Paul Harvey, James K. Summers and Mark J. Martinko
We review past research on the relationship between attributional perceptions, emotions, and workplace aggression and develop a conceptual model that extends this research in two…
Abstract
We review past research on the relationship between attributional perceptions, emotions, and workplace aggression and develop a conceptual model that extends this research in two ways. First, we consider the influence of controllability attributions on the type (otherdirected, self-directed, hostile, non-hostile) and likelihood of aggressive responses to negative workplace outcomes and situations. Second, we consider the extent to which discrete negative emotions might mediate these attribution-aggression relationships. Implications for anticipating and preventing workplace aggression based on this conceptual model are discussed.
M.R. Denning, L.J. Cairns and L.J. Stephenson
December 19, 1973 Industrial Relations — Unfair industrial practice — Complainant — Employee resigning from union — Union threatening employer with industrial action — Employee…
Abstract
December 19, 1973 Industrial Relations — Unfair industrial practice — Complainant — Employee resigning from union — Union threatening employer with industrial action — Employee suspended from work on full pay — Whether industrial dispute — Whether employee “person against whom the action was taken” — Right to work — Industrial Relations Act, 1971 (c. 72), ss. 33(3)(a), 96(1), 101(1)(c), 105(1).
Elizabeth Long Lingo and Hille C. Bruns
While audiences play a key role in the implementation and ultimate success of novel ideas, how audiences are reflected in negotiations about quality within the creative process…
Abstract
While audiences play a key role in the implementation and ultimate success of novel ideas, how audiences are reflected in negotiations about quality within the creative process remains undertheorized. We examine this question through a comparative ethnography of two settings where digital technology use magnifies the countless micro-decisions involved in producing a creative output and considerations of audience evaluation throughout the creative process – Nashville music production and systems biology cancer research. We find that actors encounter a fundamental tension between two competing standards of quality: the technically perfect, processed and ideal versus the empirically grounded, unprocessed and real. We show how actors navigate this tension vis-á-vis three different audiences – internal peers, extended community, and external reviewers – and how this manifests differently across audiences and the arts and sciences, depending on the audience’s expertise. Our study illuminates the tension between the “ideal versus real” in creative processes that is brought to the fore when creating with digital technology, extends extant research on audiences and organizing for creativity, and offers unique insights from our comparative ethnography across the arts and sciences.
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Rebecca Bednarek, Miguel Pina e Cunha, Jonathan Schad and Wendy Smith
Over the past decades, scholars advanced foundational insights about paradox in organization theory. In this double volume, we seek to expand upon these insights through…
Abstract
Over the past decades, scholars advanced foundational insights about paradox in organization theory. In this double volume, we seek to expand upon these insights through interdisciplinary theorizing. We do so for two reasons. First, we think that now is a moment to build on those foundations toward richer, more complex insights by learning from disciplines outside of organization theory. Second, as our world increasingly faces grand challenges, scholars turn to paradox theory. Yet as the challenges become more complex, authors turn to other disciplines to ensure the requisite complexity of our own theories. To advance these goals, we invited scholars with knowledge in paradox theory to explore how these ideas could be expanded by outside disciplines. This provides a both/and opportunity for paradox theory: both learning from outside disciplines beyond existing boundaries and enriching our insights in organization scholarship. The result is an impressive collection of papers about paradox theory that draws from four outside realms – the realm of belief, the realm of physical systems, the realm of social structures, and the realm of expression. In this introduction, we expand on why paradox theory is ripe for interdisciplinary theorizing, explore the benefits of doing so, and introduce the papers in this double volume.
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Paul Harvey, Mark J. Martinko and Nancy Borkowski
Building on a recent study of Weiner's (1985a) attribution–emotion–behavior model, we examine the extent to which negative affective states mediate the relationship between…
Abstract
Building on a recent study of Weiner's (1985a) attribution–emotion–behavior model, we examine the extent to which negative affective states mediate the relationship between attributions for undesirable outcomes and the ability to justify ethically questionable behaviors. Results of a scenario-based study indicated that causal attributions were associated with affective states and behavioral justification in the general manner predicted. Affective states were not associated with behavior justification, however, indicating that only a direct association between attributions and justification existed. Implications for future research on attributions and emotions are discussed.
Dean Pierides, Stewart Clegg and Miguel Pina e Cunha
Paradoxes are historically embedded in institutions and organizations. Latent paradoxes pose danger if they become salient; sociological analyses can identify historically…
Abstract
Paradoxes are historically embedded in institutions and organizations. Latent paradoxes pose danger if they become salient; sociological analyses can identify historically embedded latent paradoxes. The emergency management paradox, in which the state invests vast resources, establishing formidable organizational arrangements that rely on knowledge to respond to unanticipated events in advance of their occurrence, even though such events can only ever be known after they occur, is a paradox of this kind. Deploying methodological “dual integrity” we trace through historical description and sociological conceptualization the institutional and organizational history of the emergency management paradox in Australia, where uncontrollable bushfires are becoming increasingly common, before drawing more general conclusions about how a response to grand challenges, such as climate change, demands an interdisciplinary understanding of the rituals and realities of paradoxes that emerge historically from our collective attempts to handle uncertainty via risk. Our research serves as a warning of the grave consequences that can result from ignoring a paradox’s history, whether intentionally or unwittingly.
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John Donaldson, R. Boyfield and C. Henniker‐Heaton
February 27, 1973 Industrial relations — Unfair industrial practice — Employee's resignation from trade union — Threat of industrial action by union against employers — Whether…
Abstract
February 27, 1973 Industrial relations — Unfair industrial practice — Employee's resignation from trade union — Threat of industrial action by union against employers — Whether employee “person against whom the action was taken” — Whether competent to bring complaint against union — Industrial Relations Act, 1971 (c.72), ss.5(1)(2), 33(3), 101(1), 105(1).
Mary Dana Laird, James J. Zboja, Paul Harvey, Lisa M. Victoravich and Anupama Narayan
Guided by Hobfoll’s (1989) conservation of resources theory, we examined how psychological entitlement moderates the negative relationship between work-family conflict (WFC) and…
Abstract
Purpose
Guided by Hobfoll’s (1989) conservation of resources theory, we examined how psychological entitlement moderates the negative relationship between work-family conflict (WFC) and job satisfaction.
Design/methodology/approach
Using a sample of 119 accountants from the Midwestern United States, we tested our hypotheses with hierarchical regression analysis.
Findings
Results indicate a strong, negative relationship between WFC and job satisfaction for employees low in psychological entitlement, but an insignificant relationship for entitled employees.
Practical implications
The results suggest that some entitlement may be beneficial to employees when coping with WFC. However, organizations should limit WFC in order to foster their least entitled employees’ job satisfaction.
Originality/value
This is the first study that investigates how psychological entitlement affects employees' reactions to WFC. Not only does it contribute to the growing body of research that examines how this individual difference affects workplace functioning, but it suggests there may be some benefits to entitlement, which largely has been disparaged.