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Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

A labor union's strength is a crucial factor when considering outcomes such as its constituents' empowerment. One of the most important goals of any labor union is to achieve increased balance‐of‐power between the labor and management groups; hence, union strength is an accomplishment of this fundamental aim. It follows that stronger unions, measured by their perceived effectiveness in dealing with management, will contain more empowered constituents. Previous union‐related research typically considered employee empowerment at the group‐level of analysis (e.g. improved work rules, pay, and benefits for entire groups of employees). The purpose of this paper is to propose and test hypotheses on the relationship between perceived union strength, a micro‐ or workplace‐level analog of union bargaining power, and perceptions of shared leader‐member expectations using supervisor‐subordinate dyads as a unit of analysis.

Working adults across the USA were sampled (n=347), through the use of a survey software company that makes survey panels commercially available. Respondents were racially/ethnically diverse, with a mean age of about 41 years (range of 18 to over 62 years), and slightly more females than males (about 65 percent female). Also, about 13.5 percent were members of a labor union.

Employees who belonged to more powerful unions (i.e. compared to employees who belonged to less powerful unions) demonstrated increased shared‐leadership expectations with their supervisors. In support of Hypothesis 1, non‐union employees also possessed increased shared leadership expectations in comparison to union workers where the union was perceived as weak. As proposed in Hypothesis 2, unions perceived as strong produced more empowered constituents relative to unions perceived as weak. Finally, non‐union employees did not appear to differ in shared‐leadership expectations from employees perceiving strong unions, contrary to Hypothesis 3.

A contribution of the present study is to show that unions also have significant connections with supervisor‐subordinate relations (i.e. shared leadership), and that simply having a unionized workplace does not guarantee increased employee empowerment; unions must also be strong.

Reputation has many positive outcomes, but little is known about how individuals manage their personal reputation at work. This study aims to investigate the relationships between job performance and political skill on personal reputation.

Ninety‐eight triads from a Midwestern manufacturer provided data. Employees rated their political skill, supervisors rated the employees' job performance, and coworkers rated the employees' personal reputation. The white‐collar respondents were mostly Caucasian, female, middle aged, and moderately tenured in their position. The data were analyzed with regression analysis.

The results illustrated positive political skill‐personal reputation and job performance ‐personal reputation relationships. Job performance was positively associated with personal reputation for politically skilled employees, but not for individuals low in political skill.

Job performance was evaluated by employees' supervisors, but less subjective, quantitative measures of job performance would be helpful.

Political skill training and/or mentoring relationships may help individuals manage their personal reputation at work.

This study focused on personal reputation in a work environment. However, the results also may be useful to individuals in a variety of organizations (e.g. schools, clubs, churches).

This is one of the first studies to investigate how individuals manage their personal reputation in a work setting. Unlike previous research that used self‐evaluations of personal reputation, this study uses peer evaluations, which is more appropriate for the construct.

Based on a review of multiple literatures, a comprehensive content domain of essential intercultural competencies for effective global leaders is presented. This domain is then used to guide the development of the Global Competencies Inventory (GCI), a 160-item self-report measure that assesses the degree to which individuals possess the intercultural competencies that are associated with global leader effectiveness. Using sample sizes ranging from several hundred to nearly 9,000 subjects, evidence from several studies is presented showing the GCI to have convergent validity, predictive validity, and freedom from demographic and ethnic subgroup biases. Implications for theory and future research are also discussed.

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Machiavellian, narcissistic, and psychopathic traits are often viewed as negative or undesirable personality traits. However, recent research demonstrates that individuals with these traits possess qualities that may be personally beneficial within the business contexts. In this chapter, we conceptualize a balanced perspective of these traits throughout the entrepreneurial process (opportunity recognition, opportunity evaluation, and opportunity exploitation) and discuss human resources management strategies that can be employed to enhance the benefits, or minimize the challenges, associated with Machiavellian, narcissistic, and psychopathic traits. Specifically, we propose that Machiavellian qualities are most beneficial in the evaluation stage of entrepreneurship, and Machiavellian, narcissistic, and psychopathic qualities are beneficial in the exploitation stage of entrepreneurship.

Measuring behavior requires research methods that can capture observed outcomes and expose underlying processes and mechanisms. In this chapter, we present a toolbox of instruments and techniques we designed experimental tasks to simulate decision environments and capture behavior. We deployed protocol analysis and text analysis to examine the underlying cognitive processes. In combination, these can simultaneously grasp antecedents, outcomes, processes, and mechanisms. We applied them to collect rich behavioral data on two key topics in strategic management: the exploration–exploitation trade-off and strategic risk-taking. This mix of methods is particularly useful in describing actual behavior as it is, not as it should be, replacing assumptions with data and offering a finer-grained perspective of strategic decision-making.