This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and …
카테고리 글 보관함:행복DB
Moats, J. B., Chermack, T. J., & Dooley, L. M. (2008). Using scenarios to develop crisis managers: Applications of scenario planning and scenario-based training.
The problem and the solution. Since the events of September 11, 2001, and Hurricane Katrina during the summer of 2005, the words crisis and disaster evoke images of families stranded on causeways turned islands, surrounded by what little property they could carry; houses smashed by killing winds; and skyscrapers crumbling out of the sky. Disastrous …
Brockner, J., & James, E. H. (2008). Toward an understanding of when executives see crisis as opportunity. The Journal of Applied Behavioral Science, 44(1), 94-115.
Whereas it has long been noted that crises may be sources of opportunity for organizations and their constituents, relatively little is known about the conditions under which executives come to perceive crises as opportunity. The authors delineate some factors that affect the tendency of executives to adopt a “crisis as opportunity” mindset as well as …
Sonenshein, S., & Dholakia, U. (2012). Explaining employee engagement with strategic change implementation: A meaning-making approach. Organization Science, 23(1), 1-23.
Using a framework of meaning-making derived from social psychological research on how individuals manage adverse life events and research on sensemaking, we develop and test a theory about how frontline employees overcome the challenges of implementing strategic change. We find that certain types of meaning-making (strategy worldview and benefits finding) can create the requisite psychological …
Sonenshein, S., DeCelles, K. A., & Dutton, J. E. (2014). It& #39;s not easy being green: The role of self-evaluations in explaining support of environmental issues.
Using a mixed methods design, we examine the role of self-evaluations in influencing support for environmental issues. In Study 1—an inductive, qualitative study—we develop theory about how environmental issue supporters evaluate themselves in a mixed fashion, positively around having assets (self-assets) and negatively around questioning their performance (self-doubts). We explain how these ongoing self-evaluations, which …
Affleck, G., & Tennen, H. (1996). Construing benefits from adversity: Adaptotional significance and disposltional underpinnings. Journal of personality, 64(4), 899-922.
The discovery of benefits from living with adversity has been implicated in psychological well‐being in numerous investigations, is pivotal to several prominent theories of cognitive adaptation to threat, and can be predicted by personality differences. This article summarizes the prevalence and adaptive significance of finding benefits from major medical problems, locates the place of benefit‐finding …
DeCelles, K. A., Tesluk, P. E., & Taxman, F. S. (2013). A field investigation of multilevel cynicism toward change. Organization Science, 24(1), 154-171.
Although most research on cynicism toward change (CTC) has been conceptualized at the individual level, we propose that CTC is better conceptualized as a multilevel phenomenon, acting as both an employee attitude and an organizational climate. We conducted a multilevel investigation of CTC in a field sample of 687 correctional officers in the 14 prisons …
Ford, J. D., Ford, L. W., & D& #39;Amelio, A. (2008). Resistance to change: The rest of the story. Academy of management Review, 33(2), 362-377.
Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction located “over there” in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inactions and …
Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization science, 11(6), 611-629.
In this paper I claim that organizational routines have a great potential for change even though they are often perceived, even defined, as unchanging. I present deions of routines that change as participants respond to outcomes of previous iterations of a routine. Based on the changes in these routines I propose a performative model of …
Langer, E. J., & Piper, A. I. (1987). The prevention of mindlessness. Journal of Personality and Social Psychology, 53(2), 280-287.
We conducted three experiments to assess the hypothesis that mindlessness could be prevented with a simple linguistic variation. Subjects in the first two experiments were either introduced to new objects conditionally (e.g., this could be an X) or unconditionally (e.g., this is an X), and the objects used were either unfamiliar or familiar. In each …