A One of a Kind Scholar and a Macromarketer

Image result for Robert F luschWhat is the Market? Is it a physical space where people come to buy and sell goods and services? Is it an economic force that pushes businesses to compete? Or is it a social space where our mental models of society interact with strangers?

Macromarketer Robert F. Lusch worked from this third perspective, analyzing the market from a holistic approach and included various analyses from other social sciences. He was a prolific author with a long list of publications, who received various awards and honorary appointments. While his colleagues mourn his passing, they  reflect on his humble and confident personality, and his unique approach of combining Marketing and Ethics.

Mark Peterson recently published an article in the Journal of Macromarketing entitled “Robert F. Lusch –One of a Kind Scholar and a Macromarketer,” which is free to read for a limited time. The abstract for this article is below:

Robert FLusch spoke in a plenary session at the 2015 Macromarketing Conference in Chicago and shared four ideas he felt will have importance to macromarketing scholars in the future. His essay “The Long Macro View” follows. In it, he highlights humans’ innate propensity for 1) engaging in exchange, 2) creating technology, 3) encountering choices with unseen costs, and 4) developing institutions to coordinate interactions with each other. Four macromarketers offer their own comments on this essay: 1) Gene R. Laczniak (who also organized the set of commentaries on “The Long Macro View”), 2) Olga Kravets, 3) Clifford J. Shultz, II, and 4) Roger A. Layton. These commentaries were authored and edited shortly before Bob Lusch passed away.

Visit the journal homepage to sign up for email alerts!

Photo of Robert F. Lusch attributed to the University of Arizona.

Are Voluntary Agreements Better? Evidence from Baseball Arbitration

[We’re pleased to welcome author John W. Budd of the University of Minnesota. Budd recently published an article in the ILR Review entitled “Are Voluntary Agreements Better? Evidence from Baseball Arbitration,” which is currently free to read for a limited time. Below, Budd reflects on the inspiration for conducting this research:]

Coaches Umpires Pre-game Meeting BaseballThink of a dispute you’ve had with a person or entity that you have an ongoing relationship with, like a business, employer, co-worker, or neighbor. Was that dispute resolved between the two of you, or did it involve a third-party determination by a judge, arbitrator, superior, or some other authority? Do you think it mattered how the dispute was resolved? Would your behavior have changed if it was resolved differently?

Conflict resolution professionals and academics have long believed that voluntarily-negotiated agreements produce better long-run relationships than third-party imposed resolutions. This is because the participants can control their own destiny, tailor agreements to their liking, and feel greater ownership in the process and the outcome. Sounds sensible. But there is very little evidence beyond the parties feeling satisfied immediately after resolution. Maybe a formal procedure like a courtroom or arbitration hearing provides greater levels of due process, or the process doesn’t really matter for a long-term relationship because people forget what happened. The motivation for our research in “Are Voluntary Agreements Better? Evidence from Baseball Arbitration” is to provide evidence on this conventional wisdom, and to hopefully spur others to rigorously analyze this important issue in other settings.

Perhaps one reason why there is not much evidence on the long-term effects of dispute resolution mechanisms is that it’s challenging to find research settings in which the same type of dispute is resolved in different ways and in which the long-term effects can be consistently measured. We identified Major League Baseball as a compelling setting for these analyses because individual performance is well measured, the possibility of relationship breakdown is quite real, the negotiation and arbitration events are uniform and comparable across players, and both voluntary and imposed resolutions are routinely observed. Baseball players with between three (sometimes two) and six years of service are eligible for salary arbitration with their current team. In any given year, some go to arbitration while many settle voluntarily. If voluntarily-negotiated agreements are meaningfully better, then in the following season we would expect to see better on-field performance and more lasting relationships for those who voluntarily reached a salary agreement compared to those who went to arbitration and had a new salary imposed on them.

Using 24 years of data comparing players who arbitrated with those who settled just before arbitrating, we find partial support for the conventional wisdom. We find that relationships are more durable when the player and club negotiate a new salary rather than having a salary imposed by an arbitrator. Specifically, arbitration nearly doubles the likelihood of a player not being with the same team at the end of the season. But there are no statistically significant differences in on-field performance between players who go to arbitration and those who settle voluntarily. This might be due to longer-term career concerns. Most arbitration-eligible players are early in their careers and their on-field performance is visible to other clubs. So they have incentives to set aside any residual feelings from the dispute-resolution process and to perform at a high level in order to position themselves for a lucrative, subsequent contract.

This pattern of results is consistent with scenarios in which the arbitration process harms the player-club relationship and negatively affects player behaviors that are hard to observe (e.g., clubhouse attitude, loyalty to the team), but career concerns and/or loyalty to teammates and fans causes a player to continue to publicly perform at his usual level. Such a scenario can be generalized into an hypothesis that could be applied to other settings—that is, the effect of a dispute resolution procedure will be smaller on dimensions of performance that are valued and easily observed by potential, future partners and larger where performance is harder for future potential partners to observe.

While the data come from the context of professional baseball, these results are important for dispute resolution researchers and practitioners with implications beyond professional baseball. The claimed superiority of voluntary dispute resolution procedures is neither uniformly rejected nor supported. Additional research and perhaps some re-thinking of longstanding assumptions are therefore needed.

ILR_72ppiRGB_powerpoint

Stay up-to-date with the latest research from the ILR Review and sign up for email alerts today through the homepage!

JOM Wins Awards at AOM 2017!

Patrick WrightSAGE is excited to congratulate JOM on winning multiple awards at AOM 2017. Congratulations to former editor of the Journal of Management, Patrick M. Wright, for winning the Career Achievement Award.

 

JOM_42_5_Covers.inddAnd congratulations to authors Anthony J. Nyberg, Jenna R. Pieper, and Charlie O. Trevor for their paper,  “Pay-for-Performance’s Effect on Future Employee Performance Integrating Psychological and Economic Principles Toward a Contingency Perspective,which received the HRM Division Scholarly Achievement Award for best paper from 2016.”

 

For more information on the Journal of Management visit the journal homepage where you can sign up for email alerts and keep up to date!

Join SAGE at AOM 2017 to Provide Your Feedback!

2017_AOM-AttheInterfaceLogoCompsv2_061616The Academy of Management 2017 Annual Meeting is going on now in Atlanta! This year’s theme, Making Organizations Meaningful, is all about interfaces and how they define human interaction. In the present day, mobility and freedom of movement have become traits of our society. The ability for people to go almost anywhere with ease both physically and digitally have changed how society and business interact. How do business engage with these new, changing interfaces and what effect do they have on uniting or dividing people? You can find the full program for this year’s conference, including the scheduled events that will speak to organizational meaningfulness, by clicking here.

If you’re attending AOM, don’t forget to stop by SAGE’s booths, where we’ll have the latest scholarly research from  Administrative Science Quarterly, Journal of Management, Organization StudiesFamily Business Review, Human Relations and other top-tier SAGE journals, as well as plenty of friendly faces willing to answer all your publishing inquiries. So come by to booths #224, 226, 228, 230!

Whether or not you’ll be able to attend this year’s Academy of Management Annual Meeting, please feel free to peruse the latest from SAGE’s management and business journals represented at AOM:

ASQ_v59n3_Sept2014_cover.inddAdministrative Science Quarterly This top-tier journal regularly publishes the best theoretical and empirical papers based on dissertations and on the evolving and new work of more established scholars, as well as interdisciplinary work in organizational theory, and informative book reviews.

 

BAS_v50_72ppiRGB_powerpoint
Business & Society
In this fast-growing, ever-changing, and always challenging field of study, BAS is the only peer-reviewed scholarly journal devoted entirely to research, discussion, and analysis on the relationship between business and society.

 

FBR_C1_revised authors color.inddFamily Business Review provides a scholarly platform devoted exclusively to exploration of the dynamics of family-controlled enterprise, including firms ranging in size from the very large to the relatively small. FBR is focused not only the entrepreneurial founding generation, but also on family enterprises in the 2nd and 3rd generation and beyond, including some of the world’s oldest companies.

06GOM10_Covers.indd


Group and Organization Management
publishes a broad range of articles, including data-based research articles, research review reports, evaluation studies, action research reports, and critiques of research. In addition, GOM brings you articles examining a wide range of topics in organizations from an international and cross-cultural perspective.

Human Relations publishes the highest quality original research to advance our understanding of social relationships at and around work. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory.

 

JABS_72ppiRGB_powerpoint

The Journal of Applied Behavioral Science JABS is continually breaking ground in its exploration of group dynamics, organization development, and social change, providing scholars the best in research, theory, and methodology, while also informing professionals and their clients.

 

JLOS_72ppiRGB_powerpoint

Journal of Leadership and Organizational Studies produces high-quality, peer-reviewed research articles on leadership and organizational studies, focusing in particular on the intersection of these two areas of study.

 

JOM_42_4_Covers.indd

Journal of Management is committed to publishing scholarly empirical and theoretical research articles that have a high impact on the management field as a whole and cover such field as business strategy and policy, entrepreneurship, human resource management, organizational behavior, organizational theory, and research methods.

JME_72ppiRGB_powerpointJournal of Management Education is dedicated to enhancing teaching and learning in the management and organizational disciplines. JME’s published articles reflect changes and developments in the conceptualization, organization, and practice of management education.

 

JMI_72ppiRGB_powerpointJournal of Management Inquiry is a leading journal for scholars and professionals in management, organizational behavior, strategy, and human resources. JMI explores ideas and builds knowledge in management theory and practice, with a focus on creative, nontraditional research, as well as, key controversies in the field.

Management Learning, the ‘Journal for Critical, Reflexive Scholarship on Organisation and Learning’, publishes original theoretical, empirical and exploratory articles on learning and knowing in management and organizations. Now in its fifth decade of publication, Management Learning continues to provide a unique forum for critical inquiry, innovative ideas and dialogue.

07ORM13_Covers.inddOrganizational Research Methods brings relevant methodological developments to a wide range of researchers in organizational and management studies and promotes a more effective understanding of current and new methodologies and their application in organizational settings.

Organization Studies publishes top quality theoretical and empirical research which promotes the understanding of organizations, organizing and the organized in and between societies. OS is a multidisciplinary journal with global reach, rooted in the social sciences, comparative in outlook and open to paradigmatic plurality. It is included in the Financial Times Top 50 journals list.

Organization is a peer-reviewed journal whose principal aim is to foster dialogue and innovation in studies of organization. The journal addresses a broad spectrum of issues, and a wide range of perspectives, as the foundation for a ‘neo-disciplinary’ organization studies.

Strategic Organization (SO) is devoted to publishing high-quality, peer-reviewed, discipline-grounded conceptual and empirical research of interest to researchers, teachers, students, and practitioners of strategic management and organization.

 

Visit SAGE @ AOM 2017!

2017_AOM-AttheInterfaceLogoCompsv2_061616Today is the first day of the 2017 Annual Meeting of the Academy of Management in Atlanta! This year SAGE is proud to sponsor awards and papers for the following AOM divisions:

  • Gender and Diversity in Organizations (GDO)
  • Management Education and Development (MED)
  • Organizational Behavior (OB)
  • Research Methods (RMD)

SAGE will be answering publishing inquiries and displaying top-tier management journals and books at booths #224, 226, 228, and 230. Come by and visit!

SAGE @ AOM 2017!

2017_AOM-AttheInterfaceLogoCompsv2_061616

This week kicks off the 2017 Annual Meeting of the Academy of Management in Atlanta Georgia. This year’s theme is At the Interface. In introducing the themeCarol T. Kulik, Academy of Management Vice President and Program Chair, had this to say:

Interface:  A common boundary or interconnection between systems, concepts or human beings (Random House Dictionary, 2016)

That definition highlights the dual nature of interfaces. Interfaces establish boundaries that differentiate and separate; they mark a space where insiders can jointly define an organization’s mission, develop an organizational identity, and participate in organizational activities. But interfaces also develop connections that facilitate communication, negotiation, and exchange across organizational boundaries.

Interfaces are increasingly relevant to today’s organizations, as information, people, and other resources cross organizational boundaries at unprecedented rates.  An employee conversation held around the company water cooler today is likely to appear on social media tomorrow.  In the “gig economy,” people may work as employees for only a few short weeks or a handful of quick shifts, moving from one organization to another without fully integrating into any of them.  And even when people are in traditional employment relationships with a single organization, mobile phones and Internet capabilities let them psychologically cross the organizational boundary dozens of times a day.  As traffic at the interface intensifies, how do we distinguish between insiders and outsiders, and identify who has a legitimate stake in influencing organizational missions, decisions, and activities?

Interfaces create “interstitial spaces” in which information, people and resources are situated neither inside nor outside, but somewhere in between. Organizations leverage these interstitial spaces as they develop alumni networks for former employees, encourage family and friend referrals to job openings, ask customers to bag their own groceries, and crowdsource ideas for new products and markets. These activities are designed to benefit the organization, but society might benefit as well. Today’s Grand Challenges (e.g., aging populations, climate change) increasingly demand large-scale multi-perspective strategies.  When the interstitial space is large, organizations may feel greater responsibility to tackle societal issues that are not part of their formal mandate and are unlikely to deliver any immediate benefit to their traditional stakeholders (e.g., employees, customers and investors). But how far can organizations expand their missions before they are rudderless and off course?

Organizations continually redesign their interfaces as they decide which activities they will undertake and which activities will be purchased or contracted out. Organizations form and disband partnerships and alliances, changing the shape of organizational networks. These interface changes affect outcomes ranging from the employment opportunities of individuals to the wealth of nations.  And when the interfaces connecting organizations and networks span national boundaries, new opportunities for organizations to shape (and be shaped by) political and social systems also emerge.  The sheer scale of organizations and interorganizational networks permits organizations to unintentionally and/or deliberately influence governments and societies in ways that are controversial.  How accountable should organizations be for the economic and social consequences of their actions at the interface?

Are you going to be attending AOM this year? If so, make sure to stop by SAGE booths #224, 226, 228, 230! You can speak to SAGE employees about your publishing questions and learn more about SAGE’s management books and journals, including top-tier journals like Journal of ManagementAdministrative Science Quarterly, ILR Reviewand more!

Stay tuned for more information about SAGE at AOM 2017!

Interested in more information about this year’s conference? Click here to view the 2017 program.

How Do Individuals Judge Organizational Legitimacy?

[We’re pleased to welcome author Melanie Eichhorn of the ESCP Europe Business School. Eichhorn recently published an article in Business and Society entitled “How Do Individuals Judge Organizational Legitimacy? Effects of Attributed Motives and Credibility on Organizational Legitimacy,” which is currently free to read for a limited time. Below, Eichhorn reflects on the inspiration for conducting this research:

 

BAS_v50_72ppiRGB_powerpointWhat motivated you to pursue this research?

Almost all of the leading scholars in the field of organizational legitimacy perpetually emphasize the need for empirical studies that investigate how individuals judge whether or not organizations are legitimate, i.e. whether they are perceived to comply with social norms and values. The current lack of such studies creates an unpleasant situation. Our knowledge about what goes on in our minds when judging the legitimacy of corporate behavior basically rests on theoretical models. To close this gap there is hardly a way around insights from social psychology research. Social psychological reasoning does not only allow comprehending cognitive processes of individuals but also demonstrates how individuals influence institutions.

At the end of the day it was the match between the given research gap and our interest in psychological research that motivated us to work on this project.

In what ways is your research innovative, and how do you think it will impact the field?

The belief-attitude approach applied in our study explains that collective and individual judgments are not necessarily congruent and that two individual beliefs—attributed motives and the perceived credibility of the organization—lead to a change in individuals’ legitimacy judgment.

Being cautiously optimistic we hope that our study will be only one out of many future studies that experimentally investigate individual legitimacy judgements in organizational research. Experimental vignette studies are a promising data collection technique because they combine the advantages of a laboratory experiment—high internal validity—with those of a field experiment—high external validity. Currently such studies are quite rare in business and society research. Hence, our study hopefully promotes the use of experiments in studies dealing with such issues. Thereby, legitimacy is only one out of many fascinating objects of research.

What is the most important/ influential piece of scholarship you’ve read in the last year?

We would like to seize this opportunity and highlight a recently published article by Finch et al. (2015). For our research area we regard this study as important. It deals with individual legitimacy judgements in regard to the oil sands industry in Canada. Even so the study was overlooked by recent reviews—we deem it the most promising approach to further explore how people judge organizational legitimacy.

The key element of their study is the definition of legitimacy as an attitude. This allows for applying an abundance of scholarly work from decades of social psychology research to the investigation of individual legitimacy judgments. These various existing insights on attitude formation and attitude change as well as those on belief building and belief adjustment provide several fruitful avenues for future research.

Stay up-to-date with the latest research from Business and Society and sign up for email alerts today through the homepage!