Big‐B versus Big‐O: what is organizational about organizational behavior?*

This paper is an empirically grounded essay about the current state of organizational behavior (OB) research and productive future directions. We report the results of a survey of OB scholars about the current importance of various research topics and their importance in an ideal world. We compare the survey responses with an archival analysis of papers published in leading OB journals over a 10‐year period. We suggest that many of the topics that our respondents perceive to be ‘under researched’ can be summarized with one particular definition of OB that emphasizes organizing behavior. Considering all three definitions together, we highlight the limitations of the traditional (Big‐B and Contextualized‐B) definitions and discuss the benefits of a more organizational (Big‐O) approach. Copyright © 2001 John Wiley & Sons, Ltd.     

Subjective time in organizations: Conceptual clarification,integration, and implications for future research

Despite the rapid growth of organizational research on subjective time, the extant literature is fragmented due to a lack of conceptual clarification and integration of temporal constructs. To address this fragmentation, we synthesize temporal research from both organizational behavior and adjacent disciplines (i.e., strategy, entrepreneurship, and organizational theory) and introduce a framework that allocates temporal constructs according to their basic conceptual nature (trait–state) and level of analysis (individual–collective). We employed the Linguistic Inquiry and Word Count text analysis to determine the trait–state property of the constructs and a coding method to determine their level of analysis. This framework categorizes four generic types of subjective time: individual temporal disposition, individual temporal state, collective temporal state, and collective temporal disposition. We clarify the conceptualizations of the temporal constructs belonging to each of the four archetypes of subjective time and review their key findings in the organizational literature. Based on this integrative framework, we identify critical knowledge gaps in the current state of research and chart a future agenda with specific suggestions.     

A critique on neuroscientific methodologies in organizational behavior and management studies

Organizational neuroscience continues to flourish in organizational behavior and management studies as indicated by the growing number of publications. However, with a few exceptions, substantive critiques of organizational neuroscience are conspicuous by their absence. In this point–counterpoint article, we aim to redress this imbalance. We do so by asking two significant yet neglected questions: (i) how strong is the science behind this domain, and (ii) why are we doing this type of research (the so what? question)? Our analysis shows that the science behind organizational neuroscience is far less rigorous than currently advocated (due to low statistical power of some neuroimaging studies plus an inability to locate mental phenomena precisely in the brain). In terms of the so what? question, we encourage researchers to move away from general statements and become more specific about the phenomena they research. We contend that the practical implications of this research, as well as inferences of the link to behavioral changes, are currently overstated. We also underscore the importance for these studies to become contextually sensitive in order for the researchers to capture important events in the workplace. Finally, we offer some suggestions for future research. Copyright © 2014 John Wiley & Sons, Ltd.     

The influence of organizational factors on safety in Taiwanese high-risk industries

Organizational theorists have recently begun to pay research attention to the workforces of emerging countries in Asia, especially the greater China regions. However, little research has focused on the influence of organizational factors on safety in these countries. This study hypothesized that organizational factors, characterized as safety leadership perspective (management commitment, blame culture) and safety climate perspective (harmonious relationships), would influence group-level safety management, which would in turn influence individual level safety awareness and practices. To test this hypothesis, a safety climate questionnaire was distributed to ten Taiwanese plants in high-risk industries. Structural equation modeling (SEM) was used to analyze the linkages among organizational level factors, work-group-level factors, and workers’ safety awareness and practices. We found that safety leadership style and organizational harmony in Taiwanese high-risk industries can exert significant influences on work-group processes, which in turn have greater effects on individual safety awareness and practices. These findings and implications can serve as a basis for safety improvement in areas of the greater China region.     

With a little help from my colleagues: A social embeddedness approach to perceived organizational support

We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees (n = 72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top‐down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace. Copyright © 2011 John Wiley & Sons, Ltd.     

Exploring work unit context and leader–member exchange: a multi‐level perspective

Leader–member exchange relationships have rarely been explored within the context of the work unit. Employing a sample of 285 employees of a southeastern county library system, the work unit contextual factors of work group size, work group cohesiveness, organizational climate, and leader power were examined for their relationship with LMX from the subordinate's perspective, using a within and between analysis (WABA) approach. All of the contextual variables except size were significantly related to LMX. The WABA and r_WG analyses revealed that effects occurred at both within‐ and between‐group levels, indicating individual difference effects. Thus, practitioners should emphasize enhancements to group and organizational processes as well as contributions toward relationship building in LMX dyads. Future research should expand the network of contextual variables that may have potential relevance with LMX, since this study demonstrated that the work context in which the dyad resides contributes in part to the LMX phenomenon. Additional study of the work unit size and LMX relationship is also warranted, as the current research failed to replicate previous research with a predicted negative relationship. Copyright © 2000 John Wiley & Sons, Ltd.     

The many benefits of employee well‐being in organizational research

We undertake three objectives in this Incubator. We begin with a discussion of how well‐being has been considered in organizational research. Second, we provide an overview of the relationship between employee well‐being and such workplace outcomes as job performance, employee retention, and cardiovascular health. Third, we introduce exciting research directions. Copyright © 2012 John Wiley & Sons, Ltd.     

Justice and job engagement: The role of senior management trust

We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Making sense of the sensemaking perspective: Its constituents,limitations, and opportunities for further development

Through a wide‐ranging critical review of relevant publications, we explore and articulate what constitutes the sensemaking perspective in organization studies, as well as its range of applications and limitations. More specifically, we argue that sensemaking in organizations has been seen as consisting of specific episodes, is triggered by ambiguous events, occurs through specific processes, generates specific outcomes, and is influenced by several situational factors. Furthermore, we clarify the application range of the sensemaking perspective and identify, as well as account for, the types and aspects of organizational sensemaking that have been under‐researched. We critically discuss the criticism that the sensemaking perspective has received so far and selectively expand on it. Finally, we identify the main limitations of the sensemaking perspective, which, if tackled, will advance it: the neglect of prospective sensemaking, the exclusive focus on disruptive episodes at the expense of more mundane forms of sensemaking implicated in routine activities, the ambiguous status of enactment, the conflation of first‐order and second‐order sensemaking, and the lack of proper attention to embodied sensemaking. Copyright © 2014 John Wiley & Sons, Ltd.     

Organizational socialization: A stress perspective

This paper examines socialization and adjustment processes of newcomers to organizations. While scholars in this area agree that the socialization process is a stressful event, few have empirically approached the process from this perspective. In addressing this problem, a theoretical synthesis of the literatures of organizational socialization and organizational stress is proposed. From this integration, a model is developed which facilitates an examination of the task, role, and interpersonal demands which individuals face in the stages of socialization and an analysis of the interrelationships of these demands and their effects upon individual and organizational outcomes of the socialization process. Finally, directions for future research are proposed for extending understanding of this crucial part of organizational entry.     

For the sake of my family: Understanding unethical pro-family behavior in the workplace

Unethical behaviors are prevalent and costly in organizations, and much recent research attention has been paid to different forms of workplace unethical behaviors. We contend that the extant research has overlooked an important form of workplace-related unethical behaviors: unethical behaviors that are conducted to benefit one's family but which violate societal and organizational moral rules, a construct we label as “unethical pro-family behavior” (UPFB). Our paper systematically conceptualizes UPFB and develops a scale for it. Drawing upon social cognitive theory, we argue that employees with stronger family financial pressure are more likely to employ moral disengagement mechanisms to deactivate moral self-regulation, resulting in higher levels of UPFB. Additionally, we argue that the proposed relationship is more pronounced when employees have high family motivation but is mitigated when employees have high organizational identification. Two studies are conducted for this paper. In Study 1 (N = 328 for Sample 1; N = 243 for Sample 2; N = 279 for Sample 3; N = 267 for Sample 4), we demonstrate that our UPFB scale has good construct validity and that our construct is differentiable from relevant constructs. In two time-lagged survey samples in Study 2 (N = 255 for Sample 1; N = 233 for Sample 2), we find support for our hypotheses. Theoretical and practical implications, limitations, and future directions are discussed.     

Attribution theory: An introduction to the special issue

This special issue of the Journal of Organizational Behavior was developed to further extend attribution theory and its application to the field of organizational behavior. In this introduction, we provide a brief overview of the motivation for this special issue, a concise summary of the papers included in it, a discussion about progress toward the field's goals, and suggestions for how future research can move the field forward. In doing so, we describe how applying attribution theory to studies that utilize a broad range of study designs, research contexts, and focal topics results in insights that enhance our understanding of how attributional processes predict and explain individuals' emotions and behaviors. We also provide suggestions for how to further develop attribution theory so we can more clearly describe the generalizability of relationships across a wide variety of organizational contexts.     

The industry settings of leading organizational research: the role of economic and non‐economic factors

Despite calls for attention to the role of context in organizational research, there have been no assessments of the distribution of industry contexts in organizational research. This paper explores that distribution in relation to the industry composition of the U.S. economy. Our analysis of 914 empirical field studies published in four leading journals from 1988 to 2002 reveals striking, persistent, and growing discrepancies between the industries that are economically important and the industries that have served as settings for organizational research. For example, education and manufacturing are oversampled in relation to their economic importance, while real estate, construction, wholesale, and retail are undersampled. We also develop and test a series of hypotheses predicting which industries serve as the contexts for leading research. Using negative binomial regression, we show that the percentage of recent MBA graduates in an industry and the percentage of employees with doctoral degrees in an industry predict the number of articles set in that industry, with the total number of employees and average establishment size in an industry enhancing the power of the model. We conclude by discussing the implications of our findings for advancing organizational theory and research methods. Copyright © 2008 John Wiley & Sons, Ltd.     

Two (or three) is not equal to one: Multiple jobholding as a neglected topic in organizational research

The objective of this Incubator is to stimulate research in the area of multiple jobholding (MJH), a long‐neglected topic in organizational behavior. We first discuss the prevalence of, and motivation for, MJH and then discuss possible dangers and benefits of MJH. Throughout, we discuss ideas for future research. Copyright © 2014 John Wiley & Sons, Ltd.     

From being diverse to becoming diverse: A dynamic team diversity theory

On the basis of the literature of open systems and team diversity, we present a new dynamic team diversity theory that explains the effect of change in team diversity on team functioning and performance in the context of dynamic team composition. Building upon the conceptualization of teams as open systems, we describe the enlargement and decline of team variety, separation, and disparity through member addition, subtraction, and substitution. Then, focusing on diversity enlargement, we theorize the contemporaneous and lasting effects of team diversity change on team performance change and on team processes and states leading to them. Dynamic team diversity theory expands the focus of team diversity research from teams' being more diverse than others to teams' becoming more diverse than before. It aims to advance team diversity research to be better aligned with the organizational reality of dynamic team composition. We also discuss methodological considerations in subsequent empirical testing of the theory and highlight how the theory and future research may help to guide organizational practice in recomposing work teams.     

Assumptions beyond the science: encouraging cautious conclusions about functional magnetic resonance imaging research on organizational behavior

Functional magnetic resonance imaging (fMRI) is likely to become the major tool for studying the neural underpinnings of organizational behavior. It is a technique for brain imaging that, according to advocates, provides information about which areas of the brain are activated during organizational processes (e.g., leadership and decision‐making). In this article, we take a critical look at this tool from a technical perspective. In particular, we take the reader through the assumptions that must be made at the three main steps of the research process (study design, data capture, and interpretation of results) in order to draw conclusions about organizational phenomena from fMRI research. Applying this analysis to three case studies demonstrates the gap between what fMRI can actually tell us and the claims often made about the contribution of fMRI to understanding and improving organizational behavior. Our discussion provides researchers with a series of recommendations oriented toward optimizing the use of fMRI to help it live up to its potential in the field of organizational behavior and consumers with a means of evaluating fMRI research in order to draw appropriate and warranted conclusions. Copyright © 2016 John Wiley & Sons, Ltd.     

Leader–member exchange,organizational identification,and knowledge hiding: The moderating role of relative leader–member exchange

In this article, we sought to identify a new interpersonal antecedent of knowledge hiding, namely, leader–member exchange (LMX). Drawing on the group engagement model (an extension of social identity theory within the group/organization context), we built a theoretical model linking LMX and knowledge hiding. This model focuses on the mediating role of organizational identification and the moderating role of relative LMX in influencing the mediation. Using two time‐lagged studies (Study 1: n = 317; Study 2: n = 248) conducted in China, we examined our research model. Study 1 provided support for the proposed hypotheses for evasive hiding and playing dumb but not for rationalized hiding. Study 2 replicated and extended our findings. Results revealed that (a) LMX was negatively related to evasive hiding and playing dumb but not to rationalized hiding; (b) organizational identification mediated the influence of LMX on evasive hiding and playing dumb but not on rationalized hiding; and (c) relative LMX not only moderated the relationship between LMX and organizational identification but also reinforced the indirect effect of LMX on evasive hiding and playing dumb but not on rationalized hiding (via organizational identification). The implications, limitations, and future research directions are also discussed.     

Time perspective balance and team adaptation in dynamic task contexts

The concept of time perspective balance has attracted increased attention from scholars in the past decade, reflected in published evidence suggesting positive outcomes ranging from enhanced mood to life satisfaction for those individuals possessing balance among their past, present, and future time perspectives, and assumedly able to shift their time perspective to match situational demands. In this paper, we consider the notion of time perspective balance in an organizational setting within which much consequential adaptation often occurs—the team environment—and explore different configurations of time perspective balance in teams facing dynamic task contexts. Drawing from work on situational awareness, we first consider the mechanism by which time perspective balance likely influences individual adaptation in dynamic task-focused situations. Next, we postulate what types of team configurations—ones with more balanced time perspective uniformity or ones with more time perspective variety—might be more appropriate in dynamic contexts given key team conditions. We illustrate our analysis with examples from healthcare team settings and offer ideas for future research.