August 2024
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62 Reads
Academy of Management Proceedings
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August 2024
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62 Reads
Academy of Management Proceedings
August 2023
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24 Reads
Academy of Management Proceedings
August 2023
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38 Reads
Academy of Management Proceedings
April 2023
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91 Reads
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4 Citations
Introduction Are nurses who voice work-related concerns viewed as positive contributors to a team? We propose that the extent to which healthcare professionals consider voice by nurses as helpful for the team depends on how psychologically safe they feel. Specifically, we hypothesized that psychological safety moderates the relationship between voice of a lower ranking team member (i.e., a nurse) and perceived contribution by others, such that voice is more likely to be seen as valuable for team decision-making when psychological safety is high but not when it is low. Methods We tested our hypotheses with a randomized between-subjects experiment using a sample of emergency medicine nurses and physicians. Participants evaluated a nurse who either did or did not speak up with alternative suggestions during emergency patient treatment. Results Results confirmed our hypotheses: At higher levels of psychological safety the nurse’s voice was considered as more helpful than withholding of voice for team decision-making. This was not the case at lower levels of psychological safety. This effect was stable when including important control variables (i.e., hierarchical position, work experience, gender). Discussion Our results shed light on how evaluations of voice are contingent on perceptions of a psychologically safe team context.
August 2022
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11 Reads
Academy of Management Proceedings
August 2020
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139 Reads
Academy of Management Proceedings
August 2020
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41 Reads
Academy of Management Proceedings
August 2020
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106 Reads
Academy of Management Proceedings
October 2019
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1,047 Reads
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95 Citations
The Academy of Management Annals
June 2019
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399 Reads
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139 Citations
Journal of Applied Psychology
A central idea in the feedback seeking literature is that there should be a positive relationship between self-efficacy and the likelihood of seeking feedback. Yet empirical findings have not always matched this theoretical claim. Departing from current theorizing, we argue that high self-efficacy may sometimes decrease feedback seeking by making people undervalue feedback and that perspective taking is an important factor in determining whether or not this occurs. Results from 5 studies, utilizing diverse methodologies and samples, support our hypothesis that the relationship between self-efficacy and feedback seeking depends on the extent to which one engages in perspective taking. In the absence of perspective taking, self-efficacy tends to be more negatively related to feedback seeking. However, when perspective taking occurs, this relationship tends to be more positive. We also provide evidence that this interaction effect is mediated by perceptions of the value of feedback. We discuss the implications of our theory and findings for the feedback seeking literature and more broadly. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
... The impact of hierarchical structures on nurses' speaking up was found to be especially prevalent in Asian countries, likely due to distinctive Asian cultural characteristics such as strong hierarchies of title and age, and a strong value placed on maintaining highly courteous relationships (Lee et al. 2021;Lee, Dahinten, et al. 2022). Hierarchical structure or hierarchical culture can negatively impact psychological safety (Appelbaum et al. 2020;O'Donovan and McAuliffe 2020;Remtulla et al. 2021), causing healthcare workers to refrain from speaking up (Weiss, Morrison, and Szyld 2023). As the psychological impact of nurses' speaking up in a hierarchical setting is linked with patient safety (Arad et al. 2022;O'Donovan and McAuliffe 2020;Weiss, Morrison, and Szyld 2023), healthcare managers or leaders should establish a positive organisational culture that nurtures nurses' voice behaviour. ...
April 2023
... Employees with strong support systems or high levels of resilience may be more likely to engage with and benefit from mental health programs. Conversely, those already experiencing resource depletion may struggle to participate in such initiatives, highlighting the need for targeted and accessible interventions considering individual circumstances and resource levels [12]. ...
October 2019
The Academy of Management Annals
... As further justification for investigating these three countries, real estate research often combines samples from the US, UK and Canada (Newell and Webb, 1996;Rehman et al., 2020;Wilson and Jogia, 2024;Wilson et al., 2023a, b). Prolific is regularly used to collect data on consumers and the general public for economics, finance and psychology research (Marreiros et al., 2017;Mosleh et al., 2021;Palan and Schitter, 2018;Sherf and Morrison, 2020;Wilson et al., 2023a, b). Moreover, Prolific was selected as it is a reliable method of obtaining quality data (Porter et al., 2019). ...
June 2019
Journal of Applied Psychology
... This study uses quantitative analysis methods, as it focuses on the impact of the organizational support received by expatriates on their taking charge behavior, which represents a more suitable context for quantitative analysis methods. The theoretical implications of this study lie in its exploration of whether expatriate POS can motivate expatriates to take charge, which reveals the mechanism through which expatriates' POS affects their taking charge behavior, and its efforts to identify how the environmental factors of subsidiaries regarding taking charge by conveying the organization's willingness to provide work and social and emotional support to expatriates (Weiss & Morrison, 2019). Subsidiaries that are characterized by a highly supportive environment recognize expatriates' extra effort and value their contributions (Takeuchi et al., 2009); accordingly, in this context, expatriates are more prone to initiate behavior (e.g., taking charge) with the goal of maximizing their value within the subsidiary (Weiss & Morrison, 2019). ...
December 2017
Journal of Organizational Behavior
... Indeed, pressure to maintain ties to practice and to bridge the research-practice (aka "science-practice") gap is perennial (Banks et al., 2021). In addition, it would not be hyperbole to reiterate that the Grand Challenges of our time require research that informs policy and has a global impact in mind (Aguinis et al., 2016). However, to achieve the lofty goal of enhancing scholarly impact, we first must be able to define and measure it. ...
January 2016
Behavioral Science & Policy