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Is yours a learning organization?
A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization.
Unable to Resist Temptation: How Self-control Depletion Promotes Unethical Behavior
Toward a Theory of Behavioral Operations
The theoretical and practical implications of incorporating behavioral and cognitive factors into models of operations management and suggest fruitful avenues for research in behavioral operations are explored.
The dark side of creativity: original thinkers can be more dishonest.
Evidence is provided for an association between creativity and dishonesty, and it is demonstrated that dispositional creativity moderates the influence of temporarily priming creativity on dishonest behavior.
A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior.
The proposed gratitude expressions can enhance prosocial behavior through both agentic and communal mechanisms, such that when helpers are thanked for their efforts, they experience stronger feelings of self-efficacy and social worth, which motivate them to engage in prossocial behavior.
Contagion and Differentiation in Unethical Behavior
The results suggest that individuals' unethicality does not depend on the simple calculations of cost-benefit analysis, but rather depends on the social norms implied by the dishonesty of others and also on the saliency of dishonesty.
Dishonest Deed, Clear Conscience: When Cheating Leads to Moral Disengagement and Motivated Forgetting
The authors find that one’s own dishonest behavior increased moral disengagement and motivated forgetting of moral rules and that increasing moral saliency by having participants read or sign an honor code significantly reduced unethical behavior and prevented subsequentmoral disengagement.
Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance
Drawing on the resource-based view of the firm, this work examines how teams can develop a knowledge-integration capability to dynamically integrate members’ resources into higher performance and distinguishes among three sets of resources: relational, experiential, and structural.
The Effect of One Bad Apple on the Barrel
In a world where encounters with dishonesty are frequent, it is important to know if exposure to other people’s unethical behavior can increase or decrease an individual’s dishonesty. In Experiment…
Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity
Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that…