When stakeholder representation leads to faultlines: a study of board service performance in social enterprises

Following the growing interest in sustainability and ethics, organizations are increasingly attentive to accountability toward stakeholders. Stakeholder representation, obtained by appointing board members representing different stakeholder groups, is suggested to be a good ethical practice. However, such representation may also have nefarious implications for board functioning. Particularly, it may result in strong faultline emergence, subsequently mitigating board performance. Our study aims at understanding the process through which faultlines affect board performance, and particularly the board service role through which the board is involved in providing counsel and strategic decision-making. We study the relationship between faultlines and board service performance in the particularly relevant context of social enterprises. We find that faultline strength is negatively related to board service performance and that this relationship is mediated by board task conflict. Furthermore, our study reveals the importance of clear and shared organizational goals in attenuating the negative effects of faultlines

When internal representation leads to faultlines : a study of board performance in social enterprises

Following the growing interest in sustainability and ethics, organizations are increasingly attentive to accountability toward stakeholders. Stakeholder representation, obtained by appointing board members representing different stakeholder groups, is suggested to be a good ethical practice. However, such representation may also have nefarious implications for board functioning. Particularly, it may result in strong faultline emergence, subsequently mitigating board performance. Our study aims at understanding the process through which faultlines affect board performance, and particularly the board service role through which the board is involved in providing counsel and strategic decision-making. We study the relationship between faultlines and board service performance in the particularly relevant context of social enterprises. We find that faultline strength is negatively related to board service performance and that this relationship is mediated by board task conflict. Furthermore, our study reveals the importance of clear and shared organizational goals in attenuating the negative effects of faultlines

Exploring the effects of risk-taking, exploitation, and exploration on divergent thinking under group dynamics

This study examined the effects of risk-taking and exploitation/exploration trade-off on divergent thinking in individuals, dyads, and triads. We adopted a simple Q-learning model to estimate risk attitudes, exploitation, and exploration parameters. The results showed that risk-taking, exploitation, and exploration did not affect divergent thinking in dyads. Instead, loss aversion was negatively related to divergent thinking. In contrast, risk attitudes and the inverse temperature as a ratio between exploitation and exploration were significant but with contrasting effects in individuals and triads. For individuals, risk-taking, exploitation and loss aversion played a critical role in divergent thinking. For triads, risk aversion and exploration were significantly related to divergent thinking. However, the results also indicated that balancing risk with exploitation/exploration and loss aversion is critical in enhancing divergent thinking in individuals and triads when learning coherence emerges. These results could be interpreted consistently with related literature such as the odd-vs. even-numbered group dynamics, knowledge diversity in group creativity, and representational change theory in insight problem-solving

Bridging the faultline gap : antecedents of cooperative decision-making in crossed-groups social dilemmas

Teamwork has gained increasing importance in organizations for both decision-making and production. For companies to retain a competitive advantage, more emphasis is placed on processes as creativity and social innovation where added value is created by bundling forces via cooperation in work groups. At the same time in our globalized world, these teams have become more diverse due to increasing internationalization of organizations, in operations and in workforce. Furthermore, strategic processes within and between organizations - such as mergers and acquisitions, alliances, joint ventures and other internal organizational restructurings - result in the formation of newly composed teams, with employees originating from different organizations or departments that are now restructured into one. In these heterogeneous teams, (at least) two subgroups arise. Team members represent two (or more) social entities and categorize members of their own subgroup as ‘in-group’, while considering the other subgroup as ‘out-group’. They are confronted with a crossed-groups social dilemma: continue to act in their self-interest or that of their former team – which is now only a subgroup in the new team – or act in everyone’s interest and contribute to the newly composed team? Free-riding always results in more individual profit on the short-term, regardless of other group members’ choices, but all team members and the organization as a whole are better off if all members cooperate. Aim of this doctoral research is to identify individual and contextual antecedents of cooperation in such heterogeneous teams, in which members – in the presence of subgroups – are confronted with a crossed-groups social dilemma. To realize this objective, five empirical studies investigating these antecedents were conducted. In the first part, we describe the development of the crossed-groups social dilemma game. This game allows to study individual decision-making in heterogeneous teams, in the presence of two (or more) subgroups. Two empirical studies show the effect of group composition: team members cooperate more if their in-subgroup forms a majority than when their own subgroup represents a minority. We also study the effect of social value orientation as an antecedent of cooperation in these heterogeneous teams. Results show that individuals with a prosocial value orientation cooperate consistently, irrespective of group composition, whereas a proself value orientation results in consistent defection. In the second part, we investigate the effect of faultline deactivation as a contextual antecedent of cooperative decision-making in heterogeneous teams. ‘Faultlines’ are hypothetical dividing lines that split up a team in two (or more) subgroups based on one or more attributes, such as pre-merger team membership. The results of two empirical studies show that faultline deactivation – via a common goal for the team – makes team members less sensitive for (sub)group composition when deciding to cooperate (or not): more team members cooperate consistently, irrespective of group composition, but also more team members defect consistently. To address the latter phenomenon it can be of importance to combine a common goal for the team with other managerial strategies, such as leadership. In the third part, we describe the impact of a visionary leader, with a common goal and a long-term vision for the future of the team, on cooperation in these heterogeneous teams. Results of the empirical study show that the visionary leader can increase cooperation levels in the heterogeneous team. Moreover, there is not only more consistent cooperation of team members, but also less consistent defection. The leader’s affiliation with the ‘in-subgroup’ or the ‘out-subgroup’ has no impact on team members’ cooperation in this study

Decision Adversity: a Character Strengths Perspective on Decision Uncertainty and Error

Adversarial growth and learning from error is an essential capability for individuals in organizations, and carries particular challenges for anyone in a leadership position. This paper focuses on a strengths based perspective to Decision Adversity (DA) in the workplace. Decision adversity encompasses the stress and consequences of making and pursuing wrong business decisions; wrong decisions that are, in hindsight, incompatible with corporate goals and deplete resources. It reviews topics and studies on the challenges of decisions, including: dealing with uncertainty, difficulties in recognizing when a decision that is no longer advantageous, the anxiety of questioning a potentially wrong path, and coping with an outcome of a decision that was, in hindsight, the wrong choice. It will propose how a focus on character strengths can influence positive responsive behaviors, emotions, and actions. Interviews with experienced professionals will explore questions of DA from the perspective of those making and implementing decisions, highlighting opportunities and use of character strengths when coping with and responding to these situations. The paper will conclude with strengths focused recommendations, and suggest opportunities for further exploration of the use of strengths in addressing decision adversity

Sharing a work team with robots : The negative effect of robot co-workers on in-group identification with the work team

This study investigated whether the introduction of robots as teammates has an impact on in-group identification. We used two samples from the United States (N = 1003, N = 969). Participants were asked to imagine a hypothetical situation in which they were assigned to a work team at a new job. The number of robot teammates was manipulated, and the control group included only humans. Two studies examined perceived in-group identification with variance analysis and individual differences with regression analysis. Having a robot on the work team had a negative impact on in-group identification. The results suggest that when humans are members of minority subgroup within a work team, their subgroup identity is threatened. Identification with a work team including robot members is associated with individual factors such as attitude towards robots, technological expertise, and personality. Our findings indicate that introducing a robot as a teammate may affect in-group identification process negatively with some individual differences.acceptedVersionPeer reviewe

Examining Task Conflict and Team Atmosphere in Virtual Teams Engaged in Outsourced Project Work

Global teams have become commonplace. As teams have become more dispersed, leveraging outsourced resources has gained popularity. Outsourcing can be a prudent move financially; however, when it is inappropriately applied, the damage it produces can easily overshadow any financial gains. Such ill effects can include impaired employee performance and morale caused by decreased job security. Moreover, it can lead to a less favorable team atmosphere and increased task conflict. This study examined the effects of team virtuality along with the strategic alignment of outsourcing on team performance. The research utilized the intervening processes theory (IPT). The IPT posits that the relationship between certain constructs cannot be measured directly; however, the impact can be measured through other constructs. In the case of this study, it was the impacts of the constructs of virtuality, job security, outsourcing, and team temporariness on team performance. The intervening constructs were team atmosphere and task conflict. The research instrument was an online survey. The results of this survey supported the hypotheses that task conflict was impacted by team virtualization, job security, and team atmosphere. Weak support was provided for the influence of team temporariness on task conflict. The impacts of team virtualization and job security on team atmosphere were not supported. Finally, team performance was influenced by team atmosphere but not task conflict

Le groupe et sa dynamique comme moteur de participation chez les adolescents : une étude exploratoire dans le cadre d'une démarche Photovoice en milieu HLM

Le programme d’habitations à loyer modique (HLM) se veut un moyen d’améliorer les conditions de vie des familles socioéconomiquement défavorisées. Dans certains HLM, les adolescents sont surreprésentés et sont exposés à plusieurs problématiques psychosociales. Des programmes d’intervention destinés spécifiquement aux jeunes ont été mis en place en milieu HLM, mais susciter leur participation demeure un défi. Il s’agit d’un constat préoccupant considérant que la participation à des activités de groupe structurées serait très favorable au développement des adolescents. De récents travaux révèlent qu’en soi, le groupe de pairs et la dynamique qui prévaut au sein de ce groupe pourraient favoriser, ou à l’inverse limiter, la participation des jeunes envers une activité donnée. Dans ce contexte, la recherche-participative « DéCLIC… à mon image! » dirigée par Fabienne Lagueux a vu le jour dans un milieu HLM de la Montérégie, recherche à partir de laquelle est issu le présent mémoire doctoral. Cette démarche visait, parmi d’autres objectifs, à identifier des éléments qui favoriseraient le désir des adolescents de se mobiliser dans leur milieu de vie. La présente étude a pour but d’explorer l’expérience de groupe vécue par les jeunes adolescents, âgés de 13 à 15 ans, dans le cadre d’une activité de groupe structurée (démarche de groupe Photovoice), tel que rapporté par ceux-ci et par les animatrices de ce groupe. Une méthode qualitative a été retenue pour répondre à cet objectif. À partir des données issues des entrevues semi-structurées auprès des jeunes, l’analyse thématique a permis d’identifier certains éléments contribuant à une expérience de groupe positive 1) sur le plan social, soit une ambiance de camaraderie, une communication aisée au sein des sous-groupes d’amis et une fierté de montrer son travail à ses pairs, et 2) face à la réalisation de la tâche, soit des échanges constructifs, une participation active des pairs et une attitude d’ouverture et d’écoute. Les résultats permettent aussi d’identifier des éléments contribuant à une expérience de groupe négative, soit la formation de cliques, des comportements improductifs, des désaccords qui sont source de tensions et un épuisement des idées. D’autre part, les résultats issus des données obtenues lors d’entrevues semi-structurées auprès des animatrices suggèrent dans l’ensemble une bonne participation des jeunes, laquelle est influencée par la présence de leurs amis, le sentiment de productivité et la présence de conflits ou de tensions au sein du groupe. Ces mêmes résultats permettent aussi d’identifier certains défis rencontrés par les animatrices, notamment sur le plan de la discipline. En somme, cette étude permet de contribuer aux connaissances empiriques dans un domaine de recherche qui a accordé peu d’attention à la dynamique de groupe. Elle se distingue par son utilisation de deux sources de données (participants et animatrices), ce qui a permis de faire ressortir plusieurs points de convergence et quelques points de divergence. Ainsi, par la mise en relief de divergences entre la manière dont les adolescents et les animatrices perçoivent la dynamique de groupe, les résultats de ce mémoire doctoral appuient la pertinence de prendre en compte le point de vue et l’expérience des jeunes adolescents dans le développement de services qui leur sont destinés