Reaching the limits of reciprocity in favor exchange: The effects of generous, stingy, and matched favor giving on social status.

Ouyang, Kan; Xu, Erica; Huang, Xu; Liu, Wu; Tang, Yipeng

doi:10.1037/apl0000288

Cited by 35 publications

(31 citation statements)

References 84 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, in most research on perceptions of helping (Hardy & Van Vugt, 2006;Willer, 2009), participants were directly affected by the target person's choice to help or not, so their evaluations of the target could have been a form of direct reciprocity (e.g., Ouyang et al, 2018;Trivers, 1971). In our studies, participants were third parties who were not directly affected by any helping or lack thereof, and therefore may not have felt obligated to reward the helper with more influence.…”

Section: Contributions To Research On Prosocial Behaviormentioning

confidence: 84%

When and how refusing to help decreases one's influence

Yin

Smith

2021

Journal of Experimental Social Psychology

View full text Add to dashboard Cite

Section: Contributions To Research On Prosocial Behaviormentioning

confidence: 84%

When and how refusing to help decreases one's influence

Yin

Smith

2021

Journal of Experimental Social Psychology

View full text Add to dashboard Cite

“…7. For example, Ouyang et al (2018) hypothesized the following: "There is a curvilinear relationship between matched favor giving and favor givers' social status, such that the overall positive relationship is attenuated at higher levels of matched favor giving" (p. 617). 8.…”

Section: Notesmentioning

confidence: 99%

Eight Simple Guidelines for Improved Understanding of Transformations and Nonlinear Effects

Rönkkö

Aalto

Tenhunen

et al. 2021

Organizational Research Methods

View full text Add to dashboard Cite

Transforming variables before analysis or applying a transformation as a part of a generalized linear model are common practices in organizational research. Several methodological articles addressing the topic, either directly or indirectly, have been published in the recent past. In this article, we point out a few misconceptions about transformations and propose a set of eight simple guidelines for addressing them. Our main argument is that transformations should not be chosen based on the nature or distribution of the individual variables but based on the functional form of the relationship between two or more variables that is expected from theory or discovered empirically. Building on a systematic review of six leading management journals, we point to several ways the specification and interpretation of nonlinear models can be improved.

show abstract

“…Although lower qualifications of new directors suggest that lower resource stocks may be available to the firm, new directors are likely to meet qualification threshold to be a director. Furthermore, the newly selected directors with lower qualifications may be highly motivated to participate and contribute to the board to prove their worth and/or to show gratitude for the favor of being placed on the board (Ouyang, Xu, Huang, Liu, & Tang, ). This should contribute to firm performance as well.…”

Section: Background and Hypothesesmentioning

confidence: 99%

Entrepreneurial firms grow up: Board undervaluation, board evolution, and firm performance in newly public firms

Garg

Shaw

2019

Strategic Management Journal

View full text Add to dashboard Cite

Research Summary An initial public offering (IPO) ushers in many changes to the organization's boards of directors, including the installation of a formal and comprehensive board leadership structure. This paper shows that higher board undervaluation, that is, the average degree to which directors' qualifications based on normatively accepted criteria for board leadership are not duly reflected in their appointments to the board chair and committee chair positions, is associated with higher director turnover, and with lower qualifications among new directors in the subsequent years. Further, the effect of board undervaluation on firm performance is mediated both by director turnover and new directors' qualifications. But these two mediators operate as opposite forces on performance—director turnover is associated with lower firm performance, but counter‐intuitively lower new‐director‐qualifications are associated with higher firm performance. Managerial Summary How should a privately‐held entrepreneurial firm design its board leadership structure at IPO? What are the implications for board evolution and even firm performance? We find that higher board undervaluation, that is, the average degree to which directors' qualifications based on normatively accepted criteria for board leadership are not duly reflected in their appointments to the board chair and committee chair positions, is associated with higher director turnover, and with lower qualifications among new directors in the subsequent years. These two evolutionary paths act in opposite ways on performance—director turnover lowers firm performance, but lower new‐director‐qualifications improve firm performance. This has important implications for boards, investors, and stock exchange guidelines on board leadership structure.

show abstract

Reaching the limits of reciprocity in favor exchange: The effects of generous, stingy, and matched favor giving on social status.

Cited by 35 publications

References 84 publications

When and how refusing to help decreases one's influence

When and how refusing to help decreases one's influence

Eight Simple Guidelines for Improved Understanding of Transformations and Nonlinear Effects

Entrepreneurial firms grow up: Board undervaluation, board evolution, and firm performance in newly public firms

Contact Info

Product

Resources

About