Consequential cognition: Exploring how attribution theory sheds new light on the firm‐level consequences of product recalls

It is unclear why some firms suffer greater negative consequences than others following a product recall. To shed light on this question, we extend attribution theory to the firm level to explore how consumers engage in an attributional process following product recalls that shapes their responses to firms. Integrating attribution theory and the demand side theoretical perspective, we assert that consumer judgments of responsibility toward manufacturers are shaped by causal data regarding the locus of causality (i.e., manufacturer or supplier) and controllability (i.e., prior knowledge or awareness) of a recalled product's potential for harm. We then examine the impact of product recall characteristics on judgments of responsibility and firm‐level outcomes using an experimental test involving responses from 320 subjects. Our findings suggest that judgments of responsibility are attributed to the manufacturing firm more when consumers are given causal information indicating that the firm is the source of, or is aware of, a product's defects. The results also indicate that judgments of responsibility can have costly firm‐level consequences in the form of reputational damage, diminished consumer purchase intentions, and increased legal damage recommendations. We discuss theoretical contributions, practical implications, and opportunities for further research.     

Psychological ownership within the job design context: revision of the job characteristics model

In this paper, we offer a theoretical modification to the Hackman and Oldham (1975) Job Characteristics Model by integrating research on the psychological aspects of job design with emerging theory on psychological ownership. We develop the connection between job design and (a) the motives facilitating psychological ownership, (b) the routes through which psychological ownership emerges, and (c) the individual‐level outcomes (e.g., emotional, attitudinal, motivational, and behavioral) that result from an employee's psychological ownership of his or her job. Our work covers several previously ignored positive and negative effects. We conclude by positioning psychological ownership as a plausible substitute for other proposed mediating psychological states in the job design–employee response relationship. Copyright © 2008 John Wiley & Sons, Ltd.     

Examining the influence of climate,supervisor guidance,and behavioral integrity on work–family conflict: A demands and resources approach

In this study, we assess a multilevel approach to work interference with family (WIF) by examining the influence of unit‐level work–family climate, as well as the importance of supervisors' spoken guidance and their behavioral integrity in helping employees process social information about work–family issues. We propose that there are two important ways in which supervisors may influence their subordinates' WIF—through their spoken guidance regarding managing work–family conflict and through their behavioral integrity—employee perceptions of the degree to which supervisors' spoken work–family guidance aligns with their behaviors to help employees manage work and family on the job. Results from a sample of 628 employees of a health system, using path analytic tests of moderated mediation, provide support for the mediated effect of family‐supportive climate on employee work–family conflict (through supervisory work–family guidance) and for a second‐stage moderation in which the effect of guidance on WIF is stronger (weaker) when employees perceive high (low) levels of supervisor work–family behavioral integrity. We discuss the implications of these findings for the study of family‐supportive work environments and work–family conflict. Limitations of this study and directions for future research are also presented. Copyright © 2013 John Wiley & Sons, Ltd.     

When do you procrastinate? Sleep quality and social sleep lag jointly predict self‐regulatory failure at work

This study investigates antecedents of procrastination, the tendency to delay the initiation or completion of work activities. We examine this phenomenon from a self‐regulation perspective and argue that depleted self‐regulatory resources are an important pathway to explain why and when employees procrastinate. The restoration of self‐regulatory resources during episodes of non‐work is a prerequisite for the ability to initiate action at work. As sleep offers the opportunity to replenish self‐regulatory resources, employees should procrastinate more after nights with low‐quality sleep and shorter sleep duration. We further propose that people's social sleep lag amplifies this relationship. Social sleep lag arises if individuals' preference for sleep and wake times, known as their chronotype, is misaligned with their work schedule. Over five consecutive workdays, 154 participants completed a diary study comprising online questionnaires. Multilevel analyses showed that employees procrastinated less on days when they had slept better. The more employees suffered from social sleep lag, the more they procrastinated when sleep quality was low. Day‐specific sleep duration, by contrast, was not related to procrastination. We discuss the role of sleep for procrastination in the short run and relate our findings to research highlighting the role of sleep for well‐being in the long run. Copyright © 2016 John Wiley & Sons, Ltd.     

Firm reputation and applicant pool characteristics

Scholars have suggested that a firm's reputation can provide it with a competitive advantage by attracting more, and possibly higher‐caliber, applicants. No research has actually investigated this relationship, however, in large part because researchers have not assessed applicant pool characteristics but instead have measured applicants' intentions. Therefore, we conducted two studies to investigate whether organizational reputation influenced the number and the quality of applicants actually seeking positions with firms. Company reputation was operationalized using two different published reputation measures, and applicant quality data were obtained from career services offices at business schools at two universities. Results from both studies supported the previously untested belief that firms with better reputations attract more applicants. Furthermore, some evidence suggested that firms with better reputations could select higher‐quality applicants. Copyright © 2003 John Wiley & Sons, Ltd.     

High‐performer turnover and firm performance: The moderating role of human capital investment and firm reputation

Research has shown a complex relationship between turnover and firm performance. Not only does it matter who leaves (e.g., high‐performing versus low‐performing employees), but the context also stands to influence this effect in complex ways. We apply human capital theory, social capital theory, and the cost–benefit perspective to propose two boundary conditions to the high‐performer turnover and firm performance relationship. Specifically, we predict that the negative impact of high‐performer turnover on firm performance will be the strongest for reputable firms and for firms who invest less in human capital (e.g., selection, training, and incentive‐based pay). We present data from 155 South Korean firms that support the hypothesized model. We discuss findings in terms of current and future theory, practical implications, and subsequent research needs. Copyright © 2012 John Wiley & Sons, Ltd.     

Emotional appeal in recruitment advertising and applicant attraction: Unpacking national cultural differences

We investigated the impact of the type of emotional appeal (ego‐focused vs. other‐focused) used in recruiting advertisements on applicant attraction to firms through two experimental studies across three countries (the United States, China, and Singapore). In Study 1, we made a traditional cultural comparison between the United States and China, whose dominant cultural values are characterized by individualism and collectivism, respectively. We found applicants in the United States were more strongly attracted to firms whose recruiting advertisements were based on an ego‐focused emotional appeal, while applicants in China were more attracted to firms that used ads with an other‐focused emotional appeal. Study 2 was conducted in bicultural Singapore. We primed bicultural applicants to be either the individualistic or collectivistic aspect of their cultural heritage. Applicants with individualist priming were attracted to recruiting advertisements with an ego‐focused emotional appeal, whereas applicants with collectivist priming were attracted to advertisements with an other‐focused emotional appeal. In addition, both studies revealed that a job applicant's regulatory focus (promotion vs. prevention) mediated the influence of national culture on the relationship between type of emotional appeal and applicant attraction to firms. Practical implications and suggestions for future research also are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Daily shifts in regulatory focus: The influence of work events and implications for employee well‐being

Although theory suggests that regulatory focus fluctuates within person and such fluctuations impact employee well‐being, there is little empirical investigation of such propositions. These are important research questions to address because work events may elicit within‐person fluctuations in regulatory focus, which can then affect well‐being. The primary purpose of this study is to examine specific predictors of daily regulatory focus at work and the foci's impact on employee well‐being at work and home as indicated by mood and psychosomatic complaints, respectively. We present and test an overarching theoretical framework that integrates conservation of resources theory, the cognitive‐affective processing system framework, and regulatory focus theory to delineate why and when work events affect regulatory focus and how the foci affect well‐being. Consistent with our expectations, we found that positive work events positively predicted daily promotion focus, but this effect was weaker when employees had high‐quality relationships with leaders. Furthermore, daily regulatory focus was associated with employee well‐being (mood and psychosomatic complaints) such that (i) promotion focus improved well‐being; (ii) prevention focus reduced well‐being; and (iii) the effects of promotion focus on well‐being were strongest when prevention focus was low. We discuss theoretical and practical implications and offer directions for future research. Copyright © 2016 John Wiley & Sons, Ltd.     

Collective psychological ownership within the work and organizational context: Construct introduction and elaboration

The construct collective psychological ownership is introduced. Reflecting the psychology of “us” and “ours,” collective psychological ownership emerges through interactive dynamics whereby individuals come to a single and shared mind‐set as it relates to a sense of ownership for a particular object. After providing a conceptual definition for the construct, we turn our attention to a detailed elaboration of the construct, offering comments on its genesis, emergent context, underlying motives, and a discussion of what can and cannot be owned. We also provide a discussion of the dynamics associated with its formation, highlighting the paths down which groups travel that influence the emergence of this psychological state. Next, we turn our attention to the emergence of collective psychological ownership within the organizational and teamwork context paying particular attention to the role of work environment structure. We conclude with a discussion of a set of work‐related attitudinal, motivational, behavioral, and stress‐related outcomes that stem from this psychological state. Copyright © 2009 John Wiley & Sons, Ltd.     

Working in small family businesses: empirical comparisons to non-family businesses

Members of the owning family of a small family firm are reputed to experience special problems, most notably specific types of conflicts and outcomes associated with them. This analysis uncovered more advantages than disadvantages, however, when family members were compared to non-family members of the same firms and to members of similar non-family-owned businesses. Previous literature had not used comparison groups and may have been based upon a subset of family businesses that differs systematically from family firms in general and from this study's sample specifically. © 1997 John Wiley & Sons, Ltd.     

Overtime work as the antecedent of employee satisfaction,firm productivity,and innovation

Overtime work has been blamed for the deterioration of employee satisfaction and productivity. However, the organization‐level implications of overtime work as a normative expectation remain unclear. In this study, such effects were analyzed through human capital theory and a causal attribution approach. Various organizational outcomes and boundary conditions were explored in explaining these implications. The analysis of time lagged data from 273 firms affirmed that a firm's overtime level was related negatively to employee satisfaction. However, it was positively related to the firm's productivity and curvilinearly (inverted U‐shaped) related to innovation. The effects of the firm's overtime level on firm productivity and innovation were also moderated by organizational trust. This study highlights the costs and benefits of overtime work as tools for utilizing human capital and reveals the critical contingency of organizational trust that enables firms to attenuate the costs of the overtime level and accentuate its potential benefits.     

Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

In their seminal model of work–family enrichment, Greenhaus and Powell (2006) theorized five categories of work resources to have an impact on work–family enrichment. Using a matched set of 351 dual‐career spouses, we explored how these unique work resources contribute to work–family enrichment and how they spill over to shape job incumbents' family outcomes and cross over to spouse outcomes. Results support indirect effects for the work resources of developmental experiences, supervisor support, schedule control, and self‐efficacy, but not salary, on marital satisfaction and family functioning through the job incumbent's work–family enrichment. In addition, we found support for the crossover of these indirect effects to the spouse through the spouse's positive crossover transmission, which facilitated the spouse's marital satisfaction and commitment to the job incumbent's organization. Our results suggest that multiple work resources have an impact on work–family enrichment and that the flow of positive work resources through work–family enrichment spills over to impact outcomes for the job incumbent and crosses over to the spouse.     

Toward an Understanding of the Development of Ownership Feelings

Psychological ownership is increasingly recognized as a core feeling in the experience of work. Within jobs and the work context, there is a wide range of opportunities to experience psychological ownership. Yet empirical work on how feelings of ownership develop is lacking, and thus ways to develop psychological ownership in the workplace are not well understood. We explore the routes traveled to feelings of ownership by using job complexity as one example of work environment structure that affects the formation of psychological ownership. In two studies, we develop measures of the routes and confirm that perceived differences in one's work meaningfully predict psychological ownership. Collectively, the two studies provide insight into and offer suggestions for how ownership develops and ways in which managers might foster employee feelings of ownership toward their work. Copyright © 2013 John Wiley & Sons, Ltd.     

The case of the disappearing firms: empirical evidence and implications

Organizational survival represents a vital objective for firms, managers, and owners. Most organizational theories regard survival as the ‘correct’ outcome for firms whose managers successfully navigate across a hostile competitive landscape. On the other hand, when a firm ‘disappears,’ scholars, managers, and owners ask, What went wrong?' Failure, exit, bankruptcy, liquidation, hostile takeovers, are largely viewed as results of managerial ‘bungling.’ Many theories about performance, competitive advantage, legitimacy, and leadership rest upon a core assumption that firms, at least some of them, have long, perhaps limitless, life‐spans. Long‐term survival is not seen as merely a random outcome or an unattainable goal. This paper surveys a broad set of empirical findings about firms' life‐spans. It is consistently revealed in the empirical literature that the VAST majority of firms, even large firms, survive relatively short periods. Some themes and their implications are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

General and specific measures in organizational behavior research: Considerations,examples, and recommendations for researchers

Deliberation over and relative preference for general or specific (broad or narrow) constructs has long been an important issue in organizational behavior research. In this article, we provide a review of this general issue and some specific recommendations for researchers. We begin by discussing whether the general versus specific issue is an important debate and by discussing other underlying issues (the role of researcher preferences, distinction between reflective and formative indicators, and distinction between constructs and measures of constructs). Building on Chen's (this issue) analysis of core self‐evaluations, we first discuss how the general–specific debate has progressed in core self‐evaluations research. We then discuss three other important areas in which this debate has played out: intelligence, five‐factor model of personality, and job attitudes. Finally, we offer a framework to help guide decisions about whether to utilize general measures, specific measures, or both and conclude by providing recommendations for the use of general and specific measures in organizational behavior research. Copyright © 2011 John Wiley & Sons, Ltd.     

The influence of organizational democracy on employees' socio‐moral climate and prosocial behavioral orientations

This study investigates the effects of workers' perceived participation in democratic decision‐making on their prosocial behavioral orientations, democratic values, commitment to the firm, and perceptions of socio‐moral climate. The sample consists of 325 German‐speaking employees from 22 companies in Austria, North Italy, and Southern Germany that vary in their level of organizational democracy (social partnership enterprises, workers' co‐operatives, democratic reform enterprises, and employee‐owned self‐governed firms). The findings suggest that the extent employees participate in democratic forms of organizational decision‐making is positively related to the firm's socio‐moral climate as well as to their own organizational commitment and prosocial and community‐related behavioral orientations. The results also indicate that socio‐moral climate is positively related to employees' organizational commitment. The effect of participation in decision‐making on organizational commitment is partially mediated by socio‐moral climate. Implications for promoting societal and organizational civic virtues among individuals are described. Copyright © 2009 John Wiley & Sons, Ltd.     

The changing pictures of the relationship between career and family

This paper discusses how male managers perceive the relationship between their careers and family lives. The authors suggest that a typology of perceptions is necessary to describe this relationship. The way individuals perceive the relationship is influenced by the emotional outcomes of work and the relative importance of work in the life of the person. While the former is mostly the consequence of the job-person fit, the latter is closely linked to the individual's life stage. Thus, work appears to be the more significant environment in an individual's early adult stages, while family and private life become the more salient environment later in life.     

What makes affirmative action‐based hiring decisions seem (un)fair? A test of an ideological explanation for fairness judgments

Studies show that Whites tend to show the lowest level of support for affirmative action (AA) policies. Opponents of AA often argue that this is because it violates principles of meritocracy. However, self‐interest (based on social identification with those adversely affected) could also explain their opposition. In three studies, we varied whether an Asian or White male is adversely affected by AA to test another explanation; namely, that Whites' fairness judgments are based on both the adversely affected person's race and the fairness evaluator's ideological beliefs. Although we found some support for the meritocratic explanation, this was not sufficient to explain why Whites view AA as (un)fair. Instead, we found strong support for our prediction that Whites who are opposed to equality perceive more unfairness when a White (vs. Asian) was harmed by AA, whereas Whites who endorse egalitarian ideologies perceive the opposite. This finding suggests that neither self‐interest nor meritocratic explanations can fully account for Whites' opposition to AA. Copyright © 2014 John Wiley & Sons, Ltd.     

Strengthening the employment relationship: The effects of work‐hours fit on key employee attitudes

Today's hourly workers are facing revised work schedules and shifting hours, which may have critical implications for employment relationships. This study considers the impact of work‐hours fit on key attitudes of hourly employees—perceived organizational support, job stress, work–family conflict, intent to turnover, and life satisfaction. We define work‐hours fit as the difference between an employee's desired number of hours and the actual hours worked, and we examine both the congruence of work‐hours fit and the degree of misfit. We also examine the moderating impact of the type of misfit, defined as working too many versus too few hours. Results indicate that, in our sample, hourly employees are typically not working the hours they prefer. As predicted, work‐hours fit impacts the attitudes we examined, and, when considering the type of misfit, congruence matters more for life satisfaction and intent to turnover. Results also indicate working too few hours impacts job stress and life satisfaction, whereas working too many effects work–family conflict. This paper demonstrates the importance of preferences, as a reflection of time/money resource trade‐offs, and offers ways for employers to improve work–family facilitation and strengthen their employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

Psychological ownership and feelings of possession: three field studies predicting employee attitudes and organizational citizenship behavior

An increasing number of scholars and practitioners have emphasized the importance of ‘feelings of ownership’ for the organization (even when employees are not legal owners). In this exploratory study, we examine the relationships of psychological ownership with work attitudes and work behaviors. We start by developing hypotheses based on the psychology of possession and psychological ownership literatures. We then test these hypotheses with data from three field samples, using responses from over 800 employees, as well as manager and peer observations of employee behavior. Results demonstrate positive links between psychological ownership for the organization and employee attitudes (organizational commitment, job satisfaction, organization‐based self‐esteem), and work behavior (performance and organizational citizenship). More important, psychological ownership increased explained variance in organization‐based self‐esteem and organizational citizenship behavior (both peer and supervisor observations of citizenship), over and above the effects of job satisfaction and organizational commitment. Contrary to prior theoretical work on psychological ownership, results, however, fail to show an incremental value of psychological ownership in predicting employee performance. Copyright © 2004 John Wiley & Sons, Ltd.