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In addition to helping advance theory, replication studies offer rich and complementary learning experiences for doctoral students, enabling them to learn general research skills, through the process of striving to imitate good studies. In addition, students gain replication-specific methodological skills and learn about the important roles replications play for making management knowledge trustworthy. We outline best practices for enabling doctoral students and their supervisors to select studies to replicate, execute their replications, and increase the probability of successfully publishing their findings. We also discuss the crucial role of faculty mentors in supporting and guiding replication-based learning of doctoral students. Ultimately, educating doctoral students on how to execute high-quality replication studies helps to answer wider calls for more replication studies in the field of management, an important stepping stone along the journey toward open and responsible research.

Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables associated with moral and relational qualities. Specifically, we hypothesize that employees’ moral identity internalization—i.e., the centrality of moral traits in their self-concept—is positively associated with their use of prohibitive voice. Furthermore, we hypothesize that this association is stronger when employees enjoy a higher quality relationship with their leader (leader-member exchange). In addition, drawing on the literature on moral symbolism, we hypothesize that workgroup moral identity symbolization—i.e., the extent to which workgroup members symbolically display moral traits—moderates the relationship between moral identity internalization and prohibitive voice in a compensatory manner. That is, workgroup moral identity symbolization enhances employees’ use of prohibitive voice when employees’ moral identity internalization is low. Data collected from hospital employees and their supervisors and coworkers support these hypotheses. These findings suggest new ways to promote prohibitive voice and, thereby, protect organizational stakeholders from harmful behaviors.

How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between employees located in headquarter (HQ) versus non-HQ (i.e., subsidiary) country locations, we examined the role of the focal employee's professional advice ties and specifically their centrality as a source of advice to HQ contacts in enhancing inclusion. Moreover, we assessed the efficacy of two agentic strategies (i.e., cross-border work and access to well-connected site leaders) in facilitating the formation of inclusion-enhancing professional advice ties and whether their impact depends additionally on the focal employee's location inside or outside HQ country locations. Testing our predictions in a sample of 362 MNC employees dispersed across 33 sites, our findings showed that being central as a source of professional advice to HQ contacts enhanced employees' perceived inclusion. We also found that although employees in non-HQ countries suffered a "geographic disadvantage" in building professional advice ties to HQ contacts, these employees gained centrality as a source of professional advice to HQ contacts when they engaged in work that required cross-border interactions, especially when they also had site leaders who were well-connected. For employees located inside HQ countries, their professional advice ties to other HQ contacts were facilitated by having well-connected site leaders. We discuss the theoretical implications of our findings and provide practical recommendations for enhancing the inclusion of MNC employees based on whether they are located inside or outside of HQ countries. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Interviews and focus groups with active-duty U.S. military service members and students at military service academies investigated relationships between espoused and enacted culture in perceptions of sexual assault and harassment versus other types of offenses. Results show that participants widely understood and accepted an espoused culture that is intolerant of sexual misconduct. The enacted culture included tolerance of some forms of sexual misconduct, differences in conduct in private versus public settings, and widespread resentment of frequent trainings. Results also showed cynicism about service treatments for all types of offenses, but especially for sexual misconduct. Of note is that participants tended to perceive inconsistencies in consequences for sexual misconduct in terms of who faced punishment, whereas for other offenses, they tended to see inconsistencies in what types of consequences were administered. Results demonstrate the value of efforts to align trainings with cultures that consistently discourage behaviors trainings are designed to eliminate.

Organizational scholars frequently rely on experiments using human confederates or descriptions of vignette characters to study a range of phenomena. Although experiments with confederates allow for realism and rigor, human confederates have several critical limitations. We present a novel and efficient alternative: the use of responsive electronic confederates for manipulating constructs in dyadic, group, and team contexts. Specifically, we (a) define electronic confederates in an organizational research context, identify their optimal qualities, and review studies that have used them; (b) discuss challenges of utilizing human confederates and how electronic confederates may address these; (c) identify boundary conditions around using electronic confederates and, within these conditions, identify the many types of inquiry that can be aided by electronic confederates; (d) discuss validation strategies for electronic confederates, while increasing their believability to study participants; (e) provide materials for two versions of an adaptable research platform involving electronic confederates; and (f) identify future opportunities for developing novel tools for behavioral research. Our article thus provides a toolkit for organizational researchers that empowers them to utilize electronic confederates in their own research.

This article builds on the scant literature regarding antecedents and consequences of employee thriving, a positive psychological state characterized by the joint experience of vitality and learning. Guided by conservation of resource (COR) theory and the social embeddedness perspective, we predict that the social-network centrality of employees helps them buffer against the negative effects of abusive supervision. Via a pilot study, a field study, and two scenario-based experiments, we find patterns supporting our hypotheses. Specifically, employees’ perception of abusive supervision is negatively associated with their level of thriving and, thereby also, with their performance-related outcomes such as task performance, organizational citizenship behavior (OCB), and creativity. However, abusive supervision’s negative association with employees’ thriving weakens when employees are more central in their advice and friendship networks. Our research adds to the sparse but growing literature on thriving, and supplements the mostly reactive- and/or dyadic-oriented strategies previously identified as ways to cope with abusive supervisors. Theoretical and practical implications are discussed.

This paper provides a historical review of the conceptualization and measurement of organizational justice. We demonstrate how, over time, a dominant norm for conceptualizing and measuring justice has emerged. We posit that although consistent conceptualization and measurement across justice studies can enable the accumulation of knowledge, if the dominant approach is incomplete, this can impede the accumulation of knowledge and risk construct reification. We suggest that these risks are high given that: (a) contemporary approaches to measuring fairness perceptions fail to capture the full domain of organizational justice as it was initially conceptualized by early scholars; (b) despite a foundation of "classic" theories, our field has yet to systematically map the justice domain; and (c) the normative operationalizations of organizational justice are based on observations that predate the 21st century workplace. We offer suggestions for future research and new approaches to assessing workplace fairness. Our paper9s goal, ultimately, is to reconsider how justice is conceptualized and measured so that the findings obtained from future empirical justice studies can go beyond the constraints of the current paradigm.

Team innovation requires idea generating and idea implementing. In two studies, we examine how these team activities are affected by the extent to which members value traditionalism – that is, placing importance on preserving old ways of doing things over breaking precedent and forging new approaches. We proposed that higher average levels of team traditionalism would be negatively associated with idea generating but positively associated with idea implementing. Conversely, we proposed the opposite effects for diversity on team traditionalism. Further, we argued that these effects would be mediated by team process conflict because diversity on team traditionalism might make it more likely that members will debate what to retain versus newly adopt, and team agreement is more likely to occur when team members’ values are shared, rather than discrepant, with one another. Supporting our assertions, we found that whether traditionalism is an asset or liability for team innovation depends on whether (1) the average level (versus diversity) of team traditionalism is examined; and (2) idea generating versus idea implementing is of primary importance. Specifically, idea generating benefits from higher diversity on team traditionalism, whereas idea implementing benefits from higher average levels of team traditionalism. We discuss theoretical and practical implications.

While extant research has shown entrepreneurial activities and their returns are unequally distributed among majority and minority groups, little is known about career trajectories after the entrepreneurial event and whether the bias against minority groups continues. For example, in technology-intensive labor market, entrepreneurial experiences are common, more so for male than for female. Because new ventures commonly fail, founders move on to look for jobs in the regular labor market; yet, we have only limited information about the continuation of bias against the minority groups (e.g. female entrepreneurs) in the labor market post-entrepreneurship. This paper utilizes a field experimental approach to answer the following questions. First, what effect does entrepreneurship experience have on an individual’s wage-labor market outcome? Second, does any entrepreneurship-experience effect on wage-labor market differ for men and women? Third, do these effects vary with types of employers? An audit study and a vignette-based experimental study have been conducted to answer these questions. In the audit field experiment conducted at an online job marketplace, we find that job applicants do not seem to be penalized by having entrepreneurship experience, and that there is no statistically significant difference between the genders in the effect of entrepreneurship experience on getting a hiring contact. However, from a vignette-based experimental study with recruited managers tasked with hiring a candidate from resumes provided to them by the researchers, the effect of entrepreneurship experience and gender on hiring attractiveness may be interpreted differently based on certain characteristics of the recruiters. Participating recruiters who are male, younger than age 45, located in urban and entrepreneurial hub areas, with weak entrepreneurship intentions and working at larger firms turn out to be the main force driving the entrepreneurship-experience penalty. In contrast, recruiters who are female, older than 45, with strong entrepreneurship intentions, located in non-urban areas and not near entrepreneurial hub areas, and working for smaller firms are indifferent to job candidate with or without entrepreneurship experience.

In this tribute to the 2009 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of Jeanne M. Brett. Each of us highlights a few unique contributions from four areas of Jeanne's research: (a) getting disputes resolved (Debra Shapiro); (b) negotiating globally (Wendi Adair); (c) illuminating the shadow box of negotiation process (Mara Olekalns); and (d) managing team processes (Kristin Behfar). Together we identify common themes across these areas of Jeanne's research and invite Jeanne to reflect on future research opportunities and impart her words of wisdom to doctoral students and young scholars.

Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leader-member exchanges) have been high quality. In this article we posit that the quality of subordinates’ relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates’ organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate’s identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discu...

Purpose The paper aims to investigate why organizations often opt to reject Equal Employment Opportunity Commission (EEOC)-sponsored mediation of employment disputes (in contrast to employees who tend to readily agree to it). It is guided by recent research associated with Shapiro and Kirkman’s (1999, 2001) theory of “anticipatory justice”, whereby (in)justice is anticipated, or expected, when people think about an event they have not yet experienced whose likely fairness they are questioning. In contrast, “organizational justice” reflects people’s retrospective assessments of how fair they have been treated to date. Design/methodology/approach The paper relied upon data made available by the mediation program administered by the US EEOC. The EEOC provided the names and contact information for the officially designated EEOC contacts for each dispute. The authors distributed surveys to each of these organizational representatives and received completed surveys from 492 organizations (a response rate of 85.8 per cent). Findings The authors tested the extent to which organizational representatives’ decision to accept or reject mediation as a means of settling discrimination claims is influenced by representatives’ expectation of more versus less fair treatments – by the opposing party as well as by the third-party mediator – during the mediation procedure. The pattern of findings in the study support all hypotheses and, thus, also the expectation-oriented theories that have guided them. Research limitations/implications The study relies on self-reports. However, this concern is somewhat lessened because of the salience and recency of events to the time of surveying. Practical implications The paper provides new insights on the need for organizations to implement rules, policies and procedures to constrain decision-maker choices consistent with organizational goals. The authors offer specific procedural proposals to reduce this organizational tendency to reject mediation. Social implications Employee grievances are costly to organizations in terms of finances, reputation and to the emotional climate of the organization. Moreover, it is similarly costly to employees. This study provides new insights to better understand why employees (as opposed to organizations) are almost three times more likely to elect mediation of employment disputes. As such, it offers some promising ideas to narrow that gap. Originality/value The paper investigates a little-studied phenomenon – the differential participation rate of employees versus organizations in EEOC-sponsored mediation.

In a study of 357 managers using multiple methods and raters, we investigated how leaders' affective experience was linked to their transformational leadership. As predicted, we found that leaders who experienced more pleasantness at work were rated by their subordinates as more transformational, and this relationship was partially mediated by leaders' affective organizational commitment. Surprisingly, job satisfaction did not mediate this relationship. Theoretical and practical implications of these findings are discussed.

Extending Shapiro, Hom, Shen and Agarwal’s (2016) theory on how voluntary departures by leaders initiate turnover among followers (aka “leader-departure [LD] effect”), we investigated the robustnes...

One certainty in all organizations’ life cycle is that their top leaders will come and go and thus, too, leaders will be replaced with new leaders. Recent estimates suggest that 10-20% of organizat...

Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and that more commitment to change was sustained over time when employees perceived their leaders to have provided more transformational and informational justice behaviors within their work units. We also found that employees’ later commitment to change was a strong predictor of employees’ later behavioral support for change and turnover intention. The implications of our findings for how to maintain employee commitment to organizational change will be discussed.

Prior findings suggest that narcissistic leaders harm the development of positive relationships and their associated positive work-behaviors. Yet, in contrast to this, narcissistic leaders sometime...

Researchers in organizational behavior frequently rely on experiments using human confederates to study a range of phenomena. Although experiments with confederates allow for realism and rigor, the...

Current theory and research suggest a positive linear relationship between perceived organizational support (POS) and employees’ taking charge, or change-suggesting, behaviors. Via a sample of 89 subordinate-supervisor dyads, we hypothesize and test an inverted U-shaped relationship between employees’ POS and their taking charge behaviors and the likelihood that this curvilinear pattern is accentuated when employees anticipate costs related to their taking charge. Results support both of these patterns. We conclude by discussing our findings’ implications regarding future needed sensitivity on the part of managers as well as management scholars regarding how to gauge optimal levels of POS.

Via three studies of varying methodologies designed to complement and build upon each other, we examine how supervisory ethical leadership is associated with employees’ reporting unethical conduct within the organization (i.e., internal whistle-blowing). We also examine whether the positive effect of supervisory ethical leadership is enhanced by another important social influence: coworkers’ ethical behavior. As predicted, we found that employees’ internal whistle-blowing depends on an ethical tone being set by complementary social influence sources at multiple organizational levels (both supervisory and coworker levels), leading us to conclude that “it takes a village” to support internal whistle-blowing. Also, this interactive effect was found to be mediated by a fear of retaliation in two studies but not by perceptions of futility. We conclude by identifying theoretical and practical implications of our research.

We contribute to research on the management of social perceptions by considering the relative effectiveness of a firm's technical and ceremonial actions in managing media coverage after its own or ...

Despite noting the likelihood of dissimilar motives in many transactions, previous negotiation research has focused on negotiations whose participants were similarly motivated (to be cooperative or individualistic). In this paper, we answer recent calls to examine “mixed dyads” (i.e. negotiators with differing social motives) in addition to homogeneous dyads. Our results showed that cooperative - and mixed - dyads both experienced significantly more positive negotiation processes and outcomes than individualistic dyads. We discuss the important roles communication and reciprocity may have in helping individualists and cooperators to reach mutually beneficial agreements.

Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we examined when and why organizational leaders escape punitive evaluation for their organizational transgressions. In a sample of 162 full-time employees, we found that leaders who were perceived to be more able and inspirationally motivating were less punitively evaluated by employees for leader transgressions. These effects were mediated by the leaders' LMX (leader-member exchange) with their employees. Moreover, the tendency of leaders with higher LMX to escape punitive evaluations for their transgressions was stronger when those leaders were more valued within the organization. Finally, employees who punitively evaluated their leaders were more likely to have turnover intentions and to psychologically withdraw from their organization. Theoretical and practical implications associated with relatively understudied leader-transgression dynamics are discussed.

Sport has considerable power that, appropriately applied, can contribute to improving health and well-being in society. In this symposium, we adopt a broad perspective on “health and well-being in ...

In order to adjust, expatriates working abroad must form network ties in the host country to obtain critical informational and emotional support resources. We present a five-stage process model that delineates how expatriates form adjustment-facilitating support ties in a culturally unfamiliar context. We then provide propositions about how the progression of each stage is influenced by various expatriate-, actor-, and context-related factors. We conclude by discussing our model's implications for future research and managerial action.

PurposeThe purpose of this paper is to examine whether negative emotions mediate the relationship between supervisor rudeness and subordinates' retaliatory reactions and how the reactions to supervisor rudeness differ between US Americans and Koreans and between in‐group and out‐group supervisors.Design/methodology/approachA survey involving 197 employees from USA and South Korea. MANCOVA was used to analyze the data.FindingsEmployees who were rudely (rather than politely) treated when receiving explanations for organizational decisions were more likely to engage in retaliation. The latter tendency was partially mediated by the negative emotions that the employees felt about their rude treatment. In addition, the rudeness‐retaliation effects became stronger when the supervisor was dissimilar (rather than similar) to them, and the latter two‐way interaction effect was even stronger to those who highly value vertical collectivism. Surprisingly, however, Koreans were more likely to retaliate against their supervisor rather than US Americans.Research limitations/implicationsPrevious scenario‐based studies contrasting Koreans and US Americans have yielded findings suggesting that Koreans and US American employees may differ in their responses to supervisory rudeness. Additionally, the tendency of people to be more attracted to similar rather than dissimilar others (consistent with the similarity‐attraction paradigm) suggests that the (dis)similarity of a supervisor is likely to influence the rudeness‐retaliation effect. Future research needs to examine when, how, and why employees retaliate against supervisory rudeness to better understand the retaliation dynamics in organizations.Originality/valueThis is the only study that has examined how, in the context of receiving rude treatment from a supervisor, retaliatory reactions by US American versus Korean employees may differ and why (i.e. via emotional mediating variables), and whether US American‐Korean differences in retaliation under these circumstances are influenced by the supervisor's perceived (dis)similarity.

This study examined whether the relationship between leaders' emotional intelligence and transformational leadership behaviors might differ across the levels of emotional intensity. Consistent with...

PurposeThe purpose of this paper is to explore the causes, impact, and resolution of ideological conflicts in the workplace. By integrating research on organizational justice, the paper aims to argue that ideological discord is engendered though the interaction of distributive, procedural, and interactional (un)fairness.Design/methodology/approachUsing a longitudinal field study, the ideas were tested with a sample of 77 claimants, undergoing mediation through the USA. Equal Employment Opportunity Commission (EEOC).FindingsThe results were generally supportive of all predictions, suggesting that, though injustice may cause troublesome ideological conflicts, fair dispute resolution interventions can provide a remedy.Originality/valueThe research documented in this paper is particularly important because it suggests that justice can be restored through the intervention of a neutral mediator.

Drawing on the recruitment, marketing, and explanation literatures, we examine how the language used to describe diversity practices in employee recruitment advertisements influences the organizational attractiveness perceptions of white, black, and Asian prospective applicants. Results show that prospective applicants' reactions to advertised support for identity-conscious diversity practices were moderated by applicants' race, applicants' previous discrimination experiences, and the type of explanation a firm used to support its use of diversity practices. The results of this article provide new insights into how firms can effectively attract a diverse applicant pool. © 2008 Wiley Periodicals, Inc.

This study examined the effects of workplace offenders' characteristics and offense-type on victims' reactions. Responses from 352 employed graduate students in the U.S. and South Korea to a hypothetical offense incident revealed that employees from the U.S. and Korea differ in their expressed desirability of avoiding, seeking revenge against, and reconciling with an offending coworker depending on the offenders' similarity/dissimilarity to the victim and on the type of offense. As expected, Koreans (but not U.S. Americans) were more likely to avoid and to seek revenge on a coworker whose offensive remark was group- rather than personally-directed. In addition, Koreans were most motivated to reconcile when an offensive remark came from a similar rather than dissimilar coworker and when the offense targeted them personally (not their group). However, U.S. Americans were most motivated to reconcile when an offensive remark came from a similar rather than dissimilar other and when the offense targeted their group (not them personally). Copyright © 2008 John Wiley & Sons, Ltd.

This article examines the reluctance of organizations and corporations to offer mediation in employment disputes. According to the article, few decision makers within organizations choose to active...

We investigated how third party managers from China, Japan and the USA intervened in employees' disputes. Consistent with predictions, we found (using non-linear HLM analysis) that managers who were superiors to the disputants behaved autocratically and/or decided on conservative (e.g., contract adhering) outcomes; but managers who were peers (especially in China and the USA), generally involved disputants in decision-making and obtained integrative outcomes that went beyond initial contract related mandates. Our results extend prior research and theorizing using the dispositional and constructivist perspectives on culture by introducing norm complexity as an explanation for variations in third party conflict intervention behaviour within one culture.

The article discusses problems in translating research about private and public sector management from theory into practice. The authors suggest that Academy of Management members should change the...

In this paper we introduce the concept of ’polycontextuality,’ which refers to multiple and qualitatively different contexts embedded within one another. We distinguish polycontextuality from the singularly contextual types of description typically provided by social scientists, and use the case of China to elucidate polycontextual phenomena. Polycontextuality can include verbal- and non-verbal nuances whose understanding is rooted in local, cognitive, emotional and even spiritual references -most of which cannot be easily observed or historically studied. For this reason we recommend the polycontexual sensitive research method to supplement the scientific deductive research typically designed to study observable phenomena based on a singular context (e.g. verbal) that are controllable by the researcher's stimuli and/or measures. Actions for increasing scholars’ polycontextual sensitivity are suggested, and guidelines for the scholar interested in doing high quality indigenous research are offered, using the case of China for illustrative purposes.

We first review research on culture effects in teams, illustrating that mean levels of team cultural values have main (i.e. direct) effects, indirect effects (i.e. mediated by intervening variables), and moderating influences on team processes and outcomes. Variance in team cultural values or on country of origin (i.e. nationality diversity) also has main effects on team functioning, and we highlight contextual variables that strengthen or weaken these main effects. We next review research examining the effect of variance in team cultural values on global virtual teams, specifically. Finally, we review research on how cultural values shape employees’ receptivity to empowering leadership behavior in teams. We conclude by discussing critical areas for future research.

The preceding commentators were unanimous in their belief that management scholars should "mat ter more" to how organizations operate, whether in the private or the public sector. They were also unanimous in praising Bill Ouchi's hands-on in volvement with public school systems as a model worthy of emulation. Beyond this, however, com mentators differed on such things as whether greater involvement was needed specifically in the public sector, and whether mattering more might best be pursued individually or collectively. Be low, we summarize and integrate the points on which commentators agreed and disagreed so that we all might come to have a clearer understanding of the processes, benefits, and obstacles associated with having a greater impact than we presently do.

This article presents information regarding the policies of the “Academy of Management Journal” for accepting and publishing submissions. The editors are looking for work that contributes to theory...

The author extends the conclusions made by Wright regarding why his student cheater chose to unmask himself. She argues that “delayed” integrity (i.e., confessing a dishonest act belatedly) cannot occur in the absence of felt guilt, and therefore, an understanding of antecedents to guilt are essential for predicting when delayed integrity will occur. In addition, the author highlights that “guilt triggers” are at the intrapersonal, interpersonal, and organizational levels, and thus, interventions aimed at motivating delayed integrity must also be at each of these levels. When one tries to describe how each of these interventions might be operationalized, three types of justice concerns emerge. This suggests that perhaps the most parsimonious explanation for when delayed integrity (or any positive work behavior) will occur is this: People will generally behave fairly and responsibly when they have experienced a community of justice ; therefore, a guilty conscience needs no accuser, but a justice-oriented community.

The topic of employee motivation plays a cen tral role in the field of management?both prac tically and theoretically. Managers see motiva tion as an integral part of the performance equation at all levels, while organizational re searchers see it as a fundamental building block in the development of useful theories of effective management practice. Indeed, the topic of motivation permeates many of the sub fields that compose the study of management, including leadership, teams, performance man agement, managerial ethics, decision making, and organizational change. It is not surprising, therefore, that this topic has received so much attention over the past several decades in both research journals and management periodicals. Whereas several recent articles have exam ined how far we have come in researching work motivation, this special forum focuses on where we are going.1 That is, we ask the questions: What is the future of work motivation theories? What are the critical questions that must be addressed if progress in the field is to be made? What is the future research agenda? How can we extend or modify current models of work motivation so they continue to be relevant in the future? And where are entirely new models of motivation needed to further our understanding of employee behavior and job performance in contemporary organizations? To understand where the field is going, how ever, we must first understand where it has been. This introduction represents an overview of the field of work motivation from a theoretical

The literature on effort-withholding behaviors (e.g., loafing, shirking, free-riding) in groups has generally focused on co-located and single-country settings. Drawing from a variety of literatures, we offer a causal model that shows why effort-withholding behaviors may be particularly at risk in transnational teams (TNTs). We theorize that three characteristics of TNTs (cultural value diversity, reliance on electronic communications, and the lack of onsite monitoring) will reduce the salience of transnational team identity which, in turn, will increase members' propensity to withhold performance-effort. Theoretical and practical implications are discussed. Copyright © 2002 John Wiley & Sons, Ltd.

A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we argue, approaching a tipping point. Concerns related to lack of congruence between BTCA and the mis...