Uniting Through Difference: Rich Cultural-Identity Expression as a Conduit to Inclusion

2023 | Organization Science | Citations: 0

Authors: Arnett, Rachel D.

Abstract: Although previous research suggests that bringing attention to minority cultural ... Expand

Abstract: Although previous research suggests that bringing attention to minority cultural identities in the workplace can lead to professional penalties, this research provides promising evidence that the opposite can occur. I examine how cultural minority employees engaging in rich and meaningful conversations about their racial, ethnic, and national backgrounds (referred to as rich cultural-identity expression) influences majority-group coworkers’ inclusive behaviors, such as majority-group employees’ willingness to socially integrate with and professionally support minority coworkers. Three experiments found evidence of majority-group employees behaving more—not less—inclusively toward minority coworkers who engaged in rich cultural-identity expression, as opposed to small talk that did not bring attention to a minority cultural background. Even when minority employees richly expressed negatively valenced cultural information that could provoke anxiety (such as issues with discrimination), this form of sharing had positive effects on most measures of inclusive behavior in Studies 2 and 3 (although one exception was found in Study 3). No benefits were observed when minority employees engaged in surface-level cultural-identity expression (Studies 2 and 3) and intimate, noncultural self-disclosure (Study 2). The power of rich cultural-identity expression is its ability to increase majority-group individuals’ status perceptions of, feelings of closeness to, and sense of learning potential from minority coworkers. This research provides promising evidence that minority employees may be able to express valued aspects of their cultural identities while gaining—as opposed to jeopardizing—inclusion. Funding: This work was supported by the Wharton Behavioral Laboratory and the Wharton Dean’s Research Fund. Supplemental Material: The e-companion is available at https://doi.org/10.1287/orsc.2022.1648. Collapse

Topics: electronic mail accounting identity management IT career pandemic

Methods: experiment survey ANOVA parametric test data transformation

Incentivizing Effort Allocation Through Resource Allocation: Evidence from Scientists’ Response to Changes in Funding Policy

2023 | Organization Science | Citations: 0

Authors: Blomfield, Michael; Vakili, Keyvan

Abstract: Prior research in management and economics has predominantly focused on how mana ... Expand

Abstract: Prior research in management and economics has predominantly focused on how managers or policymakers can shape workers’ allocation of effort using output-based or effort-based incentives. In many settings, however, managers may seek to influence workers’ effort choices through resource allocation—that is, changing the cost of securing resources for different projects or activities. In this paper, we develop a formal model to investigate how a worker changes the allocation of a fixed amount of effort across different projects in response to changes in the cost of securing resources for each project. Our model shows how cutting resources available to one project, under certain circumstances, can inadvertently reduce the share of effort allocated to other projects and vice versa. We use the insights from the model to explore the effectiveness of funding strategies designed to influence the research direction of academic scientists. We specifically examine how U.S. scientists working in stem cell research responded to a 2001 policy change that restricted access to federal funding for research in the human embryonic stem cell (hESC) area. In line with our model’s predictions, we find that cutting resources for hESC research inadvertently reduced U.S. scientists’ output in non-hESC areas of stem cell research—an effect that is strongest among the highest-ability scientists. Our findings highlight the complexities of incentivizing effort allocation using resource-based incentives. In particular, we show how altering resource-based incentives in one area can have unforeseen spillover effects on effort allocation in other areas. Funding: Financial support from the London Business School is gratefully acknowledged. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1565. Collapse

Topics: IT career human resource management individual characteristic

Methods: longitudinal research robustness check ordinary least square autocorrelation analysis experimental group

Theories: theory of economic development

The Evaluation of Founder Failure and Success by Hiring Firms: A Field Experiment

2023 | Organization Science | Citations: 0

Authors: Botelho, Tristan L.; Chang, Melody

Abstract: Organizations tout the importance of innovation and entrepreneurship. Yet, when ... Expand

Abstract: Organizations tout the importance of innovation and entrepreneurship. Yet, when hiring it remains unclear how they evaluate entrepreneurial human capital—namely, job candidates with founder experience. How hiring firms evaluate this experience—and especially how this evaluation varies by entrepreneurial success and failure—reveals insights into the structures and processes within organizations. Organizations research points to two perspectives related to the evaluation of founder experience: Former founders may be advantaged, due to founder experience signaling high-quality capabilities and human capital, or disadvantaged, due to concerns related to fit and commitment. To identify the dominant class of mechanisms driving the evaluation of founder experience, it is important to consider how these evaluations differ, depending on whether the founder’s venture failed or succeeded. To isolate demand-side mechanisms and hold supply-side factors constant, we conducted a field experiment. We sent applications varying the candidate’s founder experience to 2,400 software engineering positions in the United States at random. We find that former founders received 43% fewer callbacks than nonfounders and that this difference is driven by older hiring firms. Further, this founder penalty is greatest for former successful founders, who received 33% fewer callbacks than former failed founders. Our results highlight that mechanisms related to concerns about fit and commitment, rather than information asymmetry about quality, are most influential when hiring firms evaluate former founders in our context. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1592. Collapse

Topics: IT career human resource management entrepreneurship systems development innovation management

Methods: qualitative interview field experiment theory development experiment experimental design

Theories: lemon market theory

Gender Differences in Responses to Competitive Organization? A Field Experiment on Differences Between STEM and Non-STEM Fields from an Internet-of-Things Platform

2023 | Organization Science | Citations: 0

Authors: Boudreau, Kevin J.; Kaushik, Nilam

Abstract: Prior research, primarily based on laboratory experiments of children and studen ... Expand

Abstract: Prior research, primarily based on laboratory experiments of children and students, suggests that women might be more averse to competition than are men; women might, instead, be more inclined toward collaboration. Were these findings to generalize to working-age men and women across the workforce, there could be profound implications for organizational design and personnel management. We report on a field experiment in which 97,678 adults from a wide range of fields of training and career stages were invited to join a product development platform. Individuals were randomly assigned to treatments framing the opportunity as either involving competitive or collaborative interactions with other participants. Among those outside of science, technology, engineering, and math (STEM) fields, we find differences in the willingness of men and women to participate under competition. Thus, patterns in non-STEM fields conform to the usual claims of gender differences. However, among those in STEM fields, we find no statistical gender differences. Results hold under a series of alternative specifications, controls, and stratified analyses of 17 narrowly defined STEM subfields. The results are consistent with sorting into fields on the basis of competitiveness, as suggested by prior research, as well as other explanations we discuss. Overall, heterogeneity among women and heterogeneity among men appear to be at least as important as population-wide gender differences.History: This paper has been accepted for the Organization Science Special Issue on Experiments in Organizational Theory.Funding: This work was supported by Ewing Marion Kauffman Foundation [Grant G00005624].Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1624. Collapse

Topics: new product development mobile system internet of things accounting electronic mail

Methods: experiment Wald test field experiment laboratory experiment theory development

Gender, Pay Transparency, and Competitiveness: Why Salary Information Sometimes, but Not Always, Mitigates Gender Gaps in Salary Negotiations

2023 | Group Decision and Negotiation | Citations: 0

Authors: Bear, Julia B.; Pinkley, Robin; Barsness, Zoe; Mazei, Jens; Bhatia, Nazli; Sleesman, Dustin J.

Abstract: Although pay transparency is a widely accepted remedy for the gender pay gap, re ... Expand

Abstract: 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. A survey of experienced MBA students revealed that, relative to women, men tend to place greater value on sources that involve direct social comparisons (e.g., professional networks) as opposed to more aggregate, general sources (e.g., websites). We then conducted a controlled experiment using a hypothetical job offer negotiation to determine whether framing salary information in terms of social comparison moderates gender gaps in salary requests. Our results supported a moderated mediation model, revealing that men requested higher salaries than women when presented with upward social comparison information (i.e., what a more qualified employee earns), but not downward (i.e., what a less qualified employee earns) or lateral comparison information (i.e., what a similarly qualified employee earns). These effects were driven by heightened competitiveness among men. We also discovered that both men and women experienced the greatest boost in competitiveness and salary requests when presented with downward social comparison information. Overall, salary information is effective in reducing gender gaps, but the effects are nuanced, as they depend on the social comparison inherent to the information. Collapse

Topics: IT career website

Methods: archival research parametric test ANOVA theory development experiment

Organizing Entrepreneurial Teams: A Field Experiment on Autonomy over Choosing Teams and Ideas

2023 | Organization Science | Citations: 1

Authors: Boss, Viktoria; Dahlander, Linus; Ihl, Christoph; Jayaraman, Rajshri

Abstract: Scholars have suggested that autonomy can lead to better entrepreneurial team pe ... Expand

Abstract: Scholars have suggested that autonomy can lead to better entrepreneurial team performance. Yet, there are different types of autonomy, and they come at a cost. We shed light on whether two fundamental organizational design choices—granting teams autonomy to (1) choose project ideas to work on and (2) choose team members to work with—affect performance. We run a field experiment involving 939 students in a lean startup entrepreneurship course over 11 weeks. The aim is to disentangle the separate and joint effects of granting autonomy over choosing teams and choosing ideas compared with a baseline treatment with preassigned ideas and team members. We find that teams with autonomy over choosing either ideas or team members outperform teams in the baseline treatment as measured by pitch deck performance. The effect of choosing ideas is significantly stronger than the effect of choosing teams. However, the performance gains vanish for teams that are granted full autonomy over choosing both ideas and teams. This suggests the two forms of autonomy are substitutes. Causal mediation analysis reveals that the main effects of choosing ideas or teams can be partly explained by a better match of ideas with team members’ interests and prior network contacts among team members, respectively. Although homophily and lack of team diversity cannot explain the performance drop among teams with full autonomy, our results suggest that self-selected teams fall prey to overconfidence and complacency too early to fully exploit the potential of their chosen idea. We discuss the implications of these findings for research on organizational design, autonomy, and innovation.History: This paper has been accepted for the Organization Science Special Issue on Experiments in Organizational Theory.Funding: The authors are grateful for funding from the Innovation Growth Laboratory, the Peter Curtius Foundation, and the Deutsche Forschungsgemeinschaft [Grant CRC TRR 190].Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1520. Collapse

Topics: team productivity entrepreneurship missing data intrinsic motivation evaluation criteria

Methods: experiment experimental group survey causal mediation analysis field experiment

IT Professionals' Turnaway Intention and the Role of Technostress

2023 | ACM SIGMIS Database | Citations: 0

Authors: Brooks, Stoney; Zaza, Sam; Erskine, Michael; Greer, Timothy

Abstract: The supply of global information technology (IT) workers does not meet the deman ... Expand

Abstract: The supply of global information technology (IT) workers does not meet the demand of the industry. Therefore, researchers try to distill ways to increase and retain the IT talent pipeline. Ensuring that IT professionals remain in their IT careers is an essential element of such research. The influence of technostress on job turnover is evident. Yet, we know little about the impact of technostress on career turnaway and its interaction effects on the antecedents of turnaway intention. While job turnover may negatively impact a specific organization, career turnaway has negative implications for the industry. Losing IT professionals from the field means that additional efforts toward motivating, recruiting, educating, and preparing replacement talent are needed. By examining the dynamics of technostress on IT professionals' career turnaway intention (N=512), we reveal two critical findings. First, technostress reduces the IT professional's commitment to their IT career and increases exhaustion from their IT career experience. Second, technostress moderates IT professionals' commitment to their profession and career turnaway intentions. To remedy these concerns, we provide managerial advice and provide suggestions for future research. Collapse

Topics: IT career technostress IT workforce behavioral intention

Methods: survey partial least squares regression computational algorithm self reported survey literature study

Going Beyond Deterrence: A Middle-Range Theory of Motives and Controls for Insider Computer Abuse

2023 | Information Systems Research | Citations: 0

Authors: Burns, A. J.; Roberts, Tom L.; Posey, Clay; Lowry, Paul Benjamin; Fuller, Bryan

Abstract: Despite widespread agreement among practitioners and academicians that organizat ... Expand

Abstract: Despite widespread agreement among practitioners and academicians that organizational insiders are a significant threat to organizational information systems security, insider computer abuse (ICA)—unauthorized and deliberate misuse of organizational information resources by organizational insiders—remains a serious issue. Recent studies have shown that most employees are willing to share confidential or regulated information under certain circumstances, and nearly one-third to half of major security breaches are tied to insiders. These trends indicate that organizational security efforts, which generally focus on deterrence and sanctions, have yet to effectively address ICA. Therefore, leading security researchers and practitioners have called for a more nuanced understanding of insiders in respect to deterrence efforts. We answer these calls by proposing a middle-range theory of ICA that focuses on understanding the inherent tensions between insider motivations and organizational controls. Our careful review distinguishes two categories of personal motives for ICA: (1) instrumental (i.e., financial benefits) and (2) expressive (i.e., psychological contract violations) motives. Our novel theory of ICA also includes the influence of two classes of controls for ICA: (1) intrinsic (i.e., self-control) and (2) extrinsic (i.e., organizational deterrence) controls. We developed and empirically examined a research model based on our middle-range theory that explains a substantial portion of the variance in ICA. Specifically, our results indicate that both instrumental and expressive motives are positively related to ICA. Moreover, intrinsic self-control exerted significant direct and moderating influences in our research model, whereas extrinsic organizational deterrence failed to exhibit a direct effect on ICA and significantly moderated instrumental motives’ relationship with ICA only. Not only do our results show that self-control exerted a stronger effect on the model than deterrence did but they also help us identify the limits of deterrence in ICA research.History: Ola Henfridsson served as the senior editor and Debabrata Dey served as associate editor for this article.Supplemental Material: The online appendix is available at https://doi.org/10.1287/isre.2022.1133. Collapse

Topics: IT security data security anonymity organizational control password

Methods: theory development partial least squares path modeling factor analysis data transformation PLS tool

Theories: control theory deterrence theory

Cultivating a Leadership Pipeline: Using a Real Options Lens to Understand Executives’ Strategic Staffing Decisions

2023 | Organization Science | Citations: 0

Authors: Campion, Michael C.; Campion, Emily D.; Campion, Michael A.; Bauer, Talya N.

Abstract: This paper adapts real options theory to explain how executives create and maint ... Expand

Abstract: This paper adapts real options theory to explain how executives create and maintain real options portfolios within leadership pipelines. Hypotheses flowing from our theorizing predict that executives often make seemingly risky staffing decisions for leaders who occupy stepping-stone positions. Focusing on their option (future potential) rather than project (current productivity) value, executives laterally transfer leaders in stepping-stone positions frequently, despite it resulting in lower short-term job performance, but often promote these leaders at lower levels of performance and sooner. Once leaders are promoted to destination positions where they may stay indefinitely, executives tend to transfer high-performing leaders more often but not when they are still improving the effectiveness of their current unit. We present evidence suggesting that executives make these decisions to improve other units and maintain a flexible system, possibly recapturing previous investments in developing those leaders. We provide empirical support for our hypotheses using eight years of data in a large retail organization (n = 25,004) where executives overseeing thousands of units made internal mobility decisions. These findings refine real options theory, show that it explains these phenomena better than existing theories, and provide important and immediately usable practical implications for executives. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1608. Collapse

Topics: task productivity real option IT career productivity human resource management

Methods: statistical hypothesis test descriptive statistic theory development logistic regression focus group

Theories: real options theory options theory

Artificial Intelligence (AI) Student Assistants in the Classroom: Designing Chatbots to Support Student Success

2023 | Information Systems Frontiers | Citations: 1

Authors: Chen, Yu; Jensen, Scott; Albert, Leslie J.; Gupta, Sambhav; Lee, Terri

Abstract: In higher education, low teacher-student ratios can make it difficult for studen ... Expand

Abstract: In higher education, low teacher-student ratios can make it difficult for students to receive immediate and interactive help. Chatbots, increasingly used in various scenarios such as customer service, work productivity, and healthcare, might be one way of helping instructors better meet student needs. However, few empirical studies in the field of Information Systems (IS) have investigated pedagogical chatbot efficacy in higher education and fewer still discuss their potential challenges and drawbacks. In this research we address this gap in the IS literature by exploring the opportunities, challenges, efficacy, and ethical concerns of using chatbots as pedagogical tools in business education. In this two study project, we conducted a chatbot-guided interview with 215 undergraduate students to understand student attitudes regarding the potential benefits and challenges of using chatbots as intelligent student assistants. Our findings revealed the potential for chatbots to help students learn basic content in a responsive, interactive, and confidential way. Findings also provided insights into student learning needs which we then used to design and develop a new, experimental chatbot assistant to teach basic AI concepts to 195 students. Results of this second study suggest chatbots can be engaging and responsive conversational learning tools for teaching basic concepts and for providing educational resources. Herein, we provide the results of both studies and discuss possible promising opportunities and ethical implications of using chatbots to support inclusive learning. Collapse

Topics: artificial intelligence IT career anonymity user experience accounting

Methods: chatbot survey qualitative interview personal interview machine learning