As advances in communication technologies have made organizations more easily connected to their workforce outside of normal work hours, there is increased concern that employees may experience heightened work-nonwork conflict when away from the office. The current study investigates the effects of electronic communication received during nonwork time using an experience sampling methodology to examine withinperson relationships among elements of electronic communication (affective tone, time required), emotional responses (anger, happiness), and work-to-nonwork conflict in a sample of 341 working adults surveyed over a seven-day period. Hierarchical linear modeling results suggested that both affective tone and time required were associated with anger, but only affective tone was associated with happiness. Further, anger was associated with work-to-nonwork conflict and mediated the effects of affective tone and time required on work-to-nonwork conflict. Results also revealed cross-level moderating effects of abusive supervision and communication sender together, as well as segmentation preference. Implications of these findings for future theorizing and research on electronic communication during nonwork time are discussed.

This article introduces the reader to organizational neuroscience, an emerging area of scholarly dialogue that explores the implications of brain science for workplace behavior. The authors begin by discussing how going inside the brain adds new levels of analysis that can advance and connect theories of organizational behavior. They then present three concrete examples of what an organizational neuroscience perspective can achieve by extending current theory, providing new research directions, and resolving ongoing theoretical debates. Last, the authors address a number of deeper metatheoretical questions raised by neuroscience, concluding that it brings new insights that will force scholars to rethink their concept of human nature.

SummaryWe review and discuss an Organizational Neuroscience perspective on management science research. Reviewing recent findings in the brain sciences, we provide concrete examples of how an organizational neuroscience perspective can advance organizational behavior research. We conclude that this new paradigm offers powerful insights and tools that complement traditional organizational research. Copyright # 2010 John Wiley & Sons, Ltd.Modern neuroscience has leveraged technological breakthroughs in brain imaging and computational modeling to illuminate the inner workings of the human brain. These breakthroughs have spawned revolutions in allied disciplines that go by such names as neuropsychology, neuroeconomics, and neuromarketing. Neuroscience is an interdisciplinary field of study, which seeks to understand behavioral phenomenon in terms of the brain mechanisms and interactions that produce cognitive processes and behavior (Ochsner & Lieberman, 2001). We propose that Organizational Neuroscience will likewise be a profitable endeavor. To this end, we define organizational neuroscience as a deliberate and judicious approach to spanning the divide between neuroscience and organizational science. We suggest that organizational scholars read widely and collaborate with neuroscience scholars. We want to stress that despite its remarkable technology and promise, neuroscientific research also currently suffers from a number of important technical and methodological limitations that necessitate caution when interpreting the findings of any one study (Ochsner & Lieberman, 2001). In this Incubator, we will argue that new and existing theories of organizational behavior can be enhanced by incorporating the findings and themes from neuroscience regarding how the brain produces cognition, attitudes, and behaviors. Neuroscientific methods will complement traditional methods, not supplant them. Rather than abandoning our long-established tools of inquiry, organizational behavior (OB) scholars should immerse themselves in the dialogue of neuroscience, drawing on consistent findings within this growing body of research. In this way, we can formulate and test new theoretical propositions that integrate neuroscience findings with what we have already learned about work behavior. Further, an organizational neuroscience perspective will undoubtedly move organizational behavior in the direction of unifying our theories because neuroscience identifies common neural processes across behaviors. In this Incubator, we will review a few relatively mature areas of neuroscientific research that have direct application to OB. Sufficient research has been

Theory and research on affect in organizations has mostly approached emotions from a valence perspective, suggesting that positive emotions lead to positive outcomes and negative emotions to negative outcomes for organizations. We propose that cognition resulting from emotional experiences at work cannot be assumed based on emotion valence alone. Instead, building on appraisal theory and social identity theory, we propose that individual responses to discrete emotions in organizations are shaped by, and thus depend on, work-related identifications. We elaborate on this proposition specifically with respect to turnover intentions, theorizing how three discrete emotions-anger, guilt, and pride-differentially affect turnover intentions, depending on two work-related identifications: organizational and occupational. A longitudinal study involving 135 pilot instructors reporting emotions, work-related identifications, and turnover intentions over the course of one year provides general support for our proposition. Our theory and findings advance emotion and identity theories by explaining how the effects of emotions are dependent on the psychological context in which they are experienced.

This paper investigates the impact of job control and work-related loneliness on employee work behaviors and well-being during the massive and abrupt move to remote work amid the COVID-19 pandemic. We draw on job-demands control and social baseline theory to link employee perceived job control and work-related loneliness to emotional exhaustion and work-life balance and posit direct and indirect effects on employee minor counterproductive work behaviors, depression, and insomnia. Using a two-wave data collection with a sample of U.S. working adults to test our predictions, we find that high job control was beneficially related to emotional exhaustion and work-life balance, while high work-related loneliness showed detrimental relationships with our variables of interest. Moreover, we find that the beneficial impact of high perceived job control was conditional on individual segmentation preferences such that the effects were stronger when segmentation preference was low. Our research extends the literature on remote work, job control, and workplace loneliness. It also provides insights for human resource professionals to manage widespread remote work that is likely to persist long after the COVID-19 pandemic.

Organizational neuroscience has great promise for advancing organizational research and practice. The field, however, is developing rapidly and has also become the subject of technological and methodological challenges that must be considered when conducting or interpreting neuroscience research as applied to organizational behavior. We explore four issues we deem to be important in understanding the role of neuroscience in organizational behavior research: (i) neuroscientific research and reductionism; (ii) the need to address methodological and technological challenges in conducting this type of research; (iii) how neuroscientific research is meaningful in organizations (the "So what?" issue); and (iv) neuroscience as just another management fad. In addressing these issues, we hope to set out a roadmap that will enable organizational scholars to avoid past mistakes and thus serve to advance multidisciplinary research in organizational behavior using neuroscientific approaches.

According to deontic justice theory, individuals often feel principled moral obligations to uphold norms of justice. That is, standards of justice can be valued for their own sake, even apart from serving self-interested goals. While a growing body of evidence in business ethics supports the notion of deontic justice, skepticism remains. This hesitation results, at least in part, from the absence of a coherent framework for explaining how individuals produce and experience deontic justice. To address this need, we argue that a compelling, yet still missing, step is to gain further understanding into the underlying neural and psychological mechanisms of deontic justice. Here, we advance a theoretical model that disentangles three key processes of deontic justice: The use of justice rules to assess events, cognitive empathy, and affective empathy. Together with reviewing neural systems supporting these processes, broader implications of our model for business ethics scholarship are discussed.

Employers often enjoy some discretion in how quickly they extend job offers following candidate interviews. Applicant reactions research suggests that quicker offers are more likely to be accepted. This paper reports an archival study investigating the effect of offer timing on offer acceptance and employment outcomes with field data (N = 3,012) from 1 large company, including both student (N = 906) and experienced (N = 2,106) candidates. The 2 groups differed markedly in their recruiting processes, but job seekers of both types were more likely to accept earlier offers. Further, we found no differences for either performance ratings or turnover among employees hired after quicker offers and those who accepted later offers. It therefore appears that employers may benefit from accelerating their postinterview job offer processes, improving their acceptance rates, and reducing vacancy times without incurring either performance or turnover penalties.