Scholarly Works, Management

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https://hdl.handle.net/10919/24340
Research articles, presentations, and other scholarship

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Browsing Scholarly Works, Management by Content Type "Article"

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  • Editorial Commentary
    Devers, Cynthia E. (SAGE, 2023-10-26)
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    Killing Me Softly: Organizational E-mail Monitoring Expectations' Impact on Employee and Significant Other Well-Being
    Becker, William J.; Belkin, Liuba Y.; Conroy, Samantha A.; Tuskey, Sarah (SAGE, 2019-12-12)
    This paper tests the relationship between organizational expectations to monitor work-related electronic communication during nonwork hours and the health and relationship satisfaction of employees and their significant others. We integrate resource-based theories with research on interruptions to position organizational expectations for e-mail monitoring (OEEM) during nonwork time as a psychological stressor that elicits anxiety due to employee attention allocation conflict. E-mail–triggered anxiety, in turn, negatively affects the health and relationship quality of employees and their significant others. We conducted three studies to test our propositions. Using the experience sampling method with 108 working U.S. adults, Study 1 established within-employee effects of OEEM on anxiety, employee health, and relationship conflict. Study 2 used a sample of 138 dyads of full-time employees and their significant others to replicate detrimental health and relationship effects of OEEM through anxiety. It also showed crossover effects of OEEM on partner health and relationship satisfaction. Finally, Study 3 employed a two-wave data collection method with an online sample of 162 U.S. working adults to provide additional support for the OEEM construct as a distinct and reliable job stressor and replicated findings from Studies 1 and 2. Taken together, our research extends the literature on work-related electronic communication at the interface of work and nonwork boundaries, deepening our understanding of the impact of OEEM on employees and their families’ health and well-being.
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    Preference-driven biases in decision makers’ information search and evaluation
    Chaxel, Anne-Sophie; Russo, J. Edward; Kerimi, Neda (Society for Judgment and Decision Making (SJDM) and the European Association for Decision Making (EADM), 2013-09)
    While it is well established that the search for information after a decision is biased toward supporting that decision, the case of preference-supporting search before the decision remains open. Three studies of consumer choices consistently found a complete absence of a pre-choice bias toward searching for preference-supporting information. The absence of this confirming search bias occurred for products that were both hedonic and utilitarian, both expensive and inexpensive, and both high and low in expected brand loyalty. Experiment 3 also verified the presence of the expected post-choice search bias to support the chosen alternative. Therefore the absence of a pre-choice search bias in all three studies was not likely to be due to our using a method that was so insensitive that a search bias would not be observed under any circumstances. In addition to the absence of an effect of prior preferences on information selection, subjects’ self-reported search strategies exhibited a clear tendency toward a balance of positive and negative information. Across the three studies, we also tested for the presence of a preference-supporting bias in the evaluation of the information acquired in the search process. This evaluation bias was found both pre- and post-choice.
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    Value Creation and Tension in Coopetition: The Emergence of Virtuous and Vicious Cycles
    Ryan-Charleton, Tadhg; Gnyawali, Devi R. (Academy of Management, 2021-08)
    Literature on tension in coopetition has focused almost exclusively on ‘simultaneity tension’, which is rooted in the interplay of simultaneous competition and cooperation. Our paper identifies and unpacks a distinct ‘value tension’ which occurs due to simultaneous firm value creation and joint value creation in coopetition. We layout incompatibilities between firm value creation, which is collaborative, and joint value creation, which is cooperative, and articulate the inherent challenges of pursuing both simultaneously. Efforts to pursue both can pull resources in opposing directions, forego scale and scope advantages, and undermine isolating mechanisms that are at odds with each other. We illuminate positive and negative synergies depending on the extent to which firm value creation and joint value creation are pursued simultaneously and how the ensuing tension is managed. We suggest that subsequent behaviors may reinforce the positives, leading to virtuous cycles, or negatives, leading to vicious cycles. Our integration of the coopetition literatures on tension and value with broader strategic management discourse regarding value creation provides novel future-focused insights concerning coopetition and interorganizational relationships.