The 2017 GOM Best Paper Awards

gomb_43_4_coverWe would like to congratulate the following winners for their achievements! Below are the abstracts of each outstanding article. Please note that the full articles will be free to read for a limited time.

Group & Organization Management 2017 Best Conceptual Paper Award:

Congratulations to authors, Anastasia Sapegina and Antoinette Weibel of the University of St. Gallen for their outstanding article, “The Good, the Not So Bad, and the Ugly of Competitive Human Resource Practices: A Multidisciplinary Conceptual Framework.”

hiring-1977803_960_720.jpgHuman resource (HR) practices used to inject internal competition into the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM) research. In this article, we first augment previous research in the field to offer an initial conceptualization of competitive HR practices. We then develop a conceptual framework that explains the processes and conditions that drive and determine the impact of competitive HR practices on employees at work. Blending insights from social comparison theory and uncertainty research, we theorize a set of conditions that specify when competitive HR practices unfold their “dark” side, and when the “not so bad” or even “a good side” of competitive HR practices might emerge.

Group & Organization Management 2017 Best Empirical Paper Award:

Congratulations to authors, Nale Lehmann-Willenbrock of Vrije Universiteit Amsterdam, Ming Ming Chiu of Purdue University, Zhike Lei of Georgetown University, and Simone Kauffeld of Technische Universität Braunschweig, for their outstanding article, “Understanding Positivity Within Dynamic Team Interactions: A Statistical Discourse Analysis.”

170705-F-XX000-0004Positivity has been heralded for its individual benefits. However, how positivity dynamically unfolds within the temporal flow of team interactions remains unclear. This is an important oversight, as positivity can be key to team problem solving and performance. In this study, we examine how team micro-processes affect the likelihood of positivity occurring within dynamic team interactions. In doing so, we build on and expand previous work on individual positivity and integrate theory on temporal team processes, interaction rituals, and team problem solving. We analyze 43,139 utterances during the meetings of 43 problem-solving teams in two organizations. First, we find that the observed overall frequency of positivity behavior in a team is positively related to managerial ratings of team performance. Second, using statistical discourse analysis, we show that solution-focused behavior and previous positivity within the team interaction process increase the likelihood of subsequent positivity expressions, whereas positivity is less likely after problem-focused behavior. Dynamic speaker switches moderate these effects, such that interaction instances involving more speakers increase the facilitating effects of solutions and earlier positivity for subsequent positivity within team interactions. We discuss the theoretical and managerial implications of micro-level team positivity and its performance benefits.

Thank you for your outstanding contributions!

To explore this journal further, checkout the homepage!

HR Photo attributed to Free Photos.

Positivity Photo attributed to Free Photos.

This entry was posted in Human Resource Development, Human Resource Management, Organizational Behavior and tagged , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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