The theme of the Academy of Management Orlando 2013 Conference on “Capitalism in Question” provid... more The theme of the Academy of Management Orlando 2013 Conference on “Capitalism in Question” provides a unique opportunity to critically reflect on the ways in which we both define and account for im...
Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we... more Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we examined when and why organizational leaders escape punitive evaluation for their organizational transgressions. In a sample of 162 full-time employees, we found that leaders who were perceived to be more able and inspirationally motivating were less punitively evaluated by employees for leader transgressions. These effects were mediated by the leaders' LMX (leader-member exchange) with their employees. Moreover, the tendency of leaders with higher LMX to escape punitive evaluations for their transgressions was stronger when those leaders were more valued within the organization. Finally, employees who punitively evaluated their leaders were more likely to have turnover intentions and to psychologically withdraw from their organization. Theoretical and practical implications associated with relatively understudied leader-transgression dynamics are discussed.
In this paper, findings from the negotiation literature are tested in the context of mergers. Tar... more In this paper, findings from the negotiation literature are tested in the context of mergers. Target firms' relatively threat capacity, accountability to and surveillance by constituents, and attractiveness of the offer are shown to predict its resistance to a merger offer.
In order to adjust, expatriates working abroad must form network ties in the host country to obta... more In order to adjust, expatriates working abroad must form network ties in the host country to obtain critical informational and emotional support resources. We present a five-stage process model that delineates how expatriates form adjustmentfacilitating support ties in a culturally unfamiliar context. We then provide propositions about how the progression of each stage is influenced by various expatriate-, actor-, and context-related factors. We conclude by discussing our model's implications for future research and managerial action. We thank Riki Takeuchi and Margaret Shaffer for their comments on earlier versions of this draft, as well as David Lepak and three anonymous AMR reviewers for their valuable comments that helped to develop this manuscript.
How can employees of multinational corporations (MNCs) who are dispersed in various locations aro... more How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between employees located in headquarter (HQ) versus non-HQ (i.e., subsidiary) country locations, we examined the role of the focal employee's professional advice ties and specifically their centrality as a source of advice to HQ contacts in enhancing inclusion. Moreover, we assessed the efficacy of two agentic strategies (i.e., cross-border work and access to well-connected site leaders) in facilitating the formation of inclusion-enhancing professional advice ties and whether their impact depends additionally on the focal employee's location inside or outside HQ country locations. Testing our predictions in a sample of 362 MNC employees dispersed across 33 sites, our findings showed that being central as a source of professional advice to HQ contacts enhanced employees' perceived inclusion. We also found that although employees in non-HQ countries suffered a "geographic disadvantage" in building professional advice ties to HQ contacts, these employees gained centrality as a source of professional advice to HQ contacts when they engaged in work that required cross-border interactions, especially when they also had site leaders who were well-connected. For employees located inside HQ countries, their professional advice ties to other HQ contacts were facilitated by having well-connected site leaders. We discuss the theoretical implications of our findings and provide practical recommendations for enhancing the inclusion of MNC employees based on whether they are located inside or outside of HQ countries. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
In addition to helping advance theory, replication studies offer rich and complementary learning ... more In addition to helping advance theory, replication studies offer rich and complementary learning experiences for doctoral students, enabling them to learn general research skills, through the process of striving to imitate good studies. In addition, students gain replication-specific methodological skills and learn about the important roles replications play for making management knowledge trustworthy. We outline best practices for enabling doctoral students and their supervisors to select studies to replicate, execute their replications, and increase the probability of successfully publishing their findings. We also discuss the crucial role of faculty mentors in supporting and guiding replication-based learning of doctoral students. Ultimately, educating doctoral students on how to execute high-quality replication studies helps to answer wider calls for more replication studies in the field of management, an important stepping stone along the journey toward open and responsible res...
Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the... more Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables associated with moral and relational qualities. Specifically, we hypothesize that employees’ moral identity internalization—i.e., the centrality of moral traits in their self-concept—is positively associated with their use of prohibitive voice. Furthermore, we hypothesize that this association is stronger when employees enjoy a higher quality relationship with their leader (leader-member exchange). In addition, drawing on the literature on moral symbolism, we hypothesize that workgroup moral identity symbolization—i.e., the extent to which workgroup members symbolically display moral traits—moderates the relationship between moral identity internalization and prohibitive voice in a compensatory manner. That is, workgroup moral identity symbolization enhances employees’ use of prohibitive voice when employees’ moral identity internalization is low. Data collected from hospital employees and their supervisors and coworkers support these hypotheses. These findings suggest new ways to promote prohibitive voice and, thereby, protect organizational stakeholders from harmful behaviors.
A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we... more A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we argue, approaching a tipping point. Concerns related to lack of congruence between BTCA and the mis...
One certainty in all organizations’ life cycle is that their top leaders will come and go and thu... more One certainty in all organizations’ life cycle is that their top leaders will come and go and thus, too, leaders will be replaced with new leaders. Recent estimates suggest that 10-20% of organizat...
Management scholars have noted that leader departures often foreshadow higher turnover intentions... more Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leader-member exchanges) have been high quality. In this article we posit that the quality of subordinates’ relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates’ organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate’s identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discu...
Via a longitudinal study of organizational change, we found that employees’ later commitment to c... more Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and that more commitment to change was sustained over time when employees perceived their leaders to have provided more transformational and informational justice behaviors within their work units. We also found that employees’ later commitment to change was a strong predictor of employees’ later behavioral support for change and turnover intention. The implications of our findings for how to maintain employee commitment to organizational change will be discussed.
Can authors, especially aspiring authors whose work is not already well-known, trust the reviews ... more Can authors, especially aspiring authors whose work is not already well-known, trust the reviews they receive from major journals? Can they trust that editors will act fairly towards them? These are crucial questions that speak to the trustworthiness of a field and the sources of its scholarly development. In this chapter we will discuss why editorial trustworthiness is so important and what it means in practice. We will attempt to provide some reassurance for aspiring authors that their submissions will often be read by people who care about both their manuscript and the larger field towards which it may contribute. Finally, we will suggest some ways that authors can signal that the work they submit is trustworthy.
The theme of the Academy of Management Orlando 2013 Conference on “Capitalism in Question” provid... more The theme of the Academy of Management Orlando 2013 Conference on “Capitalism in Question” provides a unique opportunity to critically reflect on the ways in which we both define and account for im...
Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we... more Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we examined when and why organizational leaders escape punitive evaluation for their organizational transgressions. In a sample of 162 full-time employees, we found that leaders who were perceived to be more able and inspirationally motivating were less punitively evaluated by employees for leader transgressions. These effects were mediated by the leaders' LMX (leader-member exchange) with their employees. Moreover, the tendency of leaders with higher LMX to escape punitive evaluations for their transgressions was stronger when those leaders were more valued within the organization. Finally, employees who punitively evaluated their leaders were more likely to have turnover intentions and to psychologically withdraw from their organization. Theoretical and practical implications associated with relatively understudied leader-transgression dynamics are discussed.
In this paper, findings from the negotiation literature are tested in the context of mergers. Tar... more In this paper, findings from the negotiation literature are tested in the context of mergers. Target firms' relatively threat capacity, accountability to and surveillance by constituents, and attractiveness of the offer are shown to predict its resistance to a merger offer.
In order to adjust, expatriates working abroad must form network ties in the host country to obta... more In order to adjust, expatriates working abroad must form network ties in the host country to obtain critical informational and emotional support resources. We present a five-stage process model that delineates how expatriates form adjustmentfacilitating support ties in a culturally unfamiliar context. We then provide propositions about how the progression of each stage is influenced by various expatriate-, actor-, and context-related factors. We conclude by discussing our model's implications for future research and managerial action. We thank Riki Takeuchi and Margaret Shaffer for their comments on earlier versions of this draft, as well as David Lepak and three anonymous AMR reviewers for their valuable comments that helped to develop this manuscript.
How can employees of multinational corporations (MNCs) who are dispersed in various locations aro... more How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between employees located in headquarter (HQ) versus non-HQ (i.e., subsidiary) country locations, we examined the role of the focal employee's professional advice ties and specifically their centrality as a source of advice to HQ contacts in enhancing inclusion. Moreover, we assessed the efficacy of two agentic strategies (i.e., cross-border work and access to well-connected site leaders) in facilitating the formation of inclusion-enhancing professional advice ties and whether their impact depends additionally on the focal employee's location inside or outside HQ country locations. Testing our predictions in a sample of 362 MNC employees dispersed across 33 sites, our findings showed that being central as a source of professional advice to HQ contacts enhanced employees' perceived inclusion. We also found that although employees in non-HQ countries suffered a "geographic disadvantage" in building professional advice ties to HQ contacts, these employees gained centrality as a source of professional advice to HQ contacts when they engaged in work that required cross-border interactions, especially when they also had site leaders who were well-connected. For employees located inside HQ countries, their professional advice ties to other HQ contacts were facilitated by having well-connected site leaders. We discuss the theoretical implications of our findings and provide practical recommendations for enhancing the inclusion of MNC employees based on whether they are located inside or outside of HQ countries. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
In addition to helping advance theory, replication studies offer rich and complementary learning ... more In addition to helping advance theory, replication studies offer rich and complementary learning experiences for doctoral students, enabling them to learn general research skills, through the process of striving to imitate good studies. In addition, students gain replication-specific methodological skills and learn about the important roles replications play for making management knowledge trustworthy. We outline best practices for enabling doctoral students and their supervisors to select studies to replicate, execute their replications, and increase the probability of successfully publishing their findings. We also discuss the crucial role of faculty mentors in supporting and guiding replication-based learning of doctoral students. Ultimately, educating doctoral students on how to execute high-quality replication studies helps to answer wider calls for more replication studies in the field of management, an important stepping stone along the journey toward open and responsible res...
Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the... more Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables associated with moral and relational qualities. Specifically, we hypothesize that employees’ moral identity internalization—i.e., the centrality of moral traits in their self-concept—is positively associated with their use of prohibitive voice. Furthermore, we hypothesize that this association is stronger when employees enjoy a higher quality relationship with their leader (leader-member exchange). In addition, drawing on the literature on moral symbolism, we hypothesize that workgroup moral identity symbolization—i.e., the extent to which workgroup members symbolically display moral traits—moderates the relationship between moral identity internalization and prohibitive voice in a compensatory manner. That is, workgroup moral identity symbolization enhances employees’ use of prohibitive voice when employees’ moral identity internalization is low. Data collected from hospital employees and their supervisors and coworkers support these hypotheses. These findings suggest new ways to promote prohibitive voice and, thereby, protect organizational stakeholders from harmful behaviors.
A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we... more A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we argue, approaching a tipping point. Concerns related to lack of congruence between BTCA and the mis...
One certainty in all organizations’ life cycle is that their top leaders will come and go and thu... more One certainty in all organizations’ life cycle is that their top leaders will come and go and thus, too, leaders will be replaced with new leaders. Recent estimates suggest that 10-20% of organizat...
Management scholars have noted that leader departures often foreshadow higher turnover intentions... more Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leader-member exchanges) have been high quality. In this article we posit that the quality of subordinates’ relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates’ organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate’s identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discu...
Via a longitudinal study of organizational change, we found that employees’ later commitment to c... more Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and that more commitment to change was sustained over time when employees perceived their leaders to have provided more transformational and informational justice behaviors within their work units. We also found that employees’ later commitment to change was a strong predictor of employees’ later behavioral support for change and turnover intention. The implications of our findings for how to maintain employee commitment to organizational change will be discussed.
Can authors, especially aspiring authors whose work is not already well-known, trust the reviews ... more Can authors, especially aspiring authors whose work is not already well-known, trust the reviews they receive from major journals? Can they trust that editors will act fairly towards them? These are crucial questions that speak to the trustworthiness of a field and the sources of its scholarly development. In this chapter we will discuss why editorial trustworthiness is so important and what it means in practice. We will attempt to provide some reassurance for aspiring authors that their submissions will often be read by people who care about both their manuscript and the larger field towards which it may contribute. Finally, we will suggest some ways that authors can signal that the work they submit is trustworthy.
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Papers by Debra Shapiro