High procedural fairness heightens the effect of outcome favorability on self-evaluations : An attributional analysis

Previous research has shown that outcome favorability and procedural fairness often interact to influence employees work attitudes and behaviors. Moreover, the form of the interaction effect depends upon the dependent variable. Relative to when procedural fairness is low, high procedural fairness: (a) reduces the effect of outcome favorability on employees appraisals of the system (e.g., organizational commitment), and (b) heightens the effect of outcome favorability on employees evaluations of themselves (e.g., self-esteem). The present research provided external validity to the latter form of the interaction effect (Studies 1 and 4). We also found that the latter form of the interaction effect was based on peoples use of procedural fairness information to make self-attributions for their outcomes (Studies 2 and 3). Moreover, both forms of the interaction effect were obtained in Study 4,suggesting that they are not mutually exclusive. Theoretical and practical implications are discussed

Walking the Talk: A Multistakeholder Exploration of Organizational Authenticity, Employee Productivity, and Post-Merger Performance

Does consistency between how a firm treats employees (what it does) and its espoused employee-oriented values (what it says) affect employee productivity? Furthermore, given that the stakeholder theory perspective holds that what happens to one stakeholder influences other stakeholders, does this sort of consistency vis-à-vis a firm’s customers also influence employee productivity? We empirically investigate the influence of organizational authenticity—defined as consistency between a firm’s espoused values and realized practices—in the context of a merger, and specifically during post-merger integration. Our findings show that a lack of organizational authenticity in terms of both under-promising and over-promising to both employees and customers is associated with lower productivity, which in turn is related to long-term merger performance, thus affecting outcomes for shareholders. These findings support the importance of authenticity and should therefore be of interest to executives responsible for ensuring the consistency between what a firm says and what it does, as well as those who participate in and study the merger integration process. In particular, we propose stakeholder theory as a helpful lens for examining the merger integration process as well as other joint actions such as strategic alliances

The dynamics of inter-organizational hybrid partnerships in technology transfer

Drawing on the literature on inter-organizational and hybrid partnerships, we put forth a process-based perspective on the evolution of regional innovation systems (RIS), with particular attention to the changing role of TTOs through-out the RIS lifecycle. We theorize on how perceptions of environmental turbu-lence (volatility, uncertainty, complexity and ambiguity, in short VUCA) may influence partners\u2019 decisions to adopt a given organization model for the bro-ker/TTO that manages the partnership. We show that perceptions of environ-mental turbulence may lead to a set of possible decision pathologies at the partnership level that interfere with the organizational structure of the TTO. We suggest that perceptions of turbulence and decision pathologies play an important part in explaining RIS may deviate from the intended direction or produce outcomes that are unexpecte