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86
Levels issues in theory development, data collection, and analysis
- Academy of Management Review
, 1994
"... De<plt » past entreaties to organizational theorists and reseontchars to address levels issues more carefully, levels issues continue to arouse confusion and controversy within &e organizational literature. We highlight three alternative assumptions that underlie the specifica-tion of levels ..."
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Cited by 235 (7 self)
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De<plt » past entreaties to organizational theorists and reseontchars to address levels issues more carefully, levels issues continue to arouse confusion and controversy within &e organizational literature. We highlight three alternative assumptions that underlie the specifica-tion of levels of theory throuj^out mganizational behavior: (a) homo-geneity within higher level units, (b) independence from higher Uvel tinits. and (c) heterogeneity within higher level ludts. These assump-tions influence the nature of theoretical constructs and propositions and should, ideally, also influence data collection, analysis, and in-terpretation. Greater attention to levels issues will strengthen orga-nizational theory development and research. Consider a levels-of-analysis issue arising in contemporary Ameri-can politics: How should electoral college votes be allocated In the pres-idential election? Currently, electoral college votes are allocated at the state level in all but two states (Maine and Nebraska). Thus, in 48 states,
Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization
- MANAGEMENT SCIENCE
, 2004
"... This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sou ..."
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Cited by 196 (1 self)
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This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources. A field study of 182 work groups in a Fortune 500 telecommunications firm operationalizes structural diversity as member differences in geographic locations, functional assignments, reporting managers, and business units, as indicated by corporate database records. External knowledge sharing was measured with group member surveys and performance was assessed using senior executive ratings. Ordered logit analyses showed that external knowledge sharing was more strongly associated with performance when work groups were more structurally diverse. Implications for theory and practice around the integration of work groups and social networks are addressed
The antecedents, consequences, and mediating role of organizational ambidexterity
- Academy of Management Journal
"... We investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level. Building on the leadership and organization context literatures, we argue that a context char-acterized by a combination of stretch, discipl ..."
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Cited by 153 (1 self)
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We investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level. Building on the leadership and organization context literatures, we argue that a context char-acterized by a combination of stretch, discipline, support, and trust facilitates contex-tual ambidexterity. Further, ambidexterity mediates the relationship between these contextual features and performance. Data collected from 4,195 individuals in 41 business units supported our hypotheses. A recurring theme in a variety of organizational literatures is that successful organizations in a dy-namic environment are ambidextrous—aligned and efficient in their management of today’s busi-ness demands, while also adaptive enough to changes in the environment that they will still be around tomorrow (Duncan, 1976; Tushman & O’Reilly, 1996). The simple idea behind the value of ambidexterity is that the demands on an organi-zation in its task environment are always to some degree in conflict (for instance, investment in cur-rent versus future projects, differentiation versus low-cost production), so there are always trade-offs to be made. Although these trade-offs can never entirely be eliminated, the most successful organi-zations reconcile them to a large degree, and in so doing enhance their long-term competitiveness. Authors have typically viewed ambidexterity in structural terms. According to Duncan (1976), who first used the term, organizations manage trade-offs between conflicting demands by putting in place “dual structures, ” so that certain business units—or groups within business units—focus on alignment, while others focus on adaptation (Duncan, 1976). We refer to this as structural ambidexterity.1 In-creasingly, however, organizational scholars have recognized the importance of simultaneously bal-ancing seemingly contradictory tensions and have begun to shift their focus from trade-off (either/or) to paradoxical (both/and) thinking (Bouchikhi,
Minority dissent and team innovation: The importance of participation in decision making.
- The Journal of Applied Psychology,
, 2001
"... This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in t ..."
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Cited by 97 (5 self)
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This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation.
Methodological fit in management field research. Acad. Management Rev. Forthcoming
, 2006
"... Methodological fit, an implicitly valued attribute of high-quality field research in organizations, has received little attention in the management literature. Fit refers to internal consistency among elements of a research project—research question, prior work, research design, and theoretical cont ..."
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Cited by 86 (1 self)
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Methodological fit, an implicitly valued attribute of high-quality field research in organizations, has received little attention in the management literature. Fit refers to internal consistency among elements of a research project—research question, prior work, research design, and theoretical contribution. We introduce a contingency framework that relates prior work to the design of a research project, paying particular attention to the question of when to mix qualitative and quantitative data in a single research paper. We discuss implications of the framework for educating new field researchers. To advance management theory, a growing number of scholars are engaging in field research, studying real people, real problems, and real organizations. Although the potential relevance of field research is motivating, the research journey can be messy and inefficient, fraught with logistical hurdles and unexpected events. Researchers manage complex relationships with sites, cope with constraints on sample selection and timing of data collection, and often confront mid-project changes to planned research designs. With these additional challenges, the logic of a research design and how it supports the development of a specific theoretical contribution can be obscured or altered along the way in field research. Compared to experimental studies, analyses of published data sets, or computer simulations, achieving fit between the type of data collected in and the theoretical contribution of a given field research project is a dynamic and challenging process.
Ecological assessments of community disorder: Their relationship to fear of crime and theoretical implications
- American Journal of Community Psychology
, 1996
"... Researchers suggest that fear of crime arises from community disorder, cues in the social and physical environment that are distinct from crime itself Three ecological methods of measuring community disorder are presented: resident perceptions reported in surveys and on-site observations by trained ..."
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Cited by 82 (9 self)
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Researchers suggest that fear of crime arises from community disorder, cues in the social and physical environment that are distinct from crime itself Three ecological methods of measuring community disorder are presented: resident perceptions reported in surveys and on-site observations by trained raters, both aggregated to the street block level, and content analysis of crime- and disorder-related newspaper articles aggregated to the neighborhood level. Each method demonstrated adequate reliability and roughly equal ability to predict subsequent fear of crime among 412 residents of 50 blocks in 50 neighborhoods in Baltimore, MD. Pearson and partial correlations (controlling for sex, race, 1This research was supported by National Institute of Mental Health grants l-R01-MH40842-0l and-02 from the Center for Violent and Antisocial Behavior, R.B.T., principal investigator, D.D.P., project director. R.B.T. also received support from grants IJ-CX-93-0022 and 94-IJ-CX-0018 from the National Institute of Justice during preparation of this manuscript. Opinions are solely those of the authors and do not reflect the opinions or official policies of the National Institute of Justice or the Department of Justice. This article benefitted in
The Collective Construction of Work Group Moods.
- Administrative Science Quarterly
, 2000
"... JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about J ..."
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Cited by 74 (1 self)
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JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. .
Dynamic nature of trust in virtual teams
- Journal of Strategic Information Systems
, 2002
"... Building on the theory of swift trust, we empirically examine the dynamic nature of trust and its changing patterns in both cognitive and affective elements between high- and lowperforming teams over time (early, middle, and late stages of project). Using data from 38, fourperson student teams from ..."
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Cited by 67 (0 self)
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Building on the theory of swift trust, we empirically examine the dynamic nature of trust and its changing patterns in both cognitive and affective elements between high- and lowperforming teams over time (early, middle, and late stages of project). Using data from 38, fourperson student teams from six universities competing in a web-based business simulation game over eight-week periods, we found that both high- and low-performing teams started with similar levels of trust in both cognitive and affective dimensions. However, high-performing teams were better at developing and maintaining the trust level throughout the project life. Moreover, virtual teams relied more on a cognitive than an affective element of trust. These findings provide a preliminary step toward understanding the dynamic nature and relative importance of cognition-and affect-based trust over time.
The contingent smile: A meta-analysis of sex differences in smiling
- Psychological Bulletin
, 2003
"... The authors present a meta-analysis of sex differences in smiling based on 448 effect sizes derived from 162 research reports. There was a statistically significant tendency for women and adolescent girls to smile more than men and adolescent boys (d 0.41). The authors hypothesized that sex differe ..."
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Cited by 60 (0 self)
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The authors present a meta-analysis of sex differences in smiling based on 448 effect sizes derived from 162 research reports. There was a statistically significant tendency for women and adolescent girls to smile more than men and adolescent boys (d 0.41). The authors hypothesized that sex differences in smiling would be larger when concerns about gender-appropriate behavior were made more conspicuous, situational constraints were absent or ambiguous, or emotion (especially negative) was salient. It was also predicted that the size of the sex difference in smiling would vary by culture and age. Moderator analysis supported these predictions. Although men tend to smile less than women, the degree to which this is so is contingent on rules and roles. It is virtually a cliche ́ of Western culture that women are both more emotional and more expressive than men. Although the extent of sex differences1 in measured emotionality remains in
Mood and emotions in small groups and work teams
- Organizational Behavior & Human Decision Processes
, 2001
"... Affective influences abound in groups. In this article we pro-pose an organizing model for understanding these affective influ-ences and their effects on group life. We begin with individual-level affective characteristics that members bring to their groups: moods, emotions, sentiments, and emotiona ..."
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Cited by 56 (2 self)
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Affective influences abound in groups. In this article we pro-pose an organizing model for understanding these affective influ-ences and their effects on group life. We begin with individual-level affective characteristics that members bring to their groups: moods, emotions, sentiments, and emotional intelligence. These affective characteristics then combine to form a group's affective composition. We discuss explicit and implicit processes through which this affective combination occurs by examining the research on emotional contagion, entrainment, modeling, and the manipulation of affect. We also explore how elements of the affective context, such as organizationwide emotion norms and the group's particular emotional history, may serve to constrain or amplify group members ' emotions. The outcome, group emo-tion, results from the combination of the group's affective compo-sition and the affective context in which the group is behaving. Last, we focus on the important interaction between nonaffective factors and affective factors in group life and suggest a possible agenda for future research. q 2001 Academic Press During the past century, a tremendous amount of research attention has been devoted to understanding the structure and performance of small groups The order of authorship was determined by coin toss. Both authors contributed equally to the
