Wendell journal fever 03

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Wendell journal fever 03

  1. 1. Episode #3Director:Ray’s LabCast:1. Pork cartilage meal (軟骨豬肉飯)2. Garlic chicken drum meal (椒蒜雞腿飯)3. Tenderloin meal (里肌排骨飯)4. Teriyaki chicken chop meal(照燒雞排飯)5. Miso pork meal (味噌燒肉飯) 1
  2. 2. 1. Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment2. A Social Context Model of Envy and Social Undermining3. Collective Memory Meets Organizational Identity: Remembering to forget in a firms rhetorical history
  3. 3. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment Journal: Academy of Management Journal Time: 2012 June Author:* Dustin J. Sleesman ( Doctoral candidate of Michigan State University and University of Delaware)* Donald E. Conlon (Professor of Management at the Eli Broad College of Business, Michigan State University)* Gerry McNamara (Professor of management at the Eli Broad College of Business, Michigan State University)* Jonathan E. Miles (Doctoral candidate in the Department of Management at the Eli Broad College of Business, Michigan State University) Data Base: Business Source Complete Google Scholar Citation Times: 2 (2013.1.1)
  4. 4. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment Research 6Definition:1. Meta-Analysis  Glass (1976)2. Escalation of Commitment  Staw (1976) throwing good money (or resources more generally) after bad
  5. 5. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentTheory Background: Escalation of Commitment Four sets of determinants (Staw,1976) risk, opportunity cost information, 1. Project determinants perfomance trend, prefernce for initial decision sunk cost, time investment, experience, 2. Psychological Determinants self-confidence, responsibility for failure, ego threat 3. Social Determinants public evaluation of decision(save face), resistance from others, group identity (conformity) 4. Structural Determinants agency problems
  6. 6. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentTheory Background: Escalation of Commitment Relevant theoretical perspectives:1. Subjective expected utility theory (e.g.,Savage, 1954)2. Self-justification theory (e.g., Aronson,1968; Festinger, 1957)3. Prospect theory (e.g.,Kahneman & Tversky, 1979)4. Goal substitution effect (e.g., Conlon & Garland, 1993)5. Self-presentation theory (e.g., Goffman, 1959; Jones & Pittman,1982)6. Agency theory (e.g., Eisenhardt, 1989;Jensen & Meckling, 1976)
  7. 7. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentWhy escalation of commitment…? Many results but didn’t systematically integrateWhy meta-analysis…? Meta-analysis provide power and comprehensive overviewWhy now…? Staw(1987) said: …as the volume of escalation studies has grown in recent years, attempts to summarize and integrate this literature . . . have become increasingly difficult. Staw(1987) said …the field was “a long way from being able to conduct such meta-analyses, not only because the empirical studies have been so few, but because most of the studies have been rather unique conceptually”
  8. 8. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment Meta-AnalysisResearch Structure: Efficacy comparison Literature review Moderate effect measurement Research filtering Main effect measurement
  9. 9. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentHypotheses: Main effect
  10. 10. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentHypotheses: Main effect
  11. 11. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentHypotheses: Main effect
  12. 12. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentHypotheses: Moderate effect “We concentrate on these determinants because they are the best known and most studied”
  13. 13. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentResults: Main effect
  14. 14. 1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitmentResults: Moderate effect
  15. 15. Cleaning Up the Big Muddy: A Meta-Analytic Review 1 of the determinants of escalation of commitment Interesting findings: Paper#1 Clear 1. Ego threat has biggest effect size 2. Having people responsible for the project by choosing them-self or assigning to them doesn’t matter 3. the prominence of sunk costs was lower than expected 4. Opportunity cost salience can lead to de-escalation in some situations but escalation in others 5. The sharing of decision authority may lead to greater levels of escalation.
  16. 16. 2 A Social Context Model of Envy and Social Undermining Journal: Academy of Management Journal Time: 2012 June Author:* Kristin L. Scott (Assistant professor in the College of Business and Behavioral Science at Clemson University.)* Jason D. Shaw (Professor and the Curtis L. Carlson School–wide Professor in the Carlson School of Management at the University of Minnesota.)* Bennett J. Tepper (Professor of managerial sciences in the J. Mack Robinson College of Business at Georgia State University.)* Karl Aquino (Professor of Business and Society at the Sauder School of Business at the University of British Columbia.) Data Base: Business Source Complete Google Scholar Citation Times: 3 (2013.1.1)
  17. 17. 2 A Social Context Model of Envy and Social UnderminingDefinition: Context:  Griffin(2007):“context is the set of circumstances in which phenomena (e.g. events, processes or entities) are situated” Organizational context Social context Cultural context….
  18. 18. 2 A Social Context Model of Envy and Social UnderminingAbout Research: Contextual Variable In this paper…, researchers integrate moral Contextual Variable disengagement, social identification, and social norms Contextual Variable Contextual theories to develop, test, and replicate a model that explains Variable how and when envy is associated with social undermining. Behavior
  19. 19. 2 A Social Context Model of Envy and Social UnderminingMethod: Logistic RegressionTheoretical model:
  20. 20. A Social Context Model of Envy 2 and Social Undermining Paper#2Result: Clear Study1: Moral disengagement did not occur when employees identified strongly with coworkers Study2: The indirect effect of envy on social undermining through moral disengagement occurred only when social identification was low and team undermining norms were high.
  21. 21. Collective Memory Meets Organizational3 Identity: Remembering to forget in a firms rhetorical history Journal: Academy of Management Journal Time: 2012 June Author:* Michel Anteby (Associate professor in the organizational behavior unit at Harvard Business School)* Virág Molnár (Assistant professor of sociology at the New School for Social Research.) Data Base: Business Source Complete Google Scholar Citation Times: 2 (2013.1.2)
  22. 22. Collective Memory Meets Organizational3 Identity: Remembering to forget in a firms rhetorical historyDefinition: Organization change (e.g. Merger) Organization identity vs Identity endurance This research shows how to sustains organization identity by forgetting a firm’s rhetorical (i.e., structural omission) or neutralizing new things and old things with valued identity cues (i.e., preemptive neutralization).
  23. 23. Collective Memory Meets Organizational3 Identity: Remembering to forget in a firms rhetorical historyMethod: Documenting
  24. 24. Collective Memory Meets Organizational3 Identity: Remembering to forget in a firms rhetorical history Paper#2 ClearResult:1. When faced with such contradictions, managers might be inclined to ignore them; instead, proactively addressing them is central to identity endurance.2. Manager’s ability to infuse meaning into work depends in part on her or his ability to help others remember and forget.3. The routine traces(e.g. company’s bulletins) can significantly shape and capture a firm’s identity.
  25. 25. Thanks for attention! 25

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