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The field of management is beginning to recognize (and emphasize) the value of "real-world" implications of empirically rigorous studies. One promising avenue of research that supports this shift in our field is "intervention-based studies," which provide both practically and theoretically significant insights on timely, managerial problems. Historically, intervention-based research has been scarce in our field, especially relative to other fields like clinical psychology or medicine. However, over the past decade (and especially the last two years), scholars in our field have been increasingly interested in undertaking such research. Supporting this movement, this symposium will showcase six empirical projects using an intervention-based methodology that tackle a range of timely problems--like mental health, work relationship quality, and procrastination--to create positive change in workplace environments of all kinds--from traditional organizations to the gig economy. Beyond Service with a Smile, An Intervention for Conversations between Employees and Customers Author: Elizabeth Nguyen Trinh; U. of Michigan, Ross School of Business Author: Julia Lee Cunningham; U. of Michigan A Field Experiment on How to Support Mental Health at Work Author: Laura Maria Giurge; London School of Economics and Political Science Author: Lauren Christine Howe; U. of Zurich An Awareness Intervention to Increase Supervisor Appreciation Expressions Author: Lauren Rachel Locklear; Texas Tech U. Author: Shannon G. Taylor; U. of Central Florida Author: Maureen L. Ambrose; U. of Central Florida The Andrew Carnegie Effect, An Intervention That Activates Legacy Motives Author: Daniela Goya-Tocchetto; Fuqua School of Business, Duke U. Author: Jessica Jee Won Paek; Fuqua School of Business, Duke U. Author: Kimberly A Wade-Benzoni; Duke U. Changing the Customer Evaluation Scale for Gig Workers Shows Lower Racial Discrimination Author: Tristan L. Botelho; Yale School of Management Author: Sora Jun; Rice U. Author: Demetrius Humes; U. of Toronto Author: Katherine Ann DeCelles; U. of Toronto Working Alone Together, An Intervention Boosting Focus and Positive Affect for Gig Workers Author: Brittany Lambert; Indiana U. - Kelley School of Business Author: Brianna Barker Caza; U. of North Carolina, Greensboro [ABSTRACT FROM AUTHOR]

Impression management is a fundamental characteristic of social interaction that plays an essential role in maintaining social harmony. The present symposium seeks to understand how to foster effective workplace communication by identifying the consequences of common strategies for managing impressions. Ruttan, Adams, and DeCelles examine the unintended consequences of espousing neutrality on divisive political and moral issues. Abel, Rosenblum, and Zlatev contend that concealing an opposing stance on a political issue harms observers' perceptions of integrity but boosts perceptions of benevolence. Slepian redefines the concept of secrecy, illuminating new paths for understanding the experience of secrecy in people's lives. Finally, Chaudhry, Banerjee, and Wu examine the efficacy of strategies used by managers to make amends following organizational transgressions. Together, these papers provide a novel and unique perspective on impression formation and management, both inside and outside organizations. Miscalibrating the Consequences of Moral Neutrality Author: Rachel Lise Ruttan; U. of Toronto Author: Gabrielle Adams; U. of Virginia Author: Katherine Ann DeCelles; U. of Toronto Navigating difficult waters: Trading integrity for benevolence by avoiding political discussions Author: Jennifer Abel; Harvard Business School Author: Michael Rosenblum; U. of Notre Dame, Mendoza College of Business Author: Julian Jake Zlatev; Harvard Business School Having and Keeping Secrets Author: Michael Slepian; Columbia Business School Making amends with the audience: Manager use of public apologies and other amends-making strategies Author: Shereen J. Chaudhry; U. of Chicago Booth School of business Author: Akshina Banerjee; U. of Chicago Booth School of business Author: Linhui Wu; U. of Minnesota Carlson School of Management [ABSTRACT FROM AUTHOR]

Departing from predominant temporal and affective explanations of work-home conflict, we introduce novel theory to explain how some forms of work are particularly likely to foster conflict with family members. We argue that while all occupations have entrenched and prescriptively normative cognitive behavioral scripts that guide effective work task execution, some occupations' cognitive behavioral scripts are predominantly adversarial in nature and are largely inappropriate outside of the work domain. We label such occupations as "oppositional," and articulate four underlying dimensions of adversarial thoughts and behaviors (intellectual, interpersonally hostile, authoritarian, and physical) that are part of oppositional work. Further, we propose how each dimension of adversarial thoughts and behaviors might be inadvertently triggered at home, suggest the likely consequences for workers' family lives, and discuss for whom this might be most likely. We conclude with a discussion of how the consideration of oppositional occupations contributes to management theory and can generate research across work-home conflict, boundary theory, and occupations literatures, as well as practical implications. [ABSTRACT FROM AUTHOR]