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Although it is common that employees can experience multiple psychological contract (PC) breaches with their employer over time, it is unclear how a past PC breach serves as a temporal context factor in shaping the impact of a present PC breach on employee outcomes. Integrating contrast effect theory and conservation of resources theory (COR), this research develops and tests hypotheses concerning how a past PC breach alters employees’ reaction intensity to a present PC breach. Three studies were conducted to investigate the hypotheses. In Study 1, findings from 168 employee-supervisor dyads of a building supply company supported the contrast effect of past and present PC breaches. Specifically, when a past PC breach was low, a present PC breach had a stronger negative influence on employee organizational citizenship behavior (OCB). Results of Study 2, comprised of 412 full-time working adults, found that burnout mediated the contrast effect of past and present PC breaches on OCB. Specifically, the negative indirect effects of a present PC breach on OCB through burnout were stronger when a past PC breach was low. In Study 3, 154 subjects participated in a scenario-based experiment in which past and present PC breaches were manipulated. Results supported the contrast effect of past and present PC breaches on anticipated future breach. Implications of these results for future PC breach research and management practice are discussed.

Drawing on Wales, Monsen, and McKelvie's (2011, Entrepreneurship Theory and Practice,35(5), 895–923) model of entrepreneurial orientation pervasiveness and the strong culture hypothesis (Denison, 1984, Organization Dynamics,13, 4–22), this study investigates howentrepreneurial orientation (EO) strength, defined as the level of agreement in the shared perceptions of EO, serves as a boundary condition of the EO–firm performance relationship. Four field studies provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, which in turn, may be used to assess EO strength. We establish content and construct validity of the EO-10 (study 1;n= 447 employees), criterion-related validity with revenue growth and sales growth (study 2;n= 412 employees in 43 profit centers), and convergent validity with Covin and Slevin's (1989, Strategic Management Journal,10, 75–87) 9-item measure (study 3;n= 291 employees). Finally, in study 4 (n= 853 employees nested in 22 organizations), we demonstrate the interactive effects of EO and EO strength on profit growth and revenue growth. In sum, this study provides conceptual and empirical evidence for the importance of EO strength as a moderator of the EO–firm performance relationship.

PurposeEmploying a service-profit chain (S-PC) framework, this manuscript investigates the relationship between employee engagement (EE) and customer engagement (CE) within service contexts and explores how a mediating mechanism, service employee work performance (SEWP), links EE with CE.Design/methodology/approachMeta-analytic procedures ascertain the magnitude of the relationship between EE and SEWP (k = 102,ρ^ = 0.45) and between SEWP and three dimensions of CE: customer purchases (k = 42,ρ^ = 0.47), customer knowledge (k = 4,ρ^ = 0.33) and customer influence (k = 7,ρ^ = 0.42). The current meta-analysis reports an effect size for the EE-overall SEWP relationship nearly 1.50 times greater than related extant meta-analyses.FindingsResults suggest SEWP, consisting of service employee task performance and contextual performance, serves as an important intervening mechanism between EE and CE by considering nine dimensions of SEWP. Such findings suggest that to maximize SEWP, service employees must go beyond simply being satisfied in their work roles; instead, service employees must feel energized, find fulfillment and meaning and be engrossed in their work to maximize the service they provide to customers.Originality/valueThis research extends previous meta-analytic efforts, bridges the multi-disciplinary gap between EE and CE research, provides an empirical link allowing for informed decision-making for managers and stakeholders, underscores the importance of service employees surpassing required job responsibilities to meet and exceed customer needs and suggests an agenda for future service research integrating EE and CE.

This symposium is composed of the four 2020 SHRM Foundation Dissertation Award winners’ presentations based on their dissertations: ""Algorithmic Cognitive Ability Prediction in Video Interviews"" ...

Drawing on justice theory and the side-bet theory of commitment, we explored the nuanced relationship between idiosyncratic deals and outcomes. We developed a model that posits affective commitment as a mediator between idiosyncratic deals and positive work outcomes, whereas continuance commitment mediates the relationship between idiosyncratic deals and negative nonwork domain outcomes. Furthermore, we hypothesized moderated mediation in that the employee’s assessment of organizational justice will moderate the relationship between idiosyncratic deals and continuance commitment, which in turn influences the nonwork domain outcomes. Data collected from 182 employee–manager dyads indicated support for our conceptual model. The implications of these findings are discussed in terms of how to manage both the benefits and the costs of idiosyncratic deals.

This symposium is composed of four 2019 SHRM Foundation Dissertation Award winners’ presentations based on their dissertations: ""Does Leadership at Different Organizational Levels Matter in Human ...

Multiple strands of service research have examined the mutually reinforcing relationships between service employees and their customers on the organizational frontline. However, recent technologica...

Since the 1990s, a growing body of research has sought to quantify the relationship between women’s representation in leadership positions and organizational financial performance. Commonly known as the “business case” for women’s leadership, the idea is that having more women leaders is good for business. Through meta-analysis ( k = 78, n = 117,639 organizations) of the direct effects of women’s representation in leadership (as CEOs, on top management teams, and on boards of directors) on financial performance, and tests that proxy theoretical arguments for moderated relationships, we call attention to equivocal findings. Our results suggest women’s leadership may affect firm performance in general and sales performance in particular. And women’s leadership—overall and, specifically, the presence of a female CEO—is more likely to positively relate to firms’ financial performance in more gender egalitarian cultures. Yet taking our findings as a whole, we argue that commonly used methods of testing the business case for women leaders may limit our ability as scholars to understand the value that women bring to leadership positions. We do not advocate that the business case be abandoned altogether but, rather, improved and refined. We name exemplary research studies to show how different perspectives on gender, alternative conceptualizations of value, and the specification of underlying mechanisms linking leadership to performance can generate changes in both the dominant ontology and the epistemology underlying this body of research.

Why, when, and how does work engagement lead to in-role behavior or organizational citizenship behavior (OCB)? This study integrates Kahn’s (1990) engagement theory with Affective Events Theory (AE...

In this study we integrate role accumulation theory (Sieber, 1974), the spillover-crossover model (Bakker, Demerouti, & Dollard, 2008; Bakker, Westman, & van Emmerik, 2009), and social support theo...

Previous research regarding the role of individuals within the organizational ambidexterity construct has primarily focused on behavioral characteristics of managers. Drawing from the organizational, psychological, and neuroscience literatures, this study develops and tests hypotheses concerning the formative construct of Individual Ambidexterity (IA), the cognitive abilities necessary to balance efforts of exploration and exploitation. In an initial criterion-related predictive validity laboratory study, 181 undergraduate students completed successive trials in a computer-simulated, real-time dynamic microworld context. Findings explained unique variance beyond measures of general intelligence on the total score of task adaptive performance. The results indicate a novel combination of abilities that may further understanding of how individual abilities contribute to the ambidexterity literature.

In this study, we integrate servant leadership theory (Greenleaf, 1970; Greenleaf, 2002; Liden, Panaccio, Meuser, Hu, & Wayne, 2014) with the spillover-crossover model (Bakker, Demerouti, & Dollard...

Building on extant work engagement research, the purpose of this study is to understand the beneficial outcomes of work engagement, beyond task performance, for the organization and the employee. I...

Prevailing stereotypes about women leaders and equivocal findings linking measures of gender and diversity to organizational performance have cast doubt on the value that women leaders bring to org...

For decades, the strategic management literature has recognized strategic orientation as an important cultural attribute in the investigation of the link between organizational culture and firm performance. Using three studies, we develop a survey measure of strategic orientation that is unidimensional, reliable, and predictive of financial performance. Our final study uses a sample of 779 respondents from 20 companies and empirically demonstrates a positive relationship between strategic orientation and firm performance. Our results support the notion that managers should both encourage and support behaviors and execute actions that are consistent with our measure of strategic orientation to create a coherent strategic approach, resulting in improved financial performance. Introduction Over the past several decades, organizational researchers have yielded a description of organizational culture that is consistent across both macro- and micro-level domains (cf. Denison & Mishra, 1995; Lee & Yu, 2004; Schein, 1985; Siehl & Martin, 1988; Wallach, 1983). At times, likened to the firm's very identity, culture is a complex set of shared values, beliefs, philosophies, and symbols that define the way in which a firm conducts its business (Barney, 1986; Denison, 1984; Goll & Sambharya, 1995; Jones, Jimmieson, & Griffith, 2005; Michalisin, Kline, & Smith, 2000; Sorensen, 2002). Ultimately this shared set of values and beliefs is transmitted through behaviors and actions of employees within an organization (Wilkins & Ouchi, 1983; Schein, 1985), thus leading to different organizational outcomes (Lee & Yu, 2004). Despite the potential effects and significance of organizational culture, the link between corporate culture and firm-level performance is underdeveloped both theoretically and empirically (Reichers & Schneider, 1990; Sackman, 2010). In the strategy literature, researchers have used multiple variables to study the culture-performance relationship, including strategic orientation. Strategic orientation has been defined as the inclination of a firm to focus on strategic direction and proper strategic fit to ensure superior firm performance (Barney, 1986; Gatignon & Xuereb, 1997; Pleshko & Nickerson 2008). It has also been conceptualized as a continuous and iterative process that must focus on the different effects of rational, economic, political, and subjective aspects of strategic change on competitive performance (Porter, 1980; Whipp, Rosenfeld, & Pettigrew, 1989; Zhou, Gao, & Zhou, 2005). A firm's strategic orientation is important in the examination of its culture's impact on performance, as this cultural attribute (and cultural phenomena in general) indicates where its employees focus their time, energy, and resources in decision-making (Cahlik, Howard, & Godkin, 1999; Jones, Jimmieson, & Griffiths, 2005; Schein, 1983; Trevino, 1986). Thus, with regard to strategic orientation, employees share values and execute actions toward maintaining a coherent strategic approach given broad environmental factors; this cognitive and behavioral attention influences aspects of organizational performance. Strategic Orientation Research A review of the research attempting to operationalize strategic orientation can be seen in Table 1. These studies have identified almost 20 attributes to measure strategic orientation. While the Miles and Snow (1978) typology is the most common approach, it only makes up a small percentage of studies. As mentioned above, strategic orientation has been defined as the inclination of a firm to focus upon strategic direction and proper strategic fit to ensure superior firm performance (Barney, 1986; Gatignon & Xuereb, 1997; Porter, 1985). Studies have conceptualized strategic orientation utilizing various approaches including classifying firms into typologies such as the Miles and Snow (1978) archetype (Pleshko & Nickerson, 2008) or identifying cultural attributes (Venkatraman, 1989). …