Under New Management Podcasts

Mike interviews Adam Grant about a series of field experiments he performed on task significance" the sense that one's job has a positive impact on the wellbeing of other people. Adam found that increasing task significance dramatically improved employee job performance. Adam Grant (agrant@unc.edu) is an Assistant Professor of Organizational Behavior/Strategy in the Kenan-Flagler Business School at the University of North Carolina, Chapel Hill. He earned his PhD in organizational psychology from the University of Michigan and his BA in psychology from Harvard. His research focuses on job design, work motivation, helping and giving behaviors, initiative and proactivity, and employee satisfaction and well-being" with an emphasis on when and how "making a difference makes a difference." You can download the podcast by clicking here. Date of the interview: February 7, 2008 Recommended further readings: Bornstein, D. 2004. How to change the world: Social entrepreneurs and the power of new ideas. New York: Oxford University Press. Grant, A. M. 2008. The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93: 108-124. Grant, A. M., Christianson, M. K., & Price, R. H. 2007. Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives, 21: 51-63. Hackman, J.R. 2002. Leading teams: Setting the stage for great performances. Boston, MA: Harvard Business School Press. Weick, K. E., & Sutcliffe, K. M. 2001. Managing the unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Morela interviews Batia Wiesenfeld about her research on justice and the counterintuitive effects a person's self-esteem may have of the perception of fairness. Batia proposes that managers should take a customized approach to dealing with fairness issues in the workplace based on their employees' notion of self worth and their commitment to the organization. Batia Wiesenfeld (bwiesenf@stern.nyu.edu) is an associate professor at New York University Stern School of Business. She teaches courses in managing organizational change and managing organizations. She has been with NYU Stern for more than 10 years. Her primary research areas include organizational change and adaptation, downsizing, merger integration, virtual organizations, and virtual work. Batia has been published in many journals including Journal of Management, Organizational Behavior and Human Decision Processes, Organization Science and Psychological Bulletin. Before joining NYU Stern, she taught at Columbia University. You can download the podcast by clicking here. Date of the interview: February 1, 2008 Recommended further readings: Diekmann, K.A., Sondak, H., & Barsness, Z. I. (2007). Does fairness matter more to some than to others? The moderating role of workplace status on the relationship between procedural fairness perceptions and job satisfaction. Social Justice Research, 20, 161-180. Swann, W. B., Jr. Chang-Schneider, C. & McClarty, K. (2007) Do our self-views matter? Self-concept and self-esteem in everyday life. American Psychologist, 62, 84-94. Smith, H. J., Thomas, T. R., & Tyler, T. R. (2006). Concrete construction employees: When does procedural fairness shape self-evaluations? Journal of Applied Social Psychology, 36, 644-663. Wiesenfeld, B.M., Brockner, J., & Thibault, V. (2000). Procedural fairness, managers' self-esteem, and managerial behaviors following a layoff. Organizational Behavior and Human Decision Processes, 83, 1, 1-32. Wiesenfeld, B.M., Swann Jr., W.B., Brockner, J., & Bartel, C.A. (2007). Is more fairness always preferred? Self-esteem moderates reactions to procedural justice. Academy of Management Journal, 50 , 1235-1253. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at morela@u.washington.edu .

Mike interviews Joel Brockner about a 20+ year stream of research on procedural fairness. Joel summarizes numerous studies that showed how the fairness of an organization's policies and procedures for making and communicating decisions is one of the most important factors in determining employee attitudes and behaviors. Joel Brockner (jb54@columbia.edu) is the Phillip Hettleman Professor of Business and Chair of the Management Division in the Business School at Columbia University in New York. Within the broader field of organizational behavior, Joel is well known for his work in several areas, including the effects of organizational downsizing on the productivity and morale of the "survivors," management of organizational change, self processes in organizations and managerial judgment and decision making. You can download the podcast by clicking here. Date of the interview: January 15, 2008 Recommended further readings: Brockner, J. (2002). Making sense of procedural fairness: How high procedural fairness can reduce or heighten the influence of outcome favorability. Academy of Management Review, 27, 58-76. Brockner, J. (2006). Why it's so hard to be fair. Harvard Business Review, 84, 122-129. Brockner, J., & Wiesenfeld, B.M. (1996). An integrative framework for explaining reactions to decisions: The interactive effects of outcomes and procedures. Psychological Bulletin, 120, 189-208. Colquitt, J. A. (2004). Does the justice of the one interact with the justice of the many? Reactions to procedural justice in teams. Journal of Applied Psychology, 89, 633-646. Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21, 34-48. Lind, E. A., Kulik, C. T., Ambrose, M., & Deverapark, M.V. (1993). Individual and corporate dispute resolution: Using procedural fairness as a decision heuristic. Administrative Science Quarterly, 38, 224-251. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Mike interviews Brent Scott about a paper he recently published in the Journal of Applied Psychology with co-authors Jason Colquitt and Cindy Zapata-Phelan. They found that employees who were rated as more charismatic by their managers received higher levels of interpersonal and informational justice from their managers. This effect was due to the sentiments (positive and negative feelings) managers held toward their employees. Brent Scott (scott@bus.msu.edu) is an Assistant Professor of Management in the Eli Broad College of Business at Michigan State University. He received his Ph.D. in Business Administration from the University of Florida and his B.A. in Psychology from Miami University. His research focuses on the role of mood and emotions at work, organizational justice, and personality. You can download the podcast by clicking here.     Date of the interview: January 4, 2008 Recommended further readings: Cropanzano, R. (2000). Justice in the workplace: From theory to practice. Mahwah, NJ: Erlbaum. Korsgaard, M. A., Roberson, L., & Rymph, R. D. (1998). What motivates fairness? The role of subordinate assertive behavior on managers' interactional fairness. Journal of Applied Psychology, 83, 731-744. Greenberg, J., & Colquitt, J. A. (2005). Handbook of organizational justice. Mahwah, NJ: Erlbaum. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu  

Mike interviews Jay Carson about a study he recently published in the Academy of Management Journal with co-authors Paul Tesluk and Jennifer Marrone. They found that coaching by an external leader was a critical factor in the emergence of shared leadership, particularly when the internal team environment was poor. In turn, shared leadership was associated with higher team performance. Jay Carson(jcarson@cox.smu.edu) is an assistant professor at the Edwin L. Cox School of Business, Southern Methodist University. He received his Ph.D. from the Robert H. Smith School of Business, University of Maryland. His research interests are in leadership, teams, and cross-cultural issues, with a current focus on shared leadership and internal leadership in teams. You can download the podcast by clicking here.   Date of the interview: December 27, 2007 Recommended further readings: Carson, J.B., Tesluk, P.E., & Marrone, J.A. 2007. Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50: 1217-1234. Mehra, A., Smith, B., Dixon, A., & Robertson, B. 2006. Distributed leadership in teams: The network of leadership perceptions and team performance. Leadership Quarterly, 17: 232245. Pearce, C. L., & Conger, J. A. 2003. Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Morela interviews Oana Branzei about a study she and her colleagues recently conducted that examined how trust develops and breaks in cross-cultural business relationships. Utilizing a sample of Canadian and Japanese students, they examined which signs people used to determine whether they trusted a potential joint venture partner. They found that the Canadians (an individualist culture) relied on signs that indicated something about the potential partner's disposition, but the Japanese (a collectivistic culture) relied on signs about the context in which the joint venture would be embedded. She offers suggestions on how to build trust when dealing cross-culturally.   Oana Branzei is an Assistant Professor of Strategy in the Richard Ivey School of Business at the University of Western Ontario. Prior to joining Ivey, Oana was part of the faculty in the Schulich School of Business at York University. She received her PhD from the University of British Columbia. You can download the podcast by clicking here.   Date of the interview: November 2, 2007 Recommended further readings: Bacharach, M., & Gambetta, D. 2001. Trust in signs. In Trust in Society (K.S. Cook, ed.). New York: Russell Sage Foundation.148-184. Branzei, O., Vertinsky, I., & Camp, R.D. II. 2007. Culture-contingent signs of trust in emergent relationships. Organizational Behavior and Human Decision Processes, 104: 61-82. Doney, P.M., Cannon, J.P., & Mullen, M.R. 1998. Understanding the influence of national culture on the development of trust. Academy of Management Review, 23: 601-620. Fukuyama, F. 1995. Trust: The Social Virtues and the Creation of Prosperity. The Free Press: New York. Kramer, R.M. (ed.). 2007. Organizational Trust: A Reader. Oxford, UK: Oxford University Press. Kramer, R.M., & Tyler, T.R. (eds.). 1995. Trust in Organizations: Frontiers of Theory and Research. Thousand Oaks, CA: Sage. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at morela@u.washington.edu .

Mike interviews Tanya Menon about a series of studies she and Leigh Thompson conducted that examine people's perceptions of interpersonal threat. They introduce the phenomenon of threat immunity, where people believe that they are more threatening to others than others are to them. She explains how understanding threat immunity can enhance both performance feedback and negotiations. Tanya Menon is an Associate Professor of Managerial and Organizational Behavior at the University of Chicago Graduate School of Business. She earned her PhD in Organizational Behavior from the Stanford Graduate School of Business. Dr. Menon was the recipient of an American Marshall Memorial Fellowship, a Kaufman Foundation Grant for research on Entrepreneurship, and a Stanford Center for Conflict and Negotiation Fellowship. She was the winner of Chicago GSB's 2006 Faculty Excellence Award and the 2007 Phoenix Award, for contributions inside and outside the classroom. You can download the podcast by clicking here.   Date of the interview: October 25, 2007 Recommended further readings: Frank, R.H. (1985). Choosing the Right Pond: Human Behavior and the Quest for Status. New York: Oxford University Press. Menon, T., & Thompson, L. (2007). Don't hate me because I'm beautiful: Self-enhancing biases in threat appraisal. Organizational Behavior and Human Decision Processes, 104, 45-60. Thompson, L. (2003). Making the Team: A Guide for Managers. Upper Saddle River, New Jersey: Prentice Hall. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Mike interviews Chip Hunter and Sherry Thatcher about their study of the effects of stress on job performance among employees in a bank that had recently undergone a restructuring. They found that the effects of stress on performance depended upon the employees' levels of commitment and job performance. For employees who were highly committed and/or had high levels of job experience, stress led to higher performance. In contrast, for employees who had low levels of commitment and/or job experience, stress led to lower job performance. You can download the podcast by clicking here.   Date of the interview: October 4, 2007 Chip Hunter is the Procter & Gamble Bascom Associate Professor of Management and Human Resources in the School of Business at the University of Wisconsin-Madison. He received his PhD in industrial relations and human resources at MIT. Sherry Thatcher received her PhD at the Wharton School of Business and is currently an independent scholar. Recommended further readings: Cappelli, P. 1999. The new deal at work: Managing the market-based employment relationship. Boston: Harvard Business School Press. Hunter, L.W., & Thatcher, S.M.B. 2007. Feeling the heat: Effects of stress, commitment, and job experience on job performance. Academy of Management Journal, 50: 953-968. Jex, S.M. 1998. Stress and job performance: Theory, research, and implications for managerial practice. Thousand Oaks, CA: Sage. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Mike interviews Sanford Devoe about the studies reported in the Academy of Management Journal and Organizational Behavior and Human Decision Processes. In these studies, Sanford and co-author Jeff Pfeffer of Stanford University demonstrate that people paid by the hour view time in the same way that they view money, but people paid by salary do not. People who view time as money were more likely to give extra time to work for additional pay, but were less likely to volunteer their time than salaried employees. Sanford is an Assistant Professor of Organizational Behaviour & HR Management in the Rotman School of Business at the University of Toronto. He earned his PhD from Stanford University in 2007. He studies the psychological dimensions of incentives within organizations. You can download the podcast by clicking here.   Date of the interview: September 28, 2007 Recommended further readings: Devoe, S.E., & Pfeffer, J. 2007. Hourly payment and volunteering: The effect of organizational practices on decisions about time use. Academy of Management Journal, 50: 783-798. Devoe, S.E., & Pfeffer, J. 2007. When time is money: The effect of hourly payment on the evaluation of time. Organizational Behavior and Human Decision Processes, 104: 1-13. Evans, J., Kunda, G., & Barley, R. 2004. Beach time, bridge time, and billable hours: The temporal structure of technical contracting. Administrative Science Quarterly, 49: 1-38. Kaveny, M.C. 2001. Billable hours in ordinary time: A theological critique of the instrumentalization of time in professional life. Loyola University Chicago Law Journal, 33: 173-220. Perlow, L.A. 1997. Finding time: How corporations, individuals and families can benefit from new work practices. Ithaca, NY: Cornell University Press. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Mike interviews Astrid Homan about an experiment that examined the effects of team members' beliefs about the value of diversity on team performance. Astrid and her co-authors found that although objective diversity had no effect on performance, team members' beliefs about the value of diversity did. Specifically, diverse teams that valued diversity performed better than homogeneous teams and diverse teams that did not value diversity. Astrid Homan graduated in 2001 in Communication Science at the University of Amsterdam. She then started her Ph.D. project at the department of Work and Organizational Psychology on the effects of diversity in teams. In 2002 she received a Fulbright Scholarship to do research at Michigan State University for three months. Since September 2005, she has worked as an assistant professor at the Social and Organizational Psychology department at Leiden University. You can download the podcast by clicking here.   Date of the interview: September 20, 2007 Recommended further readings: Daly, C.B. (1996). Does diversity matter? Harvard Business Review, 74(3), 10-11. Dahlin, K.B. Weingart, L.R, Hinds, P.J. (2005). Team diversity and information use. Academy of Management Journal, 48, 1107-1123. Homan, A.C., van Knippenberg, D., Van Kleef, G.A., De Dreu, C.K.W. (2007). Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. Journal of Applied Psychology, 92, 1189-1199. van Knippenberg, D., Schippers, M.C. (2007). Work group diversity. Annual Review of Psychology, 58, 515-541. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

Mike interviews Marie Mitchell about a study she and Maureen Ambrose conducted examining the effects of abusive supervision on workplace deviance. Drawing on a sample of participants from a wide variety of organizations, they found that employees with abusive supervisors were likely to retaliate against their abusers, and were also likely to displace their aggression at other targets, including their coworkers and the organization in general. Dr. Mitchell is an Assistant Professor of Management at the University of Nebraska, Lincoln, and a faculty member of the Gallup Research Institute. She received her Ph.D. in Business Administration from the University of Central Florida. You can download the podcast by clicking here. Date of the interview: September 14, 2007 Recommended further readings: Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 1159-1168. Sutton, R. I. (2007). The no asshole rule: Building a civilized workplace and surviving one that isn't. New York: Warner Business Books. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal. 43, 178-190. Tepper, B. J. (2007). Abusive supervision in work organizations: Review synthesis, and research agenda. Journal of Management, 33, 261-289. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

In this interview, Terry Mitchell talks about research he and Tom Lee have conducted in examining voluntary turnover. In contrast to the conventional wisdom that people quit because they are dissatisfied with their jobs, their research has discovered that this is just one of four reasons why people leave their jobs. He discusses pre-emptive actions managers can take to combat voluntary turnover. Dr. Mitchell is the Edward E. Carlson Distinguished Professor in Business Administration at the University of Washington Business School in Seattle. He is a fellow in both the Academy of Management and the Society for Industrial-Organizational Psychology, and was chosen as a charter member in the Academy of Management's Hall of Fame. He received his Ph.D. in psychology from the University of Illinois, Urbana-Champaign. You can download the podcast by clicking here.   Date of the interview: July 24, 2007 Recommended further readings: Holtom, B. C., Mitchell, T. R., Lee, T. W., & Inderrieden, E. J. 2005. Shocks as causes of turnover: What they are and how organizations can manage them. Human Resource Management, 44: 337-352. Lee, T. W, Maurer, S. D. 1997. The retention of knowledge workers with the unfolding model of voluntary turnover. Human Resource Management Review, 7: 247-275. Lee, T. W, Mitchell, T. R, Wise, L., & Fireman, S. 1996. An unfolding model of voluntary employee turnover. Academy of Management Journal, 39: 5-36. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

This is part two of a two-part interview with Terry Mitchell, where he talks about research he and Tom Lee have conducted in examining voluntary turnover. In contrast to the conventional wisdom that people stay in their jobs because they are satisfied, their research has discovered people often stay because they are stuck by factors both inside and outside the organization. Terry talks about ways that managers can help their employees to become more embedded, and thus reduce voluntary turnover. Dr. Mitchell is the Edward E. Carlson Distinguished Professor in Business Administration at the University of Washington Business School in Seattle. He is a fellow in both the Academy of Management and the Society for Industrial-Organizational Psychology, and was chosen as a charter member in the Academy of Management's Hall of Fame. He received his Ph.D. in psychology from the University of Illinois, Urbana-Champaign. You can download the podcast by clicking here.   Date of the interview: July 24, 2007 Recommended further readings: Holtom, B. C, Mitchell, T. R, Lee, T. W. 2006. Increasing human and social capital by applying job embeddedness theory. Organizational Dynamics, 35: 316-331. Lee, T. W, Mitchell, T. R, Sablynski, C. J, Burton, J. P, Holtom, B. C. 2004. The Effects of Job Embeddedness on Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover. Academy of Management Journal, 47: 711-722. Mitchell, T. R, Holtom, B. C, Lee, T. W, Sablynski, C. J, Erez, M. 2001. Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44: 1102-1121. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu

In this interview, Debra Shapiro talks about a recent survey that examined why management research is often not applied in management practice. The "lost in translation" problem occurs when academic researchers do not present their results in ways that make sense to practitioners. The "lost before translation" problem occurs when management research does not address questions that are even of interest to managers. Dr. Shapiro discusses the causes and possible solutions to these two problems. Dr. Shapiro is currently the Clarice Smith Professor of Management and Organization in the Smith School of Business at the University of Maryland, and associate editor of the Academy of Management Journal. She received her Ph.D. in Organization Behavior from the J.L. Kellogg Graduate School of Management at Northwestern University, and previously served as professor and associate dean in the Kenan-Flagler School of Business at the University of North Carolina-Chapel Hill. You can download the podcast by clicking here.   Recommended further readings: Lawler, E. E., Mohrman, A. M., Ledford, S. A., Ledford, G. E., Cummings, T. G., & Associates. 1985. Doing research that is useful for theory and practice. San Francisco: Jossey-Bass. Nonaka, I., & Konno, N. 1998. The concept of "ba": Building a foundation for knowledge-creation. California Management Review, 40(3): 40-54. Rynes, S. L., Bartunek, J. M., & Daft, R. L. 2001. Across the great divide: Knowledge creation and transfer between practitioners and academics. Academy of Management Journal, 44: 340-355. Shapiro, D.L., Kirkman, B.L., & Courtney, H.G. 2007. Perceived causes and solutions of the translation problem in management research. Academy of Management Journal, 50: 249-266. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu