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FACULTY INSIGHTS 34 experience INNOVATION highly invested in the blossoming entrepreneurial venture. Instead, it may also be that position creators mold their jobs into a hybrid reflection of their talents, their preferred tasks and organizational needs. Once the original leaders depart, the successors cycle into jobs — titles notwithstanding — that may come with atypical duties and expectations because of the position imprints laid down during the early days of the firm. Turnover rates increase when successors have different mold their jobs functional experiences and into a hybrid expertise than position creators. Rarely are historical reflection of trends, such as position imprints, discussed when their talents, explaining executive turnover, but we demonstrate this is a their preferred significant factor predicting tasks and turnover. Our research demonstrates organizational the long-term consequences of the early decisions new com- needs. ” panies make when assigning roles and allocating tasks. While it may be convenient at first to have someone fill a functional void in a new organization, even if that person has atypical experience, in the long run it may prove challenging to find successors who can thrive in the face of the unique position imprint that has become so embedded in the minds of those in and around the organization. – American Sociological Review “Position creators Psychology of working teams Kristin Behfar and Randall Peterson (London Business School) GROUPS OFTEN FAIL TO SUCCESSFULLY regulate all of the competing tensions they experience, such as efficiency vs. effectiveness, or tasks vs. relationships. Relatively little research has been “Relatively little research has been conducted on how conducted on how groups manage their natural ten- groups manage sions, and no attention hasbeenpaidtothe potential role for leaders their natural tensions. ” in helping groups manage these tensions. We outline key team leadership functions in helping groups manage these tensions to correct performance problems including (1) promoting awareness about how to process internal and external sources of feedback relative to team goals, (2) setting and maintaining clear standards when goals are dynamic, and (3) motivating group members to reduce the discrepancy between goals and the current performance of the group. The paper proposes several novel hypotheses. – New Thinking About the Psychology of Leadership, book co-edited by Behfar Characteristics and effectiveness of teams Cristina Gibson and Kristi Tyran (Western Washington University) WE EXAMINE 57 BANK BRANCHteams to better understand the consequences of two levels of teams that are not homogeneous: surface level (gender, ethnicity) and deep level (collectivism, cultural values and tenure). Prior to the study, it was commonly believed that teams with less tenured members were effective, and those with higher gender and collective values had higher rankings. Our study produced two different results. The relationship between collectivism and group efficiency was positive. The relationship between ethnicity and team reputation was negative. – Group & Organization Management Code switching (shifting between language codes during an interaction) at retail firms Mary Gilly, Hope Jensen Shau (Univ. of Arizona) and Stephanie Dellande (Chapman Univ.) BUSINESS PRODUCTIVITY AND PROFIT can suffer when employees and customers deviate from the service “script.” Code switching can involve changing languages, dialects and brand names of products. Such deviations result in encounters that take longer than those “on script.” Employees at Starbucks, for example, encounter brand code switching when customers ask employees for a “large” instead of the “grande” employees are trained to use. As well, small service providers must deal with the script of the industry giant, for example, when a customer comes into In ‘N Out and orders a Big Mac. Our study of a market leader and a smaller firm found code switching 30% of the time at fast-food outlets and 36% at coffee venues. Dialect code-switching (using hip-hop or skater slang instead of
standard English) was found to result in the longest service encounters and the most fulfillment errors. Managers, especially those at smaller service firms, should provide employees more training in language and brand codes and take care to use the script in ads that show service encounters. –JournalofRetailing Connecting customers and employees Mary Gilly and Mary Wolfinbarger (Long Beach State) TROUBLES ARISE FOR COMPANIES when the communications tools for management research and marketing research are not integrated. Problems can be defined too narrowly, terminology can be confusing, used to reach and wheels reinvented. This paper examines two com- employees, can be munication tools: (1) an effective way to Advertising, rarely used to reach employees, can be reach this target an effective way to reach this target market. (2) market. ” “Scripts” (training manuals) rarely consider what employees learn from competing firms, such as when they shop at a competitor’s store. Scripts must take these experiences into account. “Advertising, rarely Globalization of innovation: the PC industry Kraemer and Dedrick IN THE PERSONAL COMPUTING industry, Asian firms are leaders in components such as displays, memory, batteries, motherboards and optical drives. Innovation in software and systems integration has largely occurred in the United States. However, slow adoption of broadband and advanced mobile technologies has left the U.S. falling behind in some new areas of innovation. The U.S. cannot afford to remain behind in providing high quality, low cost infrastructure to support user-led innovation and drive demand for new technologies. Also, more people must be trained for specialized engineering, software development and management skills needed for innovation. To do so, some of the most innovative U.S. firms are hiring more rookies and developing their skills, instead of relying solely on experienced engineers, a strategy that has potential for other U.S. firms. – For the National Academy of Sciences, STEP Project Increasing public use of government websites FACULTY INSIGHTS Alladi Venkatesh and Michael Jensen (UC Irvine’s Center for Research on Information Technology and Organizations) WE EXAMINED LOCAL government websites from 12 metropolitan areas across the country and found that 82% of site visitors look for information on government services, 54% download government forms, 35% obtain information on city council meetings, 34% process transactions online and 33.3% email public officials. However, only 10% engage in an online discussion, due in large part to a lack of provision by government of this service. The Internet could foster greater political participation by (1) soliciting opinions on future issues, (2) emphasizing human elements on the front page instead of bricks and landmarks, and (3) adding discussion boards for public input. How changes in compensation plans affect employee performance and recruiting Joanna Ho, Anne Wu (National Chengchi University) and Ling-Chu Lee (National Pingtung Institute of Commerce) A CHANGE FROM COMMISSION-BASED programs to base salary-plus commission hurts employee performance. A study of 4,392 employees of a Taiwanese car company shows that high-performance employees are more affected by the new compensation plan “The than are lower-perform- base-salary plus ing workers. Even commission program threats of dismissal did not improve productivi- retained fewer higher ty of the poorest performers. The base- performing sales salary plus commission program retained fewer persons and led to higher performing the hiring of more salespersons and led to the hiring of more lower-performing lower-performing sales employees. However, sales employees. ” 35 Merage | 2008 – 2009
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