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This inductive study of eight international development interventions analyzes mechanisms that enable integration of evidence in practice, a perennial challenge of learning and collaboration across occupational and organizational boundaries. We demonstrate how structural and programmatic scaffolding practices enabled actors from an array of organizations and communities of practice to collaborate and learn despite the uncertainty and complexity inherent in the international development context. These modular scaffolding practices offered temporary stabilization and support that fostered the counter-normative behaviors and mindsets required for continuous learning and adaptive coordination. Through 226 in-depth interviews with international development experts, including practitioners in eight matched interventions in India, Mexico, South Africa, and Ghana, we identified and analyzed mechanisms that explain the varying effectiveness with which evidence was integrated in each case. Our findings have implications for interorganizational innovation and collaboration under conditions of complexity and uncertainty and for dynamic interactions among individuals, their organizations, and their communities of practice when they are attempting to bring about systemic change. [ABSTRACT FROM AUTHOR]

Since the 1970s, telecommuting has generated significant interest among academics and practitioners alike. However, the topic of flexible working arrangements has become more relevant lately, particularly due to the COVID-19 pandemic. As digital technologies continuously advance, immersive workplaces facilitated by technologies such as virtual reality (VR) become more appealing. This article examines the phenomenon of virtual immersive workspaces and their impacts on organizations. It provides insights into the emerging trends driving subsequent immersive technologies that not only foster competitive advantages in the Web3 era but also shed light on the challenges that organizations face in this context. The findings emphasize the key advantages and limitations of implementing VR in the workplace as well as the importance of purposefully designing a set of tools for remote workers. [ABSTRACT FROM AUTHOR]

Although failures and other experiences can capture attention and motivate organizations to learn and improve, this knowledge is not always retained over time, leaving some organizations dangerously prone to repeat the same mistakes repeatedly. We adapt theory on the attention-based view—and specifically on attentional engagement and vigilance—to shed new light on this process. While prior research has examined how competing events may draw attention away, our theory leads us to consider the circumstances that will motivate employees to maintain attention on learning from failure that has already occurred. Our framework examines the conditions that preserve attention to past failures by increasing the perception that related issues exist elsewhere, serving as continuing reminders of or cues about the failure when attention begins to drift away. We find support for related hypotheses involving a failure's complexity, the firm's culpability, and the ongoing use of routines related to those involved in the failure. Our findings contribute to the attention-based view by developing theory about attentional engagement and vigilance and by emphasizing the conditions that can keep attention focused on, rather drawn away from, past failure. We also contribute to efforts to examine knowledge depreciation and forgetting in more depth in organizational learning theory. [ABSTRACT FROM AUTHOR]

The automotive industry introduces a sizable number of new automobile products annually. The naming of new products may have significant impact on their market performance. Diverging from prior research on the impact of product names, companies' innovative consciousness endows them with a certain level of proactive positioning, thereby implementing independent naming strategies after considering product factors and consumer preferences passively. This paper analyzes the drivers of the market performance of sequential products on the naming of new products in Chinese automotive industry. We collected market share data and names of various car series from January 2007 to September 2022. Then, we calculated semantic distances between names and performed empirical tests. Our findings show that firms demonstrate a risk preference pattern contrary to traditional prospect theory when using the previous car series' market share as a reference point. In the interplay between market orientation and risk preferences, the relationship between the market share of the last car series and the similarity in names between old and new car series follows an inverted U-shaped pattern. This study extends the discussion on risk preferences within the behavioral theory of the firm (BTOF) and proposes a decision mechanism for product naming that considers market and firm factors during the response phase of market orientation. [ABSTRACT FROM AUTHOR]

Bricolage – a term that implies resourcefulness – is a construct with a long history in anthropology, design, management, and entrepreneurship, among other fields. Our study is one of the first to apply the bricolage concept to better understand the behaviors of salespeople. Overall, findings from our multi-study, multi-method approach (combining survey methodology and a scenario-based experiment with video manipulations) indicate that salesperson bricolage behaviors are desirable and can be developed in a sales force. More specifically, in Study 1, we leverage Job Demands-Resources Theory and survey data from 405 business-to-business (B2B) salespeople and find that salesperson bricolage behaviors can effectively mitigate the predictably negative impacts of role ambiguity on sales performance. In Study 2, we leverage Self-Determination Theory and an experimental design with 181 B2B salespeople and provide initial evidence regarding salesperson bricolage behaviors' organizational determinants (i.e. sales force control system combinations). Study 2 indicates that capability control interacted synergistically with outcome control and antagonistically with activity control in predicting bricolage behaviors. Taken together, findings from the two studies indicate that bricolage behaviors are both beneficial and manageable, warranting continued study in the sales literature. [ABSTRACT FROM AUTHOR]

Brokerage in intra-organizational networks is critical to performance, but women exhibit less brokerage in their social networks and receive lower performance returns to the brokerage they exhibit than men do. We uncover a condition under which the gender gaps in network advantage are entirely negated: mobility. When women move between units of the organization, they increase their brokerage more than mobile men do. Further, such mobility eliminates the gender gap in returns to brokerage. Using a rich dataset including the personnel records, monthly performance, and email communications of thousands of employees in a large financial institution, we find support for our arguments by comparing the networks and objective performance of those who changed jobs with matched non-movers prior to and following each job change. In probing why this might be the case, we find that women movers are more likely to maintain communication ties to colleagues from their previous roles and that these persistent ties give them a discernible and gender-role-congruent explanation for connecting otherwise disconnected units and benefiting from network brokerage. Our results illuminate important mechanisms by which social network dynamics and mobility affect gender inequality and performance in organizations. [ABSTRACT FROM AUTHOR]

Organizations can motivate and coordinate work by socializing members to internalize organizational values. Existing theories posit that organizations achieve normative control through encapsulation, wherein peers and managers are primary sources of members' socialization. Drawing on ethnographic data from a not-for-profit school, I show how an external actor—beneficiaries—can become a source of normative control. I develop a multistage process that explains how teachers were socialized by parents, specifically by hearing these parent beneficiaries narrate their needs; engaging in collective storytelling about beneficiaries; experiencing episodic shaming centered on how teachers' daily performance met (or did not meet) beneficiaries' needs; and receiving validation from beneficiaries. Because these sequential stages establish beneficiaries as sources of control through social interactions set in specific times and places, and establish shared emotional states among organizational members, I theorize that these stages compose a ritual of integration. Although teachers initially arrived at the school with heterogeneous values, this ritual led many of them to internalize the organizational value of self-sacrifice. Teachers who were unmoved by parents' stories or came to see parents as exploitative did not internalize this value, and they tended to exit the organization. This study reveals how normative control can arise not only through socialization from in-group members but also from ritual interactions with and about beneficiaries. [ABSTRACT FROM AUTHOR]

The recent COVID-19 pandemic created an unpredictable environment regarding the safety operations of sport and recreation organizations. This study was designed to examine how safety climate and organizational innovativeness could promote preferred organizational behavior outcomes in college campus sport and recreation centers. A total of 227 sport and recreation employees were recruited through the National Intramural and Recreational Sports Association. With the collected data, we employed structural equation modeling to assess the research hypotheses. The results indicated that safety climate and innovativeness positively influenced job engagement, therefore leading to enhanced safety compliance and employee innovativeness, which ultimately resulted in higher levels of organizational performance. Peer safety compliance was also found to be a moderator in the relationship between job engagement and safety compliance. In this study, the authors offer new insights into sport organizational performance by emphasizing safety and innovation. [ABSTRACT FROM AUTHOR]

This article explores the authors' personal experiences with submitting a manuscript on "woke organizations" to the Academy of Management Perspectives (AMP). The authors express surprise at the lack of feedback they received compared to other participants and discuss the criticisms and challenges they faced during the workshop and review process. They raise concerns about the fairness and integrity of the review process and emphasize their commitment to providing diverse perspectives in the symposium. The authors also discuss issues of bias, lack of understanding, and mistreatment they encountered during the review and publication process, calling for greater transparency, representativeness, and inclusion in journal processes. [Extracted from the article]

Diversity and inequality are interrelated, so diversity, equity, and inclusion (DEI) are controversial—but in a different way than Waldman and Sparr (2023) suggest regarding "woke" and "integrative" diversity strategies. I argue that Waldman and Sparr give insufficient attention to the link between diversity and inequality, and thereby offered a false dichotomy about DEI strategies. I outline the main arguments by Waldman and Sparr and challenge their claims about DEI strategies. I argue that DEI is about social, not personal, identity, that is about intergroup relations, not individual differences. I explain why the past is part of the present. I further challenge the claim that DEI is grounded in critical race theory (CRT), explain the origins and intent of CRT, and discuss its distant relationship to how DEI is practiced in organizations. I challenge the claim that DEI strategies lead to excessive victimhood and insufficient merit on the part of marginalized groups, and I discuss the overlooked bias for White men. I clarify both paradox theory and positive organizational behavior theory as used by Waldman and Sparr. Finally, I compare Waldman and Sparr's model of integrative DEI strategies with alternative ways to address the link between diversity and inequality. [ABSTRACT FROM AUTHOR]

In this exchange, we respond to David A. Waldman and Jennifer L. Sparr's (2023; henceforth referred to as W&S) assertion that critical race theory (CRT) is incompatible with the goal of diversity and unity. Other responses in this exchange have noted that W&S's critique of CRT is based on opinion pieces that misrepresent CRT rather than on CRT scholarship. We extend those rebuttals by elaborating what CRT positively contributes to diversity strategies and how it is relevant to future research. We first discuss the core tenets of CRT, which W&S do not critique in their paper. We then explain why, contrary to W&S's article, paradox theory and positive organizational behavior (POB) do not provide a rationale for rejecting CRT in diversity management. Specifically, we explain why a paradox perspective requires learning from CRT, and how POB prevents examination of negatively oriented behaviors like discrimination and racism that make diversity management challenging and paradoxical. We explain why the aforementioned limitations make W&S's recommendations inappropriate for organizations that pursue diversity management for equity and inclusion (DE&I) not just for unity. We conclude with a discussion of how CRT can inform evidence-based management of DE&I and guide future research. [ABSTRACT FROM AUTHOR]

It was last estimated in 2016 that data centers (DCs) comprise approximately 2% of total US electricity consumption. However, this estimate is currently being updated to account for the massive increase in computing needs due to streaming, cryptocurrency, and artificial intelligence (AI). To prevent energy consumption that tracks with increasing computing needs, it is imperative we identify energy efficiency strategies and investments beyond the low-hanging fruit solutions. In a two-phased research approach, we ask: What non-technical barriers still impede energy efficiency (EE) practices and investments in the data center sector, and what can be done to overcome these barriers? In particular, we are focused on social and organizational barriers to EE. In Phase I, we performed a literature review and found that technical solutions are abundant in the literature, but fail to address the top-down cultural shifts that need to take place in order to adapt new energy efficiency strategies. In Phase II, reported here, we interviewed 16 data center operators/experts to ground-truth our literature findings. Our interview protocols focus on three aspects of DC decision-making: procurement practices, metrics and monitoring, and perceived barriers to energy efficiency. We find that vendors are the key drivers of procurement decisions, advanced efficiency metrics are facility-specific, and there is convergence in the design of advanced facilities due to the heat density of parallelized infrastructure. Our ultimate goals for our research are to design DC decarbonization policies that target organizational structure, empower individual staff, and foster a supportive external market.

Scandals are momentous events with far-reaching consequences for organizations and society, but we still know relatively little about the contextual conditions that enable them. In this paper, we develop and test a theory of the publicization of organizational misconduct—that is, of how an act of wrongdoing by an organization becomes widely publicized, thereby giving rise to a scandal; or receives little coverage, with little or no consequence for the offending organization. We argue that communities have structural features that affect the social cost of making information public as well as its dissemination, shaping the likelihood of organizational misconduct being publicized in the process. We test and find evidence in support of our arguments using data on sex abuse in the U.S. Catholic Church between 1980 and 2010, and exploring the heterogeneity in the publicization of patterns of misconduct by Catholic clergy across dioceses and over time. We conclude by discussing the implications of our findings for the scholarly understanding of organizational misconduct and scandals across settings. [ABSTRACT FROM AUTHOR]

The phenomenon of organizations breaking laws and norms in the pursuit of strategic advantage has received substantial attention in recent years. Such transgressions generally elicit the intervention of social control agents seeking to curb deviant behavior and defend the status quo. In some cases, their efforts result in the deviant behavior being suppressed; in other occasions, however, organizational deviance can persist and even be accepted into the very system of rules that was initially challenged. In this paper, we advance a structured view of this process by formulating a theory of the social control of organizational deviance. Building upon the sociological literature, we classify forms of social control based on their cooperativeness and formality; additionally, we shed light on the outcomes of social control by illustrating the conditions under which they are likely to be more, or less, accommodative of deviant behavior, as well as more, or less, permanent. In so doing, we contribute to scholarly understanding of the role of social control in organizational fields, as well as of the advantageousness of deviant behavior as a strategic option for organizations. [ABSTRACT FROM AUTHOR]

The purpose of this study was to identify the supports and barriers women coaches experience at the organizational level and to determine how those factors influence interpersonal- and individual-level factors within their coaching context. Nine women who coach high school basketball were interviewed at two time points and asked to reflect on organizational-level factors relative to their coaching position and how those factors have shaped their coaching experience over time. Based on the results of the interviews, two organizational-level factors were identified as barriers for participants: navigating inconsistent hiring practices and hypermasculine culture within school sport. The participants described organizational-level factors as influencing their experiences at both interpersonal (e.g., support from mentors, barriers related to the athletic directors) and individual (e.g., age, experience, sexual orientation) levels. The findings provide empirical support for specific organizational factors that contribute to interpersonal- and individual-level coach experiences. The power structures embedded in these associations are defined and discussed. [ABSTRACT FROM AUTHOR]

The article discusses the author's excitement and readiness to become the editor in chief of the Academy of Management Learning & Education (AMLE). The author emphasizes the importance of theoretical innovations in the field of management learning and education (MLE) and explores the potential for a "big picture" social science lens in MLE research. The article also highlights operational issues of interest to authors, reviewers, and readers of AMLE. The new editorial team is introduced, featuring diverse and competent editors from around the world. The article concludes by inviting readers to be part of the journey and expressing gratitude to colleagues for their support. [Extracted from the article]

While external search allows organizations to source diverse ideas from people outside the organization, it often generates a narrow set of nondiverse ideas. We theorize that this stems from an interplay between organizations' idea selection and the external generation of ideas: an organization selects ideas shared by external contributors, and the external contributors, who strive to see their ideas selected, use the prior selection to infer what kind of ideas the organization is looking for, and to respond. Contributors whose ideas are misaligned with the organization's selection tend to stop submitting ideas (i.e., self-selection) or adjust the ideas they submit so that they correspond (i.e., self-adjustment), resulting in a less diverse pool of ideas. Our central hypothesis is that the more consistent organizations are in their selection, the stronger the coevolutionary lock-in: organizations with greater selection consistency receive future ideas with lower content variety. We find support for these predictions by combining large-scale network analysis and natural language processing across a large number of organizations that use crowdsourcing. Our findings suggest a reconceptualization of external search as a two-way street: organizations are not simply passive receivers of ideas but send signals that shape the pool of ideas that externals share. [ABSTRACT FROM AUTHOR]

Problemistic search literature has long sought to understand which responses firms adopt when addressing performance shortfalls. Studies have typically considered certain responses and focused on established decision rules to examine search directions, thereby, implicitly assuming that all responses considered are workable solutions to performance shortfalls. Conversely, we argue that variations in decision-makers' beliefs about the effectiveness of particular responses in improving firm performance play an important role. These beliefs, alongside evidence supporting them, determine which specific responses firms adopt. To test this argument, we focus on two types of search solutions represented by research and development (R&D) intensity and philanthropic donation intensity. Based on 2009–2018 data collected from publicly listed Chinese firms, we find that, when decision-makers agree on the effectiveness of R&D, the positive relationship between performance shortfalls and R&D intensity strengthens; whereas when they agree on the effectiveness of corporate social responsibility (CSR), the negative relationship between performance shortfalls and donation intensity weakens. The effects of shared beliefs on the effectiveness of R&D and CSR are stronger when they are supported by relevant evidence—that is, when there is a stronger correlation between R&D or CSR on the one hand and firm performance on the other. [ABSTRACT FROM AUTHOR]

Integrating the theory of workplace deviance with person–environment fit theory, we propose a two‐pathway model to explain why and how employees who feel overqualified engage in time theft behavior. Specifically, we anticipate that feeling overqualified will negatively influence focal employees' experienced authority fairness and erode their work meaningfulness, which in turn will lead to increased time theft behavior. Further, we argue that voice endorsement serves as a key boundary condition mitigating the negative effects of perceived overqualification. We conducted two multi‐waved and multi‐sourced field studies to test our proposed hypotheses. Study 1 (247 employees and 47 supervisors) revealed that perceived overqualification is associated with time theft behavior through the mediators of experienced authority fairness and meaningfulness. Study 2 (405 employees and 73 supervisors) replicated the findings of Study 1 and tested our full model. We discuss the theoretical and practical implications of our findings. [ABSTRACT FROM AUTHOR]

In response to Aguinis et al.'s (2022) thought-provoking article on the lack of policy implications in organizational behavior and human resource management research, we provide an alternative perspective focusing on four main questions. These questions are: (1) is our scholarship sufficiently focused on important policy-relevant issues? (2) if authors include policy recommendations, will nonacademics use the information? (3) would policy implications in research articles translate into actual policy change? and (4) what other strategies can be used to increase the uptake of research to shape policy? In so doing, we offer specific suggestions and potential remedies to address the research-policy gap. [ABSTRACT FROM AUTHOR]

"Woke" companies are those that are committed to socially progressive causes, with a particular focus on diversity, equity, and inclusion as these terms are understood through the lens of critical theory. There is little evidence of systematic support for woke ideas among executives and the population at large, and going woke does not appear to improve company performance. Why, then, are so many firms embracing woke policies and attitudes? We suggest that going woke is an emergent strategy that is largely shaped by middle managers rather than owners, top managers, or employees. We build on theories from agency theory, institutional theory, and intraorganizational ecology to argue that wokeness arises from middle managers and support personnel using their delegated responsibility and specialist status to engage in woke internal advocacy, which may increase their influence and job security. Broader social and cultural trends tend to reinforce this process. We discuss implications for organizational behavior and performance, including perceived corporate hypocrisy ("woke-washing"), the potential loss of creativity from restricting viewpoint diversity, and the need for companies to keep up with a constantly changing cultural landscape. [ABSTRACT FROM AUTHOR]

Do the clothes worn to work impact employees' thoughts and behaviors? Despite the universal necessity of wearing clothes and the fact that employees make decisions about this daily, organizational scholars have not yet addressed this question. We integrate sociometer and enclothed cognition theories to propose that aspects of clothing—their aesthetics, conformity, and uniqueness—hold symbolic meanings that have implications for employees' state self-esteem and subsequent task and relational behaviors (i.e., goal progress, social avoidance). We first provide evidence for the nature of the symbolic meanings associated with these three dimensions of work clothing in a set of within-person experimental studies. The results of a 10-day field study of employees from four organizations generally supported our predictions, showing that daily clothing aesthetics and uniqueness had effects on state self-esteem and downstream behavioral consequences. The effects of daily clothing conformity emerged under the condition of greater interaction frequency with others in the workplace. Our manuscript contributes to both major theories from which we draw, and further offers theoretical and practical contributions to the literature on organizational clothing. [ABSTRACT FROM AUTHOR]

We theorize that ally work (actions by employees belonging to advantaged social groups to support employees belonging to disadvantaged social groups) can be organized into three modalities: self ally work that is oriented toward developing skills and capabilities, relational ally work that is focused on building positive work relationships, and organizational ally work aimed at changing organizational practices to support disadvantaged coworkers. Drawing from the theory of political ideology as motivated cognition, across multiple pre-registered field studies we found that employees who were more liberal-leaning (vs. conservative-leaning) reported higher engagement in all three modalities. We also examined whether contextual affordances amplified the liberalism effect. Specifically, we tested whether personal accountability for diversity, colleague diversity, and organizational ideology directed liberals toward greater engagement in self, relational, and organizational work, respectively. As hypothesized, more liberal-leaning employees reported higher engagement in organizational ally work in more ideologically liberal organizations. However, the hypothesized effects of personal accountability were not supported. Notably, personal accountability had a positive effect on self ally work among more conservative-leaning employees. The moderating effects of colleague diversity were also mixed across studies. Highlighting both the plurality and politics of ally work, we discuss theoretical and practical implications of our findings. [ABSTRACT FROM AUTHOR]

Although teams of negotiators are widely assumed to be better at unlocking integrative solutions compared to individual negotiators, the interteam negotiation context is characterized by unique challenges that can make effective collaboration between teams difficult. We extend our theoretical understanding of interteam negotiations by offering novel insights about when and why teams realize their potential in integrative negotiations. Specifically, we propose a theoretical model that explains how hierarchical team structures reduce information elaboration within teams, which reinforces "fixed-pie" assumptions that prompt the reliance on value-claiming behaviors between teams and lower high-quality outcomes such as the joint gain achieved. Across four studies, each involving interactive team-on-team negotiations, we provide support for the hypothesized effects of formal intrateam hierarchies on joint gain, and test a useful intervention to mitigate the harmful effects of hierarchically structured teams at the negotiation table. Contributions to the literatures on team negotiations, interteam collaboration, and hierarchical differences within teams are discussed. [ABSTRACT FROM AUTHOR]

In markets, individuals use three main evaluation modes to categorize and subsequently value organizations based on received organizational cues: prototype-based, exemplar-based, and goal-based evaluation. Starting with the premise that individual audience members use prototype-based evaluation as a default evaluation mode when receiving expected organizational cues, this paper derives a theory that connects unexpected organizational cues with an individual audience member's likelihood of switching from prototype-based evaluation to either exemplar-based or goal-based evaluation. Individual audience members' switches between modes, which we refer to as evaluation-mode heterogeneity, lead to changes in their valuation of typical organizations relative to atypical organizations. Our proposed theory has important consequences for research on valuation in markets accounting for apparently conflicting findings in prior studies, and on optimal distinctiveness. [ABSTRACT FROM AUTHOR]

A central idea in the behavioral theory of the firm is that when an organization's performance falls below aspirations, a search for solutions is triggered. While this aspiration-based model has dominated the empirical literature, it is only one of two Carnegie School accounts of how firms use performance feedback to regulate behavior. We call the second account the belief-based model. This model focuses on the characteristics of the choice alternatives faced by firms and the challenges inherent in evaluating them. Using a computational approach, we demonstrate that the predictions of the belief-based model may explain instances where search increases, rather than decreases, as performance improves. This behavioral pattern, both above and below the aspiration, is prevalent in empirical research but not well accounted for using the aspiration-based model alone. We then develop the integrated discovery and evaluation of alternatives (IDEA) model of problemistic search, which integrates the two models and identifies the organizational and environmental factors that induce one or the other constituent submodels. We highlight the implications for empirical research on performance feedback and extensions to account for additional theoretical constructs, such as affect and politics. [ABSTRACT FROM AUTHOR]

In a 20-month ethnographic study, I examine how a technology firm, ShopCo (a pseudonym), considered 13 different recruitment platforms to attract racial minority engineering candidates. I find that when choosing whether to adopt recruitment platforms focused on racial minority candidates (targeted recruitment platforms) but not when choosing whether to adopt recruitment platforms on which the modal candidate was White (traditional recruitment platforms), ShopCo managers expressed distaste for what they perceived to be the objectification, exploitation, and race-based targeting of racial minorities. These managers' repugnant market concerns influenced which types of platforms ShopCo adopted. To recruit racial minorities, ShopCo eschewed recruitment platforms taking a transactional approach that emphasized speed, quantity, efficiency, opportunity, and compensation, in favor of platforms taking a developmental approach that emphasized individuality, ethics, equity, community, and commitment. I show that ShopCo managers had different relational models for recruiting based on the race of the candidate. By exploring the new mechanism of repugnant market concerns, I aim to increase understanding of employees' resistance to DEI initiatives, which can create barriers to workplace reforms even when organizations are committed to change. [ABSTRACT FROM AUTHOR]

Organizations that increasingly rely on interdependent teams, such as project teams, often imply work that is important, improvisational, and interdependent. However, these are the very same task conditions where trust is most fragile and in need of repair. As a result, organizations may wish to intervene in repairing interpersonal trust among members. Through an inductive qualitative study of a French antiterrorist unit, we move beyond dyadic treatments of interpersonal trust repair to theorize a model that elucidates the organizational practices that can be used to guide members through the trust repair process. We also induce core mechanisms, such as establishing trust violation rules and providing trust templates, that explain why these organizational practices work to repair interpersonal trust. We suggest how this organizationally directed trust repair process can lead to full, partial, or failed trust repair for trust violators, with consequences on whether and how these violators may be reintegrated into the organization. We conclude by discussing the contributions of our research on trust repair, as well as on how organizations treat organizational wrongdoers, and suggest several avenues for future research. [ABSTRACT FROM AUTHOR]

Honesty is a fundamental human value. Yet, the world has witnessed increasing indifference toward honesty over the past several years and stood by while dishonest leaders rose to positions of power and influence. This article provides novel theorizing to explain the rise of dishonest leaders. We theorize that intergroup conflict elicits a zero-sum mindset, leading people to focus myopically on how their in-group can triumph over an out-group. This focus leads people not only to engage in dishonesty, but also to judge dishonesty more positively in others—including leaders. Specifically, when dishonesty is used to defeat an out-group, it is perceived as a signal of competence and parochial benevolence, despite being costly in the long run. As a result, people knowingly support (e.g., elect, follow) dishonest leaders. In the present article, we integrate recent findings in organizational behavior, moral psychology, political science, and sociology to build this theory. We conclude by discussing new strategies that individuals and organizations can implement to promote honesty. Ultimately, this research deepens our understanding of honesty and the forces that promote and impede its development in leaders and their followers. [ABSTRACT FROM AUTHOR]

Abstract\nPLAIN LANGUAGE SUMMARYHigher education leaders sometimes transgress norms of political involvement. Despite some norm-violating behaviors, legal consequences are sparse. Some argue that this is based on concerns over taxpayers impugning regulators’ motives as partisan. Public skepticism is warranted, especially as university officials engage in unlawful forms of political activism that can go unenforced. What explains citizens’ tolerance for norm-violating political activities within higher education institutions? Furthermore, what drives citizens to blame some leaders for engaging in legally precarious political behaviors while providing more latitude for others who act similarly? Drawing from research on citizen accountability as well as partisan cue-led attitudes, authors argue that tolerance for political involvement in higher education contexts is explained by an institutional leader’s partisanship and sectoral type, that is, private versus public institution. To test these claims, authors fielded a survey experiment drawing on a Lucid panel. Findings show evidence that a leader’s partisanship and the institution’s sectoral type influence individuals’ acceptance or rejection of a university president’s endorsement of a political candidate, dependent upon the respondent’s partisan characteristics. Findings also confirm the emerging politicization of higher educational spaces, highlighting the implications for understanding public perceptions of higher education leaders’ political involvement and the impact on the sector.College and university presidents may become involved in politics in ways that may not follow the law or fall in line with norms. Often leaders who cross the line are not punished or held accountable, potentially because punishment may look politically biased. While there are times when public doubt is justified, there are also times when college and university leaders push political agendas without consequences. Why do citizens sometimes ignore these transgressions? Why do citizens criticize some college and university leaders for political actions but not others? The answer might have to do with the leaders’ political affiliations and whether a private or public institution is connected to a scandal. To better understand this phenomenon, authors conducted a survey experiment with 1,403 participants. Results showed that citizens’ reactions to a university president supporting a political candidate are influenced by both the leader’s and the participant’s political affiliations as well as whether the institution is private or public. This research supports the idea that politics is becoming more prominent in higher education and that enforcement of laws is a difficult challenge. [ABSTRACT FROM AUTHOR]

Introduction: In today's interconnected world, fostering a culture of constructive dissent within organizations is more important than ever. Our study sheds light on how social capital--our networks and relationships--affects employees' ability to express dissent. This study aims to empirically examine whether organizational socialization has a mediating effect on the relationship between social capital and organizational dissent. Methods: We utilized surveys to collect data from participants. Quantitative data was collected from 240 employees within the textile in Türkiye. We used structural equation modeling through SmartPLS to test four hypotheses. Results: According to the results of the SEM, social capital positively affects organizational dissent. Similarly, social capital positively affects organizational socialization. The mediation level of organizational socialization is at the level of partial mediation on the relationship between social capital and organizational dissent. Based on the results, organizational socialization positively affects organizational dissent. Discussion: We contribute to the literature by extending social capital research by illustrating that employees' social relationships lead to organizational socialization and organizational dissent behavior at work. The results suggest that the ability of employees to show dissent behavior is conditioned by their social capital and mediated by organizational socialization. This research is particularly relevant in sectors with hierarchical structures, where encouraging voice and participation can lead to significant advancements. [ABSTRACT FROM AUTHOR]

As interest in the field of Organizational Behavior Management (OBM) grows, particularly from within the larger field of Applied Behavior Analysis (ABA), so do requests for OBM education and training. There are currently, however, very few OBM-focused graduate programs providing those learning opportunities to interested parties. Therefore, the current paper provides suggestions for the creation and expansion of OBM course offerings at the graduate level to meet the needs of a growing learner market. [ABSTRACT FROM AUTHOR]

As a follow-up to a prior article that examined articles published in the Journal of Organizational Behavior Management from 1982 through 2012 to assess the use of Michael’s motivating operations (MO) concept in organizational behavior management research, we evaluated articles published therein from 2013 through 2022 that contained the term “motivating operation” or a related term. Forty articles used a relevant term. The terms were used in attempts to categorize and explain diverse behavioral effects of many kinds of variables. Many articles construed verbal stimuli, such as rules and goals, as MOs. Michael did not consider verbal stimuli in his seminal work on MOs, and we, like other authors, suggest broadening the concept to include such stimuli. [ABSTRACT FROM AUTHOR]

Aim Background Method Results Conclusion Implications for nursing and health policy This study aims to assess the relationship between workplace ostracism and the procrastination behavior of nurses, as well as examine the effect of organizational silence on this relationship.Controlling workplace ostracism and eradicating time wasters, especially procrastination behavior among nurses, are key strategies that add value to organizational effectiveness. In addition, remaining silent about significant issues facing nurses is a devastating approach to the success of both healthcare organizations and the nursing profession.A cross‐sectional descriptive correlational exploratory research design was used to conduct the study. Data were collected from 352 nurses recruited from three large university hospitals in Alexandria, Egypt. Four instruments, namely, the Workplace Ostracism Questionnaire, the Organizational Silence Scale, the Active Procrastination Scale, and the Unintentional Procrastination Scale, were used. Structural equation modeling was used to test the hypothesized relationships among the variables.The findings demonstrated a significant positive and moderate association between workplace ostracism and both active and passive procrastination behaviors among nurses. Moreover, there was a strong positive and significant correlation between organizational silence and workplace ostracism. The results of mediation revealed that the indirect effect of workplace ostracism on both active and passive procrastination behavior through organizational silence was statistically significant, suggesting that organizational silence partially mediated this relationship.The study highlighted the ongoing challenges posed by toxic workplace issues, such as organizational ostracism and silence, as significant factors contributing to nurses' procrastination behaviors. Not only do these factors directly impact nurses' productivity, but they also interact to exacerbate negative outcomes in nursing care. Addressing these toxic dynamics is critical to improving nurse performance and ensuring quality care in healthcare settings.This study offers new insights for navigating toxicity and upgrading nursing productivity in healthcare organizations through fostering a more inclusive and communicative work environment. Promoting team cohesion and ensuring that all staff members feel valued and included can reduce feelings of isolation that may lead to procrastination. Also, creating safe spaces for nurses to voice concerns without fear of reprisal could significantly diminish passive procrastination, which ultimately enhances overall patient care quality and organizational efficiency.  [ABSTRACT FROM AUTHOR]

This document explores the concept of a practice-science partnership in the field of industrial-organizational (I-O) psychology. It acknowledges a perceived gap between the practice and science of I-O psychology and identifies factors contributing to this gap. The authors argue that integrating practice and science can enhance professional expertise and impact, and propose new metaphors to describe this integration. They provide an example of how I-O psychology has successfully addressed business needs through a program at PepsiCo. The authors offer guidelines for future practice-science partnerships and emphasize the importance of integrating both science and practice in the field. [Extracted from the article]