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12 Apr 2018
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Twenty-Four Publications that Placed Foster at #1 in North America

The Foster School of Business Management and Organization Faculty published 24 articles in nine top-ranking journals in 2017, making them most productive management research faculty in North America. Foster has been steadily climbing these rankings in recent years, surpassing other top private and public business schools.

Here are the 24 articles that earned Foster the #1 ranking in the Management Department Productivity Ranking:

Employee mobility, spin-outs, and knowledge spill-in: How incumbent firms can learn from new ventures.
Kim, J. Y. R., & Steensma, H. K. (2017). Strategic Management Journal.

New ventures can acquire knowledge from their more established counterparts by hiring away their talented employees. This study considers the possibility for a reverse flow of knowledge, finding that established IT firms are more likely to learn and build on the technology of their spin‐outs (i.e., new ventures founded by their former inventors) than from new ventures employing non‐founding inventors formerly employed by the respective IT firm. However, this advantage dissipated when these firms had a history of misappropriating the intellectual property of others.

Entrepreneurial beacons: The Yale endowment, run-ups, and the growth of venture capital.
Bermiss, Y. S., Hallen, B. L., McDonald, R., & Pahnke, E. C. (2017). Strategic Management Journal.

This study shows how the Yale Endowment’s allocation to the venture capital asset class had an outsized effect on the founding of new venture capital firms. While past theories of entrepreneurial foundings have largely emphasized patterns of prior foundings or other broad trends, this study demonstrate the impact of singular triggers that we call “beacons” on would-be entrepreneurs.

Far from the Tree? Do Private Entrepreneurs Agglomerate Around Public Sector Incumbents During Economic Transition?
Tan, D., & Tan, J. (2017). Organization Science.

This study finds that while working in the public sector is often viewed as antithetical to private entrepreneurship, public sector organizations can play a role in facilitating private entrepreneurial activity by providing training grounds where individuals gain experience running large, complex organizations before founding their own ventures.

Let them go? How losing employees to competitors can enhance firm status.
Tan, D., & Rider, C. I. (2017). Strategic Management Journal.

This study shows that while employee departures are often viewed as threats to a firm’s competitive advantage, certain types of employee departures can enhance a firm’s competitiveness in the market for human capital by signaling to potential employees that the firm offers a prestigious employment experience, which can help them obtain attractive positions with other employers.

Red, blue, and purple firms: Organizational political ideology and corporate social responsibility.
Gupta, A., Briscoe, F., & Hambrick, D. C. (2017). Strategic Management Journal.

This study finds that firms governed by politically conservative boards of directors pay their CEOs more money than do firms with more liberal-leaning boards. Also, relative to their liberal counterparts, conservative-leaning boards tie CEO pay more closely to firm performance: they offer bigger financial rewards after periods of strong earnings or stock returns and impose harsher penalties after periods of weak performance.

The elephant (or donkey) in the boardroom: How board political ideology affects CEO pay.
Gupta, A., Briscoe, F., & Hambrick, D. C. (2017). Administrative science quarterly.

Do profit-seeking enterprises have discernible political ideologies? This study suggests that they do: employees’ personal donations to the two major American political parties serve as an indicator of the employer’s “organizational political ideology,” which, in turn, predicts the employer’s corporate social responsibility (CSR) behavior in a variety of domains, such as equality for women, and for lesbian, gay, bisexual, and transgender (LGBT) employees.

When does corporate social responsibility reduce employee turnover? Evidence from attorneys before and after 9/11.
Carnahan, S., Kryscynski, D., & Olson, D. (2017). Academy of Management Journal.

This study explores the impact of a firm’s reputation for CSR on the retention of its employees. Examining the largest 200 law firms in the country, the study finds that firms that are ranked high for pro bono are actually more likely to lose employees to competitor firms in general, but less likely to lose employees who value meaningful work.

An emotional process theory of how subordinates appraise, experience, and respond to abusive supervision over time.
Oh, J. K., & Farh, C. I. (2017). Academy of Management Review.

Why do some victims of abusive supervision exact revenge on the perpetrator while others work harder and still others do nothing at all? Through the lens of emotions, this article provides a new organizing framework that enables us to understand why, depending on whether one experiences anger, fear, or sadness, subordinates come to display a range of functional and dysfunctional behavioral responses to abusive supervision.

Catching fire and spreading it: A glimpse into displayed entrepreneurial passion in crowdfunding campaigns.
Li, J. J., Chen, X. P., Kotha, S., & Fisher, G. (2017). Journal of Applied Psychology.

Using data from Kickstarter and Indiegogo, the two largest crowdfunding platforms in the world, this study found that the entrepreneurs who showed stronger affective passion in the introductory videos received more funding. Li, Chen, Kotha and Fisher conducted an experiment and found that entrepreneurial passion was contagious and easily caught by the audience who became enthusiastic about the pitched project and willing to invest. Moreover, the innovativeness of the project enhanced the positive effect of passion on crowdfunders’ funding amount.

From good soldiers to psychologically entitled: Examining when and why citizenship behavior leads to deviance.
Yam, K. C., Klotz, A. C., He, W., & Reynolds, S. J. (2017). Academy of Management Journal.

This study demonstrates that when employees feel compelled by external forces to engage in organizational citizenship behaviors, they subsequently feel psychologically entitled for having gone above and beyond the call of duty. Furthermore, these feelings of entitlement can leave employees feeling free to engage in deviance.

Help yourself by helping others: The joint impact of group member organizational citizenship behaviors and group cohesiveness on group member objective task performance change.
Liu, D., Chen, X. P., & Holley, E. (2017). Personnel Psychology.

Over a span of 6 months and collection of multilevel, multisource, and multistage data from 587 members in 83 work groups, Liu, Chen, and Holley found that group members who voluntarily help other members in the group, compared to those who voluntarily help the organization, had higher levels of job self-efficacy and better job performance. Moreover, the relationship between a group member’s other helping behavior and positive job self-efficacy change was attenuated by group cohesiveness, whereas it actually accentuated the relationship between a group member’s organization helping behavior and job self-efficacy change.

Helping employees sleep well: Effects of cognitive behavioral therapy for insomnia on work outcomes.
Barnes, C. M., Miller, J. A., & Bostock, S. (2017). Journal of Applied Psychology.

Insomnia is a very prevalent problem in the workforce, undermining employee effectiveness. In this study, Barnes, Miller and Bostock found an insomnia treatment program not only led to improvements in sleep, but to better moods at work, higher job satisfaction, better self-control at work, more helping behavior at work and fewer negative behaviors at work.

How do leaders react when treated unfairly? Leader narcissism and self-interested behavior in response to unfair treatment.
Liu, H., Chiang, J. T. J., Fehr, R., Xu, M., & Wang, S. (2017). Journal of Applied Psychology.

Narcissistic leaders are most likely to act in a self-interested way when they feel unfairly treated by their organizations, and this hurts their teams. Their study finds that fair treatment of leaders by organizations is important, especially for leaders with narcissistic tendencies.

It’s not me, it’s not you, it’s us! An empirical examination of relational attributions.
Eberly, M. B., Holley, E. C., Johnson, M. D., & Mitchell, T. R. (2017). Journal of Applied Psychology.

When things go wrong at work, people sometimes blame themselves and sometimes blame others. This paper provides evidence that people also may attribute failures to their relationships with other employees. These relational attributions cause people to try to improve their workplace relationships, but only with others of the same gender.

Lack of sleep and the development of leader-follower relationships over time.
Guarana, C. L., & Barnes, C. M. (2017). Organizational Behavior and Human Decision Processes.

In this research Guarana and Barnes examine the effect of sleep on the relationship quality of leaders and their subordinates. Their study finds sleep deprived leaders are more hostile toward subordinates, which leads to subordinates perceiving a worse relationship. Sleep-deprived subordinates are more hostile toward leaders, which results in leaders perceiving a worse relationship.

Leader social accounts of subordinates’ unethical behavior: Examining observer reactions to leader social accounts with moral disengagement language.
Dang, C. T., Umphress, E. E., & Mitchell, M. S. (2017). Journal of Applied Psychology.

Leaders often provide responses to unethical acts that occur within their organizations. This study found that observers react negatively to leaders when they use moral disengagement language (language that minimizes or distorts unethical behavior to make it seem more socially acceptable). The results suggest leaders should carefully craft their response to unethical acts, such that they fully acknowledge the unethical act without minimizing it.

Leadership in applied psychology: Three waves of theory and research.
Lord, R. G., Day, D. V., Zaccaro, S. J., Avolio, B. J., & Eagly, A. H. (2017). Journal of Applied Psychology.

For this study, Lord, Day, Zaccaro, Avolio and Eagly examined the past 100 years of research on leadership and provided a framework that captures three important waves of work on leadership and recommendations for advancing future research and practice.

Negotiating the challenges of a calling: Emotion and enacted sensemaking in animal shelter work.
Schabram, K., & Maitlis, S. (2017). Academy of Management Journal.

An increasing number of employees are eager to find work that is personally meaningful or passionate. This study examines how employees negotiate the challenges of pursuing such “callings,” highlighting when their pursuits are sustainable and when they result in burnout.

One hundred years of employee turnover theory and research.
Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). Journal of Applied Psychology.

In this study, Hom, Lee, Shaw and Hausknecht conduct a narrative review of 100 years of turnover research. Their review is, by necessity, abstract and takes a bird’s eye view of the giant body of scholarship.

Polluted work: A self-control perspective on air pollution appraisals, organizational citizenship, and counterproductive work behavior.
Fehr, R., Yam, K. C., He, W., Chiang, J. T. J., & Wei, W. (2017). Organizational Behavior and Human Decision Processes.

Pollution is a persistent problem in major cities around the world. This study reveals that when employees perceive the air pollution on a given day to be severe, they feel depleted. This makes them less likely to help their colleagues and more likely to engage in counterproductive behavior.

Resource-Based Contingencies of When Team–Member Exchange Helps Member Performance in Teams.
Farh, C. I., Lanaj, K., & Ilies, R. (2017). Academy of Management Journal.

Building strong exchange relationships with teammates increase mutual commitment and satisfaction, but do they improve your performance? A field and experimental study show that, yes, strong exchange relationships with teammates can increase your performance, but it depends on the quality of resources you receive from your teammates, as well as the quality of resources available from other agents in the team (e.g., the team leader).

Surveying the forest: A meta-analysis, moderator investigation, and future-oriented discussion of the antecedents of voluntary employee turnover.
Rubenstein, A. L., Eberly, M. B., Lee, T. W., & Mitchell, T. R. (2017). Personnel Psychology.

Rubenstein, Eberly, Lee and Mitchell conduct a meta-analysis of the large body of turnover research and, like all meta-analysis, their review is quantitative and detailed. In this article, they seek to identify those scholarly directions that are most promising and those that are less so.

The grateful workplace: a multilevel model of gratitude in organizations.
Fehr, R., Fulmer, A., Awtrey, E., & Miller, J. A. (2017). Academy of Management Review.

Gratitude can have many positive effects in organizations, influencing a range of outcomes from employee well-being to corporate social responsibility. This study finds organizations can achieve these benefits by making a concerted effort to cultivate gratitude from the top down, especially through gratitude-focused HR practices.

The role of facial appearance on CEO selection after firm misconduct.
Gomulya, D., Wong, E. M., Ormiston, M. E., & Boeker, W. (2017). Journal of Applied Psychology.

Drawing on prior research that suggests that facial appearance is one critical way in which trustworthiness is signaled, this study argues that leaders who convey integrity, a component of trustworthiness, will be more likely to be selected as successors after a firm has been forced to restate its financial results after being sanctioned by the SEC. The study finds that such appointments garner more positive reactions by external observers such as investment analysts and the media because these CEOs are perceived as having greater integrity.
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