Séminaires

Trash-Talking: Competitive Incivility Motivates Rivalry, Performance, and Unethical Behavior

Management et Ressources Humaines

Intervenant : Maurice Schweitzer
The Wharton School, University of Pennsylvania, USA

2 juin 2017 - T004 - De 10h00 à 11h30


Trash-talking increases the psychological stakes of competition. Across two pilot studies and four experiments, we demonstrate that trash-talking motivates targets to outperform their opponents. Across, two pilot studies we show that (1) people readily recall instances of trash-talking in organizations and (2) people fail to forecast the motivational consequences of trash-talking. In Study 1, participants in a competition who were targets of trash-talking outperformed participants who faced the same economic incentives, but were not targets of trash talking. In Study 2, we replicate this finding and show that perceptions of rivalry mediate the relationship between trash-talking and performance. In Study 3, we find that targets of trash-talking are particularly motivated to see their opponents lose. In Study 4, we show that participants who were targets of trash talking were more likely to cheat in a competition that were participants who received a neutral message. Taken together, our findings reveal that trash talking is a common workplace behavior that can foster rivalry and motivate both constructive and unethical behavior.

Women Innovators: Challenges and Opportunities

Management et Ressources Humaines

Intervenant : Mengzi JIN
Singapore Management University

7 novembre 2018 - S211 - De 11h30 à 13h00



Innovation typically involves generating multiple novel ideas and selecting the most promising one for implementation. In this research, I examine how gender influences idea selection during the innovation process. I theorize that although women are equally capable as men in generating highly novel ideas, women and men differ in “novelty avoidance” during idea selection - the extent to which individuals refrain from pursuing the most novel ideas they have generated. In a laboratory study where students were instructed to make creative short-films for the university, I found support of the hypothesis. In a second laboratory study where students were instructed to make creative photo collages for the university, I found that the gendered effect is moderated by the presence of women in judging panels. Specifically, women’s novelty avoidance tendency is mitigated when there are more women appeared in the judging panel. In the third study conducted on a creative crowdsourcing platform featuring a sample of freelancers, I replicated the gender difference in novelty avoidance and found that fear of social backlash from demonstrating high creativity explains women’s novelty avoidance tendency. Overall, my work advances current understanding of the challenges and opportunities that women innovators face, thereby helping to close the gender gap in innovation and entrepreneurship.

The Double-Edged Sword Effect of Team-Level Proactive Personality on Team Performance: Team Potency and Team Cohesion as Mechanisms.

Management et Ressources Humaines

Intervenant : Ruixue ZHANG
The Hong Kong University of Science and Technology

5 novembre 2018 - T104 - De 11h45 à 13h15


Abstract

While research has largely shown a positive linear relationship between proactive personality and job performance at the individual level, we know relatively little about how proactive personality functions and whether the same relationship holds at the team level. This study proposes a curvilinear relationship between team-level proactive personality and team performance and considers team potency and team cohesion as two explanatory mechanisms. In Study 1, using data collected from 94 teams in four companies, we established an inverted-U-shaped relationship between team-level proactive personality and team performance. In Study 2, using data collected from a sample of 101 nursing teams from three hospitals, we replicated the inverted-U-shaped relationship and further demonstrated that the relationship is mediated by team potency and team cohesion, respectively. Specifically, at low to moderate levels, team-level proactive personality increases team potency and team cohesion, but at moderate to high levels, such relationships become negative. Team potency and team cohesion are positively related to team performance and thus mediate the relationship between team-level proactive personality and team performance.

Keywords:
team-level proactive personality; team potency; team cohesion; curvilinear relationship

We’re not like those crazy hippies: the formation of an occupational group from a social movement mandate

Management et Ressources Humaines

Intervenant : Grace AUGUSTINE
Kellogg School of Management

31 octobre 2018 - S211 - De 11h00 à 12h30


WHAT ABOUT THOSE LEFT BEHIND? UNDERSTANDING THE IMPACT OF COLLEAGUE EXIT ON THE CAREERS OF COLLABORATIVE WORKERS

Management et Ressources Humaines

Intervenant : Tracy Anderson
The Wharton School

30 octobre 2018 - S211 - De 11h00 à 12h30


Women and The Crowd: Justifications Entrepreneurs Use in Their Crowdfunding Pitches

Management et Ressources Humaines

Intervenant : Srinivas Santosh
University of Texas, Austin

30 octobre 2018 - Bernard Ramanantsoa room - De 08h45 à 10h15


Contacts  

Département Management et Ressources Humaines

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Jin Wook CHANG

Management et Ressources Humaines (GREGHEC)

Voir le CV

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