Results 36 - 40 of 334
Author Title Keyword View All
Reaching the top and avoiding the bottom: How ranking motivates unethical intentions and behavior
Organizational Behavior and Human Decision Processes, Vol. 137
Author(s): Tim Vriend, Jennifer Jordan, Onne Janssen

Abstract: Across six studies we explore when, why, and how an individual’s rank position affects their unethical intentions and behavior. We first demonstrate...

When in Rome, look like Caesar? Investigating the link between demand-side cultural power distance and CEO power
Academy of Management Journal, Vol. 59(4)
Author(s): Ryan Krause, Igor Filatotchev, Garry D. Bruton

Abstract: Agency theory-grounded research on boards of directors and firm legitimacy has historically viewed CEO power as de-legitimating, often taking this fac...

The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift
Administrative Science Quarterly, Vol. 61(4)
Author(s): Emily Truelove, Katherine C. Kellogg

Abstract: This 12-month ethnographic study of an early entrant into the U.S. car-sharing industry demonstrates that when an organization shifts its focus from d...

How norm violations shape social hierarchies: Those who stand on top block norm violators from rising up
Group Processes Intergroup Relations, Vol. 19(5)
Author(s): Eftychia Stamkou, Gerben A. van Kleef, Astrid C. Homan, Adam D. Galinsky

Abstract: Norm violations engender both negative reactions and perceptions of power from observers. We addressed this paradox by examining whether observers’ ...

From Power to Inaction Ambivalence Gives Pause to the Powerful
Psychological Science, Vol.27(12)
Author(s): Geoffrey R. O. Durso, Pablo Briñol, Richard E. Petty

Abstract: Research has shown that people who feel powerful are more likely to act than those who feel powerless, whereas people who feel ambivalent are less lik...

<< Start < Prev 1 2 3 4 5 6 7 8 9 10 Next > End >>