Articles

Better together: using meta-analysis to explore complementarities between ecological and institutional theories of organization

M. LANDER, P. HEUGENS

Organization Studies

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Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Drift or alignment? A configurational analysis of law firms' ability to combine profitability with professionalism

M. LANDER

Journal of Professions and Organization

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Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Leadership and the Logic of Absurdity

D. NEWARK

Academy of Management Review

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Départements : Management et Ressources Humaines

http://amr.aom.org/content/early/2017/02/02/amr.2015.0186.abstract


Leaders are often thought to be instrumental to the performance of the organizations they lead. However, considerable research suggests that their influence over organizational performance might actually be minimal. These claims of leader irrelevance pose a puzzle: If leaders are relatively insignificant, why would someone commit to leading? Applying decision-making theory, this paper first considers justifying the decision to lead according to the Logics of Consequence and Appropriateness—the two principal decision-making logics underlying previous work on the motivation to lead. The paper then presents the Logic of Absurdity, a decision-making logic in which decision-makers knowingly choose to dedicate themselves to an irrational course of action. In terms of the decision to lead, a decision-maker employing the Logic of Absurdity acknowledges the likely futility of leading but decides to commit to leading, nonetheless. The paper concludes by considering when leaders are most likely to decide to lead according to the Logic of Absurdity and why doing so may result in leadership of exceptional originality, foolishness, intelligence, and madness

Towards an Integrated Framework of Professional Partnership Performance: the Role of Formal Governance and Strategic Planning

M. LANDER

Human Relations

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Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Who’s Watching? Accountability in Different Audit Regimes and the Effects on Auditors’ Professional Skepticism

F. HOOS, J. L. PRUIJSSERS, M. LANDER

Journal of Business Ethics

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Départements : Comptabilité et Contrôle de Gestion, GREGHEC (CNRS), Management et Ressources Humaines

Mots clés : Accountability Auditors Professional skepticism Joint audit Judgment Experiment Int

https://link.springer.com/content/pdf/10.1007%2Fs10551-017-3603-6.pdf


The European Commission has suggested that the use of joint audits should lead to improved auditor skepticism and—by extension—audit quality, throughincreased accountability. However, archival research does not find support for improved audit quality in a joint audit setting. To better understand the relationship between accountability in different review regimes and auditors’judgments, we examine the behavioral effect of implementing a joint audit relative to other review regimes based on a 1 9 3 experimental design. Forty-seven senior auditors and partners from a Big Four firm performed a goingconcern evaluation task under one of three review regimes: the joint audit, the internal review, and the no review regime. Notwithstanding the difference in the audiences to which auditors are accountable, there is no difference in thejudgment process. In terms of their judgment outcome, however, auditors in the joint audit setting were the least skeptical in their judgment of the going concern assumption. Overall, we suggest that the joint audit may lead tounintended behavioral consequences

A helping hand is hard at work: Help-seekers' underestimation of helpers' effort

D. NEWARK, V. K. BOHNS, F. J. FLYNN

Organizational Behavior and Human Decision Processes

2017, vol. 139, pp.18-29

Départements : Management et Ressources Humaines

Mots clés : Help effort, Help-seeking, Social judgment, Prosocial behavior, Decision-making

http://www.sciencedirect.com/science/article/pii/S0749597815302004


Whether people seek help depends on their estimations of both the likelihood and the value of getting it.Although past research has carefully examined how accurately help-seekers predict whether their helprequests will be granted, it has failed to examine how accurately help-seekers predict the value of thathelp, should they receive it. In this paper, we focus on how accurately help-seekers predict a key determinantof help value, namely, helper effort. In four studies, we find that (a) helpers put more effort intohelping than help-seekers expect (Studies 1–4); (b) people do not underestimate the effort others willexpend in general, but rather only the effort others will expend helping them (Study 2); and (c) thisunderestimation of help effort stems from help-seekers’ failure to appreciate the discomfort—in particular,the guilt—that helpers would experience if they did not do enough to help (Studies 3 & 4)

Effects of inter-group status on the pursuit of intra-group status

J. W. CHANG, Rosalind CHOW, Anita WOOLLEY

Organizational Behavior and Human Decision Processes

mars 2017, vol. 139, pp.1–17

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Inter-group status; Intra-group status; Cooperation; Competition

http://www.sciencedirect.com/science/article/pii/S0749597816301418


This research examines how the status of one’s group influences intra-group behavior and collective outcomes. Two experiments provide evidence that, compared to members of low-status groups, members of high-status groups are more concerned about their intra-group standing, which in turn can increase both the likelihood of competitive and cooperative intra-group behavior. However, whether the desire for intra-group standing manifests via competitive versus cooperative behavior depends on the relevance of the task to the group’s inter-group standing. When the task is not clearly relevant to the group’s status, members of high-status groups are more likely to engage in competitive behavior out of a desire to manage their intra-group status, which, in turn, leads to less desirable collective outcomes. However, when the group’s status is at stake, members of high-status groups seek intra-group status via cooperative behavior, leading to better collective outcomes.

Optimizing Multi-Team System Behaviours: Insights from Modelling Team Communication

D. KENNEDY, A. SOMMER, P. NGUYEN

European Journal of Operational Research

avril 2017, vol. 258, n°1, pp.264–278

Départements : Management et Ressources Humaines

Mots clés : Behavioural operations, Project management, Multi-team systems, Mixed integer linear optimization

http://www.sciencedirect.com/science/article/pii/S0377221716306750


To better manage behavioural operations in project management, we demonstrate the value of quantitative model-based approaches in examining behaviours and generating insights for managerial research and practice. We focus on organizational members’ behaviours and interactions on large-scale projects using multi-team systems (MTS). While MTS invoke different behaviours than simpler team systems, research insights have lagged on MTS due to the complexity and resource intensity of capturing the multitude of behaviours and interactions by human subjects in real-world situations. Thus, MTS provides an apt context to demonstrate the mechanics of mathematically modelling human behaviour and conducting virtual experiments via mixed-integer linear optimization to understand the way to meet operational objectives. Virtual experimentation is used to explore communication behaviours that unfold under different levels of project complexity and interdependence when time, cost, and quality operational objectives are considered independently or collectively. The results suggest that the type of communication plan set by project managers needs to change according to project attributes and objectives (maximize quality, minimize cost or minimize time). Moreover, this paper demonstrates the benefits of using operations research methods to assess behavioural patterns in an operational setting and establish propositions for targeted research in the field. In conclusion, benefits and limitations are put forth about the way Behavioural OR expands the traditional toolkit of human subject researchers in operations and beyond.

For a dollar, would you...? How (we think) money affects compliance with our requests

V. K. BOHNS, D. NEWARK, A. Z. XU

Organizational Behavior and Human Decision Processes

mai 2016, vol. 134, pp.45-62

Départements : Management et Ressources Humaines

Mots clés : Compliance; Money; Morality; Prosocial behavior; Social influence; Social prediction

http://www.sciencedirect.com/science/article/pii/S0749597816302102


Research has shown a robust tendency for people to underestimate their ability to get others to comply with their requests. In five studies, we demonstrate that this underestimation-of-compliance effect is reduced when requesters offer money in exchange for compliance. In Studies 1 and 2, participants assigned to a no-incentive or monetary-incentive condition made actual requests of others. In both studies, requesters who offered no incentives underestimated the likelihood that those they approached would grant their requests; however, when requesters offered monetary incentives, this prediction error was mitigated. In Studies 3–5, we present evidence in support of a model to explain the underlying mechanism for this attenuation effect. Studies 3 and 4 demonstrate that offering monetary incentives activates a money-market frame. In Study 5, we find that this activation reduces the discomfort associated with asking, allowing requesters to more accurately assess the size of their request and, consequently, the likelihood of compliance

Keeping positive and building strength: The role of affect and team leadership in developing resilience during an organizational crisis

A. SOMMER, J. M. HOWELL, C. N. HADLEY

Group and Organization Management

avril 2016, vol. 41, n°2, pp.172-202

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Organizational crisis, Leadership, Emotions, Resilience, Teams, Health care


During an organizational crisis in health care, we collected multilevel data from 426 team members and 52 leaders. The results of hierarchical linear modeling describe the influence of leader behavior on team members’ resilience, which is primarily through affective mechanisms. Specifically, transformational leadership was associated with greater levels of positive affect and lower levels of negative affect, which in turn predicted higher resilience among team members. Inverse effects were found for the passive form of management-by-exception (MBE) leadership. Contrary to expectation, no relationship was found between active MBE leadership and affect. The implications for leaders and team members to foster positive affect and resilience during a crisis are discussed


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