We examine the influence of top management teams' (TMTs') integrative complexity and decentralization of decision making on corporate social performance. We argue that both factors increase TMT ability to gather information on, and attend to, stakeholder needs, thereby yielding higher corporate social performance. We further predict that decentralization moderates the relationship between integrative complexity and corporate social performance in such a way that the relationship is stronger under conditions of centralization. Using a Q-sort methodology, which translates complex qualitative observations into quantitative metrics, we examined integrative complexity and decentralization in 61 Fortune 500 firms and found support for our predictions.
Researchers spanning many scientific domains, including primatology, evolutionary biology and psychology, have sought to establish an evolutionary basis for morality. While researchers have identified social and cognitive adaptations that support ethical behaviour, a consensus has emerged that genetically determined physical traits are not reliable signals of unethical intentions or actions. Challenging this view, we show that genetically determined physical traits can serve as reliable predictors of unethical behaviour if they are also associated with positive signals in intersex and intrasex selection. Specifically, we identify a key physical attribute, the facial width-to-height ratio, which predicts unethical behaviour in men. Across two studies, we demonstrate that men with wider faces (relative to facial height) are more likely to explicitly deceive their counterparts in a negotiation, and are more willing to cheat in order to increase their financial gain. Importantly, we provide evidence that the link between facial metrics and unethical behaviour is mediated by a psychological sense of power. Our results demonstrate that static physical attributes can indeed serve as reliable cues of immoral action, and provide additional support for the view that evolutionary forces shape ethical judgement and behaviour.
Recent research has identified men’s facial width-to-height ratio (fWHR) as a reliable predictor of aggressive tendencies and behavior. Other research, however, has failed to replicate the fWHR-aggression relationship and has questioned whether previous findings are robust. In the current paper, we synthesize existing work by conducting a meta-analysis to estimate whether and how fWHR predicts aggression. Our results indicate a small, but significant, positive relationship between men’s fWHR and aggression.
By comparing reality to what might have been, counterfactuals promote a relational processing style characterized by a tendency to consider relationships and associations among a set of stimuli. As such, counterfactual mind-sets were expected to improve performance on tasks involving the consideration of relationships and associations but to impair performance on tasks requiring novel ideas that are uninfluenced by salient associations. The authors conducted several experiments to test this hypothesis. In Experiments 1a and 1b, the authors determined that counterfactual mind-sets increase mental states and preferences for thinking styles consistent with relational thought. Experiment 2 demonstrated a facilitative effect of counterfactual mind-sets on an analytic task involving logical relationships; Experiments 3 and 4 demonstrated that counterfactual mind-sets structure thought and imagination around salient associations and therefore impaired performance on creative generation tasks. In Experiment 5, the authors demonstrated that the detrimental effect of counterfactual mind-sets is limited to creative tasks involving novel idea generation; in a creative association task involving the consideration of relationships between task stimuli, counterfactual mind-sets improved performance.
Although managers and researchers have invested considerable effort into understanding corporate social responsibility (CSR), less is known about corporate social irresponsibility (CSiR). Drawing on strategic leadership and moral licensing research, we address this gap by considering the relationship between CSR and CSiR. We predict that prior CSR is positively associated with subsequent CSiR because the moral credits achieved through CSR enable leaders to engage in less ethical stakeholder treatment. Further, we hypothesize that leaders’ moral identity symbolization, or the degree to which being moral is expressed outwardly to the public through actions and behavior, will moderate the CSR–CSiR relationship, such that the relationship will be stronger when CEOs are high on moral identity symbolization rather than low on moral identity symbolization. Through an archival study of 49 Fortune 500 firms, we find support for our hypotheses.
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