Gender, Pay Transparency, and Competitiveness: Why Salary Information Sometimes, but Not Always, Mitigates Gender Gaps in Salary Negotiations
Group Decision and Negotiation2023
Although pay transparency is a widely accepted remedy for the gender pay gap, research has devoted little attention to the specific types of salary information that are available to job seekers and whether the framing of this information moderates gender differences in negotiation outcomes. We first conducted an exploratory study to investigate whether men and women differ in how much they rely on and perceive the usefulness of various sources of salary information.
View more
From Microbe to Metaphor: Virus-Like Problems in Organizations
Frontiers in Psychology2023
Despite the important role of problem-solving in organizations, our understanding of the fundamental nature of problems is limited. To generate insights and discussion on this topic, we introduce the metaphor of a “virus-like” problem, which is a special kind of problem that often escapes the awareness of organizational leaders. Virus-like problems differ from other problems in organizations because, just like actual viruses, they are hidden, their source is difficult to identify, and they can quickly spread to others.
View more
Sticking with Programs That Do Not Work: The Role of Escalation of Commitment in Schools
Prevention Science2023
Schools are the most common site to implement evidence-based prevention programs and practices (EBPs) to improve behavioral and mental health outcomes among children and adolescents. Research has highlighted the critical role of school administrators in the adoption, implementation, and evaluation of such EBPs, focusing on the factors they should consider during the adoption decision and the behaviors needed for successful implementation.
View more
Leader Intuition: Good or Bad for Multiteam System Performance? The Roles of Information Load and Introversion
Group & Organization Management2022
Some leaders tend to use their intuition to think and make decisions more than others do. This individual difference (i.e., an intuitive cognitive style) may have important implications for the collectives of people they lead. Unfortunately, scholars lack a clear understanding of the conditions under which intuition is effective, especially in the context of large and complex organizational structures such as multiteam systems (MTSs).
View more
Responses to Phantom Alternatives: The Role of Truthful, Exaggerated, Deceptive, and False Statements
Academy of Management Proceedings 20222022
Three studies investigated negotiators’ (e.g., recruiters) reactions to counterparts (e.g., candidates) with phantom alternatives (i.e., alternatives that may or may not materialize). Study 1 examined how recruiters’ perceived power and offers are influenced by candidates’ likelihood of obtaining a phantom alternative offer. We found that candidates who have no alternative or an unlikely alternative received significantly lower offers than those with a likely or certain alternative, and power mediated the relationships.
View more
Hierarchical leadership versus self-management in teams: Goal orientation diversity as moderator of their relative effectiveness
The Leadership Quarterly2019
Within team leadership literature much attention has been given to the role of authority differentiation (the degree to which responsibility for decision-making is vested in a limited number of team members). However, contingencies associated with its effectiveness remain largely unclear. Building on authority differentiation, substitutes for leadership, and social hierarchy literatures, we propose that teams low in authority differentiation (self-managing teams) require that team members are aligned in their goal orientations.
View more
Pushing through the tension while stuck in the mud: Paradox mindset and escalation of commitment
Organizational Behavior and Human Decision Processes2019
After investing resources in a course of action that is currently failing, individuals face the difficult and complex decision of how to respond to it. Extant research indicates that this situation entails a paradoxical tension: individuals feel compelled to continue the failing course, while also feeling pulled to respond to its negative feedback. I argue that individuals with a paradox mindset (i.e., the extent to which they accept and are energized by tensions) will respond to the situation by developing a sense of optimism about being able to successfully work through it.
View more
