Although ideological messages are thought to inspire employee performance, research has shown mixed results. Typically, ideological messages are delivered by leaders, but employees may be suspicious of ulterior motives—leaders may merely be seeking to inspire higher performance. As such, we...

Across industries, organizations operate in increasingly complex and uncertain environments. To succeed in such environments, organizations require their members to think creatively and integrate conflicting demands. We propose that the adoption of paradoxical frames—mental templates that...

Previous research on feedback frequency suggests that more frequent feedback improves learning and task performance (Salmoni, Schmidt, & Walter, 1984). Drawing from resource allocation theory (Kanfer & Ackerman, 1989), we challenge the “more is better” assumption and propose that frequent...

Recent evidence from research in risky choice shows that decisions from experience differ significantly from decisions from description, particularly when problems include a small-probability event and when samples from experience are small. Little is known, however, about the cognitive...

Going beyond traditional inquiry into social support from local organizational constituents, this project examined how diverse resources from mutually affiliated contacts within and beyond local work environs boost propensity to stay in firms. We deployed Burt’s (1992) name generator and...

Two policy-capturing studies were conducted to investigate how person–organization (PO) fit and person–job (PJ) fit information are weighted and combined when hiring decision makers evaluate job candidates, and how the process is influenced by the position’s characteristics. Regarding the...

Incorporating input from others can enhance decision quality, yet often people do not effectively utilize advice. We propose that greater power increases the propensity to discount advice, and that a key mechanism explaining this effect is elevated confidence in one’s judgment. We investigate...

Across two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both...

Because faking poses a threat to the validity of personality measures, research has focused on ways of detecting faking, including the use of response times. However, the applicability and validity of these approaches are dependent upon the actual cognitive process underlying faking. This study...

This research proposes that expressed emotional ambivalence elicits greater dominance in observers than expressed happiness or anger because ambivalence conveys deliberation and therefore submissiveness. Four laboratory studies yielded convergent findings across different measures of dominance...