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Academic Journal
Management

“Disrupting the Chain of Displaced Aggression: A Review and Agenda for Future Research”

Displaced aggression refers to instances in which a person redirects their harm-doing behavior from a primary to a substitute, secondary target. Since the publication of the first empirical article in 1948, there has been a noticeable surge in research referencing this theory in both management and psychology journals. This trend highlights the continuing relevance of displaced aggression research and its applicability to other disciplinary fields (e.g., criminology, hospitality management, information systems, tourism). Despite the ubiquity of displaced aggression theory, however, there persists a notable lack of clarity and consensus regarding its fundamental principles, triggering factors, and underlying mechanisms. In light of these limitations, we provide a systematic and interdisciplinary review of displaced aggression theory with three key aims. First, our review offers foundational knowledge that helps unify the diverse ways in which scholars from varied disciplinary backgrounds have applied, interpreted, and operationalized displaced aggression. Second, inspired by the I3 Model, we introduce an overarching theoretical framework to coherently and parsimoniously organize the displaced aggression literature. Lastly, to move the field forward, we propose a promising agenda for future research that focuses on important issues emerging from our review.
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Lagios Restubog Pauline Schilpzand Kiazad Aquino

Academic Journal
Management

“Does feedback increase decision aid use among hiring professionals?”

We examined the influence of formative and outcome feedback on people’s reliance on decision aids. Decision aids are tools that managers can use to increase the accuracy of their hiring decisions. In our study, participants were asked to make 20 different hiring decisions and make predictions of a candidate’s performance on the job, with the option of using a decision aid formula. We manipulated whether participants received feedback on the accuracy of their predictions, the accuracy of the decision aid’s predictions, or both. The results demonstrated that feedback failed to have a significant impact on decision aid use for both hiring choice and performance predictions. Our findings suggest that the relationship between feedback and decision aid is weak, and that feedback does not meaningfully affect the use of decision aids.
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Article 4 pages 2020 A Thiele A Jackson S Stremic Satoris Howes View on: Google Scholar

Book
Management

“Dyadic Fit and the Process of Organizational Socialization”

Person-environment fit matters. Research has repeatedly shown that employees who fit with their jobs, their work groups, and their organizations are more committed and more satisfied (Kristof-Brown, Barrick, & Stevens, 2005). However, despite the demonstrated importance of person-environment fit, there has been a notable absence of research on interpersonal, dyadic fit at work (Ferris, Liden, Munyon, Summers, Basik, & Buckley, 2009). This is a surprising omission, because most people only feel like they really “fit” in a job if they have positive dyadic relationships with their co-workers and supervisor. As such, our understanding of behavior at work is incomplete if we fail to take the role of person-to-person relationships into account. There is also a practical, operational side to understanding dyadic relationships at work, because they facilitate the exchange of information and resources (e.g., Ibarra, Kilduff, & Tsai, 2005; Labianca & Brass, 2006; Nebus, 2006). Unfortunately, research on social relationships at work does not yet reflect the rich body of knowledge that has been amassed in other fields (Barry & Crant, 2000). Thus, while we know that interpersonal relationships are important, we currently do not know a great deal about these relationships in organizational contexts.
In this chapter, we outline a model of how person-environment fit develops in the course of social interactions among established organizational members and those who are new to the organization. The focus on the initial period of relationship development (i.e. organizational socialization) will help to illustrate a number of important processes that occur primarily in the initial acquaintance phase and unfold as individuals come to know one another better. Our theoretical development will proceed from a relationship science perspective (e.g., Berscheid, 1999; Kelley et al., 1983). This perspective offers insights that have been unexplored in both the person-environment fit and organizational socialization literatures, including an increased understanding of how people come to have close affective bonds with one another, a better set of tools for discussing the processes of social acceptance (and rejection), and a useful typology for differentiating types of relationships. To date, there has been only limited transfer of this material into the organizational behavior literature (for exceptions, see Ferris et al., 2009; Poteat, Shockley, & Allen, 2009; or Ragins & Dutton, 2007).
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50-74 pages 2013 Organizational Fit: Key Issues and New Directions John Kammeyer-Mueller Pauline Schilpzand Alex Rubenstein

Academic Journal
Management

“Earnings of Persons with Disabilities: Who Earns More (Less) from Entrepreneurial Pursuit?”

Earnings of Persons with Disabilities:
Who Earns More (Less) from Entrepreneurial Pursuit?
Abstract. Persons with disabilities (PWD) are among the largest and most diverse minority groups and among the most disadvantaged in terms of employment. Entrepreneurial pursuit is often advocated as a path toward employment, inclusion, and equality, yet few studies have investigated earning variation among PWD.
Methodology. We draw on social cognitive career theory (SCCT) and disability employment and entrepreneurship literatures to develop hypotheses about who among PWD are likely to earn more (less) from entrepreneurial pursuits. We then conduct analyses on the nationally representative sample of Canadian Survey on Disability including all PWD engaged in entrepreneurial pursuit and match each to an organizationally employed counterpart of the same gender and race, and of similar age and disability severity (n ≈ 810).
Findings. Entrepreneurial pursuit has a stronger negative association with earnings of PWD who experience earlier disability onset ages, who report more unmet accommodation needs, and who are female.
Originality. First, this study applies SCCT to help bridge literatures on organizational employment barriers for PWD and entrepreneurs with disabilities. Second, we call into question the logic of neoliberalism about entrepreneurship by showing that barriers to organizational employment impact entrepreneurial pursuit decisions and thereby earnings. Third, we extend understanding of entrepreneurial earnings among PWD by examining understudied disability and demographic attributes. Lastly, this study is among the first to use a matched sample to empirically test the impact of entrepreneurial pursuit on the earnings of PWD.
Keywords. disabilities, social cognitive career theory (SCCT), entrepreneurial pursuit, onset age, accommodation, disability origin
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2022 Emerald Yang Yang Mukta Kulkarni David Baldridge Alison Konrad View on: Google Scholar

Academic Journal
Management

“Emotional intelligence in autistic adults: A review with considerations for employers.”

Emotional intelligence is important within the workplace, as indicated by the multitude of positive workplace outcomes associated with heightened emotional intelligence. Research has demonstrated that many autistic individuals exhibit lower levels of trait emotional intelligence, potentially putting them at a disadvantage within the workplace. Emotional intelligence, however, is multifaceted, yet research on how autistic adults fare in these facets separately has remained siloed. All four facets are important and should be considered alongside one another to allow for a complete understanding of emotional intelligence and autism. The purpose of this paper is to review existing research with respect to how autistic individuals fare for each of the four facets of emotional intelligence, namely, perceiving emotions, using emotions to facilitate thought, understanding emotions, and managing emotions. This review is primarily intended to be descriptive and not prescriptive, though areas for consideration within the workplace—particularly regarding how autistic individuals may experience difficulties in meeting the necessary demands for sustainable career success—based on the reported findings are provided. Given this and the recognition that neurodiversity is an important component of organizational diversity, this paper is important for both individual employment sustainability efforts and organizational sustainable competitive advantage efforts.
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7252 pages 2023 Satoris Howes View on: Google Scholar