic decision-making in a total of 205 teams of participants in an organization theory course. We find that frames can have substantial effects on strategic decisions, through evoking implicit storylines which invite moral considerations
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Navigating Conflicting Influences During Complex Strategic Changes: The Contribution of Diagnosis, Congruence, and Leadership J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-05-17 Christopher G. Worley, Rachel Beaujolin
This study explored how managers implement complex strategic changes with multiple, often conflicting, influences and initiatives. A large, regional operating division of a French electrical utility was implementing a top-down, enterprise-wide digital transformation and developing broad agile capabilities in a participative way. Conclusions from the 18-month collaborative research effort suggest that
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Institutional Pressures, High-Performance Work Systems, and Marketability: The Moderating Role of Organizational Inertia J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-05-04 Ming Feng, Jin-Jing Li, Xue-Yuan Xiong
This article constructs a conceptual model to explore the mechanism underlying the relationship between institutional pressures and perceived marketability through the perception of high-performanc...
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Positioning and Fit in Designing and Executing Qualitative Research J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-04-24 Tammar B. Zilber, Renate E. Meyer
In this paper, we aim to help researchers think, design, and execute their empirical journey by mapping the terrain of choices common in qualitative research. We offer a matrix that relates to various dimensions—the level at which to study the phenomenon (level of analysis), types of field materials, time orientation of research and data, the analytic approach, and the unit of data (unit of analysis)
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Dynamic Stereotyping Across Occupations. How Management Academics and Practitioners Negotiate the Knower-Doer Stereotype in Interaction J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-04-12 Paula Ungureanu, Fabiola Bertolotti
Despite the growing debate on the difficult relationship between management theory and practice, we still know little about what happens when academics and practitioners meet in liminal contexts, a...
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Unpacking “Sense of Place” and “Place-making” in Organization Studies: A Toolkit for Place-sensitive Research J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-04-05 Mélodie Cartel, Ewald Kibler, M. Tina Dacin
There is increasing interest in organizational scholarship in the role of place. To support these developments, we offer a framework for place-sensitive research in organizational analysis. The notion of place refers to a unique location, endowed with a material from and a socially constructed set of meanings. In line with the phenomenology of place, our framework first distinguishes between two ontologies
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Engagement in Sustainability Behaviors in Normative Social and Utilitarian Economic-Driven Organizations J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-03-29 Abraham Carmeli, Ari Dothan, Dev Kumar Boojihawon
We delineate a dual-pathway process that links two different types of organizational identity to members’ engagement in sustainability-related behaviors. Specifically, we explain how organizations with a normative social identity and those with a utilitarian economic identity foster such engagement by specifying two distinct human resource management (HRM) practices (commitment- and transaction-based)
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Dynamics of Organizational Identification in the Wake of a Foreign Acquisition J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-03-11 Christina Heidemann, Dirk Holtbrügge
Foreign acquisitions are perceived as threats to organizational identification. Consequently, they trigger members’ sensemaking on their relationship with the organization. Analyzing these sensemak...
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The Grand Challenge for Research on the Future of Coaching J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-03-08 Richard E. Boyatzis, Alicia Hullinger, Sharon F. Ehasz, Janet Harvey, Silvia Tassarotti, Anna Gallotti, Frances Penafort
The popularity of coaching as a development activity in organizations has outpaced the research. To inspire research and strengthen our intellectual foundation, the Thought Leadership Institute of the International Coaching Federation invited 35 of the most recognized coaching scholars and 12 coaching leaders to three two-hour discussions. Each session began with three presenters briefly sharing observations
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Future Scoping Intelligent Change and Development: The Race Alongside the Machine in Developing Organizations J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-03-07 Gavin M. Schwarz,Dave Bouckenooghe
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Leaders as Coaches: Towards a Code of Ethics J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2022-01-21 Julia Milner, Trenton Milner, Grace McCarthy, Serge da Motta Veiga
Building on the relational leadership model, this study investigates ethical leadership in the context of “leaders as coaches.” We used a critical incident technique to identify ethical issues that...
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Coping, Not Choking, Under the Pressure of a Terrorist Attack: A Crisis Leadership Coping Model J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2021-12-20 Synnøve Nesse, Inger G. Stensaker
Organizational crises, especially those of an extreme nature that include threats to survival and mass casualties, are deeply psychologically challenging for leaders. Previous research has focused on the effectiveness of leaders’ crisis management without much consideration for how leaders manage their own crisis reactions. This study was carried out in the crisis management facilities at the headquarters
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Daily Self-Leadership and Playful Work Design: Proactive Approaches of Work in Times of Crisis J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2021-12-06 Arnold B. Bakker, Kimberley Breevaart, Yuri S. Scharp, Juriena D. de Vries
This study investigates how employees may use proactive work strategies to satisfy their basic psychological needs during the coronavirus disease 2019 (COVID-19) pandemic. We use self-determination theory to hypothesize that daily self-leadership (e.g., goal setting, constructive cognition) and playful work design (PWD; redesigning work to be more fun/challenging) satisfy basic psychological needs
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Erratum to Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs J. Appl. Behav. Sci. (IF 2.3) Pub Date : 2021-12-04
Chen, L., & Tang, K. (2021). Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs. Journal of Applied Behavioral Science. Advance online publication. https://doi.org/10.1177/00218863211026093