SPEAKER

Ms.Young Eun Lee
Ph. D. Candidate in Organizational Behavior and Human Resource Management
Mays Business School
Texas A&M University

Miss Lee plans to present two studies :

Employee See, Employee Do. Or Employee Don’t? Unpacking When And Why Employees Mimic (Or Don’t) Coworkers’ Helping Behavior

ABSTRACT

The literature on helping behaviors has focused on the episode as a dyadic event. Yet, helping in organizations does not occur in a vacuum—there are third party individuals who may be witnessing the event without being directly involved in it. Indeed, other literatures have acknowledged the impact third parties may experience upon observing certain behavior. Thus, I draw from four theories that explain the witnessing effect as a social phenomenon to find out if third party observers of helping behaviors are affected. Two theories (social learning theory and social exchange theory) suggest that individuals would engage in helping behaviors upon observing others engage in it, and the other two theories (moral licensing theory and social loafing theory) suggest that individuals would be less likely to engage in helping behaviors upon observing others engage in it. I conduct a competitive test of these theories to find out if observers are affected by the observed event, and if so, which mechanism would be the cause. In addition, I also adopt self-perception theory to suggest a moderator (relational identity) which would strengthen each of the paths such that the stronger the identification with one’s group, the stronger the activated path (engaging in helping vs. not engaging in helping). I test the hypothesized model across two field studies and two experimental studies. Study 1 will be an experiment where participants will be asked to read a short vignette and answer a survey. Study 2 will be a critical incident recall study, and study 3 will be a two wave study where participants are asked to answer surveys twice sent two weeks apart. Study 4 will be a two wave study where participants answer the first survey and their colleagues provide observational ratings of the focal employee in the second survey.

 When, Why, and For Whom is Receiving Help Actually Helpful?  Differential Effects of Received Help Based on Recipient Gender

ABSTRACT

Helping is a foundational aspect of organizational life and the prototypical organizational citizenship behavior. Most research on helping implicitly assumes that helping benefits its recipients. Comparatively, the literature on helping recipients is relatively small, and in contrast depicts receiving help as something that may reduce recipient perceptions of competence. Thus, a disconnect exists in the helping literature, with an assumption that help benefits recipients, and evidence seeming to suggest the opposite. We submit that instead of questioning whether receiving help is beneficial, we should instead investigate when and for whom this may be the case. Regarding when, we differentiate between receiving help that is empowering (i.e., offers tools to empower recipients to become more self-reliant) or non-empowering (i.e., offers only immediate, short-term solutions). With regard to whom, drawing from research on receiving help, as well as theory and research on stereotype threat and benevolent sexism, we expect both types of help to benefit men in terms of increasing felt competence, but only empowering help to benefit women. We present data from three studies (a preliminary study in which we provide validity evidence for measures of receiving empowering and non-empowering help, a critical incident study, and a daily experience-sampling study) to support our hypotheses.

SPEAKER

Mr. Tommy Pan Fang
PhD Candidate in Business Administration
Harvard Business School

ABSTRACT

A considerable body of work has examined how platforms govern complementors—third-party firms who offer complementary products and services that enhance the overall ecosystem value. Yet, platform owners need to capture a share of the ecosystem value to remain viable. Platform owners, thus, face a conundrum in governance design: encouraging complementor value creation for the platform ecosystem, while finding ways to capture value simultaneously. In this paper, I capture this critical tradeoff that platform owners face by examining how platforms govern complementors’ business models—the value creation activities and value capture methods of a complementor. I conduct a large-scale quantitative study of 15,604 mobile applications in 2021, supplemented with a program of qualitative interviews. I leverage an unexpected Apple policy impairing in-app advertising business models of complementors, and find that these applications are more likely to exit from the platform after the policy change. Moreover, impacted applications shift effort from developing new features to fixing existing issues, diminishing the overall value creation. While this change negatively affected the revenues that Apple received from third-party applications, Apple was able to increase value capture from its own applications and advertising network. These findings enrich our understanding of how platform owners use governance to balance between value creation and value capture in an ecosystem.

SPEAKER

Miss Ji Hyun Kim
Ph.D. Candidate in Management and Human Resources
Wisconsin School of Business
University of Wisconsin

ABSTRACT

There has been a longstanding debate about whether pay-for-performance (PFP) enhances or undermines creative performance. Traditional motivation and revised creativity theories suggest that PFP and intrinsic task interest can be combined additively to enhance creative performance, whereas self-determination theory (SDT), which incorporates the earlier cognitive evaluation theory (CET), posits an undermining effect of PFP. To resolve the two conflicting predictions and provide a more comprehensive understanding of the effects of PFP on creative performance, the current study incorporated both incentive and sorting mechanisms of PFP, varying levels of PFP intensity, and moderators of central theoretical importance. A novel laboratory experiment was developed with a focus on incorporating key elements of workplace settings. They are reflected in the designs of the creative work tasks (creating advertising slogans and writing magazine articles), task autonomy (low or high), PFP conditions (three levels based on common organization practices), and allowing mobility between PFP conditions to enable participants to sort themselves into their preferred PFP condition. Risk attitude was included as a key person variable, given its central importance in PFP. Results showed that high PFP intensity more strongly enhanced creative performance through both incentive and sorting mechanisms. In addition, the role of creative self-efficacy in sorting behaviors was exploratively investigated. Finally, the implications of the results and future research directions were discussed.

SPEAKER

Dr. Giorgio Zanarone
Visiting Associate Professor
Olin Business School
Washington University in St. Louis

ABSTRACT

This paper provides evidence that broad outsourcing scope, whereby a buyer assigns a large share of its outsourced activities to a single supplier, increases both parties’ willingness to cooperate with each other. We also provide evidence that the effect of such broad scope on mutual cooperation is greater when externalities between suppliers, which are internalized in broad scope relationships, are more important. We document these effects in the context of outsourcing agreements between major and regional airlines in the US, where we measure cooperation as landing time slot exchanges during inclement weather. Because outsourcing scope – the share of a major’s routes that are assigned to a regional – varies across airports within a given outsourcing relationship, we are able to include relationship fixed effects in our regressions. This rare feature of our data allows us to separate the externality internalization mechanism from alternative mechanisms that operate at the interorganizational relationship level, and hence do not vary within a relationship, including dependence balancing, self-enforcing agreements, and interorganizational trust. To the best of our knowledge, this is the first empirical study showing that broad outsourcing scope governs bilateral interfirm cooperation, and isolating a precise mechanism through which it does so.

SPEAKER

Dr. JR Keller
Assistant Professor of Human Resource Studies
School of Industrial & Labor Relations
Cornell University

ABSTRACT

Recent research demonstrates that reallocating workers to new internal jobs creates value when it occurs through a free-flowing internal talent market in which employees are encouraged to actively pursue new internal opportunities. Yet individual managers often introduce friction into internal talent markets by dissuading or otherwise preventing their subordinates from pursuing other jobs within the firm, a practice known as talent hoarding. While noting that there are clear reasons why managers might engage in talent hoarding, we argue and show that managers who secure promotions for their subordinates actually attract more, better, and more functionally diverse internal candidates for their open jobs. In demonstrating how facilitating internal mobility actually benefits individual managers, we provide a powerful counterargument to the rationale underlying talent hoarding.

SPEAKER

Ms. Jiang Bian
Ph.D. Candidate in Management Science & Engineering
Stanford University

ABSTRACT

Young firms strive to establish relationships with the users of their products and services. These relationships facilitate direct resource access and signal legitimacy to external stakeholders. Yet, young firms’ relationships with their users are often multiplex and involve overlapping ties across different domains, triggering different types of legitimacy evaluations. We examine how incongruent legitimacy signals derived from multiplex firm-user relationships affect firms’ decisions to retain or dissolve ties in a specific domain. We exploit a quasi-natural experiment in the medical device industry provided by the staggered rollout of state-level sunshine laws, which offers exogenous variation in legitimacy concerns associated with firm-physician relationships. Using a difference-in-differences analysis of 539 device ventures and their physician partners over a 12-year study period, we show that illegitimacy associated with firm-physician ties in the sales and marketing domain propagates to the research and development (R&D) domain. This crossdomain propagation of legitimacy concerns leads to reduced R&D ties of device ventures with physicians despite the potential benefits of those ties. Our findings contribute to research on legitimacy multiplicity, network dynamics and firm-user collaborative innovation. The findings also contain policy implications.

SPEAKER

Dr. Johan Chu
Visiting Assistant Professor of Management and Organizations
Kellogg School of Management
Northwestern University

ABSTRACT

Technological advances now allow savvy actors to direct mass attention at scales previously unthinkable, enabling new, potent—but ill-understood—methods for instigating social change and capturing profit. This study investigates durable sources of power and competitive advantage in a setting where technologies for directing mass attention are consequential and highly evolved—the fast-moving, ultra-competitive Korean popular music industry. Drawing on extensive quantitative, archival, and interview data, we examine how a few dominant production companies repeatedly generate widespread attention and consumption for their offerings, focusing on three puzzles: How dominants tame the unpredictability of social influence-driven successes, why dominants’ advantage persists when competitors imitate their techniques, and why these techniques remain effective after consumers learn their attention is being manipulated. We find dominants trigger attention cascades, often by mobilizing fans to rush offerings to the top of rankings charts. Consumer knowledge of such ranking manipulation tactics benefits dominants. Knowledgeable consumers react positively to dominants’ offerings propelled up the charts but punish non-dominants, attributing unexplained non-dominant success to manipulation. Dominant advantage strengthens with increased competition and wider awareness of technologies for directing mass attention. These findings suggest sobering implications of more powerful, democratic, and open social ranking, rating, and recommendation platforms for society.

SPEAKER

Mr. Milo Wang
PhD Candidate in Strategy, Entrepreneurship & Management
Alberta School of Business
University of Alberta

ABSTRACT

Firms can be compromised by a scandal, or an “event” stigma spillover—adverse consequences arising simply from being in the same industry subcategory as other firms that are directly implicated in a socially vilified scandal. Our mixed-methods study of the Chinese infant formula industry after the 2008 melamine scandal contributes to stigma management theory in three ways: it offers an empirical account of strategic responses to stigma spillover that arises from a scandal in a previously respected industry (as opposed to strategies used in core stigmatized industries); second, it examines how firm prominence/visibility and media scrutiny impact firms’ strategic choices; and third, it assesses the performance implications of the strategies.

SPEAKER

Dr. Jihae Shin
Assistant Professor of Management and Human Resources
Wisconsin School of Business
University of Wisconsin-Madison

ABSTRACT

Bringing on a partner is one of the earliest and most salient decisions an entrepreneur makes when starting his or her venture. We examine how an entrepreneur’s motivation for starting a business is an important consideration vis-à-vis partnership decisions—and how founder motivation and partnership jointly affect the likelihood of achieving startup initial profitability. Using the PSED II dataset, a representative sample of 1214 nascent entrepreneurs in the United States, we find that highly intrinsically motivated entrepreneurs—those who are motivated by interest in the business itself—are less likely to, and take longer to, achieve initial profitability when they do not have a partner, but that these negative associations are absent when they have a partner. Highly extrinsically motivated entrepreneurs—those motivated by money or legacy, on the other hand—are more likely to achieve initial profitability and to do so more quickly, regardless of whether they take on a partner. We end with a discussion of entrepreneurial motivation and the hidden costs for those entrepreneurs motivated by the passion and interest in the startup idea, and the dynamics behind entrepreneurial partnerships in attending to startup success and outcomes.

SPEAKER

Mr. Zachariah Brown
PhD Candidate in Organizational Behavior
Columbia Business School

ABSTRACT

Jargon is commonly used to efficiently communicate and signal group membership. We propose that jargon use also serves a status compensation function. We first define jargon and distinguish it from slang and technical language. Nine studies, including experiments and archival data analyses, test whether low status increases jargon use. Analyses of 64,000 dissertations found that titles produced by authors from lower-status schools included more jargon than titles from higher-status school authors. Experimental manipulations established that low status causally increases jargon use, even in live conversations. Statistical mediation and experimental-causal-chain analyses demonstrated that the low status à jargon effect is driven by increased concern with audience evaluations over conversational clarity. Additional archival and experimental evidence found that acronyms and legalese serve a similar status compensation function as other forms of jargon. These findings establish a new driver of jargon use and demonstrate that communication, like consumption, can be both compensatory and conspicuous.