Smriti Anand

Smriti Anand
Illinois Institute of Technology | IIT · Stuart School of Business

PhD, SIOP Scholar

About

37
Publications
37,158
Reads
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1,134
Citations
Additional affiliations
August 2011 - February 2016
Illinois Institute of Technology
Position
  • Professor (Assistant)
August 2011 - November 2017
Illinois Institute of Technology
Position
  • Professor (Associate)
August 2005 - May 2011
University of Illinois at Chicago
Position
  • Instructor

Publications

Publications (37)
Article
The impact of legislation in shaping social norms has captured both scholarly and practitioner attention in the past decades. However, limited understanding exists on how social legislation can create economic value for firms and thereby strengthen the business case for such legislation. We attempt to theorize and test this phenomenon in the contex...
Article
Purpose In the new post-COVID-19 work order, this study aims to examine whether and how individual-level social distancing interacts with workgroup-level socio-affective support to influence employee exhaustion and performance. Design/methodology/approach Multi-level analyses of time-lagged multi-source data from 231 employees nested in 34 workgro...
Article
Research on calling has largely focused on its benefits for employees. This study contends that experiencing work as a moral duty based calling in invisible-dirty occupations can yield both favorable and unfavorable employee outcomes. Whether employees feel burdened or supported in their work and family roles depends on the demands and resources pr...
Article
In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perception...
Article
We test theory regarding the within-group dynamics linking employees’ leader fairness judgments to the receipt of idiosyncratic deals (“i-deals”), and how differences between workgroups in the extent and variability of i-deals influence workgroup performance. We assert that employees, their coworkers, and the workgroup leader are three key stakehol...
Article
In the current investigation, idiosyncratic deals (i-deals; individualized work arrangements) are modeled as differentiated resources that shape leader-member exchange (LMX) relationships in workgroups. We integrate literature on leader-member exchange (LMX) with research on i-deals to argue that employee evaluations of i-deals received from the gr...
Article
In this paper we explore the context of the relationship between leader-member exchange and organizational citizenship behaviors (OCB). We maintain that workgroup leader's power distance and the extent of task interdependence in the group exert cross-level effects on the LMX-OCB relationship. We assert that leader power distance attenuates the rela...
Article
Non-compete agreements (also known as Covenants Not to Compete or CNCs) are frequently used by many businesses in an attempt to maintain their competitive advantage by safeguarding their human capital and the associated business secrets. Although the choice of whether to include CNCs in employment contracts is made by firms, the real extent of thei...
Article
The authors extend i-deals theory to an individual-within-a-team context. Drawing upon social comparison theory, they contend that individuals will react to their own i-deals within the context of group members' i-deals. Therefore, they examine the role of relative i-deals (an individual's i-deals relative to the team's average) in relation to empl...
Article
Full-text available
We provide a review of research on dyadic relationships in work settings. The development, maintenance, and termination of relationships are discussed. Considerable attention is placed on the context in which dyadic relationships take place. Most recent developments in the study of dyadic relationships have involved multi-level research designs tha...
Chapter
Idiosyncratic deals (i-deals) theory is rooted in the premise that i-deal seekers and grantors are embedded in the workgroup context. Extant research, however, has paid scant attention to the influence wielded by leaders and coworkers on the relationship between individuals’ i-deals and their antecedents and consequences. We review i-deals research...
Conference Paper
Covenants not to compete (CNCs) are commonly used to assist firms in guarding their valuable human capital and thus maintaining their competitive edge. However, empirical evidence regarding the net impact of CNCs on the firm is largely inconclusive. Theorizing that CNCs impose restrictions on employee mobility and thus reduce their motivation to en...
Chapter
We review research in the variability in leader–member exchange relationships (LMX), called LMX differentiation, since its conception in LMX research. We examine the relevant theories of social comparison, relative deprivation, and organizational justice to underpin the motives and consequences of LMX differentiation. We also outline the overlap an...
Chapter
This case study captures some of the career issues facing women and members of minority groups in US society. The story is of a high achieving minority woman manager and the way her career advanced and then declined, leading her finally to leave her employment after investing 7 years in the organization. The views are presented of the senior manage...
Article
The MBA degree comes with an opportunity cost and a high price tag, but how does it provide value to the graduates? The current research attempts to explore the value proposition of MBA degree. Going beyond the traditional measures of the value of MBA degree we explore the relationship between special work arrangements that employees negotiate with...
Article
Extending work-family conflict research, we draw on role theory and conservation of resources theory to propose a moderated-mediation model of the relationship between family interference with work, job stress, agreeableness and employee attitudes. We examined the moderating effect of employee agreeableness on the relationship between family interf...
Article
Full-text available
Purpose – This paper aimed to explore the relationship between flexibility i-deals and employee attitudes. The authors developed theory and tested a non-linear model between i-deals and perceived organizational support (POS), and career satisfaction. Design/methodology/approach – Hierarchical linear modeling using multisource data collected in a f...
Article
Full-text available
In this study, we develop and test a model that extends leader-member exchange (LMX) theory to a dual leadership context. Drawing upon relative deprivation theory, we assert that when employees work for 2 leaders, each relationship exists within the context of the other relationship. Thus, the level of alignment or misalignment between the 2 relati...
Article
Employees’ leaders and coworkers have the potential to influence their willingness to seek individually negotiated customized work arrangements or idiosyncratic deals (i-deals). We propose that fair leaders are more likely to fulfill employee needs by granting i- deals. Further we reason that the effect of leader fairness on i- deals exists within...
Article
Extant emotional intelligence research has examined the relationship between employees' emotional intelligence and their job performance. We developed theory to extend this line of research to the domain of leader–employee relationships. Integrating emotional intelligence research with social exchange theory, we contended that leaders' emotion perc...
Chapter
Full-text available
This chapter reviews research in leader-member exchange theory since 2002. We briefly describe basic tenets of LMX theory and analyze recent research that has examined the context of LMX. To this purpose we look at LMX differentiation studies, cross-cultural studies that have tested LMX theory in non-western cultures, and studies that relate LMX th...
Article
Idiosyncratic deals ("i-deals") are special arrangements that individuals negotiate with their employers. This study investigates the link between i-deals and organizational citizenship behavior (OCB). From the perspective of social exchange theory, the relationship between individuals' i-deals and OCB should depend on the quality of workplace rela...
Article
Full-text available
Taking an approach integrating principles of leader-member exchange (LMX) differentiation with social comparison theory, we contend that subjective ratings by individuals of their LMX compared to the LMXs of coworkers (labeled LMX social comparison, or LMXSC) explain unique and meaningful variance in outcomes beyond LMX and the actual standing of t...
Article
This article proposes a model of job offer-acceptance to explain the complex relationship between job offer acceptance intention and actual behavior. We integrate attraction-selection-attrition and person-environment fit theories with elimination-by-aspects theory of choice making to explain offer acceptance behavior in the presence of multiple job...