Greetings Managerial and Organizational Cognition scholars,
We recently posted an invitation for you to express your opinion as to
whether you felt there are redundant constructs in Managerial and
Organizational Cognition research, and in the Management field in
general.
Thank you for your enthusiastic response. Please find a summary of
some of the responses from the Managerial and Organizational Cognition
group, as well as other AOM divisions and interest groups below. If
you would like to vote in our very brief survey as to whether you
believe there is redundancy in the field and/or have additional
constructs you would like to nominate as redundant, please follow the
link below or paste it into your browser.
http://erim.3uu.de/uc/ebyington/82cc/
Thank you again for contributing your ideas and perspectives on this
important topic.
Best,
Dr. Will Felps
Assistant Professor of Organization & Personnel Management
Rotterdam School of Management
Erasmus University
www.rsm.nl/wfelps
Dr. Xiao-Ping Chen
Professor of Management & Organization
Foster School of Business
University of Washington
http://bschool.washington.edu/faculty/faculty_detail.asp?id=104
Eliza Byington
PhD Candidate in Organization & Personnel Management
Rotterdam School of Management
Erasmus University
www.rsm.nl/ebyington
Managerial and Organizational Cognition
Contextual performance - Organizational Citizenship Behaviors
Redundancy
Yes:
80,00%
No:
20,00%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
N/A
*********************************************
Leadership
continuance organizational commitment - turnover intention
organization-member exchange (OMX) - perceived organizational support (POS)
Emotional Intelligence
employee engagement - job satisfaction
contextual performance - OCBs - prosocial behavior
trust - procedural justice
job engagement - job involvement
organizational commitment - psychological ownership
transformational - charismatic - authentic leadership
management-leadership
organizational climate - organizational culture
Redundancy
Yes:
84%
No:
16%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
37%
*********************************************
Business Policy and Strategy
Cultural Distance - Institutional Distance
practice versus process in strategy-making
mission-vision-strategic intent
team heterogeneity - team diversity
paradigm-theory in use-dominant logic
behavioral integration - intra-group conflict
strategy development- strategic change
team mental models - team shared narratives (for situation or action)
rarity versus small numbers [similar empirically and theoretically]
barriers to imitation versus information transmission constraints
[similar empirically and theoretically]
tacitness versus social complexity [similar empirically and theoretically]
social embeddedness versus relational contracting [similar theoretically]
Uncertainty versus Incomplete Contracts [similar empirically and theoretically]
dynamism versus "high-velocity environment"
Redundancy
Yes:
66%
No:
34%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
20%
*********************************************
Organization and Management Theory
Prosocial Rule-Breaking - Positive Deviance
corporate social responsibility - corporate citizenship
knowledge transfer-knowledge leverage--knowledge sourcing
work design and servicescapes/ workscapes
core competencies--resources
Redundancy
Yes:
86%
No:
24%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
37%
*********************************************
HR
deviance - aggression - counterproductive work behavior - misbehavior
- delinquency - revenge - retaliation
self-efficacy - expectancy
perceived p-o fit - organizational attraction
Job Satisfaction-Job Engagement
authentic - transformational leadership
knowledge sharing - knowledge exchange
OCBs - extra-role behaviors
Redundancy
Yes:
88%
No:
22%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
32,50%
*********************************************
Emotion in Organizations
Engagement Involvement Commitment
CWB workplace deviance
leadership effectiveness - personality dispositions - relationship and
networking
spill over - emotion contagion
Affective Events Theory - Episodic Process Model
Redundancy
Yes:
90%
No:
10%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
27,50%
*********************************************
Conflict Management
altruism-organizational citizenship
interactional injustice - incivility
Deviance - Counterproductive workplace behaviors
altruism - ethical behavior
revenge -- ORB
helping - organizational citizenship behaviors
group processes - team learning behavior
Redundancy
Yes:
92%
No:
8%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
17,50%
*********************************************
Entrepreneurship
creativity-innovation
self-efficacy - self-confidence
positive psychology - optimism
need of achievement-self efficacy
entrepreneurial orientation - alertness
Redundancy
Yes:
70,00%
No:
30,00%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
30%
*********************************************
Gender & Diversity
organizational commitment-organizational identification
commitment-engagement
Abusive supervision - Bullying
charismatic leadership-transformational leadership
enrichment-enhancement
Numerical distinctiveness - Relational demography
charismatic-visionary
Social dominance orientation - modern racism
Redundancy
Yes:
79%
No:
21%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
22,50%
*********************************************
Organizational Culture
Redundancy
Yes:
100%
No:
0%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
N/A
*********************************************
Social Issues in Management
Authentic Leadership (Avolio and colleagues) and other positive forms
of leadership (e.g. transformational, ethical)
corporate social responsibility, corporate responsibilty, corporate citizenship
incivility-interpersonal conflict
incivility-interpersonal deviance
culture-climate
Redundancy
Yes:
73%
No:
27%
Overall, what percentage of Management constructs that you have
encountered do you believe to have substantial overlap with other
Management constructs you are familiar with?
Ave:
47,50%
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