Anthony C. Hood, Ph.D

Background: Psychological safety is the key to learning from failures and teaming effectively. The purpose of this study was to explore how the construct of psychological safety has been incorporated in healthcare literature in order to guide future application within the healthcare context. Given the extensiveness of psychological safety research in healthcare, a scoping review was the best approach for exploring the breadth of studies, evidence, and gaps identified over the past 20 years… Show more

Background: Psychological safety is the key to learning from failures and teaming effectively. The purpose of this study was to explore how the construct of psychological safety has been incorporated in healthcare literature in order to guide future application within the healthcare context. Given the extensiveness of psychological safety research in healthcare, a scoping review was the best approach for exploring the breadth of studies, evidence, and gaps identified over the past 20 years. Methods: A scoping review of peer-reviewed, published research was conducted using Pubmed, Scopus, PsycINFO, Cumulative Index of Nursing and Allied Health (CINAHL), EMBASE, and Medline databases. Results: 134 studies were included in this review. Discussion: Studies are predominantly individual-level, cross-sectional, nursing centered, and largely atheoretical. There is a need for more theory application, empirical rigor, and systematic and meta-analytical reviews. Conclusion: Since Edmondson’s seminal work on psychological safety in 1999, this is the first review of psychological safety in the healthcare context. This is a significant contribution to health services research as this review presents collective insight into psychological safety in order to inform future theoretical and empirical research. Show less

According to the American Association of Medical Colleges, women comprise 26% of full professors and 19% of medical school department chairs. African American and Latino faculty comprise 4.6% of full professors and 6.9% of department chairs.

Because of the lack of representation of women and racial/ethnic minority faculty at the highest levels of academic medicine, this study examines the perceptions of barriers to advancement by men and women academic medical school faculty of differing… Show more

According to the American Association of Medical Colleges, women comprise 26% of full professors and 19% of medical school department chairs. African American and Latino faculty comprise 4.6% of full professors and 6.9% of department chairs.

Because of the lack of representation of women and racial/ethnic minority faculty at the highest levels of academic medicine, this study examines the perceptions of barriers to advancement by men and women academic medical school faculty of differing races and ethnicities to explore potential differences in perceptions by demographic group. Show less

We seek to contribute to our very limited knowledge base about a relatively new type of psychological contract: team psychological contracts. We argue that aggregate perceptions of intrateam task and relationship conflict are positively associated with individual team member perceptions of team psychological contract breach. We also argue that individual team member perceptions of team support mitigate the respective relationships between aggregate perceptions of intrateam task and relationship… Show more

We seek to contribute to our very limited knowledge base about a relatively new type of psychological contract: team psychological contracts. We argue that aggregate perceptions of intrateam task and relationship conflict are positively associated with individual team member perceptions of team psychological contract breach. We also argue that individual team member perceptions of team support mitigate the respective relationships between aggregate perceptions of intrateam task and relationship conflict and individual team member perceptions of team psychological contract breach. Using 306 team members across 76 teams from 18 organizations, we find that aggregate perceptions of intrateam task and relationship conflict are both positively associated with individual team member perceptions of team psychological contract breach. However, we find that individual team member perceptions of team support only mitigate the relationship between aggregate perceptions of intrateam relationship conflict and individual team member perceptions of team psychological contract breach. Theoretical and practical implications are discussed.

Co-authored with Kevin S. Cruz, and Thomas J. Zagenczyk Show less

This study examines the association of emotional and physical reactions to perceived discrimination with depressive symptoms among a sample of African American (AA) men in the southeastern United States. Analysis of the 2010 Behavioral Risk Factor Surveillance System (BRFSS) data set provides an examination of demographic, perceived discrimination context, and health status differences in depressive symptoms measured by the Patient Health Questionnaire—2 (PHQ-2). The analysis also assesses… Show more

This study examines the association of emotional and physical reactions to perceived discrimination with depressive symptoms among a sample of African American (AA) men in the southeastern United States. Analysis of the 2010 Behavioral Risk Factor Surveillance System (BRFSS) data set provides an examination of demographic, perceived discrimination context, and health status differences in depressive symptoms measured by the Patient Health Questionnaire—2 (PHQ-2). The analysis also assesses individual differences among AA men related to experiencing physical symptoms and feeling emotionally upset due to perceived discrimination. A focused examination investigates the role of adverse reactions to perceived discrimination in association with depressive symptomology. Findings illuminate the significance of experiences of and reactions to perceived discrimination in relationship with depressive symptomology among AA men living in the southeastern United States. Findings also demonstrate the need for additional research focusing on perceived discrimination experiences in relation to depressive symptoms experienced among the AA male subgroup. Continued investigation of within-group differences among AA men, with health promotional strategies to foster social-emotional support, will further the improvement in health and wellness for AA men.


Co-authored with Larrell L. Wilkinson, Olivio J. Clay, Eric P. Plaisance, Lakesha Kinnerson, Brandon D. Beamon and Dominique Hector. Show less

The health care environment experiences rapid changes. It is essential to investigate how these changes can affect the viability of competitive strategies of hospitals. This study aimed to examine whether Porter's typology of cost leadership, differentiation, and hybrid are equally viable in different environments of the hospital industry.

Co-authored with Akbar Ghiasi, Robert Weech-Maldonado, Larry Hearld, Ferhat Zengul, Maziar Rsulnia, and Neeraj Puro.

Whereas entrepreneurship research has made advancements to establish and distinguish itself as an academic area, entrepreneurship education has developed more modestly. In this article, we introduce the Heptalogical Model as a conceptual foundation for entrepreneurship education, pedagogy, course and program development, and external engagements with entrepreneurial venture partners. The model is the product of years of utilization in the instruction of thousands of learners worldwide by… Show more

Whereas entrepreneurship research has made advancements to establish and distinguish itself as an academic area, entrepreneurship education has developed more modestly. In this article, we introduce the Heptalogical Model as a conceptual foundation for entrepreneurship education, pedagogy, course and program development, and external engagements with entrepreneurial venture partners. The model is the product of years of utilization in the instruction of thousands of learners worldwide by diverse instructors at multiple institutions and application in hundreds of outreach consulting projects with entrepreneurial ventures. Grounded in the conceptual history of entrepreneurship theory and education, the Heptalogical Model offers a distinct approach that is not person or venture-centric. Its logic clarifies how many kinds of entrepreneurs and ventures develop, evolve, and perform in practical ways. The model is amenable to the radical diversities of entrepreneurial phenomena across sectors, industries, and cultures. Show less

This article is part of the topic “Remembering Through Conversations,” For a full listing of topic papers, see http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1756-8765/earlyview

Transactive memory systems (TMS) theory has attracted considerable attention in the scholarly fields of cognitive, organizational, and social psychology; communication; information science; and management. A central theme underlying and connecting these scholarly fields has been the role of interpersonal… Show more

This article is part of the topic “Remembering Through Conversations,” For a full listing of topic papers, see http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1756-8765/earlyview

Transactive memory systems (TMS) theory has attracted considerable attention in the scholarly fields of cognitive, organizational, and social psychology; communication; information science; and management. A central theme underlying and connecting these scholarly fields has been the role of interpersonal communication in explaining how members of dyads, groups, and teams learn “who knows what,” specialize in different information domains, and retrieve information from domain experts. However, because theoretical and empirical evidence is scattered across related, yet distinct scholarly fields, it is difficult to determine how and why communication influences TMS and related outcomes. Thus, this paper reviews literature on the relationships between communication, TMS, and outcomes in dyads, groups, and teams, and proposes avenues for future research.

Co-authored with Vesa Peltokorpi. Show less

Paper presented at the 78th Annual Meeting of the Academy of Management.

Our knowledge about team members’ perceptions of team support and team psychological contract breach is relatively limited. We seek to add to this limited body of knowledge by theorizing that aggregate levels of intrateam task and relationship conflict are interpreted by team members as how much their teams value the contributions and well-being of team members, like themselves, as well as how much their teams have… Show more

Paper presented at the 78th Annual Meeting of the Academy of Management.

Our knowledge about team members’ perceptions of team support and team psychological contract breach is relatively limited. We seek to add to this limited body of knowledge by theorizing that aggregate levels of intrateam task and relationship conflict are interpreted by team members as how much their teams value the contributions and well-being of team members, like themselves, as well as how much their teams have broken promises to team members, like themselves. We also theorize that team members’ perceptions of team support and team psychological contract breach moderate the relationships between intrateam task and relationship conflict and the opposite team perception. We test our hypotheses in a sample of 306 team members across 76 teams and 18 organizations. We find that intrateam task and relationship conflict are negatively associated with team members’ perceptions of team support, and positively associated with team members’ perceptions of team psychological contract breach. We do not find that team members’ perceptions of team psychological contract breach moderate the respective relationships between intrateam task and relationship conflict and team members’ perceptions of team support. However, we do find that team members’ perceptions of team support weaken the positive relationship between intrateam relationship conflict and team members’ perceptions of team psychological contract breach. We discuss the theoretical and managerial implications of these findings.

Co-Authored with Kevin Saul Cruz.
Published Online:9 Jul 2018https://doi.org/10.5465/AMBPP.2018.10434abstract Show less

Symposium presented at the 73rd Annual Meeting of the Academy of Management.

Organizational scholars are increasingly examining the implications of how employees are embedded in social networks in their work settings. While network research has frequently explored the benefits which follow from individuals experiencing positive interactions with others, the consequences of negative ties are less understood. Understanding the impact of negative ties is an important research challenge as… Show more

Symposium presented at the 73rd Annual Meeting of the Academy of Management.

Organizational scholars are increasingly examining the implications of how employees are embedded in social networks in their work settings. While network research has frequently explored the benefits which follow from individuals experiencing positive interactions with others, the consequences of negative ties are less understood. Understanding the impact of negative ties is an important research challenge as work environments increasingly require extensive interaction between personnel—hence, the presence of both positive and negative relationships can have important implications for effective job performance and other relevant outcomes by organizational members. Following this, our symposium offers a set of four social network papers which collectively present a balanced perspective investigating both the benefits and drawbacks afforded to individuals through their interpersonal relationships with coworkers. Through an exploration of the predictors, explanatory mechanisms, moderators, and consequences of both positive and negative ties, the social network research in this symposium can help managers and organizations better understand how and why relationships between individuals matter.

Positive and Negative Workplace Relationships, Social Satisfaction, and Organizational Attachment
Presenter: Vijaya Venkataramani; Giuseppe Labianca; Travis J Grosser; U. of Kentucky

Do You Feel What I Feel? Stress, Negative Ties, Conflict Asymmetry and Intent to Turnover
Presenter: Anthony C. Hood; U. of Alabama at Birmingham
C Justice Tillman; Baruch College
Orlando C. Richard; U. of Texas, Dallas

The Role of Social Network Antecedents and Outcomes in Social Undermining Between Team Members
Presenter: Payal Nangia Sharma; Rutgers U.
Suzanne Keasey Edinger; U. of Nottingham, UK

Network Accuracy and Career Advancement in an Organization
Presenter: Joshua Marineau; North Dakota State U. Show less

Symposium presented at the 73rd Annual Meeting of the Academy of Management in Philadelphia, PA.

Intragroup conflict has received an immense amount of research attention in the past few decades (De Dreu & Weingart, 2003; De Wit, Greer & Jehn, 2012). However, many questions and inconsistencies remain (cf. De Wit et al., 2012). To better understand the phenomenon of intragroup conflict, scholars have called for researchers to explore alternate ways of capturing the multi-level dynamic… Show more

Symposium presented at the 73rd Annual Meeting of the Academy of Management in Philadelphia, PA.

Intragroup conflict has received an immense amount of research attention in the past few decades (De Dreu & Weingart, 2003; De Wit, Greer & Jehn, 2012). However, many questions and inconsistencies remain (cf. De Wit et al., 2012). To better understand the phenomenon of intragroup conflict, scholars have called for researchers to explore alternate ways of capturing the multi-level dynamic nature of intragroup conflict (Korsgaard et al., 2008), to better understand how conflicts transforms (e.g., De Wit et al., 2012), and to explore other types of conflicts within teams beyond task, relationship and process (e.g., Bendersky & Hays, 2012). Together, these different perspectives can provide valuable insight for understanding the effects, and management, of intragroup conflict. In this symposium, we present four papers that address these important new research directions. The first two papers respond to the call for more multi-level studies of intragroup conflict, and show how social network analysis can be applied to enable a more comprehensive understanding of the multi-level nature of intragroup conflict. The third paper responds to calls to better understand the inter-relationships among the conflict types by exploring when and how task conflict can be misinterpreted as relationship conflict. Finally, the fourth paper responds to calls for investigations of new and emerging types of intragroup conflict by providing rich qualitative and quantitative data to support the existence of three distinct types of hierarchical conflicts within teams. Following the presentations, Laurie Weingart, a prolific contributor to the conflict literature will lead an interactive group discussion.

Impact of Task Conflict Network Density on Team Performance:The Role of Transactive Memory Systems
Presenter: Anthony C. Hood; Daniel Gregory Bachrach; Elliot Bendoly
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This paper takes us beyond the unethical act and explores the use of moral disengagement as a multi-stage, multi-functional regulatory and coping mechanism that not only allows individuals to engage in unethical behavior, but also manage the negative emotions (i.e., guilt and shame) from learning the consequences of such behavior. A resource-based lens is applied to the moral disengagement process, suggesting that individuals not only morally disengage prior to committing an unethical act in… Show more

This paper takes us beyond the unethical act and explores the use of moral disengagement as a multi-stage, multi-functional regulatory and coping mechanism that not only allows individuals to engage in unethical behavior, but also manage the negative emotions (i.e., guilt and shame) from learning the consequences of such behavior. A resource-based lens is applied to the moral disengagement process, suggesting that individuals not only morally disengage prior to committing an unethical act in order to conserve their own resources, but also morally disengage as a coping mechanism to reduce emotional duress upon learning of the consequences of their actions, which we describe as post-moral disengagement. These assertions are tested using a scenario-based laboratory study consisting of 182 respondents. Findings indicate that individuals will morally disengage in order to commit an unethical act, will experience negative emotions from having learned of the consequences, and then will engage in post-moral disengagement as a coping mechanism. In addition, the findings suggest that guilt and shame relate differently to moral disengagement. Show less

Abstract
Despite efforts to increase convergence and comparability in financial reporting across national borders and regulatory boundaries, inconsistencies in the interpretation of accounting standards persist. The current study examines whether accounting decision making (consolidation of an investee) is influenced by accountants’ work location (United States vs. India) and personality (core self-evaluations). We expect these relationships to differ based on whether the accounting term… Show more

Abstract
Despite efforts to increase convergence and comparability in financial reporting across national borders and regulatory boundaries, inconsistencies in the interpretation of accounting standards persist. The current study examines whether accounting decision making (consolidation of an investee) is influenced by accountants’ work location (United States vs. India) and personality (core self-evaluations). We expect these relationships to differ based on whether the accounting term “control” is interpreted using the International Accounting Standards Board’s (IASB) principles-based approach versus the Financial Accounting Standards Board’s (FASB) rules- based perspective. Drawing on a sample of 180 English-speaking accountants based in the U.S. and India, results of moderation analyses suggest that accountants’ decision to consolidate is significantly influenced by work location and core self-evaluations when the term “control” is interpreted using principles-based terminology, but not when it is interpreted using rules-based terminology. Practical implications of such inconsistencies for the continued convergence and comparability of accounting standards and decisions as well as directions for future research are discussed.
Accepted November 2017
Expected Publication June 2018 Show less

Symposium presented August 7, 2017 at the 77th Annual Meeting of the Academy of Management in Atlanta, GA.

The purpose of this symposium is to present emerging work that seeks to expand understanding of the interface between the bright and dark sides of employee social networks. Together, these papers illuminate the complex ways in which employees develop and manage relationships across multiple boundaries such as maintaining friendships despite task conflicts, sabotaging enemies while… Show more

Symposium presented August 7, 2017 at the 77th Annual Meeting of the Academy of Management in Atlanta, GA.

The purpose of this symposium is to present emerging work that seeks to expand understanding of the interface between the bright and dark sides of employee social networks. Together, these papers illuminate the complex ways in which employees develop and manage relationships across multiple boundaries such as maintaining friendships despite task conflicts, sabotaging enemies while developing shared knowledge systems, undermining demographically similar employees and including or excluding co-workers based on social differences. Such relational complexities suggest that the ways in which employees elect to erect, enforce, and span relational boundaries are influenced by the duality of personal and professional concerns. This symposium offers a platform through which theories at the intersection of competition, conflict, and complementarity in employee networks may be developed, extended, or bounded."

Who needs enemies when you have friends? Ambivalence, transactive memory, and performance in teams
Presenter: Juanita Kimiyo Forrester; Georgia State U.

Towards a theory of transactive deviance
Presenter: Anthony C. Hood; U. of Alabama, Birmingham

When corporate hyenas attack: a relational approach to mobbing
Presenter: Douglas A. Franklin; Fox School of Business, Temple U.

Expecting help, but receiving harm: A qualitative exploration of Crabs in the Barrel Syndrome
Presenter: Carliss D. Miller; Sam Houston State U.

Published Online:30 Nov 2017https://doi.org/10.5465/ambpp.2017.13103symposium Show less

Paper presented August 6, 2017 by Anthony C. Hood, PhD at the 77th Annual Meeting of the Academy of Management in Atlanta, GA.

“Corporate morality” is often viewed by society as contradictory and oxymoronic. Yet, organizations often express core values through Corporate Moral Events (CME) such as those reflected in Corporate Social Responsibility (CSR) initiatives. The literature has almost universally assumed that CMEs are perceived as abstract “do-good” phenomena that lead to positive… Show more

Paper presented August 6, 2017 by Anthony C. Hood, PhD at the 77th Annual Meeting of the Academy of Management in Atlanta, GA.

“Corporate morality” is often viewed by society as contradictory and oxymoronic. Yet, organizations often express core values through Corporate Moral Events (CME) such as those reflected in Corporate Social Responsibility (CSR) initiatives. The literature has almost universally assumed that CMEs are perceived as abstract “do-good” phenomena that lead to positive outcomes. But, CMEs are subject to multiple interpretations and a complex sensemaking process, yielding less positive reactions than hoped for in many instances. Little theory has addressed the complex interpretative process following CMEs. Corporate Morality Theory (CMT), an overarching multi-level theoretical system, explains how corporate moral event history affects employee sensemaking processes. This complex moral sensemaking process includes cognitive and affective steps; is triggered by newly aware and historical CSR event characteristics followed by attributions of locus of causality, controllability, and ensuing affective responses and stability attributions. This sensemaking process motivates employee behaviors. Complimenting micro-CSR, we develop an integrated theoretical system for understanding employee responses to firms’ investments in CMEs, showing that the motivations driving employees’ reactions are more multifaceted than currently assumed. CMT also extends applications of attribution theory in organizational settings by focusing on attributions of the causes underlying organization-level moral events versus supervisor and/or peer activity.

Co-Authored with Daniel Gregory Bachrach, Pavlos Vlachos, Frederick Morgeson
Published Online: 30 Nov 2017
https://doi.org/10.5465/ambpp.2017.11374abstract Show less

*Awarded Best Paper for the Organizational Behavior Division at the 74th Annual Meeting of the Academy of Management in Philadelphia, PA.

Drawing on transactive memory systems (TMS) theory, we propose that TMS operates as a meta-resource that enhances team performance directly by generating resource surpluses, and indirectly by diminishing the unnecessary expenditure of resources stemming from intrateam conflict involvement. Based on a combination of survey data collected from the… Show more

*Awarded Best Paper for the Organizational Behavior Division at the 74th Annual Meeting of the Academy of Management in Philadelphia, PA.

Drawing on transactive memory systems (TMS) theory, we propose that TMS operates as a meta-resource that enhances team performance directly by generating resource surpluses, and indirectly by diminishing the unnecessary expenditure of resources stemming from intrateam conflict involvement. Based on a combination of survey data collected from the members of 107 project management teams and team performance data collected from archival sources several months later, we find support for the mediating role played by intrateam task and relationship conflict involvement in the relationship between TMS and team performance. In conceptualizing TMS as a meta- resource, our study reveals a critical role for TMS in reducing dysfunctional intrateam conflict involvement. The study’s findings also help to explain the performance benefits observed in previous TMS research.

Co-authored with Daniel Gregory Bachrach, Kyle Lewis, and Elliot Bendoly. Show less

Special Issue: Addressing the Social Determinants of Health through Academic-Community Partnerships

Abstract:
The Carnegie Foundation for the Advance­ment of Teaching describes community engagement as the collaboration between higher education institutions and their larger communities (local, regional/state, national, global) for the mutually beneficial exchange of knowledge and resources in a context of partnership. This article describes the de­velopment, implementation and… Show more

Special Issue: Addressing the Social Determinants of Health through Academic-Community Partnerships

Abstract:
The Carnegie Foundation for the Advance­ment of Teaching describes community engagement as the collaboration between higher education institutions and their larger communities (local, regional/state, national, global) for the mutually beneficial exchange of knowledge and resources in a context of partnership. This article describes the de­velopment, implementation and outcomes of a community-engaged grant-making program, the Community Health Innova­tion Awards (CHIA). The CHIA program was the by-product of a qualitative study jointly led by researchers at the University of Alabama at Birmingham and neighborhood leaders from the surrounding communi­ties in Birmingham, AL. The competitive program provided funding to area organiza­tions that proposed creative solutions to on-the-ground health challenges. Since its inception, CHIA has awarded $356,500 to 26 innovative projects between 2012 and 2017. These awards have supported novel programs that have connected academic and community partners in addressing health disparities and improving overall community well-being in the greater Bir­mingham area. Show less

Purpose – This study examines the extent to which multiplex conflict relationships, or those infused with both relationship and task conflict, are related to employee decisions regarding from whom to seek advice at work.

Design/methodology/approach – Data were gathered from 75 employees in a medium-sized life sciences firm in the US Midwest and analyzed using social networks analysis.

Findings - Findings demonstrate that although employees were less likely to seek advice from… Show more

Purpose – This study examines the extent to which multiplex conflict relationships, or those infused with both relationship and task conflict, are related to employee decisions regarding from whom to seek advice at work.

Design/methodology/approach – Data were gathered from 75 employees in a medium-sized life sciences firm in the US Midwest and analyzed using social networks analysis.

Findings - Findings demonstrate that although employees were less likely to seek advice from someone with whom they experienced relationship conflict, employees were more likely to seek advice from those with whom they experienced task conflict. Moreover, advice was still sought from those with whom both forms of conflict were present simultaneously.

Implications – The current study demonstrates that employees are willing to seek advice from those with whom there is task conflict despite the simultaneous presence of relationship conflict. Compared to relationships free of relationship conflict (e.g., friendships), those characterized by multiplex conflicts provide greater access to others with divergent perspectives while also reducing the need for advice seekers to invest resources towards the protection and maintenance of the positive affective portion of the relationship.

Originality/value – Although much of the focus of conflict research has been directed towards intragroup task and relationship conflict, our multiplex social networks approach provides a unique opportunity to explore the effects on advice seeking stemming from the co-occurrence of these distinct types of conflict within the same employee dyad. In doing so, we contribute to the continuing debate regarding the primacy of affective or cognitive concerns in judgment and behavior.
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Task interdependence has received a great deal of attention as a critical driver of project dynamics. This study focuses on one of these key dynamics: helping among information technology (IT) implementation project team members. We uniquely distinguish between perceptions of receiving more help than one personally provides to other team members (positive inequity), vs. giving more than one receives (negative inequity). We argue, using an equity theory frame, that members have a tendency to… Show more

Task interdependence has received a great deal of attention as a critical driver of project dynamics. This study focuses on one of these key dynamics: helping among information technology (IT) implementation project team members. We uniquely distinguish between perceptions of receiving more help than one personally provides to other team members (positive inequity), vs. giving more than one receives (negative inequity). We argue, using an equity theory frame, that members have a tendency to resolve perceived inequity by adjusting subsequent levels of helping, but that the extent of adjustment is moderated by task interdependence. Results from an empirical evaluation of 591 members in 107 IT implementation teams, examined at several points throughout their project cycles, provide insight into these relationships. Extending and bounding equity theory, we find that lower interdependence augments the effect of positive inequity on subsequent helping, but leaves the effect of negative inequity unaffected. Further, we find support for an inverted U-shaped relationship between the level of subsequent helping in a team and the final cost of implementation. This holds critical implications for project team design and ensuing dynamics. Show less

Research presented August 2016 at the 76th Annual Meeting of the Academy of Management in Anaheim, California.

ABSTRACT: We integrate social capital and social exchange frameworks to better understand how team-level factors influence team member deviance. Using a sample of 259 team members across 67 teams and 18 organizations, we find that the aggregate level of social capital within a team (tie strength, shared vision, and trust) is positively associated with the aggregate level of… Show more

Research presented August 2016 at the 76th Annual Meeting of the Academy of Management in Anaheim, California.

ABSTRACT: We integrate social capital and social exchange frameworks to better understand how team-level factors influence team member deviance. Using a sample of 259 team members across 67 teams and 18 organizations, we find that the aggregate level of social capital within a team (tie strength, shared vision, and trust) is positively associated with the aggregate level of perceived team member support. The aggregate level of perceived team member support is positively associated with the aggregate level of psychological contract fulfillment within a team. The aggregate level of psychological contract fulfillment within a team is negatively associated with team member engagement in behaviors that comply with organizational norms, but do not comply with team norms. Theoretical and practical implications are discussed. Show less

Drawing on conservation of resources theory, multiplex social networks research, and the emerging conflict involvement perspective, the purpose of this study is to develop and test a multiplex view of conflict that explicitly accounts for the nature of the social relationships between those involved in intrateam conflict and how these multiplex relationships differentially impact team performance. Data were collected from 120 teams engaged in a 4-month business simulation. Relationship… Show more

Drawing on conservation of resources theory, multiplex social networks research, and the emerging conflict involvement perspective, the purpose of this study is to develop and test a multiplex view of conflict that explicitly accounts for the nature of the social relationships between those involved in intrateam conflict and how these multiplex relationships differentially impact team performance. Data were collected from 120 teams engaged in a 4-month business simulation. Relationship conflicts occurring among team members who are friends have a negative impact on team performance, whereas those occurring between non-friends have a positive impact on team performance. Although we also find non-friend task conflicts to be beneficial for team performance, friend task conflicts have no impact on team performance. This study highlights the dark side of workplace friendships and admonishes managers to pay close attention not only to conflicts among employees, but also to the relational closeness of those involved in conflict. The current study provides empirical support for the emerging conflict involvement perspective by explicitly assessing the number of individuals involved in conflict as well as the type of relationships between them. We also extend research on multiplex relationships from the individual to the team level of analysis. Finally, we respond to calls for studies of multiplexity that include both positive and negative relationships. Show less

In this research, we develop a framework for understanding the emergence of transactive memory systems (TMS) in project-based teams characterized by different levels of group-level positive affectivity (PA) and negative affectivity (NA). With a focus on enhancing understanding of the means of transmission, we test the mediating role played by group-level psychological safety (PS) in the relationship between team affectivity and TMS. From a sample of 107 software implementation project teams… Show more

In this research, we develop a framework for understanding the emergence of transactive memory systems (TMS) in project-based teams characterized by different levels of group-level positive affectivity (PA) and negative affectivity (NA). With a focus on enhancing understanding of the means of transmission, we test the mediating role played by group-level psychological safety (PS) in the relationship between team affectivity and TMS. From a sample of 107 software implementation project teams, in a lagged field study we find support for a mediated model in which high group NA, but not group PA, promotes environments psychologically unsafe for interpersonal risk-taking (low PS), and which are negatively associated with TMS. This study extends prior research on the differential effects of PA and NA, by contributing to the limited research on group affectivity, environmental antecedents of TMS, and the mediating role of psychological safety for predicting group-level transactive processes and structures. Show less

Research presented August 2015 at the 75th Annual Meeting of the Academy of Management in Vancouver, British Columbia, Canada.

ABSTRACT: In this research we develop and test a model examining the presence of curvilinearity in the association between team-level organizational citizenship behavior (OCB) and team performance. Building from the “too much of a good thing” principle and resource allocation theory, we propose that this relationship reaches a point of inflection, after which… Show more

Research presented August 2015 at the 75th Annual Meeting of the Academy of Management in Vancouver, British Columbia, Canada.

ABSTRACT: In this research we develop and test a model examining the presence of curvilinearity in the association between team-level organizational citizenship behavior (OCB) and team performance. Building from the “too much of a good thing” principle and resource allocation theory, we propose that this relationship reaches a point of inflection, after which the positive association is no longer present. Further, we incorporate transactive memory systems (TMS) theory to identify a boundary of this relationship. We test TMS as a boundary because, from resource allocation theory, only limited resources are available to complete work tasks. TMS creates an explicit differentiation in task domains that should increase the efficiency with which teams use scarce resources, such as those allocated to OCB. Results from matching survey data collected from the members of 103 project teams involved in a 16 week strategy simulation and team performance metrics collected following completion of the simulation, indicate that significant variance in team performance is accounted for by moderate team citizenship. Show less

Leveraging perspectives from social cognitive theory, the attention-based view, and social networks literatures, we tested the relationship between unethical choice and network unethicality, which we define as respondents’ perceptions of their peer advisors’ unethical choices. Although social cognitive theory predicts that perceptions of peer advisor unethical choice are positively associated with unethical choice, we theorize that the nature of this relationship depends on the personality of… Show more

Leveraging perspectives from social cognitive theory, the attention-based view, and social networks literatures, we tested the relationship between unethical choice and network unethicality, which we define as respondents’ perceptions of their peer advisors’ unethical choices. Although social cognitive theory predicts that perceptions of peer advisor unethical choice are positively associated with unethical choice, we theorize that the nature of this relationship depends on the personality of the actor (core self-evaluation) and the situation (moral intensity). Results from a lagged study suggest that individual and situational variables may act as key buffers to the adverse impact of unethical social influence on ethical choice. Strengths, limitations, and directions for future research are discussed. Show less

Although a great deal of research effort has been separately focused on transactive memory systems and intra-team conflict, little research has focused on the point of intersection between these streams of research. Moreover, the majority of research in the TMS domain has favored an input-process-outcome approach (Ilgen, Hollenbeck, Johnson, & Jundt, 2005); conceptualizing TMS as a mechanism explaining the effects of team inputs on team performance. However, the emphasis on TMS as a process… Show more

Although a great deal of research effort has been separately focused on transactive memory systems and intra-team conflict, little research has focused on the point of intersection between these streams of research. Moreover, the majority of research in the TMS domain has favored an input-process-outcome approach (Ilgen, Hollenbeck, Johnson, & Jundt, 2005); conceptualizing TMS as a mechanism explaining the effects of team inputs on team performance. However, the emphasis on TMS as a process with only direct consequences for team performance has left a void in our understanding of the drivers of this putatively direct relationship. In this manuscript, we sought in part to fill this gap by advancing a theoretical framework explaining both the direct and indirect effects of TMS on team performance, the mediating roles played by intra-team task and relationship conflict, and the role of team size in this process. Show less

The dynamic and ambiguous nature of the entrepreneurial process requires new venture teams to acquire, integrate, and utilize large amounts of complex, non-routine information effectively and efficiently (Kogut & Zander, 1992). Team’s internal network structures play significant roles in the movement of both social and information resources between team members. The concept of transactive memory systems (TMS) describes a team interaction process whereby team members develop a shared… Show more

The dynamic and ambiguous nature of the entrepreneurial process requires new venture teams to acquire, integrate, and utilize large amounts of complex, non-routine information effectively and efficiently (Kogut & Zander, 1992). Team’s internal network structures play significant roles in the movement of both social and information resources between team members. The concept of transactive memory systems (TMS) describes a team interaction process whereby team members develop a shared understanding of each member’s individual knowledge stocks and areas of expertise (Lewis, 2003). Team members use this shared understanding to transfer and integrate each other’s diverse knowledge bases to create new knowledge, solve complex problems, and arrive at higher quality decisions (Wegner, 1991).

The present study positions TMS as a knowledge combinative capability that facilitates the transfer and combination of team resources to produce valuable team outputs (Kogut & Zander, 1992). The study draws on social capital and group-level information processing theories to develop and test an input-process-output model of entrepreneurial team performance. Specifically, the study explores the mediating effects of entrepreneurial team transactive memory systems on the relationship between entrepreneurial team networks and entrepreneurial team performance. Show less

Previous research on team performance in the management and entrepreneurship literatures has provided weak and inconsistent justifications for the effects of a team’s conflict on its performance. We propose that absence of insight into the structure of teams’ conflict networks and the exchange and combination of resources embedded within them represents a substantive limitation in our understanding of the mechanics of conflict for achieving enhanced entrepreneurial team performance. Thus, using… Show more

Previous research on team performance in the management and entrepreneurship literatures has provided weak and inconsistent justifications for the effects of a team’s conflict on its performance. We propose that absence of insight into the structure of teams’ conflict networks and the exchange and combination of resources embedded within them represents a substantive limitation in our understanding of the mechanics of conflict for achieving enhanced entrepreneurial team performance. Thus, using social capital theory as an explanatory framework, the current study addresses this shortcoming by offering more theoretically sound arguments explaining the processes through which team conflict affects the performance of knowledge intensive new venture teams. We define a conflict network as the set of conflictful dyadic exchange relationships, or ‘conflict ties,’ group members share with one another (Brass, Galaskiewicz, Greve, & Tsai, 2004). Show less

The field of Entrepreneurship has experienced increased legitimacy and popularity over the last 25 years and the growth of the field over the last decade being has been exponential. The field’s evolution has benefitted from advances in both theory development and research methodology resulting in an increase in the number of entrepreneurship publications in both general management journals and entrepreneurship focused journals, the latter of which have grown in prestige. However, advances in… Show more

The field of Entrepreneurship has experienced increased legitimacy and popularity over the last 25 years and the growth of the field over the last decade being has been exponential. The field’s evolution has benefitted from advances in both theory development and research methodology resulting in an increase in the number of entrepreneurship publications in both general management journals and entrepreneurship focused journals, the latter of which have grown in prestige. However, advances in theory development have outstripped those in research methodology (Dean, Shook & Payne, 2007).

A number of studies that systematically examined the methodologies employed in research throughout the field (e.g., Chandler & Lyon, 2001, Busenitz, et al., 2003, Crook, et al, 2010, Dean, et al. 2007) have noted that the rigor in the discipline has increased over time. In this study we build on previous research by expanding the journals included in our examination. We also empirically test the relationship between the level of rigor employed and the level of importance placed on publication in specific journals by management departments. This enables us to offer a set of recommendations that helps improve the general state of methodological rigor of entrepreneurship research and that benefits scholars as they approach empirical tests in the field. Show less