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1 – 10 of 10Garry L Adams, Anthony P Ammeter, Darren C Treadway, Gerald R Ferris, Wayne A Hochwarter and Robert W Kolodinsky
In this response, we address three central themes of the Fedor and Maslyn and Dipboye and Foster commentaries. In doing so, we attempt to integrate their perspectives by…
Abstract
In this response, we address three central themes of the Fedor and Maslyn and Dipboye and Foster commentaries. In doing so, we attempt to integrate their perspectives by presenting possible extensions to the current research stream. We suggest that these research extensions will generate a broader understanding of the perceptions of politics construct both across levels and between organizations.
Gerald R Ferris, Garry Adams, Robert W Kolodinsky, Wayne A Hochwarter and Anthony P Ammeter
Organizational politics has intrigued academicians and practitioners for decades. Yet, serious scholarship on politics in organizations has emerged as a viable body of scientific…
Abstract
Organizational politics has intrigued academicians and practitioners for decades. Yet, serious scholarship on politics in organizations has emerged as a viable body of scientific inquiry just within the past twenty years. In general, theory and research on organizational politics has been sorted into the two categories of political behavior and its effects, and the nature of organizational politics perceptions. With few exceptions, these areas of inquiry have been treated as largely independent of one another. Whereas it is useful periodically to take stock of the current status of our knowledge base in particular areas of inquiry, we are often remiss in not engaging in such activity frequently enough. The present paper seeks to address this void by determining the status of theory and research on perceptions of organizational politics. First, we report on a comprehensive review of the literature designed to convey the current state of the field with respect to theory development, testing, and validation, as well as methodological considerations, including levels of analysis issues. Then, we propose future challenges with respect to construct expansion and validation, theory refinement, multi-level considerations, and integration with other constructs in the organizational sciences. Other issues that need to be addressed in future work are also examined in an effort to propose a revised model of politics perceptions to guide future research.
Gerald R. Ferris, Wayne A. Hochwarter, Ceasar Douglas, Fred R. Blass, Robert W. Kolodinsky and Darren C. Treadway
Social influence processes in organizations involve the demonstration of particular behavioral tactics and strategies by individuals to influence behavioral outcomes controlled by…
Abstract
Social influence processes in organizations involve the demonstration of particular behavioral tactics and strategies by individuals to influence behavioral outcomes controlled by others in ways that maximize influencer positive outcomes and minimize negative outcomes. Such processes necessarily draw from research in topic areas labeled impression management, self-presentation, interpersonal influence, and organizational politics. However, few efforts have been made to integrate this work for purposes of assessing our current knowledge base, and identifying gaps and thus areas in need of further investigation. The present paper provides a critical analysis and review of theory and research on social influence processes in the workplace, with particular emphasis on human resources systems, organized according to the What, the Where, the Who, and the How of influence. In the process, we identify neglected areas, including theory-building challenges, as well as key issues in need of empirical investigation.
Vincent K. Chong, Michele K. C. Leong and David R. Woodliff
This paper uses a laboratory experiment to examine the effect of accountability pressure as a monitoring control tool to mitigate subordinates' propensity to create budgetary…
Abstract
This paper uses a laboratory experiment to examine the effect of accountability pressure as a monitoring control tool to mitigate subordinates' propensity to create budgetary slack. The results suggest that budgetary slack is (lowest) highest when accountability pressure is (present) absent under a private information situation. The results further reveal that accountability pressure is positively associated with subordinates' perceived levels of honesty, which in turn is negatively associated with budgetary slack creation. The findings of this paper have important theoretical and practical implications for budgetary control systems design.
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Rachel Dodds, Brittany Jenkins, Wayne Smith and Robert E. Pitts
Sales and purchases of socially and environmentally responsible festival clothing are a way for festival attendees to engage in ethical consumption and for event organizers to…
Abstract
Sales and purchases of socially and environmentally responsible festival clothing are a way for festival attendees to engage in ethical consumption and for event organizers to undertake sustainable procurement. Although there have been a number of studies examining willingness-to-pay (WTP), few of them examine this in a festival setting, and there is a gap in existing research regarding the determination of actual behavior. The goal of this study is therefore to explore participants’ willingness-to-pay for apparel based on more external motivations (visible environmental messages) and then ascertain whether this behavior was actually replicated in a natural field setting. This study first collected surveys from 427 festival-goers in 2015, then used a natural field experiment in 2016 to investigate whether attendees at the Mariposa Folk Festival in Ontario, Canada, would actually be prepared to pay a premium for ethical festival T-shirts over a conventional alternative. The findings reveal that attendees not only showed a willingness-to-pay but they also did actually pay a premium for such T-shirts.
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Robert Zinko, Gerald R. Ferris, Fred R. Blass and Mary Dana Laird
In everyday life, as well as in work organizations, we engage in frequent and quite comfortable discourse about the nature of reputations, and wealso see personal reputation used…
Abstract
In everyday life, as well as in work organizations, we engage in frequent and quite comfortable discourse about the nature of reputations, and wealso see personal reputation used as a basis for important human resources decisions (e.g., promotions, terminations, etc.). Unfortunately, despite its recognized importance, there has been very little theory and research on personal reputation in organizations published in the organizational sciences. The present paper attempts to address this need by proposing a conceptualization of personal reputation in organizations. In this conceptualization, reputation is presented as an agreed upon, collective perception by others, and involves behavior calibration derived from social comparisons with referent others that results in a deviation from the behavioral norms in one's environment, as observed and evaluated by others. Implications of this conceptualization are discussed, as are directions for future research.
We survey private foundations for governance factors and internal processes that help explain why they barely miss (or not) the benchmark for qualifying distributions that would…
Abstract
We survey private foundations for governance factors and internal processes that help explain why they barely miss (or not) the benchmark for qualifying distributions that would save them taxes on net investment income. Private foundations are subject to a 2% tax rate on their net investment income. If qualifying distributions are above a benchmark, the foundation qualifies for a 50% reduction in the tax rate to a 1% tax rate. This tax rate structure provides a “cliff effect” where the additional distributions required to qualify for the lower tax rate may actually be less than the potential tax savings (Sansing & Yetman, 2006). For example, one foundation in our sample could have saved $15,613 in tax by paying an additional $318 in distributions. We view this situation as a clear governance failure. Our first contribution to the literature is that board interest and information system strength affect the likelihood of avoiding such a governance failure, even after controlling for the general quality of management with management compensation and professional fees. Our second contribution is that foundations without sufficient financial savvy and sophistication appear to pay higher taxes. Given the large number of small, relatively unsophisticated foundations in America, differential tax rates based on sophistication is an interesting policy debate.
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