Stuck in the Past? The Influence of a Leader’s Past Cultural Experience on Group Culture and Positive and Negative Group Deviance

Kim, Yeun Joon; Toh, Soo Min

doi:10.5465/amj.2016.1322

Cited by 27 publications

(42 citation statements)

References 50 publications

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“…A classic finding is that external threats lead to tighter societies, as they “increase the need for strong norms and the sanctioning of deviant behaviors, which help humans coordinate social action for survival” (Harrington & Gelfand, 2014, p. 7990). Past research has suggested that a team’s or an organization’s tightness is often formed via a top-down process (Gelfand et al, 2011; Kim & Toh, 2019). For example, South Korean organizations are culturally tighter than their Canadian counterparts in part because South Korea has a very tight national culture (Dastmalchian et al, 2000).…”

Section: Theoretical Groundings and Hypothesis Developmentmentioning

confidence: 99%

Talking about COVID-19 is positively associated with team cultural tightness: Implications for team deviance and creativity.

Qin¹,

Yam²,

Chen³

et al. 2021

Journal of Applied Psychology

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The COVID-19 pandemic has dramatically affected everyone's work and daily life, and many employees are talking with their coworkers about this widespread pandemic on a regular basis. In this research, we examine how talking about crises such as COVID-19 at the team level affects team dynamics and behaviors. Drawing upon cultural tightness-looseness theory, we propose that talking about the COVID-19 crisis among team members is positively associated with team cultural tightness, which in turn benefits teams by decreasing team deviance but hurts teams by decreasing team creativity. Furthermore, we suggest that team virtuality moderates and weakens these indirect effects because face-to-face communication about COVID-19 is more powerful in influencing team cultural tightness than virtual communication. Results from a multisource, three-wave field study during the pandemic lend substantial support to these hypotheses. We discuss the theoretical and practical implications of these findings and directions for future research.

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Section: Theoretical Groundings and Hypothesis Developmentmentioning

confidence: 99%

Talking about COVID-19 is positively associated with team cultural tightness: Implications for team deviance and creativity.

Qin¹,

Yam²,

Chen³

et al. 2021

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

“…Given the detrimental individual-level and firm-level consequences of mental disorders, their spread in organizations can be a deleterious side effect of employee mobility, which reduces the benefits of gaining human capital. We encourage future research to explore additional toxic imprints that employees might keep after having left an organization, such as elements of an unhealthy corporate culture (Kim and Toh, 2019).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The Epidemic of Mental Disorders in Business—How Depression, Anxiety, and Stress Spread across Organizations through Employee Mobility*

Kensbock

Alkærsig

Lomberg

2021

Administrative Science Quarterly

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Combining management research with infectious disease epidemiology, we propose a new perspective on mental disorders in a business context. We suggest that—similar to infectious diseases—clinical diagnoses of depression, anxiety, and stress-related disorders can spread epidemically across the boundaries of organizations via social contagion. We propose a framework for assessing the patterns of disease transmission, with employee mobility as the driver of contagion across organizations. We empirically test the proposed mental disorder transmission patterns by observing more than 250,000 employees and more than 17,000 Danish firms over a period of 12 years. Our findings reveal that when organizations hire employees from other, unhealthy organizations (those with a high prevalence of mental disorders), they “implant” depression, anxiety, and stress-related disorders into their workforces. Employees leaving unhealthy organizations act as “carriers” of these disorders regardless of whether they themselves have received a formal diagnosis of a mental disorder. The effect is especially pronounced if the newcomer holds a managerial position.

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“…Here, the top management and even the board [2] are crucial for the diffusion of the new innovation. Top management's past culture (Kim and Toh, 2019), as well as their own inertia, user competence, and commitment to the innovation and the organization's current or new improvement trajectory are important, too, and can either limit or increase the internal inertia/path dependency and resistance to change. Further, the search and learning processes are cumulative and path-dependent, but the firm's people could break through potential pathdependency and inertia by becoming more conscious and systematic in their search for new solutions.…”

Section: Digital Transformation Of Industrial Firmsmentioning

confidence: 99%

Digital transformation of industrial firms: an innovation diffusion perspective

Steiber

Alänge

Ghosh

et al. 2020

EJIM

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PurposeThe digitization process has increased the pressure on large firms to transform. However, current frameworks on digital transformation are not well explaining what factors contribute to, or hinder, a firm's digital transformation. Innovation diffusion theories could complement existing frameworks, and for this reason, the purpose of this paper is to expand the existing body of knowledge on what contributes to, or hinders, an industrial firm's digital transformation by applying a validated framework based on innovation diffusion theories on two pioneer cases: General Electric and Siemens EHR/Health Services.Design/methodology/approachThe framework used in this paper is based on several years' empirical studies and iterative literature reviews on innovation diffusion theories. Further, each use case is based on literature reviews and unique empirical data, collected by the authors of this paper as a result of taking active part of respective company's multi-years transformation.FindingsCommon drivers of, and clear inhibitors to the two firms' transformation, were identified. The innovation diffusion framework was found to work very well in identifying those factors.Research limitations/implicationsThe implications are that researchers better can analyze/explain a digital transformation of a firm, and business managers can better plan or improve their firms' transformation processes.Originality/valueThe theoretical contributions of this paper are two: first, complement existing frameworks with a validated framework for innovation diffusion; second, provide an extension of our body of knowledge on factors that contributes to, or hinders, industrial firm's digital transformation.

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Stuck in the Past? The Influence of a Leader’s Past Cultural Experience on Group Culture and Positive and Negative Group Deviance

Cited by 27 publications

References 50 publications

Talking about COVID-19 is positively associated with team cultural tightness: Implications for team deviance and creativity.

Talking about COVID-19 is positively associated with team cultural tightness: Implications for team deviance and creativity.

The Epidemic of Mental Disorders in Business—How Depression, Anxiety, and Stress Spread across Organizations through Employee Mobility*

Digital transformation of industrial firms: an innovation diffusion perspective

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