本文精选了管理学国际顶刊《Journal of Management》近期发表的论文，提供管理学研究领域最新的学术动态。

Beyond the Bottom Line: Don’t Forget to Consider the Role of the Family

原刊和作者：

Journal of Management Volume 48 Issue 8

Matthew J. Quade （Baylor University）

Maggie Wan （Texas State University）

Dawn S. Carlson （Baylor University）

K. Michele Kacmar （University of South Alabama）

Rebecca L. Greenbaum （Rutgers University）

Abstract

Our work investigates the influence of supervisor bottom-line mentality (SBLM) (i.e., a one-dimensional focus on bottom-line outcomes to the exclusion of other organizational priorities) on employees’ organizational commitment via the work-family interface as well as the crossover effects of SBLM on the organizational commitment of the employees’ spouse. More specifically, we examined how SBLM contributes to work-family conflict (WFC) and impacts the experienced commitment of the dyad along three paths. We conducted two studies across three samples (Study 1, Sample A: 186 employees; Study 1, Sample B: 258 employees; Study 2: 399 employee-spouse dyads) to demonstrate the unique role of SBLM in this context and find support for the hypothesized relationships. First, the resource drain of SBLM had a spillover effect through WFC to decrease the employee’s commitment at work. Second, it crossed over to the spouse to reduce their own organizational commitment due to the employee being a source of family undermining, which subsequently influenced the spouse’s family-work conflict (FWC). Third, SBLM impacted the spouse such that it crossed back to contribute to decreased organizational commitment for the employee. Theoretical contributions and practical implications are discussed as well as directions for future research.

Link: https://doi.org/10.1177/014920632110305

CEO Self-Monitoring and Corporate Entrepreneurship: A Moderated Mediation Model of the CEO-TMT Interface

原刊和作者：

Journal of Management Volume 48 Issue 8

Jianhong Chen （University of New Hampshire）

Zeki Simsek （Clemson University）

Yi Liao （Southwestern University of Finance and Economics）

Ho Kwong Kwan （China Europe International Business School）

Abstract

Focusing on the interface between CEOs and top management teams (TMTs), we argue that CEO self-monitoring positively impacts a firm's pursuit of corporate entrepreneurship through the intervening role of TMT behavioral integration. We additionally argue that the impact becomes stronger as the firm's discretionary slack decreases because decreased slack creates an organizational context more favorable to the influences of both CEO self-monitoring and TMT behavioral integration. Results based on multisource (CEOs and TMTs) and multiwave data from 110 firms support the model and associated hypotheses.

Link: https://doi.org/10.1177/01492063211048436

High Compensation and Unethical Reciprocity

原刊和作者：

Journal of Management Volume 48 Issue 8

Long Wang （City University of Hong Kong）

Fei Song （Ryerson University）

Chen-Bo Zhong （University of Toronto）

Abstract

This research extends social exchange theory by investigating unethical reciprocity induced by high compensation in employee–manager exchange relationships. Two experimental studies based on behavioral games showed that even after employees had reciprocated their managers’ wage offers with commensurate work efforts, managers’ previous compensation decisions still had potent effects on employees’ subsequent ethical behaviors. Specifically, Study 1 showed that high wages led employees to engage in unethical reciprocity to benefit their managers at the expense of honesty. In addition, when managers had the possibility of rewarding employees’ unethical reciprocity, only underpaid employees demonstrated more unethical reciprocity, and high-paid employees were not affected by their potential personal payout. Study 2 replicated Study 1’s results using different designs and behavioral games. Its results consistently showed that high-paid employees were more likely to act dishonestly to advance their managers’ interests, irrespective of their own payouts. Finally, Study 3 complemented our experimental results with initial field evidence, suggesting that higher salaries were positively related to the likelihood of police officers engaging in unethical and illegal actions to help their organization. We discuss our results by applying cross-disciplinary insights on exchange models and compensation to organizational studies.

Link: https://doi.org/10.1177/01492063211040557

Voice as a Signal of Human and Social Capital in Team Assembly Decisions

原刊和作者：

Journal of Management Volume 48 Issue 8

Daniel W. Newton （University of Iowa）

Melissa Chamberlin （Iowa State University）

Cynthia K. Maupin （Binghamton University）

Jennifer D. Nahrgang （University of Iowa）

Dorothy R. Carter （University of Georgia）

Abstract

Team membership in today’s open talent economy is more fluid and interchangeable than ever before. In light of these dynamics, we consider how team members’ signaling of human and social capital, in the form of challenging or supportive voice, informs our understanding of how individuals across an organizational network self-assemble into temporary work teams. We test our hypotheses in two separate multiwave studies and find support for our hypotheses above and beyond the effects of homophily. In Study 1, we find support for a human capital pathway in which challenging voice in a team fosters perceptions of quality work that enhance one’s personal reputation in the broader network. Personal reputation, in turn, predicts team assembly decisions. In Study 2, we consider a social capital pathway alongside the human capital pathway. We find that supportive voice in a team fosters friendship that enhances the extent to which one is trusted in the broader network, and trust subsequently influences team assembly decisions. Potential team members appear to prioritize the social capital signaled by supportive voice more so than the human capital signaled by challenging voice, although those who possess both human and social capital are also highly sought during team formation. We discuss the implications of these findings for the literatures on voice and team assembly.

Link: https://doi.org/10.1177/01492063211031303

Disparate Safety Enforcement: Curvilinear Effects, Mechanisms, and Boundary Conditions of Supervisor-Rated Leader–Member Exchange

Journal of Management Volume 48 Issue 8

Sara Jansen Perry （Baylor University）

Natalia M. Lorinkova （Universitat Ramon Llull）

Melih Madanoglu （Kennesaw State University）

Abstract

Across three studies, we integrate relational leadership theory with affective events theory to examine the leader perspective in dyadic relationships and how this perspective influences differential leader behaviors directed toward each subordinate in terms of safety enforcement. First, in two field studies with different high-risk contexts, we delineate a curvilinear relationship between supervisor-rated leader–member exchange (SLMX) and safety enforcement. In our second field study we also examine the moderating role of leaders’ safety commitment as well as the linkage between safety enforcement and accidents. Finally, in a fully randomized experiment, we explore three relational dynamics as mechanisms of the effect of SLMX on safety enforcement—trust, consideration, and liking. Through these efforts, we offer rare direct tests of the theoretical assertion that leader–member exchange includes differential treatment based on affective relationship cues within a leader-and-subordinate relationship. Our two field studies reveal that leaders are likely to monitor safety most closely for low- and high-SLMX subordinates, but mid-SLMX subordinates are most likely to be overlooked. This U-shaped relationship emerges only for less committed leaders, and safety enforcement translates these effects to actual accidents. Our experimental study reveals a similar U shape between liking and enforcement, but a positive relationship emerges between distrust and enforcement, as well as between consideration on enforcement. These results shed insight into theoretical and practical implications for how leaders can foster a safer workplace for all.

Link: https://doi.org/10.1177/01492063211044415