A considerable amount of research in hope is driven by Snyder’s (1994) model which proposes that hope is positively associated with agency thinking and pathways thinking. However, the current research suggests that hope as understood by the layperson (Hope) is only associated with agency thinking and not with pathways thinking. This was found over four …
Category Archives: 연구논문
Dutton, J. E., Ashford, S. J., O& #39;Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management journal, 44(4), 716-736.
In this study, we examined 82 accounts of “issue selling” to better understand managers’ implicit theories for successfully shaping change from below by directing the attention of top management. The study reveals the importance of various issue-selling moves, including packaging, involvement, and timing. Managerial accounts uncover three kinds of contextual knowledge that are critical to …
Reay, T., Golden-Biddle, K., & Germann, K. (2006). Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49(5), 977-998.
How do individual actors institute changes in established ways of working? Longitudinal research is the basis for our theoretical model showing how actors legitimize new practices by accomplishing three interdependent, recursive, situated “microprocesses”: (1) cultivating opportunities for change, (2) fitting a new role into prevailing systems, and (3) proving the value of the new role. …
Trevino, L. K., & Brown, M. E. (2004). Managing to be ethical: Debunking five business ethics myths. Academy of management perspectives, 18(2), 69-81.
In the aftermath of recent corporate scandals, managers and researchers have turned their attention to questions of ethics management. We identify five common myths about business ethics and provide responses that are grounded in theory, research, and business examples. Although the scientific study of business ethics is relatively new, theory and research exist that can …
Treviño, L. K., Weaver, G. R., & Brown, M. E. (2008). It’s lovely at the top: Hierarchical levels, identities, and perceptions of organizational ethics. Business Ethics Quarterly, 18(2), 233-252.
Senior managers are important to the successful management of ethics in organizations. Therefore, their perceptions of organizational ethics are important. In this study, we propose that senior managers are likely to have a more positive perception of organizational ethics than lower level employees do largely because of their managerial role and their corresponding identification with …
Wrzesniewski, A., Dutton, J. E., & Debebe, G. (2003). Interpersonal sensemaking and the meaning of work. Research in organizational behavior, 25, 93-135.
In this paper, we present a model of interpersonal sensemaking and describe how this process contributes to the meaning that employees make of their work. The cues employees receive from others in the course of their jobs speak directly to the value ascribed by others to the job, role, and employee. We assert that these …
Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness.
Using multilevel structural equations modeling, we examine the extent to which the influence of transformational leadership on work group effectiveness flows through follower perceptions of person-organization or person-supervisor value congruence. Results indicate that the group-level effect of transformational leadership on work group effectiveness was fully accounted for by the group-level impact of transformational leadership on …
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model.
This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. …
Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate
Drawing on theory and research on ethical leadership and ethical climate, we examine ethical climate as a mediator of the relationship between ethical leadership and employee misconduct. Using a sample of 1,525 employees and their supervisors in 300 units in different organizations, we find support for our hypothesized model. We discuss theoretical and practical implications …
Walumbwa, F. O., et al. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification.
This research investigated the link between ethical leadership and performance using data from the People’s Republic of China. Consistent with social exchange, social learning, and social identity theories, we examined leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and 201 immediate direct reports …