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We examine the notion of a Phantom BATNA – a negotiation alternative that may or may not materialize – and its impact on a current negotiation. Across three studies, we investigate the impact of such alternatives on negotiation, and compare them to when negotiators have a certain BATNA, when they have no BATNA, or when they are provided no information whatsoever regarding a BATNA. We demonstrate that perceptions of power mediate the effects of BATNA likelihood on the performance-related outcomes (final settlements or counter-offers) of negotiators. We establish these effects when the alternative has a known or an unknown likelihood of occurring. Additionally, BATNA likelihood influences the extent to which negotiators mention the possibility of an alternative to their counterpart during the negotiation. Based on our investigation, we offer BATNA likelihood as an important dimension of BATNA influence that can enhance theoretical and practical understanding, and stimulate future research.

The study of organizational climate has had a long history that in many ways mirrors the development of the fields of organizational psychology and organizational behavior, and demonstrates the critical role of the environment in individual and organizational effectiveness. High levels of interest in organizational climate, largely coming from researchers in psychology, contributed to the initial rise and early progress in our understanding of the construct in the late 1960s through the 1970s. A variety of concerns related to the definition and measurement of climate, along with the rise in interest in climate’s sibling construct of organizational culture, resulted in waning interest through the 1980s and much of the 1990s. However, with increasing sophistication in and understanding of multilevel theory and measurement in the late 1990s through the 2000s came a rebirth of interest in climate, with a particular emphasis on focused climates (e.g., safety climate or service climate) that continues to this day. This bibliography provides an overview of research on organizational climate, including climate measurement, the most common types of climate that are found in the research literature, and the major research findings on organizational climate.

We examine supervisor-subordinate (dis)agreement regarding perceptions of the supervisor’s ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates’ ratings of the supervisors. Finally, drawing on social influence theories, we look at antecedents of (dis)agreement and find that supervisors’ beliefs about themselves (that they were “better-than-average” ethical leaders) and others (their assumptions about whether the morality of their subordinates is malleable or not) are associated with self-other (dis)agreement on ethical leadership.

Drawing on social learning and moral identity theories, this research examines antecedents and consequences of ethical leadership. Additionally, this research empirically examines the distinctivene...

With a multisource sample comprising 1,150 employees and 230 supervisors, we investigate the effect of leader goal orientation on leader's perceptions of unit performance. We propose that a leader's goal orientation indirectly impacts performance perceptions via the shared achievement goal adopted within the unit (i.e., unit goal orientation). Further, we hypothesize that the presence and impact of unit goal orientation depend on the work unit structure. We find general support for this moderated mediation model, with the strongest evidence being associated with the learning and prove dimensions of goal orientation.

The article focuses on the need for researchers and practitioners to study the moral and ethical aspects of leadership in organizations. Past research has revealed that ethical leadership is relate...

Work climates exert an important influence on organizations and the people who work in them. For more than half a century, scholars have sought to understand their antecedents and consequences. However, in recent years, this literature has become fragmented and somewhat adrift. This article attempts to remedy this by reviewing existing research related to organizational work climates and providing a review and critique of the current state of knowledge. Furthermore, the authors seek to assemble the individual pieces into a unified lens capable of identifying overarching themes and challenges facing researchers. Finally, the authors turn this lens to the future, so as to provide a clearer view of some promising avenues for research opportunities and potential for reintegrating the field.

Considerable research has demonstrated that fair procedures help improve reactions to decisions, a phenomenon known as the fair process effect. However, in the present research, the authors identify when and why objectively fair procedures (i.e., receiving voice) may not always improve justice perceptions. Findings from 2 studies (Ns = 108 and 277) yield support for the proposed identity violation effect, which posits that when an outcome violates a central aspect of one's self (i.e., personal and/or social identity), objectively fair procedures do not improve procedural and distributive justice perceptions. Further, consistent with the motivated reasoning hypothesis, the Voice x Identity Violation interaction on justice perceptions was mediated by participants' tendency to find a procedural flaw--namely, to doubt that opinions were considered before making the decision. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.] and social exchange theory [Blau, p. (1964). Exchange and power in social life. New York: John Wiley.], the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership.

Research has demonstrated that employee reactions to monitoring systems depend on both the characteristics of the monitoring system and how it is implemented. However, little is known about the role individual differences may play in this process. This study proposes that individuals have generalized attitudes toward organizational control and monitoring activities. We examined this argument by assessing the relationship between employees’ baseline attitudes toward a set of monitoring and control techniques that span the employment relationship. We further explore the effects of employees’ generalized attitudes toward monitoring and their individual ethical orientations on their attitudinal reactions to an Internet monitoring system implemented in their workplace. Results of a longitudinal study indicate that as expected, prior beliefs and ethical orientation interact to affect employees’ reactions to monitoring systems. Implications for research and practice are discussed.

Organizational climate research represents one of the primary approaches to understanding work environment in organizations. Employee perceptions of organizational climate affect nearly all aspects of organizational life including employee attitudes and behavior, group processes, and organizational performance. Research on organizational climate gained momentum in the late 1960s and early 1970s, but waned in the 1980s as a number of conceptual and methodological challenges were raised by critics. The resolution of these challenges formed the foundation for contemporary research on climate, which has thrived over the past decade due to its usefulness in understanding workers' experiences and predicting organizational effectiveness.

This research introduces the notion of a Phantom BATNA – a Best Alternative to a Negotiated Agreement that may be possible, but is unattained at the time of the current negotiation – and investigat...

Purpose – This chapter highlights that we do not know why justice climate is related to various unit outcomes and proposes a number of mechanisms. Design/methodology/approach – This chapter draws on the extant literature on justice climate, organizational climate, and a number of theories to link justice climate to unit outcomes. Findings – We have little understanding of the mechanisms linking justice climate to unit outcomes and it is important to consider various mechanisms. Research limitations/implications – The primary limitation of this chapter is that although we present several ideas for future research, we do not provide any new empirical findings. The primary implications have to do with specifying the theoretical mechanisms responsible for the effects of justice climate on unit outcomes. Originality/value – The novel aspect of this chapter is that it questions why justice climate is related to several disparate outcomes and tries to take a theoretical approach to uncover the mechanisms.