21 results found
Bai Y, Feng Z, Savani K, et al., 2023, A novel bias in managers' allocation of bonuses to teams: emphasis on team size instead of team contribution, Journal of Behavioral Decision Making, Vol: 36, Pages: 1-15, ISSN: 0894-3257
How should managers supervising multiple teams allocate bonuses—based on each team’ssize or based on each team’s contribution? According to the commonly accepted equity normfor allocating rewards, managers should distribute bonuses based on the relative contributionsof the team. In contrast, we propose that managers are instead distracted by the number ofemployees in each team and neglect team contribution highlighted in the equity norm. PilotStudies 1 and 2 confirmed that in both individual- and team-based bonus allocation situations,people preferred and actually allocated rewards according to the equity norm rather than theequality norm or the need norm when only contribution was manipulated. However, Study 1, alaboratory experiment, revealed that individuals assigned to the role of a manager allocatedmore bonuses to the larger team even though the two teams’ actual work output (in terms of thenumber of units of work completed) was nearly identical. Study 2 replicated the key findings ofStudy 1 using a sample of managers supervising teams in organizations. Study 3 developed aninformation nudge—highlighting the team contribution—that reduced this bias. Together, thesestudies indicate a novel team-size bias that creeps in when managers allocate rewards tomultiple teams and document an information nudge to reduce this bias.
Zheng X, Wang W, Pinto J, 2023, When does competence matter? Character as a moderator in the development of trust, Personality and Social Psychology Bulletin, ISSN: 0146-1672
Kunisch S, zu Knyphausen-Aufsess D, Bapuji H, et al., 2023, Using review articles to address societal grand challenges, International Journal of Management Reviews, Vol: 25, Pages: 240-250, ISSN: 1460-8545
We introduce a special issue of International Journal of Management Reviews that demonstrates how to use review articles to address societal grand challenges—complex, large-scale issues facing humankind, such as climate change, inequality and poverty. First, we argue that review articles possess unique features that make them particularly useful for addressing societal grand challenges. Second, we discuss three distinct but related roles of review articles in addressing societal grand challenges: (1) advancing theoretical knowledge; (2) advancing methodological knowledge; and (3) advancing practical knowledge. We conclude by providing future directions to enhance contributions of review articles for addressing societal grand challenges further by: (a) spanning disciplinary boundaries; (b) engaging practitioners; and (c) using alternative review approaches.
De Silva M, Al-Tabaa O, Pinto J, 2023, Academics engaging in knowledge transfer and co-creation: push causation and pull effectuation?, Research Policy, Vol: 52, ISSN: 0048-7333
Although academics are increasingly engaging with businesses, some fundamental aspects of this phenomenon (i.e., their motivations, decision-making approaches, and the interplay between the two) remain understudied. We therefore conducted a qualitative inductive study comprising 68 interviews with academics who had engaged in two forms of activities—knowledge transfer and co-creation. Whereas the entrepreneurship literature offers a resource-based argument, we made an original contribution to the literature by introducing an engagement-based argument in order to offer a more accurate prediction of the motivations and decision-making approaches of academics engaged in knowledge transfer and co-creation activities. We found that when the resource- and engagement-based arguments offer different predictions of the interplay between the motivations and decision-making approaches adopted, the cognitive proximity between academics and business researchers, which reflects whether the partners are from the same/different disciplines, resolves the puzzle. We captured these situational contingencies by developing six propositions that indicate how the engagement- and resource-based arguments jointly offer a more comprehensive explanation of the interplay. We discuss the implications of our findings with regard to how universities could offer customized training, rewards, and support structures based on the four types of interplay between the motivation and decision-making approaches.
Srivastava A, Pinto J, 2022, Dynamic linkages of empowering and transformational leadership with knowledge sharing in project teams, Knowledge Management Research and Practice, ISSN: 1477-8238
Previous research has studied the effect of leadership on knowledge sharing and has consistently found empowering and transformational leader behaviours to be important. However, there is lack of theoretical guidance on how the influence of leadership on knowledge sharing unfolds over time. This paper proposes a conceptual model that identifies key antecedents of knowledge sharing across different stages of life span of a project team. The conceptual model focuses on the influence of empowering and transformational leaders in each stage of team development. This paper argues that the influence of empowering and transformational leadership on knowledge sharing varies over time in a curvilinear manner such that the influence is limited during the initial and final stages but is relatively high in the intermediate stages of team development. This paper identifies the key mediators of the relationship between empowering/transformational leadership and knowledge sharing in project teams at different stages.
Pinto J, sharma P, lee C-C, et al., 2021, National culture and occupational fraud magnitude: The moderating role of fraud type, Journal of Forensic Accounting Research
Cruz KS, Pinto J, 2019, Team focus in focus: its implications for real teams and their members, Journal of Work and Organizational Psychology-Revista de Psicologia del Trabajo y de las Organizaciones, Vol: 35, Pages: 123-133, ISSN: 1576-5962
We develop and test a cross-level model of team focus on positive and negative discretionary team member behaviors. Using data collected from 405 team members across 76 teams and 15 organizations, we find that team focus is positively associated with interpersonal and organizational citizenship behaviors, and negatively associated with interpersonal deviance. We also find that team focus is positively associated with team members’ level of action identification. Exploratory analyses suggest that team members’ level of action identification might mediate the relationships between team focus, organizational citizenship, interpersonal deviance, and organizational deviance, respectively. We also find that real teams do not distinguish between outcome and process focus like lab and student teams do. Theoretical and managerial implications are discussed.
Pinto J, Bui HTM, Srivastava A, 2019, Sexualization of the work environment and emotional exhaustion: The case of India, International Journal of Manpower, Vol: 40, Pages: 558-573, ISSN: 0143-7720
Purpose – This study explores the relationship between sexualization of the work environment and emotional exhaustion, and develops some key antecedents of sexualization of the work environment. It was conducted in an emerging society, India, with high rate of crime against women, particularly related to sexual harassment and sexual assault.Design/methodology/approach - To test hypotheses, structural equation modelling was performed. The hypotheses were tested with data from 1101 white collar workers in India in three ways. Findings - Contact with other gender and flexible work arrangements were positively associated with sexualization of the work environment; and sexualization of the work environment waspositively associated with emotional exhaustion. In addition, sexualization of the work environment mediated the relationship between the two antecedent variables and emotional exhaustion.Research limitations/implications - There is a possible bias arising from the use of cross-sectional data. However, a number of methods were implemented to minimize it, including survey design and data analysis.Practical implications - The study offers some important suggestions for workplaces with a greater proportion of young male employees, particularly in a societal context like India.Originality/value –The paper provides evidence of the negative impact of sexualization of the work environment, and thereby contributes to current understanding of the “dark side” of behavior at work that might have significant impact on society.
Nekovee M, Pinto J, 2019, Modeling the impact of organization structure and whistle-blowers on intra-organizational corruption contagion, Physica A: Statistical Mechanics and its Applications, Vol: 522, Pages: 339-349, ISSN: 0378-4371
We complement the rich conceptual work on organizational corruption by quantitatively modeling the spread of corruption within organizations. We systematically vary four organizational culture-related parameters, i.e., organization structure, location of bad apples, employees’ propensity to become corrupted (“corruption probability”), and number of whistle-blowers. Our simulation studies find that in organizations with flatter structures, corruption permeates the organization at a lower threshold value of corruption probability compared to those with taller structures. However, the final proportion of corrupted individuals is higher in the latter as compared to the former. Also, we find that for a 1,000-strong organization, 5% of the workforce is a critical threshold in terms of the number of whistle-blowers needed to constrain the spread of corruption, and if this number is around 25%, the corruption contagion is negligible. Implications of our results are discussed.
Pinto J, 2019, Key to effective organizational performance management lies at the intersection of paradox theory and stakeholder theory, International Journal of Management Reviews, Vol: 21, Pages: 185-208, ISSN: 1460-8545
One of the fundamental and recurring issues in performance management is the adoption of a simplistic, short-term, narrow, metrics-oriented approach, which often results in unintended negative outcomes, some of which could be disastrous. This paper makes the case that the key to preventing this syndrome lies at the intersection of paradox and stakeholder theories. Both theories encourage a more complex, long-term, holistic, balanced approach to management. Stakeholder theory focuses on addressing the many (sometimes conflicting) goals of multiple stakeholders, and paradox theory provides insights into how this challenging task (i.e. of simultaneously addressing multiple conflicting priorities) can be accomplished. Thus, the former provides the ?what? and the latter the ?how? of effective organizational performance management. Accordingly, the literature at the intersection of both theories (composed of 69 scholarly outputs), was reviewed, and in so doing, identified seven domain areas and 21 constructs, all of which implicitly deal with either performance management or its communication, thereby lending support to this paper's thesis. The implications of this review for both theory and practice, including the role of paradoxical cognitive mechanisms, is discussed.
Radicic D, Pinto J, 2019, Collaboration with external organizations and technological innovations: Evidence from Spanish manufacturing firms, Sustainability, Vol: 11, ISSN: 2071-1050
Based on the two knowledge dimensions of availability and accessibility, this study investigates the influence of cooperation with external organizations on technological, product, and process innovations. Using longitudinal data from Spanish manufacturing firms, we estimate dynamic random-effects probit models and thus take into account that technological innovations exhibit persistent behavior. We find that cooperation with suppliers and universities is positively associated with both product and process innovations. However, sectoral analysis according to technological intensity reveals that cooperation with suppliers increases the propensity to technological innovation in industries with a higher degree of technological intensity, while cooperation with universities increases the likelihood of innovation in industries with a lower degree of technological intensity. Moreover, empirical results indicate a high degree of true or genuine state dependence in both types of innovations. Based on these findings, we discuss the theoretical, managerial, and policy implications of the study.
Pinto J, 2017, A multifocal framework for developing intentionally sustainable organizations, Current Opinion in Environmental Sustainability, Vol: 28, Pages: 17-23, ISSN: 1877-3443
This paper briefly reviews recent interesting work in the field of sustainable organizations research, encompassing domains such as institutional theory, resource-based view, stakeholder theory, framing, and paradox theory. Drawing on these it develops a Multifocal framework for developing Intentionally Sustainable Organizations (ISO), which, inter alia, incorporates and applies new concepts such as balanced bifocal stakeholder management and paradox approach to organization design to this field. It makes the case that the Icehotel in Jukkasjarvi, Sweden, is an ISO and presents evidence that it manifests all aspects of the theorizing in this paper.
Pinto J, 2017, Viewing team selection through a temporal lens, Organizational Psychology Review, Vol: 7, Pages: 171-194, ISSN: 2041-3874
This paper builds synthesized coherence (Locke & Golden-Biddle, 1997) across disciplines such as organizational behavior, personnel psychology, entrepreneurship, project management, and strategic management by developing a temporal team selection framework that delineates three temporal team selection processes (i.e., simultaneous selection, sequential selection, and substitution selection). Of these three processes, sequential selection, which could either be constraint-driven or coevolution-driven, is a new conceptualization. This framework speaks to the broader research stream on membership dynamics, and therefore its key constructs such as arithmetic of membership change (Arrow & McGrath, 1993) and temporal patterning of membership change (Arrow & McGrath, 1993), have been systematically applied to the temporal team selection processes. Finally, the implications of this theorizing for both research and practice are discussed.
Pinto J, 2016, “Wow! That's so cool!” The Icehotel as organizational trope, Human Relations, Vol: 69, Pages: 891-914, ISSN: 1741-282X
This article introduces the Icehotel, the world’s first and largest hotel to be constructed entirely of ice and snow, as a unique and generative organizational trope. As a trope (and metaphor, in particular), it both supplements and complements Morgan’s seminal book, The Images of Organization, and generates unique insights with regard to surprise, unifinality, purity, eco-coreness and rebirth. The Icehotel also serves as a lens for examining organizations through each master trope, that is, metaphor, metonymy, synecdoche and irony. Evidence of metonymy in language describing the Icehotel is presented. The case for synecdoche is made by arguing that the Icehotel is a species of two genera, that is, temporary organizations and paradoxical organizations. Also, the Icehotel is not only paradoxical (i.e. a form of irony), but also generates four other paradoxes, namely, the ways that organizations are evolutionary yet revolutionary, negative as well as positive, different yet similar and unsustainably sustainable. The Icehotel also exemplifies serious play – a particular approach for managing paradoxes. Finally, the article discusses implications for research and practice.
Pinto J, Stacey P, 2015, What’s in a name? Just the essence of one’s professional identity, Industrial and Organizational Psychololgy: Perspectives on Science and Practice, Vol: 3
Pinto J, 2014, Entrepreneurs' Cognitive Biases and Heuristics in Entrepreneurial Team Recruitment., Academy of Management Proceedings, Vol: 2014
The bulk of the cognition-related research has largely focused on the first step of venturecreation, i.e., opportunity recognition (Ozgen & Baron, 2007). This paper focuses on asubsequent step, i.e., recruitment of the entrepreneurial team. The entrepreneurial team is core toany new venture (Cooper & Daily, 1997) and a venture’s success is influenced by the team thatan entrepreneur has been able to put together to exploit an opportunity (Cooper & Bruno, 1977;Zacharakis & Meyer, 1998). Thus, the composition of new venture teams is a highly relevant andinteresting question (Ruef, Aldrich, & Carter, 2003) and is the subject of this paper.What role cognitive biases, errors and heuristics play in the thinking of entrepreneurs isone of the questions that entrepreneurship scholars have attempted to address (e.g., Alvarez &Busenitz, 2001; Busenitz & Barney, 1997). Cognitive biases and heuristics are mental shortcutsand simplifying strategies used to make judgments and take decisions under uncertain conditions(Bazerman, 1998; Busenitz & Lau, 1996; Simon, Houghton, & Aquino, 2000). Research findsthat entrepreneurs may be more prone to some biases and heuristics than non-entrepreneurs(Baron, 1998) due to either dispositions (e.g., Markman & Baron, 2003) or the entrepreneurialcontext (Duhaime & Schwenk, 1985; Hansen & Allen, 1992) or both (Forbes, 2005).
Pinto J, 2013, Expanding the Content Domain of Workplace Aggression: A Three-level Aggressor-target Taxonomy, International Journal of Management Reviews, Vol: n/a, ISSN: 1460-8545
Stein M, Pinto J, 2011, The Dark Side of Groups: A "Gang at Work" in Enron, GROUP & ORGANIZATION MANAGEMENT, Vol: 36, Pages: 692-721, ISSN: 1059-6011
Pinto J, Stacey P, 2010, What's in a Name? Just the Essence of One's Professional Identity, INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY-PERSPECTIVES ON SCIENCE AND PRACTICE, Vol: 3, Pages: 277-280, ISSN: 1754-9426
Beenen G, Pinto J, Watkins S, 2009, Resisting Organizational-Level Corruption: An Interview With Sherron Watkins, ACADEMY OF MANAGEMENT LEARNING & EDUCATION, Vol: 8, Pages: 275-289, ISSN: 1537-260X
Pinto J, Leana CR, Pil FK, 2008, Corrupt organizations or organizations of corrupt individuals? Two types of organization-level corruption, ACADEMY OF MANAGEMENT REVIEW, Vol: 33, Pages: 685-709, ISSN: 0363-7425
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