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Hierarchy is an essential component of social life, which emerges spontaneously and organize the social dynamics (Durkheim, 1960; Magee & Galinsky, 2008). Two of the most widely studied and fundamental hierarchical dimensions are status and power (Blader & Chen, 2012; Fiske, 2010; Kemper, 2006; Weber, 1964). Status is defined as the prestige, respect, and esteem that an individual or a group has in the eyes of others (Anderson & Kilduff, 2009; Magee & Galinsky, 2008) and power is defined as individuals' asymmetric control over valuable resources (Blau, 1964; Greer et al., 2017; Magee & Galinsky, 2008). Previous studies on status and power have shown their impacts on a variety of important outcomes, such as social resources (Lin, 1999), emotions (Kemper, 2006), learning (Bunderson & Reagans, 2011), and goal seeking (Guinote, 2017). This symposium aims to contribute to continuing the discussion of social hierarchy in impacting social life with novel perspectives on both traditional concepts such as gender differences and competition/cooperation, and understudied yet important phenomena such as individual exploration and discrimination recognition. We believe that our symposium will help generate new perspectives and important questions regarding social hierarchy and its relationships with various constructs. We hope that it will facilitate sophisticated theorizing and rigorous empirical research in this line of research. [ABSTRACT FROM AUTHOR]

As the study of identity management continues to evolve, scholars have begun to transition from focusing on identity signaling to identity disclosure at work (Arnett, 2023; Kang et al., 2016; Kirgios et al., 2022; Milkman et al., 2015). As a nascent area of study, scholars within the realm of explicit identity disclosure have thus far focused on when and why disclosers receive support in response to their low-status identity disclosure (Arnett, 2023; Kirgios et al., 2022). In this symposium, we extend theory and research in this area by exploring the full cycle of low-status identity disclosure and integrating both intrapersonal and interpersonal perspectives. Across our five empirical papers, we examine a new framework for identity management, consider the expectations individuals have of others' identity management, and investigate when low-status identity disclosures can backfire. Last, our expert discussant, Steve Blader—leading scholar in status and social identity—will guide a discussion at the end of the session on the symposium themes and engage the audience in questions about the current research and directions for future work. A Two-Dimensional Framework of Minority Racial-Identity Management Author: Rachel Arnett; The Wharton School, U. of Pennsylvania Author: Serenity Lee; The Wharton School, U. of Pennsylvania Author: Keana Richards; U. of Pennsylvania Author: Patricia Faison Hewlin; Columbia U. - Teachers College Expectations Surrounding Interracial Self-Presentation in Social and Work Settings Author: Cydney Dupree; UCL School of Management Author: Joselle Carrillo; UCL School of Management Author: Brittany Torrez; Yale U. Weakness Revealed, Help Concealed? Exploring the Paradox of Weakness Disclosures in the Workplace Author: Yuxin Lin; U. of Arizona Author: Sarah Doyle; U. of Arizona Not for Me: People are Less Willing to Help Asians who Explicitly State Their Identity Author: Danqiao Cheng; UCLA Anderson School of Management Author: Joyce He; U. of California, Los Angeles Disclosing Low-Status Identities Within Hierarchies : Fueling Responder Status Anxiety & Competition Author: Zoe Schwingel-Sauer; Ross School of Business, U. of Michigan Author: Lindred L. Greer; U. of Michigan, Ross School of Business [ABSTRACT FROM AUTHOR]

Organizational Citizenship Behavior (OCB) has been studied by numerous researchers, almost as if no stone is left unturned. Yet, despite the concern, scholars are still finding ways to contribute to the OCB literature by challenging its long-held assumptions and finding new discoveries. The purpose of this symposium is to add momentum to the development of this line of research by bringing papers that address a few of the assumptions and identify novel research ideas in the area of OCBs, in particular, OCB directed toward individuals (OCB-I) or helping behavior. Specifically, Kim, Chawla, Doyle, and Shea question the assumption that help is always granted by showing that there are times when help does not manifest (heightened mortality salience), yet also provide a way to encourage helping (intragroup-cohesion) despite the circumstances. Hu, Lin, and Liu also question the assumption that help is always granted by examining the psychological and behavioral outcomes of rejecting help requests. Lee, Koopman, Rosen, Kluemper, Wayne, and Sun question the assumption that help is beneficial for the recipients and show the emotional consequences of receiving help and the downstream negative effect it has on third parties. Lastly, Brooks, Thompson, and Bolino develop and make a unique connection with organization-level factors (perceived organizational support for social justice initiatives) and OCB-I to show that there are still important organizational factors that can contribute to more OCBs in the workplace. The papers in this symposium demonstrate the ways in which researchers can continue to expand the OCB literature in meaningful ways. Helping the hand that bites you Author: Hee Young Kim; Rider U. Author: Nitya Chawla; Texas A&M U. Author: Sarah Doyle; U. of Arizona Author: Catherine Shea; Carnegie Mellon U. - Tepper School of Business Managing prosocial identity threat after saying "no" to coworkers at work Author: Xiaofei Hu; Hong Kong Polytechnic U. Author: Katrina Jia Lin; Hong Kong Polytechnic U. Author: Wu Liu; Hong Kong Polytechnic U. Receiving Help Begets Incivility? The Unexpected Outcome of Receiving Help Author: Young Eun Lee; Florida State U. Author: Joel Koopman; Texas A&M U. Author: Christopher C. Rosen; U. of Arkansas Author: Donald H. Kluemper; Texas Tech U. Author: Sandy J. Wayne; U. of Illinois Chicago Author: Jiaqing Sun; The London School of Economics and Political Science How Employee Race and Gender Influences Perceived Organizational Support for Social Justice Author: Ricardo Brooks; SUNY, Albany Author: Phillip S. Thompson; Virginia Tech Author: Mark C Bolino; U. of Oklahoma [ABSTRACT FROM AUTHOR]

From interpersonal interactions to organizational structures, the most fundamental mapping of human relationships can be understood by arraying relationships based on their relative vertical and horizontal distances (Abele et al., 2021). However, research lines on vertical distance (i.e., organizational hierarchy) and horizontal distance (ie., interpersonal relationships) have largely developed separately from one another. In this symposium, we discuss what can be gained by studying vertical and horizontal dimensions of workplace relationships in tandem. We bring together top scholars across the field that study vertical distance, horizontal distance, and their combination. Across four empirical papers and one review paper, we explore the nuances in research on vertical distance (status, hierarchy, etc.), the double-edged sword of horizontally close workplace relationships (friendships, etc.), and what new research suggests about these topics in combination. Our discussant, Nancy Rothbard, a leading scholar at the intersection of horizontal distance (e.g., workplace identities) and vertical distance (e.g., social evaluations), will close the session with a discussion with the audience about how future research can better integrate both horizontal and vertical distance into the study of social relationships at work. Status Supernovas: Why Some Creative Teams Shine Bright But Flame Out. Author: Nicholas Hays; Michigan State U. Author: James Garrett Matusik; U. of Georgia Author: Frederic Clement Godart; INSEAD Author: Derin Yilmazatilla; INSEAD Author: Adam Galinsky; Columbia U. Work Spouses: Relational Benefits, Social Costs Author: Grace Cormier; Harvard Business School Author: Julianna Pillemer; New York U. Author: Maya Rossignac-Milon; IESE Business School Author: Michael Norton; Harvard U. Social Biases Towards Minority Status Leaders: A Two Decade Review Author: Soojin Oh; Pennsylvania State U. Author: Aparna Joshi; The Pennsylvania State U. The Benefits of Horizontal Differentiation for Emotion Management in Hierarchical Teams Author: Laurel Detert; U. of Michigan, Ross School of Business Author: Lindred L. Greer; U. of Michigan, Ross School of Business Helping the Threat? How and Why Status Distance Shapes Helping Behaviors in Workgroups Author: Sarah Doyle; U. of Arizona Author: Robert B. Lount; Ohio State U. Author: Sijun Kim; Texas A&M U., Mays Business School Author: Zixu Zhang; [ABSTRACT FROM AUTHOR]

This symposium is focused on individuals who advocate for ethical and social issues in the workplace. There is evidence that speaking up about such issues can be risky and lead to negative personal and professional consequences for those who do so. The papers in this symposium will explore various factors that might discourage individuals from speaking up, as well as the factors that drive them to advocate for ethical and social issues despite these risks. This symposium will examine these issues in different contexts, such as diversity and inclusion, organizational norm violations, and broader institutional change, and will use a range of methodological approaches, including qualitative and quantitative research, field studies, and experiments. The goal of this symposium is to understand the psychological processes that motivate individuals to advocate for ethical and social issues at work, and to provide practical recommendations for individuals who wish to sustain their efforts to make a positive impact in society. Fail and Try Again? The Role of Ethical Issue Framing for Overcoming Managerial Rejection Author: Madeline Ong; Texas A&M U. Author: Clara Wen Lin Soo; Broad College of Business, Michigan State Author: Chak Fu Lam; City U. of Hong Kong Perceptions of EDI Leaders in Organizations Author: Christy Zhou Koval; Eli Broad School of Business, Michigan State U. Author: Heather Wong; Schulich School of Business, York U. Author: D. Lance Ferris; Eli Broad School of Business, Michigan State U. Author: Ivona Hideg; Schulich School of Business, York U. Why Aren't They Speaking Up? Understanding Why Employees Remain Silent About Peer Norm Violations Author: Sijun Kim; Texas A&M U., Mays Business School Author: Elizabeth McClean; Cornell SC Johnson College of Business Author: Sarah Doyle; U. of Arizona Author: Nathan Philip Podsakoff; U. of Arizona Why Do Employees Advocate? Unpacking Advocacy Motives and Hope that Inspires Systemic Change Author: Daniel Newton; U. of Iowa Author: Beth Schinoff; Boston College Author: Hudson Sessions; Southern Methodist U. [ABSTRACT FROM AUTHOR]

Competition is prevalent in organizations. For example, people often compete against their colleagues for status and recognition in the workplace or for opportunities for advancement. Workers also compete against others to get hired into organizations in the first place. It is thus both practically and theoretically important to understand the interpersonal consequences of competition--broadly construed--in organizations. We present five empirical papers that examine understudied or poorly understood areas of research related to organizational competition and provide novel insights into the consequences of competition on important organizational outcomes such as hiring, group decision making, organizational fit perceptions, and negotiation outcomes. The first paper draws on theories from the realm of the psychological consequences of competition and optimal distinctiveness to shed light on instances when workers are more likely to join groups in which their salient identities will be underrepresented. The second paper significantly extends rivalry theory by integrating it with other theories of motivation and performance and uncovers two key moderators of the effects of rivalry on performance. The third paper examines how feelings of (in)authenticity shape the experiences and behaviors of individuals following a status gain. The fourth paper draws on theories of regulatory focus and attribution to examine the impact that being an alternate choice has on newcomer socialization behaviors and outcomes, such as feedback seeking and performance. The fifth paper expands upon the conflict expression theoretical framework, evidencing why status claims may backfire and how challengers can manage the defender's perceptions of the status negotiation. Together, we hope the papers in this symposium provide important insights into the consequences of competition in organizations and provide actionable insights for managers, while also spurring future research by academics. * Organizational Competition: A Catalyst for Workplace Diversity and Desires for Uniqueness * Presenter: Samantha Nicole Smith; Harvard Business School * Presenter: Edward Chang; Harvard Business School * Presenter: Erika Kirgios; The Wharton School, U. of Pennsylvania * Presenter: Katherine Milkman; U. of Pennsylvania * The Role of Identity Authenticity in Shaping Group-Oriented Behaviors Following Status Gains * Presenter: Sarah Doyle; U. of Arizona * Presenter: Sijun Kim; Texas A&M U., Mays Business School * Presenter: Hee Young Kim; Rider U. * How Individual Skill and Risk of Status Loss Moderate the Effects of Rivalry on Performance * Presenter: Tom Grad; Copenhagen Business School * Presenter: Christoph Riedl; Northeastern U. * Presenter: Gavin J. Kilduff; New York U. * Alternate Choice Aftermath: Implications for Newcomer Socialization * Presenter: Samir Nurmohamed; The Wharton School, U. of Pennsylvania * Presenter: Zoe Schwingel-Sauer; Ross School of Business, U. of Michigan * Respect Affirmation: A Strategy for Claiming Status in Status Negotiation * Presenter: Jieun Pai; U. of Virginia * Presenter: Corinne Bendersky; U. of California, Los Angeles [ABSTRACT FROM AUTHOR]

The benefits of voice for both individuals and organizations have been widely studied. However, research on the relational context of voice has focused on leader and follower interactions while other relationships and their influence on voice have received limited attention. And yet, we know that other relational contexts, such as the team environment, peer relationships, and family members, also likely play an influential role on whether or not voice is expressed, heard, and implemented. To build understanding about these overlooked relational contexts of voice, we have organized this symposium, which considers five papers that offer new perspectives about how the relational context of voice influences voice and its outcomes. In doing so, we hope this symposium illuminates new perspectives about employee voice and its outcomes. [ABSTRACT FROM AUTHOR]

COVID-19 has been defined by an unusual outpouring of public gratitude to many, but not all, essential workers. So, we ask: what impact do these expressions of gratitude have on those who do or do not receive them? We examine how felt public gratitude affects the recovery activities of essential workers in underappreciated occupations during the COVID-19 pandemic. In a sample of 186 corrections officers, we find that felt public gratitude negatively relates to maladaptive recovery activities (e.g., overdrinking, overeating) and positively relates to adaptive recovery activities (e.g., exercise, meditation). Further, we examine the psychological processes (i.e., felt invisibility, perceived prosocial impact, negative/positive affect) through which felt public gratitude affects recovery activities. Finally, we investigate a contextual moderator (i.e., self-isolation) of these relationships. Results show that self-isolation strengthens the negative relationship between felt gratitude and maladaptive activities, but not the positive relationship between felt gratitude and adaptive activities. [ABSTRACT FROM AUTHOR]

Organizations rely on teams to negotiate over the division and allocation of scarce resources (e.g., two departments discussing budget, space, and personnel needs). These teams are often organized hierarchically, such that they have a clear and designated leader with greater decision-making authority than the rest of the team. Existing work suggests that such hierarchical teams suffer from greater intra-team competition. However, it remains unclear from this research how hierarchical differentiation within teams affect the team's ability to compete and cooperate effectively with other teams. Combining insights from the literatures on negotiations and social hierarchies, we propose that hierarchical differentiation within teams promotes a more competitive negotiation strategy between teams, which undermines joint gain and leaves valuable resources unused. We tested these predictions in two laboratory experiments involving 554 negotiating teams and find that hierarchical teams achieved lower joint gain than egalitarian teams because they adopted a more competitive strategy during the negotiation itself. [ABSTRACT FROM AUTHOR]

The role of leaders and peers is important in influencing employees' propensity to speak up and in how voice is received. Although much research has centered on the role of leaders in soliciting employee voice and creating conditions where employees feel safe speaking up, less is known about what drives leaders to give employees credit for speaking up versus punishing them for challenging the status quo. Further, although employees often share concerns with peers, the role of peers as targets of voice is relatively understudied. Thus, much remains to be understood about how the characteristics and actions of leaders and peers influence voice and its ultimate evaluation. To this end, our symposium features five empirical papers that collectively address how leaders are influenced in evaluating and rewarding employee voice, and how leaders and peers can create opportunities for voice and respond in such a way that motivates and fuels employees to share their input. [ABSTRACT FROM AUTHOR]

Competition is a fundamental mechanism that powers capitalistic economy. It is a channel through which an actor's self-interest is pursued and further stimulated. However, research suggests competition not only increases motivation within organizations but also introduces a significant risk. This risk emerges specifically because competition unleashes individuals' willingness to demonstrate any behaviors for the sake of increasing their own performance even when those behaviors cross the boundary of acceptable practices. Given the risk involved in organizational competition, it is important to understand (a) the forces that bring about competitive dynamics, (b) the specific results that competitive dynamics beget, and (c) the factors that moderate these relationships. The purpose of this symposium is to present research that addresses these three questions. It consists of a set of research that examines the antecedents of competition, the consequences of competition, and the moderating functions pertaining to these relationships. It offers research on both competition that takes place between organizations and competition that occurs within organizations, with the goal to effectively discuss the similarities and differences of competition that emerges across multiple levels. Understanding Competitive Misconduct Through a Model of Embedded Competition Presenter: Sarah Doyle; U. of Arizona Presenter: Nathan Pettit; New York U. Presenter: Sijun Kim; U. of Arizona Presenter: Christopher To; New York U. Presenter: Robert B. Lount; Ohio State U. Incivility Divides and Hurts: Exposure to Brief Incidental Rudeness Boosts Intergroup Discrimination Presenter: Binyamin Cooper; U. of Florida Presenter: Troy Wesley Pounds; U. of Central Florida Presenter: Nir Halevy; Stanford U. Presenter: Amir Erez; U. of Florida When Blindsides Aren't So Bad: Deservedness of Status Changes Presenter: Rebecca Mitchell; Michigan State U. Presenter: Stefan Wuorinen; Michigan State U. Presenter: Nicholas Hays; Michigan State U. From Reading to Coordinating: How Teams' Ability in Reading Status Hierarchies Helps Status Conflict Presenter: Siyu Yu; New York U. Presenter: Gavin J. Kilduff; New York U. How Comparative Evaluations Trigger Competitive Behaviors in Workplaces Presenter: Jinseok Chun; Duke U. Presenter: Elad Netanel Sherf; Kenan-Flagler Business School, U. of North Carolina at Chapel Hill Presenter: Michael Slepian; Columbia Business School [ABSTRACT FROM AUTHOR]

The current research examines how status change influences helping behaviors within hierarchical groups. Building upon recent advances on the psychology of status change, the current research proposes that the experience of a status change can affect helping, and that the relationship will depend on whether an individual has gained or loss status. Specifically, we propose an asymmetry, with individuals who lose status being expected to help less than individuals whose status does not change; however, individuals who gain status are not expected to necessarily help more than individuals who status does not change. Across four studies, the proposed asymmetry effect is tested as well as the underlying psychological mechanism (i.e., asymmetric changes in other- orientation). In a final study, it is documented that the attributed source of status change can serve as an important boundary condition. The theoretical and managerial implications for status change on helping in hierarchical groups are discussed. [ABSTRACT FROM AUTHOR]

The current paper examines how status distance (i.e., how far away someone is in status) and direction (i.e., is the other person above or below oneself in the hierarchy) influence helping behavior within work teams. Specifically, we propose that helping behavior in teams not only depends upon whether the target is above or below oneself, but also whether one is close or far away from another. Results from a field study examining helping in organizational teams indicate that status distance moderates the relationship between hierarchical direction and helping behavior. Namely, when status distance is large more help is provided to those far below oneself than above oneself, however when status distance is small more help is provided to those above oneself than below oneself. We suggest status threat as the mechanism underlying our results. The study contributes to extant literature by untangling some of the mixed findings regarding how and why status differences in teams may influence helping behavior. [ABSTRACT FROM AUTHOR]