In modern organizations, key sources of competitive advantage are embedded in employees. Management theory has traditionally viewed employee exit as the end of firms' relationships with employees and, consequently, the end of access to human capital and other resources embedded in departing individuals. However, recent research suggests that firms can benefit from the continuation of relationships with alumni employees. We argue that how organizations create and maintain connections to alumni is critical, as it shapes the nature of potentially valuable organization -level alumni resources. We develop a theory of firm value capture from alumni that explains how firms' norms and policies before, during, and after employee exit affect firms' alumni relations climate-a shared perception among a firm's current and former employees that the firm values alumni. We further theorize that the alumni relations climate will lead to creation of firm -level alumni resources, with the configuration of these resources shaped by alumni identification. That is, the extent to which firms' alumni identify with the firm versus with members of the firm's remaining workforce (or balanced between the two) will have implications for the configuration of alumni resources that are potentially accessible to the firm. Our theory describes how these different alumni resource configurations come with inherent benefits and costs when it comes to the value that firms are able to capture from their alumni resources. We illustrate the value of this theoretical perspective by identifying meaningful practical implications and avenues for future research.

Music listening has proliferated in the workplace, yet its effects have been overlooked, and classic investigations offer conflicting results. To advance our understanding, we draw from self-regulation and resource allocation theories to suggest that listening to music has curvilinear effects on attentional focus and performance on work tasks and that willpower belief is a key boundary condition. We test these hypotheses across three studies: a pilot study of 108 employees from a software company who took part in a 2-week experience-sampling methodology study and self-rated their music listening and performance, a laboratory study (Study 1) of 252 undergraduate students in which task attentional focus and objective performance on proofreading tasks were captured across repeated trials while listening to music, and a 3-week experience-sampling methodology study (Study 2) of 247 employees that included a within-person manipulation of music listening (little to no music vs. 1 hr longer than usual vs. 3 hr longer than usual), daily self-ratings of task attentional focus and task performance, and weekly coworker ratings of task performance. We find mixed support for our hypotheses. Time spent listening to music exhibited an inverted, U-shaped relationship with self-rated (pilot study) and objective (Study 1) task performance. Individuals with higher willpower belief maintained higher levels of task attentional focus regardless of the amount of music they listened to (Studies 1 and 2), and the curvilinear relationship of reported music listening with self-rated task performance was more pronounced for individuals who believe that willpower is limited (pilot study and Study 2). (PsycInfo Database Record (c) 2025 APA, all rights reserved).

We build from justice and negotiation scholars' historical interest in interpersonal interactions and reciprocity to develop the notion of interactional justice congruence, which refers to the degree of reciprocity in negotiation dyad members' respectful and truthful treatment of one another. Yet, media richness theory holds that communication media differ in their provision of social cues and ability to interpret subjective information such as justice perceptions. Integrating social exchange theory tenets with media richness theory, we examine how communication medium influences the effects of negotiators' interactional justice congruence on their dyadic economic and social-psychological outcomes. Moderated polynomial regression and response surface analyses of data from 199 face-to-face and virtual negotiation dyads revealed that face to-face dyads' relationship conflict and outcome inequality were minimized when negotiators' interpersonal and informational justice perceptions were congruent-even if both negotiators perceived one another be disrespectful or deceptive. Virtual negotiation dyads did not experience this benefit. This suggests justice functions differently at the dyadic level in negotiations, such that justice needs to be similarly perceived by both face-to-face negotiators in order to produce dyadic benefits.

Three studies investigated negotiators’ (e.g., recruiters) reactions to counterparts (e.g., candidates) with phantom alternatives (i.e., alternatives that may or may not materialize). Study 1 examined how recruiters’ perceived power and offers are influenced by candidates’ likelihood of obtaining a phantom alternative offer. We found that candidates who have no alternative or an unlikely alternative received significantly lower offers than those with a likely or certain alternative, and power mediated the relationships. Study 2 replicated the results of Study 1 and further tested circumstances when recruiters received disconfirming information about the likelihood associated with the alternative. We found that truthful and understated statements were least likely to suffer from recruiters’ decision to rescind or lower the offer. Misrepresentation (describing the alternative as likely when it is unlikely to materialize), deception (stating facts that lead the recruiter to believe an alternative offer is in hand), and falsification (lying about an alternative offer in hand) move from lower to higher levels of impropriety. Recruiters’ perceived power and their perceived honesty of candidates explained different relationships. Study 3 demonstrated the prevalence of the tested statements and further confirmed the findings.

Academy of Management ReviewVol. 46, No. 2 From the EditorIt Takes a Village: A Practical Guide to Reviewing for AMRJoanna T. Campbell and Donald E. ConlonJoanna T. Campbell and Donald E. ConlonPublished Online:29 Apr 2021https://doi.org/10.5465/amr.2021.0050AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Brown, G. , & Baer, M. 2015. Protecting the turf: The effect of territorial marking on others' creativity. Journal of Applied Psychology , 100: 1785–1797. Google Scholar Brown, G. , Lawrence, T. B. , & Robinson, S. L. 2005. Territoriality in organizations. Academy of Management Review , 30: 577–594.Link , Google Scholar Develop. (n.d.). In Merriam-Webster's online dictionary. Retrieved from https://www.merriam-webster.com/dictionary/develop Google Scholar Middlemist, R. D. , Knowles, E. S. , & Matter, C. F. 1976. Personal space invasions in the lavatory: Suggestive evidence for arousal. Journal of Personality and Social Psychology , 33: 541–546. Google Scholar Ragins, B. R. 2017. Editor's comments: Raising the bar for developmental reviewing. Academy of Management Review , 42: 573–576.Link , Google Scholar Thatcher, S. M. B. 2021. Editor's comments: Intentional inclusion of diverse voices and global perspectives at AMR. Academy of Management Review , 46: 1–5.Link , Google Scholar Wuchty, S. , Jones, B. F. , & Uzzi, B. 2007. The increasing dominance of teams in production of knowledge. Science , 316: 1036–1039. Google ScholarFiguresReferencesRelatedDetailsCited byTheorizing From Emerging Markets: Challenges, Opportunities, and Publishing AdviceShad Morris, Ruth V. Aguilera, Greg Fisher and Sherry M. B. Thatcher11 January 2023 | Academy of Management Review, Vol. 48, No. 1 Vol. 46, No. 2 Permissions Metrics in the past 12 months History Published online 29 April 2021 Published in print 1 April 2021 Information© Academy of Management ReviewDownload PDF

As colleagues and collaborators, we reflect on the work and legacy of Peter Carnevale, currently professor at the University of Southern California, and recipient of the 2002 Jeffrey Z. Rubin Theory-to-Practice Award of the International Association for Conflict Management (IACM). We review Carnevale's main contributions, including his work on time pressure and surveillance, strategies for mediation, emotions in negotiation, and the use and integration of distinct methods for studying conflict and negotiation. We share personal anecdotes from our time as PhD students and collaborators with Peter Carnevale, and we touch on lessons learned for doing science and mentoring the next generation.

We examine the notion of a Phantom BATNA - a negotiation alternative that may or may not materialize - and its impact on a current negotiation. Across three studies, we investigate the impact of such alternatives on negotiation, and compare them to when negotiators have a certain BATNA, when they have no BATNA, or when they are provided no information whatsoever regarding a BATNA. We demonstrate that perceptions of power mediate the effects of BATNA likelihood on the performance-related outcomes (final settlements or counter-offers) of negotiators. We establish these effects when the alternative has a known or an unknown likelihood of occurring. Additionally, BATNA likelihood influences the extent to which negotiators mention the possibility of an alternative to their counterpart during the negotiation. Based on our investigation, we offer BATNA likelihood as an important dimension of BATNA influence that can enhance theoretical and practical understanding, and stimulate future research.

Why do employees perceive that they have been treated fairly by their supervisor? Theory and research on justice generally presumes a straightforward answer to this question: Because the supervisor adhered to justice rules. We propose the answer is not so straightforward and that employee justice perceptions are not merely "justice-laden." Drawing from theory on information processing that distinguishes between automatic and systematic modes, we suggest that employee justice perceptions are also "ethics-laden." Specifically, we posit that employees with more ethical supervisors form justice perceptions through automatic processing with little scrutiny of or attention paid to a supervisor's justice acts. In contrast, employees with less ethical supervisors rely on systematic processing to evaluate their supervisor's justice enactment and form justice perceptions. Thus, we propose that ethical leadership substitutes for the supervisor's justice enactment. Our results demonstrate support for the interactive effect of supervisor justice enactment and ethical leadership on employee justice perceptions, and we further demonstrate its consequences for employees' engagement in discretionary behaviors (citizenship and counterproductive behaviors). Our findings highlight an assumption in the justice literature in need of revision and opens the door to further inquiry about the role of information processing in justice perceptions. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Limitations of the escalation of commitment literature include (1) examining hypothetical, typically unfinished projects, (2) using a limited set of predictor variables, and most importantly (3) ignoring whether the factors that drive escalation or the escalation behavior itself can turn failing projects into successes. We address these shortcomings by focusing on product development projects where escalation opportunities emerge in the product launch stage rather than the development stage. Using data from over 1100 Hollywood films, we identify 467 films that can be deemed as failing, and then examine the role that project, structural, social, and psychological determinants exert on escalation (expenditures made after the film opens poorly at the box office). We then examine whether escalation and these determinants lead to better final box office numbers. Our results question the common assumption that escalation is always a bad strategy, and we identify conditions under which escalation may be most prudent.

As the number of unmarried adults in the workforce is on the rise, employees increasingly have to navigate lifestyle differences between single, married, and divorced members of their work groups. To understand the impact of this new form of diversity in groups at work, we introduce the concept of marital diversity as an important predictor of group performance outcomes. We argue that marital diversity may benefit group outcomes by providing members with complementary life experiences and skills, without instigating the stereotyping or conflict often associated with other less mutable forms of diversity. In Study 1, an archival study of rock bands reveals that marital diversity positively affects group outcomes when band tenure is high. In Study 2, this pattern is replicated in a study of project groups. Overall, the studies show that marital diversity can positively affect groups, especially groups with longer tenure.

Although the decision to engage in prosocial behavior has received research attention, the literature offers a limited understanding of fairness and uncertainty as antecedents. We propose that one can encourage prosocial decision making simply by invoking the notion of fairness because of its effects on the perceived trustworthiness of the invoking party. We also elucidate the complex role of uncertainty in prosocial decisions in that it has a negative effect while also serving to strengthen the positive effect of fairness salience. Our ideas are tested in two prosocial decision contexts, including participative pricing (i.e., "pay what you want") and charitable giving. Data from an archival study of a naturally occurring event and two controlled experiments offer support for our arguments. Copyright (C) 2016 John Wiley & Sons, Ltd.

This research introduces the notion of a Phantom BATNA – a Best Alternative to a Negotiated Agreement that may be possible, but is unattained at the time of the current negotiation – and investigates its impact on negotiation processes and outcomes relative to when negotiators have an available BATNA or when they are certain to have no BATNA. Using controlled laboratory experiments, we demonstrate that perceptions of the Phantom BATNA holder’s power mediates the effects of BATNA availability on the performance of such holders as well as their opponents. We establish these effects for Phantom BATNAs that are specified (the alternative has a known probability of being available) and unspecified (the alternative has an unknown probability of being available). Based on our investigation, we offer availability as a new dimension of BATNA influence in order to advance theoretical understanding of BATNAs and their impact on negotiations in order to stimulate future research and provide practical advice for negotiators.

Chapter 11 Mediation and the Fourfold Model of Justice Donald E. Conlon, Donald E. ConlonSearch for more papers by this author Donald E. Conlon, Donald E. ConlonSearch for more papers by this author Book Editor(s):Margaret S. Herrman, Margaret S. HerrmanSearch for more papers by this author First published: 25 August 2017 https://doi.org/10.1002/9781405164238.ch11 AboutPDFPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShareShare a linkShare onFacebookTwitterLinked InRedditWechat Summary The goal of this chapter is to bridge between two literatures by applying a justice lens to the time-sequence model of mediation presented in chapter 2. To achieve this goal, I first sketch the development of the justice field. I will then apply a recently derived model of justice to the mediation model advanced by Herrman, Hollett, and Gale that forms the centerpiece of this book. My hope is that readers of this chapter will come away with a more thorough understanding of how justice is conceived, and a more thorough understanding of how justice informs the proposed time-sequence mediation model. The Blackwell Handbook of Mediation: Bridging Theory, Research, and Practice RelatedInformation

This chapter identifies the customer-service provider interaction where fairness concerns are likely to arise, and discuss the implications of these fairness concerns. It reviews research from a variety of different contexts with an awareness that the context itself is likely an important moderator of relationships between fairness and customer outcomes such as satisfaction, trust, repatronage behavior, and positive or negative word of mouth. The chapter examines the influence of justice in consumer behavior settings. The aftermath stage could contain many interactions between customers and service providers. The chapter recognizes that merely by entering the physical setting, customers may receive cues or information from their initial environmental scan that could create new fairness judgments, or change existing fairness judgments. It concludes with recommendations for researchers and practitioners, along with a discussion of some of the limitations in the research on this topic.

Task conflict has been the subject of a long-standing debate in the literature-when does task conflict help or hurt team performance? We propose that this debate can be resolved by taking a more precise view of how task conflicts are perceived in teams. Specifically, we propose that in teams, when a few team members perceive a high level of task disagreement while a majority of others perceive low levels of task disagreement-that is, there is positively skewed task conflict, task conflict is most likely to live up to its purported benefits for team performance. In our first study of student teams engaged in a business decision game, we find support for the positive relationship between skewed task conflict and team performance. In our second field study of teams in a financial corporation, we find that the relationship between positively skewed task conflict and supervisor ratings of team performance is mediated by reflective communication within the team. (PsycINFO Database Record

We build on the small but growing literature documenting personality influences on negotiation by examining how the joint disposition of both negotiators with respect to the interpersonal traits of agreeableness and extraversion influences important negotiation processes and outcomes. Building on similarity-attraction theory, we articulate and demonstrate how being similarly high or similarly low on agreeableness and extraversion leads dyad members to express more positive emotional displays during negotiation. Moreover, because of increased positive emotional displays, we show that dyads with such compositions also tend to reach agreements faster, perceive less relationship conflict, and have more positive impressions of their negotiation partner. Interestingly, these results hold regardless of whether negotiating dyads are similar in normatively positive (i.e., similarly agreeable and similarly extraverted) or normatively negative (i.e., similarly disagreeable and similarly introverted) ways. Overall, these findings demonstrate the importance of considering the dyad's personality configuration when attempting to understand the affective experience as well as the downstream outcomes of a negotiation. (PsycINFO Database Record

In this tribute to the 2015 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of J. Keith Murnighan. Each of us highlights a unique contribution of his research to a different area in the field of organizational behavior. The four areas we discuss are behavioral economics, experimental design, diversity, and ethics. We conclude our discussion of the four research areas by highlighting common themes suggested by this work. The article closes by giving Keith Murnighan the final say to reflect on our article and to impart his words of wisdom to doctoral students and scholars at different stages of their career.

The escalation of commitment literature has remained divided on whether sunk cost or project completion information is more significant in driving escalation behavior. However, we believe that the debate over the respective drivers has been missing a key point. It is not which driver predicts escalation better, but in which context a specific driver exerts more influence. Therefore, we have specified three escalation decision contexts (proposing the new ongoing decision) and the motivational features at the individual, group, and organizational level that contribute to escalation of commitment behavior and used them to attempt to resolve this debate and help the field move forward in understanding the differential influences of each driver.