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Academic Journal
Management

“Time after Time: A daily diary examination of leadership’s sequential impact on flow experiences”

We examine the nexus of leadership and flow through the lens of two inherently positive psychological leadership approaches. In so doing, we examine how leaders can craft conditions to make work more conducive to followers’ flow, and the beneficial effects this has on well-being and performance. Data were collected from 40 employees who completed an initial survey and subsequent daily surveys over two weeks (273 data points). Results from hierarchical linear modeling (level-1 days; level-2 persons) suggest that transformational leaders and leader-member exchange (LMX) relationships impact employees’ work characteristics, subsequently impacting daily flow. In turn, followers’ daily flow predicted daily psychological well-being and performance on subsequent days, further evidencing the downstream importance of flow-facilitative leader behaviors. Both transformational leadership and LMX were also found to predict psychological well-being through leaders’ impact on flow preconditions and flow itself in a full multi-stage mediation model.
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2024 M Mills M Simmons Satoris Howes S Riforgiate M. Braun View on: Google Scholar

Academic Journal
Management

“Top Management Team Compensation in High Growth Technology Ventures”

We examine the key compensation issues pertaining to the top management team that occur during the early stages of growth in new ventures, specifically those anticipating rapid growth such as in technology-intensive markets. Similar to other new ventures, high-growth technology ventures are small in size but they have a goal of rapid growth giving rise to a need for resources and managerial talent to sustain the growth. New ventures are likely to compete in the market with larger organizations for top management team members. As a result, new ventures in rapid growth technology markets experience some unique compensation challenges. Critical for these firms is the issue of distributing equity among members of the founding team and structuring compensation to attract and retain non-founder executives. Drawing from the human resource management and entrepreneurship literatures, this paper develops a set of propositions predicting top management team compensation strategies for rapidly growing new ventures. Directions for future research are also discussed.
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1-11 pages 2006 D. Balkin Michele Swift

Academic Journal
Management

“Toward a dimensional model of vocational interests”

Growing evidence on the predictive validity of vocational interests for job performance calls for greater consideration of interest assessment in organizations. However, a consensus on the fundamental dimensions of interests that are aligned with the contemporary world of work is still lacking. In the current research, we developed an organizing framework of vocational interests and empirically validated an 8-dimension model (SETPOINT: Health Science, Creative Expression, Technology, People, Organization, Influence, Nature, and Things). We propose that interests are structured hierarchically, with preferences for specific work activities at the lowest level (assessed using interest items), basic interests for homogeneous classes of activities at the intermediate level (assessed using basic interest scales), and broad-band interest dimensions describing general tendencies of individuals to be drawn to or motivated by broad types of work environments at the top. To derive broad-band interest dimensions, it is necessary to base it on a comprehensive range of content-specific basic interest constructs. In Study 1, we conducted an extensive review of existing basic interest scales and developed a new assessment of basic interests with 41 homogeneous scales across two samples. In Study 2, we demonstrated the structural validity of the proposed dimensional model using second-order confirmatory factor analysis and exploratory structural equation modeling with a large, diverse sample of working adults and supported its predictive validity for occupational membership in new and traditional sectors of work. We discuss implications from the current findings for building interest theory, using interest assessment for organizational research, and evaluating interest structure with appropriate methods.
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690-714 pages 2019 Rong Su Louis Tay Hsin-Ya Liao Qi Zhang James Rounds

Academic Journal
Management

“Toward a model of issue-selling by subsidiary managers in multinational organizations”

In multinational organizations, local market responsiveness is critical to the development of effective strategies. This responsiveness is expected to occur in part as the result of upward influence from local subsidiary managers, who represent the local culture and shift relevant priorities accordingly. Issue-selling ” defined as directing top management's attention to particular issues and helping them understand such issues ” is one important way in which subsidiary managers pursue upward influence. The purpose of this paper is to help multinational organizations better facilitate and exploit potentially valuable input from local subsidiary managers. To do so, we propose an acculturated view of issue-selling. More specifically, we argue that subsidiary managers socialized by different national cultures vary: (1) in the extent to which their intention to sell issues is influenced by various contextual cues; and (2) in their choice of selling strategies. These theoretical differences suggest that local subsidiary managers from different cultures will differ in the way they approach issue-selling and, in turn, in the way they influence the strategy-making process. The discussion traces the implications of this line of reasoning for future research on the influence of local subsidiary managers and, more generally, for research on the cultural embeddedness of the strategy process.
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637-654 pages 2005 Journal of International Business Studies Y. Ling S. Floyd David Baldridge View on: Google Scholar

Academic Journal
Management

“Toward Greater Understanding of the Pernicious Effects of Workplace Envy”

Despite the fact that envy has been widely viewed as the most pernicious and organizational dysfunctional workplace emotion, research has ignored envy’s longer-term, chronic consequences. This oversight can largely be attributed to over reliance on the relatively static affective events framework that does not account for how envy-eliciting events can threaten an individual’s social standing or trigger emotional schema from previous events. Hence, we propose an extension of this framework in order to address these shortcomings and in order to more fully account for the cumulative effects of prior envy-eliciting events. In particular, by integrating insights from social comparison and emotional schema theories into the current framework, we offer a deeper, more fine-grained explanation for the accumulation of envious feelings and their longer-term, chronic consequences. We believe that these additional insights will offer a perspective, both for researchers and practitioners alike, into how envy-eliciting events can result in more malicious and chronic, dysfunctional outcomes over time. Future research and managerial implications are discussed.
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2014 John Veiga David Baldridge Livia Markoczy View on: Google Scholar

Academic Journal
Management

“Toward modeling the predictors of managerial career success: does gender matter?”

Although research has uncovered important predictors of managerial career success, the causal relationships between these predictors has not been fully explored. Accordingly, we propose and test a model that establishes a link between individual differences, salient career-related beliefs, career enhancing outcomes and managerial career success. Using path analysis, we found that education and career impatience directly affected willingness to relocate and perceived marketability, which in turn led to more promotions offered and greater exposure to powerful networks. Finally, the number of promotions offered directly affected management level, which in turn affected compensation level. With respect to gender differences, we found that beliefs regarding the efficacy of mentoring positively influenced a woman's sense of marketability, and like her male counterpart, exposure to powerful networks. However, we also found that for women managers, unlike men, such exposure did not affect the number of promotions they were offered.
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360-385 pages 2004 Journal of Managerial Psychology K. Eddleston David Baldridge J. Veiga View on: Google Scholar