R. Wayne Boss’s research while affiliated with University of Colorado Boulder and other places

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Publications (52)


Figure 1. Conceptual overview of deontic and instrumental technology perceptions
Deontic technology perceptions: a complementary view to instrumental perspectives on technology acceptance and use
  • Article
  • Full-text available

November 2022

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20 Reads

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1 Citation

Journal of Humanities and Applied Social Sciences

Matthew B. Perrigino

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Benjamin B. Dunford

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R. Wayne Boss

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[...]

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David S. Boss

Purpose For decades, organizational research has primarily considered instrumental technology perceptions (ITP) – emphasizing how technology impacts the personal interests of end users themselves – to understand technology acceptance. The authors offer a complementary paradigm by introducing deontic technology perceptions (DTP), defined as the degree to which individuals believe that the technology they use is beneficial to other individuals beyond themselves (e.g. beneficial to customers). Design/methodology/approach The authors collected quantitative survey-based data from three different hospitals located in the United States. On the basis of conservation of resources theory, the authors investigated whether both DTP and ITP were associated with improved work-related well-being. Findings Two pilot studies ( n = 161 and n = 311 nurses) substantiated our DTP conceptualization. Our primary study ( n = 346 nurses) found support for the association between DTP and improved work-related well-being. Evidence for the relationship between ITP and work-related well-being was mixed and the authors did not find a statistically significant interaction between DTP and ITP. Originality/value The authors build on decades of research on technology acceptance by complementing it with our deontic perspective. Our work demonstrates that technology users pay attention and react meaningfully to how their use of technology impacts not only themselves but also external parties like patients, customers and members of the general public.

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The cross‐level direct and moderating effects of group star proportion on non‐star job performance
Note. Solid lines represent relationships tested in both Study 1and Study 2; dotted lines represent relationships tested in Study 2.
The curvilinear relationship between group star proportion and non‐star job performance—Study 1 (healthcare organization)
The curvilinear relationship between group star proportion and non‐star job performance—Study 2 (real estate firm)
The moderating effect of group star proportion on the conditional relationship between non‐star tenure and non‐star job performance—Study 2 (real estate firm)
The moderating effect of group star proportion on the conditional relationship between non‐star negative affect and non‐star job performance—Study 2 (real estate firm)
Shining with the Stars? Unearthing how group star proportion shapes non‐star performance

September 2020

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180 Reads

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38 Citations

Personnel Psychology

Organizations grapple with how to position and manage star employees within and across workgroups. One critical question not yet well understood is how to optimize the influence of stars on non‐stars and specifically whether to concentrate together or spread out stars across workgroups. Furthermore, we lack knowledge of who is more likely to benefit from stars. To that end, we develop a theoretical model that introduces a new unit‐level concept—group star proportion—to progress understanding of how the staffing of stars, within and across workgroups, influences non‐star performance. Invoking theories of vicarious learning, we explicate why group star proportion has a curvilinear relationship with non‐star performance. Specifically, group star proportion positively relates to non‐star performance up to a point at which there are diminishing returns. In Study 1, we tested these predictions in a field data set in a healthcare system. In Study 2, we replicated these findings in a commercial real estate firm and expanded understanding of how group star proportion may serve as a cross‐level moderator of non‐star performance and two critical individual differences germane to learning: non‐star tenure and trait negative affect. Findings offer theoretical and practical insights into how stars might be of most benefit to their non‐star peers. This article is protected by copyright. All rights reserved


Figure 1. Reported Quality of Conflict Management Interviews (CMIs) by Line Manager and Period
Figure 2. Survival Rate (Probability of Continued Employment with the Organization)
Effect of Conflict Management Interviews (CMIs) on Formal Grievances
Effect of Conflict Management Interviews (CMIs) on Department
Integrated Conflict Management Systems Pay Off with Lower Levels of Formal Grievances and Lower Turnover Rates

October 2019

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420 Reads

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5 Citations

ILR Review

The authors analyze an eight-year, multi-source, longitudinal data set that followed a non-union health care system in the eastern United States as it implemented a major preventative conflict management initiative placing responsibility for conflict resolution directly in the hands of line managers and employees. The initiative was a system-wide implementation of conflict management interviews (CMIs) between employees and supervisors, designed to enable them to proactively resolve conflict and follow up on agreements for improving their working relationships. The authors investigate survey and personnel file data from 5,456 individuals from 2003 to 2010 and test key predictions of Integrated Conflict Management Systems (ICMS) theory. They find that employees whose managers provide high-quality CMIs have a lower likelihood of formal grievances, significantly more perceptions of participative department culture, and lower turnover rates. Collectively, these findings suggest that simply holding CMIs may not be sufficient; rather, the quality of CMIs may be the key to successful outcomes.


Figure 1: Theoretical model. *Study 1: scenario experiment. **Study 2: field study in a hospital
Figure 2: The moderating effect of task satisfaction on the relationship between supervisor support and supervisor-based self-esteem
The More You Care, the Worthier I Feel, the Better I Behave: How and When Supervisor Support Influences (Un)Ethical Employee Behavior

December 2018

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523 Reads

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46 Citations

Journal of Business Ethics

This article investigates the effects of perceived supervisor support on ethical (organizational citizenship behaviors) and unethical employee behavior (counterproductive workplace behavior) using a multi-method approach (one experiment and one field survey with multiple waves and supervisor ratings of employees). Specifically, we test the mediating mechanism (i.e., supervisor-based self-esteem) and a boundary condition (i.e., employee task satisfaction) that moderate the relationship between support and (un)ethical employee behaviors. We find that supervisor-based self-esteem fully mediates the relationship between supervisor support and (un)ethical employee behavior and that employee task satisfaction intensifies the relationship between supervisor support and supervisor-based self-esteem.


Resolving Intractable Conflicts Through Third-Party Facilitation: A 14-Year Study

April 2018

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86 Reads

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5 Citations

The Journal of Applied Behavioral Science

Intractable conflicts between two individuals within an organization can be particularly detrimental, exerting ripple effects that affect other individuals, entire units, or the organization as a whole. This study extends previous research on third-party consultation interventions by exploring trust and other variables that facilitate intractable conflict resolution, while examining several outcomes over time. Data for this 14-year study in an operating room came from self-reports by the participants, behavioral observations by hospital administrators, and hospital records. Results include statistically significant improvement in trust measures, individual and group effectiveness, increased availability of surgical supplies and equipment, reduced physician abuse of scheduling privileges, decreased verbal abuse of nurses by physicians, the elimination of nursing turnover, and a decision by the surgeons to not build an outpatient surgical center. From a methodological standpoint, our quasi-experimental design using longitudinal panel data provide strong evidence for the effectiveness of organization development interventions on intractable conflicts, including not only how resolutions and positive outcomes occur but also how they can endure over time.


Work–family culture within hospitals: An interdepartmental analysis of employee engagement and retention

December 2017

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131 Reads

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5 Citations

Health Care Management Review

Background: Helping employees balance their work and family needs is increasingly pivotal for attracting, engaging, and retaining key talent in health care. Yet, emerging theory and anecdotal evidence suggest that, within organizations, there is considerable variation between departments or units regarding how employees' lives outside work are supported. Despite top management's efforts to develop a unified organizational work-family culture, departments have a tendency to take on their own culture, norms, and traditions such that some are more supportive than others. Purpose: We investigate whether more positive work-family cultures improve functioning within hospital departments. Methodology/approach: We surveyed 680 hospital employees nested within 60 departments at a hospital located in the southeastern United States. Results: Departments with a more (vs. less) positive work-family culture tend to have higher levels of (a) employee engagement, (b) pride in their organization, (c) confidence in management and leadership, and (d) intention to remain with the organization. Our analyses were robust when splitting the sample between clinical (e.g., nurses and physicians) and nonclinical (e.g., office, clerical, and support services) roles. Conclusion: Our study sheds further light on the importance of a positive work-family culture within hospitals. The key to instilling a positive, organization-wide work-family culture may be through a department-by-department focus. Practice implications: Benefits of positive work-family cultures within departments can extend beyond job-related attitudes and can potentially enhance recruitment strategies, improve a hospital's external image to the public, and lead to improvements in patient care and more positive patient experiences.


Be Fair, Your Employees Are Watching: A Relational Response Model of External Third‐Party Justice

August 2014

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515 Reads

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34 Citations

Personnel Psychology

There is growing theoretical recognition in the organizational justice literature that an organization’s treatment of external parties (such as patients, community members, customers, and the general public) shapes its own employees’ attitudes and behavior toward it. However, the emerging third-party justice literature has an inward focus, emphasizing perceptions of the treatment of other insiders (e.g., co-workers or team members). This inward focus overlooks meaningful “outward” employee concerns relating to how organizations treat external parties. We propose a relational response model to advance the third-party justice literature asserting that the organization’s fair treatment of external parties sends important relational signals to employees that shape their social exchange perceptions toward their employer. Supporting this proposition, in two multi-source studies in separate healthcare organizations we found that patient-directed justice had indirect effects on supervisory cooperative behavior ratings through organizational trust and organizational identification.


Is Burnout Static or Dynamic? A Career Transition Perspective of Employee Burnout Trajectories

February 2012

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756 Reads

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138 Citations

Journal of Applied Psychology

Despite decades of theory and empirical research on employee burnout, its temporal and developmental aspects are still not fully understood. This lack of understanding is problematic because burnout is a dynamic phenomenon and burnout interventions may be improved by a greater understanding of who is likely to experience changes in burnout and when these changes occur. In this article, we advance existing burnout theory by articulating how the 3 burnout dimensions should differ in their pattern of change over time as a result of career transition type: organizational newcomers, internal job changers (e.g., promotions or lateral moves), and organizational insiders (i.e., job incumbents). We tested our model in a broad sample of 2,089 health care employees, with 5 measurement points over 2 years. Using random coefficient modeling, we found that burnout was relatively stable for organizational insiders but slightly dynamic for organizational newcomers and internal job changers. We also found that the dimensions of emotional exhaustion and depersonalization were more sensitive to career transition type than reduced personal accomplishment. Finding some differences among different types of employees as well as the dimensions of burnout may begin to explain longstanding inconsistencies between theory and research regarding the dynamics of burnout, offering directions for future research that address both dynamism and stability.


Corporate Social Responsibility and the Benefits of Employee Trust: A Cross-Disciplinary Perspective

August 2011

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1,225 Reads

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503 Citations

Journal of Business Ethics

Research on corporate social responsibility (CSR) has tended to focus on external stakeholders and outcomes, revealing little about internal effects that might also help explain CSR-firm performance linkages and the impact that corporate marketing strategies can have on internal stakeholders such as employees. The two studies (N=1,116 and N=2,422) presented in this article draw on theory from both corporate marketing and organizational behavior (OB) disciplines to test the general proposition that employee trust partially mediates the relationship between CSR and employee attitudinal and behavioral outcomes. Both studies provide evidence in support of these general relationships. Theoretical and practical implications of these findings are discussed in the context of CSR and corporate marketing research. KeywordsCorporate marketing–Corporate social responsibility–Employee attitudes–Employee trust–Ethical corporate marketing–Organizational behavior


INCREASING STUDENT ENGAGEMENT AND LEARNING: USING BIG HAIRY AUDACIOUS GOALS AS AN EMPOWERING SEMESTER PROJECT

January 2011

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213 Reads

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7 Citations

Public Administration Quarterly

Empowering students in ways that significantly increase their engagement and learning is challenging. This paper describes how Collins and Porras' (1994) concept of the Big Hairy Audacious Goal (BHAG, pronounced bee-hag) functions as an empowering semester project that significantly increases student engagement and learning. Based on Thomas and Velthouse's (1990) operationalization of empowerment as intrinsic task motivation, this essay outlines how to implement the BHAG as a semester project and offers evidence of increased student empowerment and learning. The discussion and findings in this essay will help management educators develop ways in which they can empower students in the courses they teach as well as increase their students' engagement and learning through this open-ended semester project.


Citations (40)


... However, these effects also vary by context, motives, and whether peers perceive potential benefits versus threats from high performers (Campbell et al. 2017). Star performers influence their non-star peers in various ways, with effects depending upon factors such as non-star competence and status (Kehoe and Bentley 2021) and the proportion of stars within and across workgroups (Call et al. 2021). ...

Reference:

A Star Is Born or Not: Understanding the Star Emergence Gender Gap
Shining with the Stars? Unearthing how group star proportion shapes non‐star performance

Personnel Psychology

... Additionally, Gramberg, Teicher, Bamber, and Cooper (2017) find that conflict resolution facilitates employee participation in decision-making, commitment, and employee retention. Dunford, Mumford, and Boss (2020) also retorted those employees whose managers engage in conflict resolution have the perception of involvement culture, organizational citizenship behaviour, and lower turnover rates. The study of Alam, Arora, and Gupta (2020) also confirms that conflict resolution dimensions such as problem-solving discussions, communication skills, team mediation, teamwork, departure, reaction, and effective listening have a significant influence on employee participation in decision-making, organizational citizenship behaviour, and intention to leave. ...

Integrated Conflict Management Systems Pay Off with Lower Levels of Formal Grievances and Lower Turnover Rates

ILR Review

... In contrast to the Israeli-Palestinian intractable conflict, take recently published case study of effectiveness of third-party mediation in resolving intractable conflicts (Boss et al. 2018). Here, the issue at question was a workplace disagreement in a hospital between a physician Mary and a surgeon Don, the result of which was "difficult working environment" (Boss et al. 2018, 243). ...

Resolving Intractable Conflicts Through Third-Party Facilitation: A 14-Year Study
  • Citing Article
  • April 2018

The Journal of Applied Behavioral Science

... For WFC, it is argued that theories of institutional and organisational culture may be complementary due to their multiple points of connection (Zilber, 2011). WFC has been assessed as an antecedent (Mauno et al., 2005;Perrigino et al., 2019) as well as a moderator (Marescaux et al., 2020) in numerous studies. The complementary nature of cultural theories may allow WFC to adopt a dynamic position. ...

Work–family culture within hospitals: An interdepartmental analysis of employee engagement and retention
  • Citing Article
  • December 2017

Health Care Management Review

... The study presented the concept of ethical behavior in details explaining that one of the characteristics of this behavior is the individual interest in maximizing benefits for both the organization and individuals, which is closely associated with volunteer behavior. In addition, a recent study found out that Caring-Ethical climate can decrease unethical behaviors such as harassment and violation due to the perception of organizational support (Sguera, Bagozzi, Huy, Boss, & Boss, 2018). ...

The More You Care, the Worthier I Feel, the Better I Behave: How and When Supervisor Support Influences (Un)Ethical Employee Behavior

Journal of Business Ethics

... At the personal level, trust can be understood as a factor for effectiveness in the managerial organizational setting. Trust is a key predictor of group accomplishment and behavior as it is essential for motivation, information sharing; managers' commitment and efficient problem-solving by reducing uncertainty, i.e., [47]. More positively, trust is linked to the social relations within which business transactions are embedded. ...

TRUST AND THIRD-PARTY CONSULTATION: A LONGITUDINAL STUDY.
  • Citing Article
  • August 2006

Academy of Management Proceedings

... Thus, initially this concept was resisted but currently receives increased conceptual attention (Joardar & Wu, 2011;Kolman, Christofor, & Kuckertz, 2007;Kuratko et al., 2005;Lau, Schaffer, & Au, 2007, Lumpkin & Erdogan, 2004Poon, Ainuddin, & Junit, 2006;Shane & Venkataraman, 2000). Although IEO is considered an under researched area, empirical attention is rising (Bolton & Lane, 2012;Huang & Wang, 2011;Joardar & Wu, 2011;Krueger, 2005;Lumpkin & Erdogan, 2004;Monsen & Boss, 2004;Shane & Venkataraman, 2000;Quince & Whittaker, 2003). ...

MAPPING THE DIFFERENTIAL IMPACT OF ENTREPRENEURIAL ORIENTATION ON PERFORMANCE IN A HEALTHCARE ORGANIZATION

... Four important lines of logic are relevant: (a) employees' vicarious experiences of others' leadership or injustice experiences directly affect themselves (Dhanani & LaPalme, 2019;J. L. Huang et al., 2015), (b) injustice can increase uncertainty , (c) injustice conveys negative relational cues (Dunford et al., 2015;Walker et al., 2013), and (d) relational cues from the manager-supervisor dyad can shape employees' perceptions of supervisors' linking-pin role effectiveness (Venkataramani et al., 2010). This logic coalesces to support how the negative relational cues conveyed by managers' abusive supervision toward the supervisor would heighten employees' uncertainty about their supervisors' relationship with and level of influence with the manager and thus their linking-pin role effectiveness. ...

Be Fair, Your Employees Are Watching: A Relational Response Model of External Third‐Party Justice
  • Citing Article
  • August 2014

Personnel Psychology

... Au niveau de l'équipe, il s'agit d'encourager le développement du travail d'équipe dans les associations (teambuilding, travail à distance) et l'empouvoirement des étudiants dans des projets qui font sens (Sanders, Boss, Boss et McConkie, 2011). Ceci suppose la promotion de la formation en mode projet, un encadrement et des retours d'expérience pour sécuriser les étudiants et améliorer les méthodes de travail collectif. ...

INCREASING STUDENT ENGAGEMENT AND LEARNING: USING BIG HAIRY AUDACIOUS GOALS AS AN EMPOWERING SEMESTER PROJECT
  • Citing Article
  • January 2011

Public Administration Quarterly

... The literature supports our results that culture can change but such change requires time and deliberate investment. Boss et al. [20] reported long-term culture change occurring over thirty years that included improved organization climate and leader effectiveness spurred by an organization development program to address change in the public sector. ...

Sustainable Change in the Public Sector: The Longitudinal Benefits of Organization Development
  • Citing Article
  • December 2010

The Journal of Applied Behavioral Science