SAGE Publications Inc: Group & Organization Management: Table of Contents Table of Contents for Group & Organization Management. List of articles from both the latest and ahead of print issues.
- SustAInable Employability: Sustainable Employability in the Age of Generative Artificial Intelligencepor Krisna Adiasto el marzo 1, 2024 a las 1:46 am
Group & Organization Management, Ahead of Print. <br/>Since the release of ChatGPT’s research preview in late 2022, generative artificial intelligence systems have become increasingly more prominent in public awareness due their potential transformative consequences for work. The present GOMusing explores the possible implications of implementing generative AI systems in the workplace for sustainable employability.
- A Resource-Acquisition Perspective: Examining the Effects of Downsizing on Work-Related Relationships and Performancepor Ozias A. Moore el febrero 27, 2024 a las 9:44 am
Group & Organization Management, Ahead of Print. <br/>Today’s corporations increasingly use downsizing as a change strategy to improve organizational performance. Although downsizing and employee networks have garnered attention from both scholars and practitioners, few studies have investigated the influence of downsizing on the temporal dynamics of communication networks among surviving employees or how changes in communication patterns in organizations affect performance. To study how downsizing affects layoff survivors—extending Conservation of Resources theory to longitudinal network and employee-performance data—we examine the impact of downsizing on both the behavioral and structural consequences in an organizational network and test whether temporal changes in network members’ degree centrality predict how employees who survive a downsizing event perform in their jobs. Results indicate that, during the period immediately following a downsizing event, survivors’ new tie-seeking behavior results in gains in degree centrality when compared with degree centrality before the downsizing or after organization routines stabilize. Moreover, survivors with lower pre-downsizing degree centrality achieved greater gains in degree centrality than those with higher degree centrality. We find that substantial gains in degree centrality are positively related to post-downsizing performance. Efforts to regain degree centrality are abandoned during the stabilization period, and changes in degree centrality are no longer positively related to post-downsizing performance. Our results demonstrate that dynamic changes in degree centrality during disruption and stabilization periods following a downsizing event have differential effects on work-related relationships and performance. We discuss the theoretical and managerial implications of these results and suggest future research directions.
- The Perceived Influence Model of Trust: Toward a Multi-Trustee Theorypor Lisa M. PytlikZillig el febrero 27, 2024 a las 5:25 am
Group & Organization Management, Ahead of Print. <br/>Prior research investigating situations involving one trustor and multiple trustees often examines how a trustor’s trust in one party affects their amount of trust in another party. This paper fills a gap by predicting the effects of trust. The Perceived Influence (PI) Model of Trust is an individual-level model focused on the perceptions of a trustor. It builds upon the Mayer et al. (1995) model by integrating insights from literature on task interdependence and expanding to two trustees. The PI model describes and explains three possibilities for how a trustor’s trust in two trustees may combine to form a sense of aggregate multi-trustee trust via: (1) additive effects, such that the trustor’s trust in each of the trustees has independent effects on the aggregate; (2) compulsory effects, such that increasing the amount of trust in one trustee increases the effect of trust in the other trustee; and (3) compensatory effects, such that increasing trust in one trustee decreases the effect of trust in the other trustee. We propose that the theoretical mechanism explaining which of these three possibilities takes place is the trustor’s perceived influence of the trustees, which is tightly linked to perceptions of task requirements necessary to attenuate the trustor’s risk. The PI model begins to fill an important gap in the literature pertaining to pervasive, but rarely considered, multi-trustee situations, and proposes the importance of trustor perceptions of trustee influence and task requirements for future models of trust.
- In Pursuit of Impact: How Psychological Contract Research Can Make the Work-World a Better Placepor Johannes M. Kraak el febrero 14, 2024 a las 1:37 am
Group & Organization Management, Ahead of Print. <br/>This paper is the result of the collective work undertaken by a group of Psychological Contract (PC) and Sustainability scholars from around the world, following the 2023 Bi-Annual PC Small Group Conference (Kedge Business School, Bordeaux, France). As part of the conference, scholars engaged in a workshop designed to generate expert guidance on how to aid the PC field to be better aligned with the needs of practice, and thus, impact the creation and maintenance of high-quality and sustainable exchange processes at work. In accordance with accreditation bodies for higher education, research impact is not limited to academic papers alone but also includes practitioners, policymakers, and students in its scope. This paper therefore incorporates elements from an impact measurement tool for higher education in management so as to explore how PC scholars can bolster the beneficial influence of PC knowledge on employment relationships through different stakeholders and means. Accordingly, our proposals for the pursuit of PC impact are organized in three parts: (1) research, (2) practice and society, and (3) students. Further, this paper contributes to the emerging debate on sustainable PCs by developing a construct definition and integrating PCs with an ‘ethics of care’ perspective.
- A Purposeful Approach to LMX Differentiation: The Role of LMX With Key Memberspor Chen Wang el febrero 13, 2024 a las 10:00 am
Group & Organization Management, Ahead of Print. <br/>A central idea in the leader-member exchange (LMX) literature is that leaders, due to the limited organizational and personal resources available to them, often struggle with developing and maintaining high-quality exchange relationships with all of their members. As a natural consequence, leaders typically form high-quality relationships with a select few members—often those who seem likable or are similar to the leader—while maintaining formal and distant relationships (i.e., low-quality LMX) with others. This form of differentiated treatment of members creates tensions in team dynamics. In this paper, we propose that leaders can mitigate the downsides of leader-member exchange differentiation (LMXD) for team dynamics by being more purposeful and strategic in how they differentiate in their treatment of members. Specifically, we posit that when leaders strategically develop high-quality LMX relationships with key members—individuals occupying influential positions in team social networks—such key members will engage in behaviors that buffer the negative impact of LMXD on team dynamics. Our framework integrates LMX theory with perspectives from social networks research to illustrate how strategic differentiation influences task and relational team dynamics. Finally, we discuss recommendations for empirically testing, theoretical extensions, and practical implications of this framework.