Research in Management – serie

This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more.

This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more.

Mark Twain, the great American writer, once stated that synergy is the bonus achieved when things work together harmoniously. Organizations in the twenty-first century are driven by a need to achieve synergy for all of their various processes, and organizational structures such as teams have become one of the major ways to do so. Thus, the fourth volume of Research in Management is devoted to highlighting conceptual frameworks and research investigations which elucidate factors related to effective team processes and those which may, in fact, hinder effectiveness.

Mark Twain, the great American writer, once stated that synergy is the bonus achieved when things work together harmoniously. Organizations in the twenty-first century are driven by a need to achieve synergy for all of their various processes, and organizational structures such as teams have become one of the major ways to do so. Thus, the fourth volume of Research in Management is devoted to highlighting conceptual frameworks and research investigations which elucidate factors related to effective team processes and those which may, in fact, hinder effectiveness.

Power and influence are key processes in organizations, and anyone wanting to learn how to lead or manage organizations effectively must first understand the dynamics associated with such processes. One interesting but not surprising fact about knowledge in this area is that scientific theory and empirical research are not new, having first appeared about 50 years ago. However, the rate of knowledge advancement in this domain has not been rapid, and there is still much to learn about organizational power and influence processes. Thus, this fifth volume in Research in Management is devoted to highlighting new theoretical and empirical perspectives that advance the frontiers of knowledge about power and influence in organizations. The chapters of this volume are all related to power and influence, albeit conceptualized somewhat differently and dealing with different substantive domains. However, that these chapters represent interesting and important contributions to knowledge concerning power and influence in organizations, and that each should spark future research that will further enhance the field.

Power and influence are key processes in organizations, and anyone wanting to learn how to lead or manage organizations effectively must first understand the dynamics associated with such processes. One interesting but not surprising fact about knowledge in this area is that scientific theory and empirical research are not new, having first appeared about 50 years ago. However, the rate of knowledge advancement in this domain has not been rapid, and there is still much to learn about organizational power and influence processes. Thus, this fifth volume in Research in Management is devoted to highlighting new theoretical and empirical perspectives that advance the frontiers of knowledge about power and influence in organizations. The chapters of this volume are all related to power and influence, albeit conceptualized somewhat differently and dealing with different substantive domains. However, that these chapters represent interesting and important contributions to knowledge concerning power and influence in organizations, and that each should spark future research that will further enhance the field.

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

Affect and Emotion includes a variety of chapters by some of the most prominent scholars in the area of emotions and leadership, as well as chapters by rising stars. These chapters chart the direction of future research in affect and leadership in four main areas. First, several of these chapters make a convincing argument that leaders use emotional labor and other forms of emotional displays to influence followers and team members. Leaders may use emotional labor to manage relational identities, or to create favorable impressions on followers and to create trust. Leaders' active emotional displays increase vision related performance and perception of transformational leadership.Second, one chapter reveals how emotions play an important role in leadership at every level, from within-person to organization-wide leadership. Leader's emotional labor plays an important role in several of these levels, with the exact method of performing emotional labor varying by level. A second chapter also examines levels of leadership, with a particular examination of the effects of leader emotional labor on close and distant leadership. Third, several of the chapters examine emotions from the authentic leadership and positive leadership perspectives, and two of these chapters focus on how psychological capital and authentic leadership skills help leaders be resilient and overcome obstacles. Fourth, two of the chapters show the role of affect and friendship ties to leadership research. One of these chapters examines the need to develop psychometrically sound measures of affect and friendship, whereas the other develops a model of how affect influences social network ties and informal leadership emergence. Taken together, these chapters illustrate four important research trends in emotions and leadership that are likely to grow in importance in the coming years.

Affect and Emotion includes a variety of chapters by some of the most prominent scholars in the area of emotions and leadership, as well as chapters by rising stars. These chapters chart the direction of future research in affect and leadership in four main areas. First, several of these chapters make a convincing argument that leaders use emotional labor and other forms of emotional displays to influence followers and team members. Leaders may use emotional labor to manage relational identities, or to create favorable impressions on followers and to create trust. Leaders' active emotional displays increase vision related performance and perception of transformational leadership.Second, one chapter reveals how emotions play an important role in leadership at every level, from within-person to organization-wide leadership. Leader's emotional labor plays an important role in several of these levels, with the exact method of performing emotional labor varying by level. A second chapter also examines levels of leadership, with a particular examination of the effects of leader emotional labor on close and distant leadership. Third, several of the chapters examine emotions from the authentic leadership and positive leadership perspectives, and two of these chapters focus on how psychological capital and authentic leadership skills help leaders be resilient and overcome obstacles. Fourth, two of the chapters show the role of affect and friendship ties to leadership research. One of these chapters examines the need to develop psychometrically sound measures of affect and friendship, whereas the other develops a model of how affect influences social network ties and informal leadership emergence. Taken together, these chapters illustrate four important research trends in emotions and leadership that are likely to grow in importance in the coming years.

Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern.Thus, Volume 8 of Research in Management is devoted to exploring what has been called “The Dark Side” of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership.Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of “dark side” behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern.Thus, Volume 8 of Research in Management is devoted to exploring what has been called “The Dark Side” of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership.Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of “dark side” behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

We are living in an age of pervasive distrust, one so severe that journalists discuss the “trust deficit” almost as regularly as they do trade or economic shortfalls. Perceptions of injustice and lack of fairness have increased so much during the years after the economic crash of 2008 that few organizations, both public and private, have been left unaffected. In fact, numerous opinion polls illustrate deep distrust on the part of participants towards political leaders, government organizations, and certainly, business leaders across many industries. Democrats, Republicans, conservatives, liberals, the wealthy, the poor, executives, police officers, managers – the list goes on and on. Some months back, an NBC/WSJ survey showed an eye-popping 82% disapproval rating for the U.S. Congress, the lowest in the history of the poll! With this climate as a backdrop, Volume 9 of the Research in Management series brings together seven chapters written by leading scholars in the field of justice and trust who present new research, models and conceptualizations to provide insights for key issues in this field both from a scholarly perspective as well as pragmatic suggestions for practice.

We are living in an age of pervasive distrust, one so severe that journalists discuss the “trust deficit” almost as regularly as they do trade or economic shortfalls. Perceptions of injustice and lack of fairness have increased so much during the years after the economic crash of 2008 that few organizations, both public and private, have been left unaffected. In fact, numerous opinion polls illustrate deep distrust on the part of participants towards political leaders, government organizations, and certainly, business leaders across many industries. Democrats, Republicans, conservatives, liberals, the wealthy, the poor, executives, police officers, managers – the list goes on and on. Some months back, an NBC/WSJ survey showed an eye-popping 82% disapproval rating for the U.S. Congress, the lowest in the history of the poll! With this climate as a backdrop, Volume 9 of the Research in Management series brings together seven chapters written by leading scholars in the field of justice and trust who present new research, models and conceptualizations to provide insights for key issues in this field both from a scholarly perspective as well as pragmatic suggestions for practice.

The latest volume in the Research in Management series, co-edited by Linda L. Neider and Chester A. Schrieshiem, reports on “Advances in Authentic and Ethical Leadership.” The eight insightful chapters are contributed by national and international scholars spanning the fields of leadership, organizational behavior, and research methodology. Among the areas discussed and linked to authentic and/or ethical leadership are mindfulness, decision making, the role of character, antecedents, substitutes for leadership, psychological capital, and a some of the “dark side” aspects associated with authenticity. Advances in Authentic and Ethical Leadership is a book that should be purchased by anyone currently or anyone considering doing research in the area.

The latest volume in the Research in Management series, co-edited by Linda L. Neider and Chester A. Schrieshiem, reports on “Advances in Authentic and Ethical Leadership.” The eight insightful chapters are contributed by national and international scholars spanning the fields of leadership, organizational behavior, and research methodology. Among the areas discussed and linked to authentic and/or ethical leadership are mindfulness, decision making, the role of character, antecedents, substitutes for leadership, psychological capital, and a some of the “dark side” aspects associated with authenticity. Advances in Authentic and Ethical Leadership is a book that should be purchased by anyone currently or anyone considering doing research in the area.

Perhaps the best word to describe the past fifteen or so years of the twenty first century is “change.” Spurred on by the massive layoffs, and reorganizations that took place during the recessionary period starting in late 2007, to changes in labor demographics, technology, competitiveness, and the very nature of work, business transformations have become the norm. Even the most stodgy and inflexible organizations – universities – are beginning to understand the need for radical change if they hope to be sustainable in the future. From our perspective as researchers in management, we became increasingly interested in new trends and ideas in the field of transforming business and non-profit enterprises. What are the variables associated with success? What determinants may mediate whether or not change efforts actually lead to more sustainable systems? And, how do such change efforts differ from strategic planning, which has obviously been around and used for many years? To begin answering such questions, this volume attempts to bring together a number of scholars who present conceptualizations and preliminary research insights concerning organizational change, and in two of the chapters, explore the relationship between change efforts and strategy formulation/implementation.

Perhaps the best word to describe the past fifteen or so years of the twenty first century is “change.” Spurred on by the massive layoffs, and reorganizations that took place during the recessionary period starting in late 2007, to changes in labor demographics, technology, competitiveness, and the very nature of work, business transformations have become the norm. Even the most stodgy and inflexible organizations – universities – are beginning to understand the need for radical change if they hope to be sustainable in the future. From our perspective as researchers in management, we became increasingly interested in new trends and ideas in the field of transforming business and non-profit enterprises. What are the variables associated with success? What determinants may mediate whether or not change efforts actually lead to more sustainable systems? And, how do such change efforts differ from strategic planning, which has obviously been around and used for many years? To begin answering such questions, this volume attempts to bring together a number of scholars who present conceptualizations and preliminary research insights concerning organizational change, and in two of the chapters, explore the relationship between change efforts and strategy formulation/implementation.

The Covid-19 pandemic triggered an unprecedented shift to remote work, made possible by a vast array of technologies. While the frequency of remote work has decreased post-pandemic, many workers and organizations are now embracing remote and hybrid work options. Technologies that proved beneficial during the pandemic continue to be used, and the explosion of AI across industries has left many wondering about the future of work and society.Meaningful Work in a Post-Covid Age: The Impact of New Technologies presents examples of how technology can enhance efficiency and effectiveness in education, industry, and healthcare when used to support organizational stakeholders. However, it also cautions that we must consider the long-term impact of technology on human well-being. The widespread use of new technologies has resulted in lasting shifts in organizational and worker mindsets about what is considered normal, appropriate, and desirable in how and where work is performed. These changes have also impacted how meaningful work is experienced.The book addresses the underlying concern about whether the pervasive use of technology will result in net benefits or losses to society. Technology that focuses primarily on efficiency at the expense of relational and creative needs can detract from the meaningfulness of life and work, leading to worker unrest and alienation, and potentially impacting the physical and mental health of the global population. Meaningful Work in a Post-Covid Age presents models and tools to help leaders, decision-makers, and workers navigate their organizations and careers to find meaningful work amidst the accelerating growth of new technologies.

The Covid-19 pandemic triggered an unprecedented shift to remote work, made possible by a vast array of technologies. While the frequency of remote work has decreased post-pandemic, many workers and organizations are now embracing remote and hybrid work options. Technologies that proved beneficial during the pandemic continue to be used, and the explosion of AI across industries has left many wondering about the future of work and society.Meaningful Work in a Post-Covid Age: The Impact of New Technologies presents examples of how technology can enhance efficiency and effectiveness in education, industry, and healthcare when used to support organizational stakeholders. However, it also cautions that we must consider the long-term impact of technology on human well-being. The widespread use of new technologies has resulted in lasting shifts in organizational and worker mindsets about what is considered normal, appropriate, and desirable in how and where work is performed. These changes have also impacted how meaningful work is experienced.The book addresses the underlying concern about whether the pervasive use of technology will result in net benefits or losses to society. Technology that focuses primarily on efficiency at the expense of relational and creative needs can detract from the meaningfulness of life and work, leading to worker unrest and alienation, and potentially impacting the physical and mental health of the global population. Meaningful Work in a Post-Covid Age presents models and tools to help leaders, decision-makers, and workers navigate their organizations and careers to find meaningful work amidst the accelerating growth of new technologies.

This volume highlights research and conceptual insights into one of the most basic, and yet, perplexing research issues in management-handling and assessing the comparability of our measurement devices across groups and measures. One of the most consistently difficult concerns in management research over the past three decades has been trying to reconcile measurement equivalence issues utilizing diverse samples. Given the emphasis on diversity in the human resources area and the internationalization of business and management, measurement equivalence is more of a general concern now than ever before. If we are not able to successfully address concerns about measurement equivalence, research examining differences between groups could be highly misleading and/or erroneous. Consequently, we hope that the thoughtful contributions of the scholars in this volume will help future scholars to better address measurement equivalence concerns.

This volume highlights research and conceptual insights into one of the most basic, and yet, perplexing research issues in management-handling and assessing the comparability of our measurement devices across groups and measures. One of the most consistently difficult concerns in management research over the past three decades has been trying to reconcile measurement equivalence issues utilizing diverse samples. Given the emphasis on diversity in the human resources area and the internationalization of business and management, measurement equivalence is more of a general concern now than ever before. If we are not able to successfully address concerns about measurement equivalence, research examining differences between groups could be highly misleading and/or erroneous. Consequently, we hope that the thoughtful contributions of the scholars in this volume will help future scholars to better address measurement equivalence concerns.

The primary mission of the series is to disseminate and advance knowledge in the field of management, broadly defined. As such, topics include traditional areas of management such as planning, controlling, leading, and organizing, as well as related disciplines.