August 2024
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41 Reads
Academy of Management Proceedings
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Publications (29)
August 2024
Academy of Management Proceedings
May 2024
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20 Reads
Social and Personality Psychology Compass
This article highlights the value in taking a multi‐temporal perspective to the literature on underdogs and favorites in competitive contexts. We contend that an inherent feature of the psychological experience of being an underdog or favorite is the coexistence of thoughts related to the past and future. Building upon this key insight, we adopt a multi‐temporal lens to compare current research on underdogs and favorites to the broader literature studying competition and motivation in intergroup contexts, with the goal of identifying possible areas of coherence and contradiction in relation to other relevant theoretical frameworks. Through this analysis, we put forth a set of what we hope are thought‐provoking research questions that are intended to guide and inspire future work in this domain.
October 2023
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44 Reads
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2 Citations
Journal of Applied Psychology
While it is well understood that the content included in an apology matters, what constitutes an effective apology may differ depending on the gender of the person delivering it. In this article, we test competing theoretical perspectives (i.e., role congruity theory and expectancy violation theory [EVT]) about the relative effectiveness of apologies that include language that conforms (or not) with the gender stereotypes ascribed to the apologizer. Results of four studies supported an EVT perspective and showed that apologies were perceived to be relatively more effective when they contradicted gender stereotypes (i.e., communal [agentic] apologies by men [women]). Specifically, Study 1 provided an initial test of the competing hypotheses using celebrity apologies on Twitter. Then, results of three experiments (Studies 2, 3a, and 3b) built upon these initial findings and tested the psychological mechanisms proposed by EVT to explain why counterstereotypical apologies are beneficial (i.e., attributions of interpersonal sensitivity [assertiveness] and enhanced perceptions of benevolence [competence] for men [women]). Our contributions to theory and practice are discussed.
August 2023
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68 Reads
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1 Citation
Organization Science
Organizations benefit from including employees with dissimilar values and perspectives, but their ability to realize these benefits is constrained by the degree to which those holding the dissimilar values (i.e., value minorities) feel comfortable engaging with their colleagues and the work of the collective. We extend theory on value dissimilarity by directly examining the experience of individuals whose values are dissimilar from those of their colleagues, and factors driving their engagement in work. Our examination spanned three studies: a laboratory experiment, a vignette study of employed adults, and a three-wave survey of student project groups. We found that the negative relationship between holding dissimilar values from one’s colleagues and engagement was lessened when value minorities disclosed personal information unrelated to their dissimilar values (Studies 1–3). Self-disclosure also moderated the negative relationship between value dissimilarity and feeling respected by one’s colleagues (Studies 2 and 3). Furthermore, felt respect mediated the effect of value dissimilarity on engagement, and this indirect effect was moderated by self-disclosure (Studies 2 and 3). Overall, this research is relevant to organizations seeking to capitalize upon the benefits of minority perspectives in the workforce but suggests that a critical first step is to prioritize the experience of value minorities and the decreased sense of social worth that can accompany this experience. By fostering an environment conducive to self-disclosure, organizations can help to alleviate the discomfort associated with value dissimilarity, thereby ensuring that all people, including the value minority, feel respected and are maximally engaged at work. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.15768 .
August 2023
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22 Reads
Academy of Management Proceedings
August 2023
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9 Reads
Academy of Management Proceedings
August 2023
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87 Reads
Academy of Management Proceedings
August 2022
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23 Reads
Academy of Management Proceedings
July 2022
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74 Reads
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1 Citation
Organization Science
The current research sheds new light on how and why status hierarchies impact interpersonal helping by examining people’s reactions to recently experienced status change. Specifically, we incorporate findings from research on the self-serving attributional bias to theorize about how the direction of status change (i.e., a gain or a loss) can shape the extent to which people accept or deflect personal responsibility for their change in status, which we argue will then impact other-concern and, thus, their willingness to help. Further, we identify status change legitimacy as a key contingency that will strengthen or weaken the psychological and behavioral effects of status change. Among firefighter teams (Study 1), participants in the laboratory (Studies 2 and 3), and student teams (Study 4), we show that (1) status change impacts interpersonal helping through its impact on changes in other-concern and (2) status change legitimacy moderates the effect of status change on both other-concern and interpersonal helping. Additionally, we document an asymmetry with regards to the effects of status change on both other-concern and helping behavior (i.e., with the negative impact of a status loss being stronger than the positive impact of a status gain). Theoretical and practical implications are discussed.
Citations (15)
... There are also some potential constraints on the present findings by race and gender that we could not account for. For example, previous research demonstrates that race and gender can affect responses to crime and apologies (ForsterLee et al., 2006;Polin et al., 2024). It could be that the present findings are constrained depending on characteristics of victims and offenders (e.g., race and/or gender) and/or characteristics of the crime (e.g., if racially motivated). ...
- Citing Article
- Publisher preview available
October 2023
Journal of Applied Psychology
... This is a form of sexual selection because it involves choice of mates. Once males began to compete for females in this manner, females would, in turn, have been subject to within-sex competition for acquiring relatively high-fitness and high-provisioning mates as well (DelPriore et al., 2017;Puts, 2010). By this process, females are subject to selection both in the context of their reproductive ecology as mediated by such factors as energetics, stress, and life history tradeoffs (Clancy, 2009), as well as in the context of mate choice by males. ...
Reference:
The Sexual Selection of Endometriosis
- Citing Article
October 2021
... Prior literature on status has primarily focused on the concept of status (e.g., Anicich, Fast, Halevy, & Galinsky, 2016;Hays & Blader, 2017). These studies mainly take a cognitive perspective and examine the effect of status on justice toward others (Blader & Chen, 2012), efforts in social exchange (Castellucci & Ertug, 2010), and sense of insecurity (Prato, Kypraios, Ertug, & Lee, 2019), ignoring gaining status, namely positive status change (Doyle & Lount, 2023), and its underlying emotional-based process. That said, we contend that, to paint a more complete picture, it is imperative to also take into account the construct of positive status and its underlying emotional mechanism (beyond the traditional construct of status and its cognitive perspectives; e.g., justice perspective or social exchange perspective). ...
- Citing Article
July 2022
Organization Science
... Next, our research speaks to the issue of "who succeeds versus fails under competition." While existing work on the effects of interteam competition has focused on intrateam factors such as gender composition (Baer et al., 2014), regulatory focus (Beersma et al., 2013), and internal hierarchy (Doyle et al., 2023), this work is unable to address between-team strategies that can deal with restricted knowledge access from peer teams and its utilization. In addressing this, we show that the effects of inter-team competition on team innovation are contingent on the degree to which teams occupy strategic brokerage positions in the inter-team information exchange network. ...
- Citing Article
April 2022
Academy of Management Journal
... For example, experienced healthcare workers demonstrated greater resilience in high-stress environments (Kim et al., 2023). Hart et al., (2014) found that experience contributed to enhanced coping mechanisms and psychological well-being among nurses during the pandemic. ...
- Citing Article
April 2022
Social Psychological and Personality Science
... They demonstrate that, for people, products, and organizations, observers see a prior increase [decrease] in status as likely to lead to future increases [decreases]. Further, though momentum initially determines the direction of future rank estimations (above versus below the current rank), people's beliefs about a ranked actor's intentions refine the angle at which their trajectory is extrapolated [29]. Additionally, how leaders who experience status loss behave after the loss is crucial for their trajectory. ...
- Citing Article
March 2022
Organizational Behavior and Human Decision Processes
... However, new status holders may interpret or appraise this event differently and experience distinct types of pride (i.e., authentic pride and hubristic pride) and this interpretation or appraisal is determined by contextual factors. That is, given that status is socially determined and conferred by others in a team (Berger, Cohen, & Zelditch Jr, 1972;Correll & Ridgeway, 2006;Hays et al., 2022), how positive status change is interpreted is likely to be affected by the context of the team (Bunderson, 2003;Campbell, Liao, Chuang, Zhou, & Dong, 2017;Kim & Wiesenfeld, 2017;Kim, McClean, Doyle, Podsakoff, Lin, & Woodruff, 2021;Swaab, Schaerer, Anicich, Ronay, & Galinsky, 2014). Building on the above, we use the two-facet model of pride to recognize status differentiation as a crucial contextual factor that significantly affects how new status holders interpret their status changes. ...
- Citing Article
- Publisher preview available
October 2021
Journal of Applied Psychology
... Despite the strengths of this research, common method bias remains a limitation, as we measured the mediator and the dependent variable in the same questionnaire across some of our studies (Supplemental Studies S2a and S2b address this concern at https://osf.io/9dpqv/). In addition, echoing work on underdog expectations and the desire to prove others wrong (Nurmohamed, 2020), there may also be instances in which alternate choices are motivated to perform effectively through more adaptive mechanisms (Doyle et al., 2022;Lount et al., 2017;Nurmohamed et al., 2021). Moreover, we did not differentiate between newcomers to an organization versus employees transitioning to a new role within the same organization. ...
- Citing Article
July 2021
Academy of Management Journal
... An implicit or explicit rank order indicates that individuals are aware of the hierarchies in which they are embedded (Magee & Galinsky, 2008). Hierarchy emerges spontaneously and rapidly in social groups and can influence individual behavior (Doyle et al., 2020;Halevy et al., 2011;Kennedy & Anderson, 2017). However, the conclusions of existing research on whether high-hierarchy individuals are more likely to comply with social moral norms or violate them (i.e., behave unethically) when facing group and social moral constraints are inconsistent. ...
- Citing Article
August 2020
Academy of Management Proceedings
... The task visibility of star employees The task visibility of star employees was assessed adopting the scale developed by Lount et al. (2019). A representative item is "I know how much work star employees in the organization do". ...
- Citing Article
May 2019
Management Science