Articles scientifiques

I used to work at Goldman Sachs! How firms benefit from organizational status in the market for human capital


Strategic Management Journal

aout 2015, vol. 36, n°8, pp.1164-1173

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Organizational status, Rent appropriation, Careers, Human capital, Investment banking industry

How does employer status benefit firms in the market for general human capital? On the one hand, high status employers are better able to attract workers, who value the signal of ability that employment at those firms provides. On the other hand, that same signal can help workers bid up wages and capture the value of employers’ status. Exploring this tension, we argue that high status firms are able to hire higher ability workers than other firms, and do not need to pay them the full value of their ability early in the career, but must raise wages more rapidly than other firms as those workers accrue experience. We test our arguments using unique survey data on careers in investment banking

Team adaptation: A fifteen-year synthesis (1998–2013) and framework for how this literature needs to “adapt” going forward


European Journal of Work & Organizational Psychology

2015, vol. 24, n°5, pp.652-677

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Teams, Adaptation, Process, Multi-level, Literature review

Organizations increasingly operate within dynamic environments that require them to adapt. To respond quickly and effectively to acute or on-going change, many organizations use teams to help them remain competitive. Accordingly, the topic of team adaptation has become more prominent within the broader organizational team literature. Given the wealth of knowledge that has been accumulated, we consider what has been learned to date. However, even with the increased attention to team adaptation within the literature, not all teams are created equal in terms of their capacity for adaptability. Thus, we review factors that serve as antecedents of team adaptation, the process of adaptation, and the resulting adaptive outcomes. Finally, we suggest future directions for research and practice as we introduce a conceptual framework, whereby the focus of a team’s adaptation process is impacted by the type and severity of the disruption or trigger that gives rise to the need for adaptation

The Strength of Many Kinds of Ties: Unpacking the Role of Social Contacts Across Stages of the Job Search Process


Organization Science

juillet-août 2015, vol. 26, n°4, pp.1040-1058

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Job search, Stage process, Matching, External labor market, Careers, Mobility, Managerial jobs, MBA, Occupations, Social contacts, Social networks, Tie strength, Network range

The topic of job mobility has received increasing attention in recent years. Yet, surprising in light of the wealth of research on social networks and job attainment, we do not have a unified model of the impact of different kinds ofsocial contacts on job search success. In this paper I show that contacts are differently beneficial for job seekers depending on the stage of the job search process that job seekers are engaged in. Specifically, three stages of the job search process can be distinguished in which social contacts fulfill different roles for the job seekers: deciding the types of jobs for which to apply, submitting job applications, and preparing for interviews. I propose that contacts who are spread across different occupations are conducive to applying to more types of jobs, yet it is contacts who are more focused across occupations that are beneficial for being invited to more interviews—relative to the number of job types applied for—and for converting the interviews into offers. In addition, contacts with lower relationship depth with the job seeker are more helpful for getting invited to interviews, whereas contacts who have more frequent interactions with the job seeker are more helpful for converting interviews into offers. Analyses using a unique longitudinal data set on the job searches of 226 participants in an MBA program offer robust evidence in support of the hypotheses. The results suggest that external mobility is best enabled when job seekers engage with—and learn from—different kinds of contacts across stages of the job search process

Acts, Persons, and Intuitions: Person-Centered Cues and Gut Reactions to Harmless Transgressions


Social Psychological and Personality Science

avril 2014, vol. 5, n°3, pp.279-285

Départements : Management et Ressources Humaines

Mots clés : Person-centered moral judgments, Moral intuitions, Social intuitionist model, Moral dumbfounding, Informational value, Act-person dissociations

Negative gut reactions to harmless-but-offensive transgressions can be driven by inferences about the moral character of the agent more so than condemnation of the act itself. Dissociations between moral judgments of acts and persons emerged, such that participants viewed a harmless-but-offensive transgression to be a less immoral act than a harmful act, yet more indicative of poor moral character. Participants were more likely to become "morally dumbfounded'' when asked to justify their judgments of a harmless-but-offensive act relative to a harmful act. However, they were significantly less likely to become morally dumbfounded when asked to justify character judgments of persons who engaged in the harmless-but-offensive transgression, an effect based in part on the information-rich nature of such behaviors. Distinguishing between evaluations of acts and persons helps account for both moral outrage over harmless transgressions and when individuals are (and are not) at a loss to explain their own judgments

Conflict and Creativity in Interdisciplinary Teams


Small Group Research

juin 2014, vol. 45, n°3, pp.266-289

Départements : Management et Ressources Humaines

Mots clés : creativity, conflict, conflict asymmetry, interdisciplinary teams

We examine the effects of conflict and conflict asymmetry on creativityin interdisciplinary teams. Testing our hypotheses on teams working ongraduate-level nanobiotechnology projects, we found task conflict tohave a positive relationship with creativity whereas relationship conflicthad a negative relationship with creativity. Our results also revealed thatrelationship conflict asymmetry had a positive effect on creativity. Examiningthe two components of creativity separately, we found that relationshipconflict asymmetry explained variance in the novelty component, whereastask conflict, team size, and functional diversity explained variance in theusefulness component


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