JOM 2018 Best Paper & Scholarly Impact Awards

joma_44_7_cover.pngCongratulations to the recent winners of the Journal of Management 2018 Best Paper Award and 2018 Scholarly Impact Awards. The Scholarly Impact and Best Paper Paper award are presented to the articles published 5 years ago. Below are the abstracts of each article. Please note that the full articles will be free to read for a limited time.

Journal of Management 2018 Best Paper Award:

Rebecca R. Kehoe of Cornell University, and Patrick M. Wright of the University of South Carolina for their work entitled “The Impact of High Performance Human Resource Practices on Employees’ Attitudes and Behaviors!

Although strategic human resource (HR) management research has established a significant relationship between high-performance HR practices and firm-level financial and market outcomes, few studies have considered the important role of employees’ perceptions of HR practice use or examined the more proximal outcomes of high-performance HR practices that may play mediating roles in the HR practice–performance relationship. To address recent calls in the literature for an investigation of this nature, this study examined the relationships between employees’ perceptions of high-performance HR practice use in their job groups and employee absenteeism, intent to remain with the organization, and organizational citizenship behavior, dedicating a focus to the possible mediating role of affective organizational commitment in these relationships. Data in this study were collected from surveys of employees at a large multiunit food service organization. The model was tested with CWC(M) mediation analysis (i.e., centered within context with reintroduction of the subtracted means at Level 2), which accounted for the multilevel structure of the data. Results indicate that employees’ perceptions of high-performance HR practice use at the job group level positively related to all dependent variables and that affective organizational commitment partially mediated the relationship between HR practice perceptions and organizational citizenship behavior and fully mediated the relationship between HR practice perceptions and intent to remain with the organization. The discussion reviews the implications of these results and suggests future directions for research in this vein.

Journal of Management 2018 Scholarly Impact Award:

Scott G. Johnson of Oklahoma State University, Karen Schnatterly of the University of Missouri-Columbia , and Aaron D. Hill of Oklahoma State University for their work, “Board Composition Beyond Independence: Social Capital, and Demographics

Board composition is a critical element in the ability of the board to impact firm outcomes. While much of this research has focused on size and independence, there is growing literature that investigates the composition of directors’ demography, human capital, and social capital. The purpose of this article is to synthesize this diverse literature. The authors first review the literature on board demographics, human capital, and social capital composition research. In doing so, they highlight the theoretical and methodological approaches utilized. Finally, they suggest avenues for future research that can advance our understanding of the effects of board composition.

Journal of Management 2018 Scholarly Impact Award:

Daniel C. Ganster of Colorado State University , and Christopher C. Rosen of the University of Arkansas for the article “Work Stress and Employee Health: A Multidisciplinary Review

We review and summarize the literature on work stress with particular emphasis on those studies that examined the effects of work characteristics on employee health. Although there is not convincing evidence that job stressors cause health effects, the indirect evidence is strongly suggestive of a work stress effect. This evidence comes from occupational studies that show differences in health and mortality that are not easily explained by other factors and within-subject studies that demonstrate a causal effect of work experiences on physiological and emotional responses. We argue that studies relying on self-reports of working conditions and outcomes, whether cross-sectional or longitudinal, are unlikely to add significantly to the accumulated evidence. Finally, we make recommendations for how organizational researchers are most likely to contribute to this knowledge.

Journal of Management 2018 Scholarly Impact Award:

Lilia M. Cortina of the University of Michigan , Dana Kabat-Farr of the University of Michigan, Emily A. Leskinen of the University of Michigan, Marisela Huerta of the University of Michigan, and Vicki J. Magley of the University of Connecticut for their contribution entitled “Selective Incivility as Modern Discrimination in Organizations: Evidence and Impact.”

This collection of studies tested aspects of Cortina’s theory of selective incivility as a “modern” manifestation of sexism and racism in the workplace and also tested an extension of that theory to ageism. Survey data came from employees in three organizations: a city government (N = 369), a law enforcement agency (N = 653), and the U.S. military (N = 15,497). According to analyses of simple mediation, target gender and race (but not age) affected vulnerability to uncivil treatment on the job, which in turn predicted intent to leave that job. Evidence of moderated mediation also emerged, with target gender and race interacting to predict uncivil experiences, such that women of color reported the worst treatment. The article concludes with implications for interventions to promote civility and nondiscrimination in organizations.

Journal of Management 2018 Scholarly Impact Award:

Deniz Ucbasaran of the University of Warwick, Dean A. Shepherd of Indiana University
Andy Lockett of the University of Warwick, and S. John Lyon of the University of Warwick for the article “Life After Business Failure The Process and Consequences of Business Failure for Entrepreneurs

Where there is uncertainty, there is bound to be failure. It is not surprising, therefore, that many new ventures fail. What happens to entrepreneurs when their business fails? People hear of highly successful entrepreneurs extolling the virtues of failure as a valuable teacher. Yet the aftermath of failure is often fraught with psychological, social, and financial turmoil. The purpose of this article is to review research on life after business failure for entrepreneurs, from the immediate aftermath through to recovery and re-emergence. First, the authors examine the financial, social, and psychological costs of failure, highlighting factors that may influence the magnitude of these costs (including individual responses to managing these costs). Second, they review research that explains how entrepreneurs make sense of and learn from failure. Finally, the authors present research on the outcomes of business failure, including recovery as well as cognitive and behavioral outcomes. They develop a schema to organize extant work and use this as a platform for developing an agenda for future research.

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