Articles

A desire for deviance: The influence of leader normativeness and inter-group competition on group member support

J. W. CHANG, N. TURAN, R. M. CHOW

Journal of Experimental Social Psychology

janvier 2015, vol. 56, pp.36-49

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Deviance; Leadership; Inter-group competition; Social identity

http://www.sciencedirect.com/science/article/pii/S002210311400122X


Does Emotional Intelligence Matter in Interpersonal Processes? The Mediating Role of Emotion Management

J. CHOI, G. CHUNG, S. SUNG, B. NAZIR, S. MOATAZ, J. W. CHANG

Seoul Journal of Business

décembre 2015, vol. 21, n°2, pp.45-70

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Emotional intelligence, Emotion management, Interpersonal behavior, Negotiation


Researchers have identified emotional intelligence (EI) as an importantindividual characteristic that predicts interpersonal effectiveness. In thisstudy, we identified three potential areas of emotion management (emotionexpression, emotion recognition, and shaping counterpart emotion) thatmay be promoted by intrapersonal and interpersonal EI, and may mediatethe effects of EI on interpersonal process and outcomes. Our analysisof data from a dyadic negotiation simulation indicates that EI predictsone aspect of emotion management (shaping counterpart emotion).Intrapersonal EI (but not interpersonal EI) increased counterpart positiveemotion and decreased counterpart negative emotion during the negotiationsimulation. Nevertheless, the overall relationship between EI and emotionmanagement was weak. The present study highlighted the need for clearlyconceptualizing and investigating emotional management through whichindividuals accrue interpersonal and performance benefits

Fashion with a Foreign Flair: Professional Experiences Abroad Facilitate the Creative Innovations of Organizations

F. GODART, W. W. MADDUX, A. V. SHIPILOV, A. D. GALINSKY

Academy of Management Journal

2015, vol. 58, n°1, pp.195-220

Départements : Management et Ressources Humaines

https://journals.aom.org/doi/10.5465/amj.2012.0575


This research explores whether the foreign professional experiences of influential executives predict firm-level creative output. We introduce a new theoretical model, the foreign experience model of creative innovations, to explain how three dimensions of executives' foreign work experiences—breadth, depth, and cultural distance—predict an organization's “creative innovations,” which we define as the extent to which final, implemented products or services are novel and useful from the standpoint of external audiences. We examined 11 years (21 seasons) of fashion collections of the world's top fashion houses and found that the foreign professional experiences of creative directors predicted the creativity ratings of their collections. The results revealed individual curvilinear effects for all three dimensions: moderate levels of breadth and cultural distance were associated with the highest levels of creative innovations, whereas depth showed a decreasing positive effect that never turned negative. A significant three-way interaction shows that depth is the most critical dimension for achieving creative innovations, with breadth and cultural distance important at low but not high levels of depth. Our results show how and why leaders' foreign professional experiences can be a critical catalyst for creativity and innovation in their organizations

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

M. BIDWELL, S. WON, R. BARBULESCU, E. MOLLICK

Strategic Management Journal

août 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

http://ssrn.com/abstract=2440404


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

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

M. BIDWELL, S. WON, R. BARBULESCU, E. MOLLICK

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

http://ssrn.com/abstract=2440404


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

Magazine Reading Experience and Advertising Engagement: A Uses and Gratifications Perspective

J. KIM, J. W. LEE, S. JO, J. JUNG, J. KANG

Journalism & Mass Communication Quarterly

2015, vol. 92(1), n°1, pp.179-198

Départements : Management et Ressources Humaines

Mots clés : Media, Context, Advertisements, Communication, Readership, Predictors, Students, Model, Self

http://jmq.sagepub.com/content/92/1/179.abstract


Guided by the uses and gratifications theory, this study examines the structural relationships between a number of magazine reader experience factors and advertising engagement. The results from a survey of 507 female college students in South Korea suggest that personal experience, a second-order factor consisting of information, personal identification, and entertainment experiences, significantly influences advertising engagement, whereas the other factor, social experience, has no effect on advertising engagement. Theoretical and managerial implications are discussed.

Retard d’avion, imprévu, bagage égaré… Les principales causes de stress en voyages d’affaires

C. CIOBANU, D. ROUZIES, M. SEGALLA

Harvard Business Review

10 août 2015, vol. hbrfrance.fr

Départements : Marketing, GREGHEC (CNRS), Management et Ressources Humaines

http://www.hbrfrance.fr/chroniques-experts/2015/08/7901-retards-imprevus-vie-sociale-compliquee-les-principales-causes-de-stress-en-voyages-daffaires/


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

M. T. MAYNARD, D. M. KENNEDY, A. SOMMER

European Journal of Work & Organizational Psychology

2015, vol. 24, n°5, pp.652-677

Départements : Management et Ressources Humaines

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 Effect of Work Motivation on Job Satisfaction: A Case of Farashian Pre-Cast Concrete Company in Iran

M. MOTAVELLI, F. CHEVALIER

International Journal of Management Research and Business Strategy

janvier 2015, vol. 4, n°1, pp.59-82

Départements : Management et Ressources Humaines

Dirigé par: Françoise Chevalier

Mots clés : Motivational Factors, Job Satisfaction, Farashian Pre-cast Concrete Company


The two concepts of work motivation and job satisfaction and their relationship are the focus of this research. The case study for conducting this research is “Farashian pre-cast concrete company” in which we examine the relationship between the effect of motivational factors on employee job satisfaction in three levels including workers, office staff and managers. The main question of this research is whether motivational factors significantly affect the job satisfaction of Farashian Company employees. In order to gather data, a questionnaire with five-point Likert scale is distributed among the research population who are 100 employees of the company. Linear regression is used for testing the relationship between motivational factors and job satisfaction and TOPSIS technique to rank the motivational factors in three job levels. The results indicate that the motivational factors including security, recognition, relationship with supervisor and company policy are significantly influential on the workers job satisfaction and recognition as the most important one. For office staff, advancement, recognition and salary are motivational factors which have meaningful relationship with their job satisfaction and salary is discovered to be most significant motivational factor. Lastly, job satisfaction of the managers of Farashian Company is a function of motivational factors including relationship with peers, advancement and most importantly, achievement

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

R. BARBULESCU

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


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