• Hierarchical Team Structures Limit Joint Gain in Interteam Negotiations: The Role of Information Elaboration and Value Claiming Behavior

      Doyle, Sarah P.; Chung, Seunghoo; Lount, Robert B.; Swaab, Roderick I; Rathjens, Jake; University of Arizona Eller College of Management (Academy of Management, 2022-04-05)
      Although teams of negotiators are widely assumed to be better at unlocking integrative solutions than individual negotiators, the interteam negotiation context is characterized by unique challenges which can make effective collaboration between teams difficult. We extend our theoretical understanding of interteam negotiations by offering novel insights about when and why teams realize their potential in integrative negotiations. Specifically, we propose a theoretical model that explains how hierarchical team structures reduce information elaboration within teams, which reinforces “fixed-pie” assumptions that prompt the reliance on value claiming behaviors between teams and lower high-quality outcomes such as the joint gain achieved. Across four studies, each involving interactive team-on-team negotiations, we provide support for the hypothesized effects of formal intrateam hierarchies on joint gain, and test a useful intervention to mitigate the harmful effects of hierarchically structured teams at the negotiation table. Contributions to the literatures on team negotiations, interteam collaboration, and hierarchical differences within teams are discussed.
    • Office Chitchat as a Social Ritual: The Uplifting Yet Distracting Effects of Daily Small Talk at Work

      Methot, Jessica R.; Rosado-Solomon, Emily H.; Downes, Patrick E.; Gabriel, Allison S.; University of Arizona (Academy of Management, 2021-10)
      Small talk-trivial communication not core to task completion-is normative and ubiquitous in organizations. Although small talk comprises up to one-third of adults' speech, its effects in the workplace have been largely discounted. Yet, research has suggested that small talk may have important consequences for employees. Integrating theories of interaction rituals and microrole transitions, we explore how and why seemingly inconsequential workday conversations meaningfully impact employees' experiences. In a sample of employed adults, we used an experience sampling method to capture within-individual variation in small talk over a three-week period. Given that we are the first to examine small talk as an episodic phenomen on, we also conducted a validation of our daily small talk measure with master's students and two samples of employed adults. Using multilevel pathanalysis, results show that small talk enhanced employees' daily positive social emotions at work, which heightened organizational citizenship behaviors (OCB) and enhanced well-being at the end of the workday; furthermore, small talk disrupted employees' ability to cognitively engage in their work, which compromised their OCB. Additionally, higher levels of trait-level self-monitoring mitigated negative effects of small talk on work engagement. Combined, results suggest that the polite, ritualistic, and formulaic nature of small talk is uplifting yet also distracting. © 2021 Academy of Management Journal.
    • Surging Underdogs and Slumping Favorites: How Recent Streaks and Future Expectations Drive Competitive Transgressions

      Doyle, Sarah P.; Pettit, Nathan C.; Kim, Sijun; To, Christopher; Lount, Jr., Robert B.; University of Arizona Eller College of Management (Academy of Management, 2021-07-27)
      Any single competition is rarely a “one-off” event, and instead is often part of a larger sequence of related competitions. Thus, we contend that, in order to better understand people’s competitive experience, we must take a more holistic view where their experience and behavior in the present is a function of their past and expected future outcomes. This research expands the temporal lens of competition by examining how past outcomes (i.e., winning vs. losing streak) and future expectations (i.e., underdog vs. favorite standing) collectively influence an actor’s cognitive and affective reactions to a competition, with implications for their willingness to transgress. Studies 1 (Fantasy Football managers) and 2 (the English Premiere League teams) show that streaks and underdog vs. favorite standing interact to predict competitive transgressions: winning streaks increase transgressions for underdogs, and losing streaks increase transgressions for favorites. Studies 3 (public defenders) and 4 (Democrats and Republicans) experimentally manipulate streaks and standing and unpack the cognitive (i.e., outcome uncertainty) and affective (i.e., excitement for underdogs, anxiety for favorites) mechanisms that precipitate these transgressions. Theoretical implications for the competition literature, as well as managerial insights, are discussed.
    • Why Do Some New Insider CEOs Make More Strategic Changes Than Others?

      Zhu, Qi; Hu, Songcui; Shen, Wei; University of Arizona (Academy of Management, 2019-08-01)