Extant research on stars has demonstrated stars’ immense direct and indirect contributions to value creation, yet it lags behind strategy scholarship, which has emphasized the dynamic nature of value creation associated with firms’ core resources. In particular, we lack knowledge regarding how stars’ knowledge creation varies across a star’s career. Drawing on insights from the stars and careers literatures, we develop theoretical arguments that suggest that over their careers, stars shift focus from emphasizing personal attainment and status to prioritizing legacy building—shifts that we predict will correspond to decreases in stars’ relative individual productivity and conveyance of explicit knowledge spillovers to collaborators (which reinforce stars’ status) and increases in stars’ relative conveyance of tacit knowledge spillovers (that aid in colleagues’ development) as stars advance in career tenure. We test our hypotheses through the analysis of patenting activities spanning the years 2000-2022, 291 firms, and 214,398 inventors, cumulating to more than 1,210,989 inventor-year observations. Through the integration of temporal and psychological perspectives in our consideration of stars’ multiple contributions to knowledge creation over their careers, we bring our understanding of stars into alignment with insights related to the dynamic value creation associated with firms’ resources and advance knowledge on stars’ roles in the micro-foundations of human capital-based competitive advantage.

While leader departures from work units frequently occur within organizations and are assumed to negatively impact unit functioning, the collective reaction to a leader departure event can vary across time. While a common expectation of leader departure models is that the incoming leader is permanent, it is unclear how unit-level reactions, such as collective turnover and unit performance, might change over time in response to a departure event when the departing leader is replaced with a temporary leader. We draw on context emergent turnover (CET) theory and literature on leader departures to develop and empirically test specific hypotheses exploring relationships among leader departures, collective turnover, and unit performance over time. In addition, we examine the extent to which these relationships are influenced by the temporary status of the incoming leader. Using discontinuous growth models, we examine a longitudinal data set from 324 units within a large Latin American operation of a global direct sales company (N = 3,082 performance periods). Findings indicate that, after a leader departs, there is an immediate increase in collective turnover and that unit performance decreases over time. Further, when the incoming leader is temporary, unit performance increases briefly, but the rate of performance drops over time. Overall, our research offers insights with regard to how leader departures impact unit outcomes, as well as how long such effects last. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Research on impression management within organizations is extensive and provides valuable insights regarding both impression management motivation and the ways in which impression management is enacted. However, inconsistent findings in the literature limit our ability to confidently glean clear research and practice conclusions. Further, current impression management perspectives are primarily based on face-to-face communication, but technology and world events have changed how we interact within organizations. Our integrative literature review examines the impression management literature, and integrates research from related literatures (organizational citizenship behavior, faking behavior, and computer-human interaction), to identify how context influences impression motivation and construction. Based on this review, we propose that impression motivation is shaped, in part, by the situation's evaluative potential (e.g., public behavior, high stakes), and the nature of the workplace interaction (e.g., anonymity, permanence, verifiability, and synchronicity) moderates the impression motivation-impression construction relationship. We then use the contextual framework to provide a better understanding of past research, stimulate new research, and provide practical recommendations for HR professionals.

For decades, scholars and managers alike have shared a sustained interest in harnessing the talents of high-performing employees primarily due to their disproportionate contributions. An emerging research stream has begun examining the diverse effects that high performers elicit on their peers. Prior work now spans multiple organizational fields of study and utilizes a variety of high performer conceptualizations, theoretical lenses, and methodological approaches to examine the main effects of high performers as well as the boundary conditions of these effects. However, the body of work on high performers has yet to be systematically reviewed to synthesize the current state of the high performer literature and build commonality across disciplines. In this multidisciplinary review, we first establish conceptual clarity on what a high performer is (and is not) and identify the conceptualization of high performers used in current research. We then use appraisal theories to create a framework to organize the cognitive, affective, and behavioral peer effects sparked by high performers as well as to build an integrative view of the psychological mechanisms through which peers interpret and react to high performers. Following this, we outline several boundary conditions of high performer peer effects, including the characteristics of high performers, peers, and the context in which high performers and peers interact. We further consider how the various operationalizations of high performers are associated with different peer effects. We conclude by identifying and elaborating several avenues for future research that may yield useful cross-disciplinary insights.

Within and outside of the workplace, individuals regularly engage in impression management, or attempts to manage how they are perceived by others to create positive impressions of themselves (Bolino & Turnley, 2003; Jones & Pittman, 1982; Wayne & Liden, 1995). Despite the importance of cultivating a good impression, it is not uncommon for individuals to misunderstand how certain behaviors will be perceived by others (Steinmetz, Sezer, & Sedikides, 2016). The five papers in this symposium each address an important aspect of impression management and highlight nuances that provide a greater understanding of 1) when and why impression mismanagements might occur and 2) how individuals can become better impression managers so they can more effectively reach their goals. These papers examine various forms of impression management, both through language and actions, and discuss how context affects the extent to which impression management is successful. How does Variability Affect Humanization? Presenter: Kristina Wald; U. of Chicago Booth School of business Presenter: Jane Risen; U. of Chicago Booth School of business I Told You So Effect Presenter: Ovul Sezer; Columbia Business School Presenter: Salvatore J. Affinito; Harvard Business School Presenter: Bradley R. Staats; U. of North Carolina, Chapel Hill Intrinsic Motivation Display as Impression Management Presenter: Mijeong Kwon; U. of Colorado, Denver Sending Signals: Strategic Displays of Warmth and Competence Presenter: Bushra Sarah Guenoun; Harvard Business School Presenter: Julian Jake Zlatev; Harvard Business School Observer Reactions to Impression Management Use in the Workplace Presenter: Lynn A. McFarland; Darla Moore School of Business, U. of South Carolina Presenter: William Benjamin Ward; U. of South Carolina Presenter: Silvia Clark; Darla Moore School of Business, U. of South Carolina Presenter: Jonathan Hendricks; U. of Nebraska, Lincoln

The papers included in this symposium aim to shed light on some of the current theoretical advancements and knowledge creation related to star performers. The papers draw from a diverse set of theories (e.g., self-conscious emotions, trait-activation, conservation of resources, etc.) and deploy a broad set of methodologies (e.g., field-based, experimental, qualitative, archival, conceptual) to investigate novel research topics related to how stars behave towards their peers, how stars’ presence within work teams impact team members, what factors influence the decline of stardom, and the performance implications of star mobility. Additionally, these papers investigate these topics in a diverse set of samples, such as real estate agents, NBA players, students and project teams, and lead portfolio fund managers to garner holistic insights related to star phenomena. Through the presentations and discussions associated with this symposium we hope to feature some of the current advancements and findings within the star literature while also illuminating the need for extending this growing constellation of research. Light the Way or Keep Others in the Dark? How Pride Influences Stars' Helping vs. Knowledge-Hiding Presenter: Alexander Hamrick; Auburn U. Presenter: Pauline Schilpzand; Oregon State U. Presenter: Michael Wesson; Auburn U. The Decline of Star Performers Presenter: Haibo Liu; U. of California, Riverside The Impact of Stars in our Orbit: How and Why High Performers Shape Peer Proactivity Presenter: Christopher Winchester; U. of Minnesota Carlson School of Management Presenter: Elizabeth Margaret Campbell; U. of Minnesota Presenter: Matt Call; Texas A&M U., College Station Can They Risk It? Departing Star Manager Ownership Structure and Fund Performance Presenter: Thomas Miller; Union Square Capital Partners Presenter: Daniel Tzabbar; Drexel U. Presenter: Donghwi Seo; Central Connecticut State U. When Do You Have a Friend in Me? Age, Tenure, and Team Ability as Boundary Conditions of Star OCBs Presenter: Jonathan Hendricks; U. of Nebraska, Lincoln Presenter: Jia Yu; U. of Nebraska, Lincoln Presenter: Matt Call; Texas A&M U., College Station

This study examines the link between demographic faultlines and collective voluntary turnover to provide contributions to both literatures. Based on social identity theory and job embeddedness, we further propose that business unit tenure moderates the faultline-collective voluntary turnover relationship. We test the hypotheses using data drawn from a sample of government employees nested within 356 business units over the course of two years. The results suggest that demographic faultlines (age, gender, ethnicity) are associated with an increase in collective turnover. These effects hold, even after controlling for the independent dimensions of diversity, which suggests that the faultline construct captures variance distinct from the individual elements. Furthermore, the results suggest this relationship is moderated by the average organizational tenure of the business unit. Overall, we contribute to the literature on collective turnover and faultlines and demonstrate that the effects of demographic faultlines on collective voluntary turnover are conditional on contextual factors.

Human capital resources, which originate as individual-level employee knowledge, skills, abilities, and other characteristics (KSAOs) before aggregating to a unit-level resource through the process of emergence, are the key vehicle for organizations to accomplish their work. As such, there has been an increased interest both in the KSAOs of employees, as well as how employee relationships influence a unit’s capabilities, identification, embeddedness, and turnover intentions. As leaders occupy central roles within the organization, they are likely to influence the emergent enabling states necessary for the emergence of human capital resources, both directly through their own abilities, as well as through leader/subordinate relationships. In short, leaders influence how group members think, behave, and feel. However, these relationships are bound not only by the subordinates’ prior perceptions of the leader, but also by the task demands of the situation, as well as cultural context. This symposium includes four papers that examine how leaders impact and are impacted by emergence enabling states that influence the emergence process. These papers use longitudinal data from US, China, and Brazil to explore the characteristics of the leader, the context in which the leader operates, and the impact leaders have on emergence and team outcomes. The Impact of Leader Turnover on Collective Turnover and Unit Performance Presenter: Julie Irene Hancock; U. of North Texas Presenter: Jonathan Hendricks; U. of Nebraska, Lincoln Presenter: Kathryn Ostermeier; Bryant U. Presenter: Danielle Cooper; U. of North Texas Presenter: Miguel Caldas; U. of Texas at Tyler The Relationship Between Team Role Multiplicity and Team Creativity: A Role Accumulation Perspective Presenter: Jia Yu; U. of Nebraska, Lincoln Presenter: Robin Mengxi Yang; School of Economics and Management Tsinghua U. Better Together? Examining Team Networks in Context Presenter: Amy Bartels; U. of Nebraska, Lincoln Presenter: Margaret M. Luciano; Arizona State U. Presenter: Lauren D'Innocenzo; Drexel U. The Role that Voice and Performance Play in Leader’s Ego Depletion Presenter: Haolin Fu; U. of Nebraska, Lincoln Presenter: Troy Smith; U. of Nebraska, Lincoln Presenter: Pengcheng Zhang; Huazhong U. of Science and Technology

This study integrates several diverse strands of theory on human capital resources and psychological resources (e.g., collective engagement), to provide a more holistic understanding of how human-based resources contribute to strategic business unit performance. The core focus of the theorized framework is resources, and we argue that there are multiple types of resources that flow into and out of the organization, to create a network of path-dependent complementarities. Using a sample of 263 quickservice restaurants modeled over 11 months, we found that generic human capital inflows (number of new hires) and outflows (collective turnover) both contribute negatively to the development of specific human capital. Interestingly, these negative effects are approximately equal in magnitude. Outflows (collective turnover), but not inflows, disrupt collective engagement. Specific human capital quantity and collective engagement both independently influence customer satisfaction, but specific human capital produces a stronger effect. These resources operate through customer satisfaction to indirectly influence store-sales. Thus, we show that inflows and outflows of human capital resource have different consequences, and that human capital resources and psychological resources such as engagement produce independent effects, which argues for a greater integration of theory and research between strategic human capital and organizational behavior.

The purpose of this research is to integrate theory on identity disclosures and sex differences with theory on impression management, within the context of recruitment and selection. We propose that identity research has tremendous value for explaining how potential employers perceive job seekers. We see our research as a first step toward integrating these perspectives within recruitment and selection contexts. We conduct three studies that, taken together, suggest that men and women are quite similar in the types of identity information they disclose to potential employers. However, in two studies, we find evidence that women that disclose personal information are less likely to be contacted by potential employers, while men receive more contacts the more personal information they disclose. This research provides insights about the origins of potential gender inequalities in these processes and practical strategies for job seekers, while acknowledging that women and men are not necessarily treated as ‘equals’ in the job-seeking world. Finally, we link identity disclosures to the use of impression management strategies by demonstrating how identity disclosures are used by job seekers to construct an impression and if interviewers perceive identity disclosures as a means of impression management; thereby integrating these two literatures.

The ability to detect differences between groups partially impacts how useful a group-level variable will be for subsequent analyses. Direct consensus and referent-shift consensus group-level constructs are often measured by aggregating group member responses to multi-item scales. We show that current measurement validation practice for these group-level constructs may not be optimized with respect to differentiating groups. More specifically, a 10-year review of multilevel articles in top journals reveals that multilevel measurement validation primarily relies on procedures designed for individual-level constructs. These procedures likely miss important information about how well each specific scale item differentiates between groups. We propose that group-level measurement validation be augmented with information about each scale item's ability to differentiate groups. Using previously published datasets, we demonstrate how ICC(1) estimates for each item of a scale provide unique information and can produce group-level scales with higher ICC(1) values that enhance predictive validity. We recommend that researchers supplement conventional measurement validation information with information about item-level ICC(1) values when developing or modifying scales to assess group-level constructs. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Multilevel mixed effects models are widely used in organizational behavior and organizational psychology to test and advance theory. At times, however, the complexity of the models leads researchers to draw erroneous inferences or otherwise use the models in less than optimal ways. We present nine take-away points intended to enhance the theoretical precision and utility of the models.

Despite the ubiquity of teams within organizations, research on stars has primarily focused on individual level processes and outcomes. We first point out the importance of considering team and con...

The stability of self-efficacy over time has important implications for organizations. Extending the literature on efficacy, we develop theory to explore self-efficacy over time as a result of social and organizational moderators. We discuss task and interpersonal environmental factors that influence self- efficacy over time. The results of an empirical test of the moderators found support for the hypotheses. Upper-level leader job design activities, lower-level leader coaching behaviors, and social support were all found to moderate efficacy over time. We discuss the implications for future research.