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We use an inductive study to investigate how people define and characterize pet peeves and examine the impact people's pet peeves have on the way they interact and relate to each other in the workplace. We also explore how these impacts affect individual and organizational outcomes. Through our analysis of interview data using grounded theory, we offer a more complete definition of pet peeves than previous scholars have proposed, in addition to detailing characteristics associated with pet peeves. We then offer a model of how people process pet peeves, demonstrating that there is an initial uncontrollable and involuntary reaction that can be physical, cognitive, or affective. This is followed by a consideration of moderators including the existing relationship with the offender, elements of the setting, personal agency, and one's personal characteristics, all of which affect how people choose to physically or cognitively respond to their pet peeves being triggered. Finally, we show how people's responses to pet peeves negatively impact employees' interactions and relationships and, ultimately, their organizations. [ABSTRACT FROM AUTHOR]

Traditionally, agency theory in strategic management research is predicated on a self-interest relationship between an agent and a principal. However, there is evidence from recent literature that this conceptualization is overly simple for entrepreneurial ventures where the agent is the entrepreneur and the principal is the investor. Specifically, when entrepreneurial passion becomes venture obsession, entrepreneurs become willing to sacrifice their own self-interest as well as the interest of other stakeholders for the interest of the venture, giving rise to obsessive agency. We theorize on the agentic relationships and propose a model extending recent work on agency theory, entrepreneurial passion, and venture-related obsession. [ABSTRACT FROM AUTHOR]

One of the crucial actions that makes organizations successfully function is the interaction of their employees. Often, workers must interact with one another frequently in order to achieve organizational objectives and goals. However, numerous external contextual factors can influence the nature and quality of these workplace interactions. In turn, these interpersonal interactions have consequences for organizational productivity, collaboration, OCB, and other goals and outcomes. In this symposium, three presentations will explore several of these contextual factors. The first presentation examines the positive and negative consequences of background music in the workplace. The second presentation investigates how military veteran status in the workplace can have both positive and negative implications among workers. In the third presentation, the role of pet peeves is studied to better understand how they can influence how employees interact with one another and what work-related outcomes can result. This symposium will conclude with a discussant sharing her thoughts on the preliminary findings from the three presentations and implications for research and practice. Consequences of a (Mis)fit between Employee Music Preferences and Daily Workplace Music. Presenter: Kathleen Keeler; Ohio State U. Presenter: Harshad Girish Puranik; U. of Illinois at Chicago. Culture Shock and Paradox of Stigma and Social Aggrandizement of Military Veterans in Organizations. Presenter: Daniel M. Peat; U. of Cincinnati. Presenter: Jaclyn Perrmann; Northern Kentucky U. My Coworker is Driving Me Crazy! An Exploration of Pet Peeves in the Workplace. Presenter: Marcia Lensges; Xavier U. Presenter: Nathan Tong; U. of Hartford. Presenter: Joshua Knapp; U. of Wisconsin, Whitewater. [ABSTRACT FROM AUTHOR]