The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

Abstract

A growing body of research has examined the construct of bottom-line mentality (BLM), which captures a tunnel vision focus on securing bottom-line outcomes to the disregard of competing work priorities. We offer a systematic review of the literature to summarize current knowledge of BLM, what is missing in the literature, and key opportunities for advancing our theoretical understanding of the construct. Our review first defines and conceptualizes BLM and then organizes past BLM findings according to the key sources of BLM: (a) leader, (b) employee, and (c) collective BLM. When applicable, research on each source of BLM is synthesized with respect to its most prevalent theoretical frameworks and in relation to its (a) outcomes, (b) antecedents, and (c) instances whereby BLM serves as a moderator. Our discussion then examines the critical ways in which BLM research can advance with the most theoretical rigor. We first discuss whether there is value in studying a BLM with respect to non-financial, bottom-line outcomes. Second, we question whether BLMs always (or mostly) foster the desired bottom-line outcome. Third, we provide theoretical arguments that support BLM as a potentially activated psychological state that is driven by context and suggest specific contexts that could be the driving forces of BLMs at work. Finally, we discuss the ways in which BLM research can improve methodologically, including a suggestion of how to revise the current BLM measure to advance BLMs with respect to non-financial, bottom-line outcomes.

More haste, less speed: leader bottom-line mentality and employee counter-productive social cyberloafing

“…The contribution of this research is fourfold. First, our study enriches the understanding of employee retaliation to leader BLM through social cyberloafing (Greenbaum et al. , 2023), demonstrating the role of perceived psychological contract breach as a mediator and contributing to the broader application of social exchange theory within organizational contexts.…”

“…These include setting clear and measurable goals, implementing reward systems linked to performance (Lin et al. , 2022), fostering a competitive environment (Greenbaum et al. , 2023), and abusive supervision (Babalola et al.…”

When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct.

“…Conceptualizing the bottom line as the “results that count” (Wolfe, 1988, p. 145) provides flexibility to apply the construct across settings, but the lack of specificity on the meaning of the bottom line fails to clarify the content of the paramount goal, which is essential to goal shielding processes (Shah et al, 2002). To better understand the ways in which bottom-line mentalities may manifest and ensure a consistent interpretation of the bottom line, Greenbaum et al (2023) advocated for future research that is more explicit regarding the content of the bottom line. Our study does just that.…”

“…This article is intended solely for the personal use of the individual user and is not to be disseminated broadly. Researchers have generally implied that the "bottom line" refers to financial results (Greenbaum et al, 2023), but prior research (e.g., Bonner et al, 2017;Greenbaum et al, 2012) has criticized the lack of specificity about the content of the bottom line. Conceptualizing the bottom line as the "results that count" (Wolfe, 1988, p. 145) provides flexibility to apply the construct across settings, but the lack of specificity on the meaning of the bottom line fails to clarify the content of the paramount goal, which is essential to goal shielding processes .…”

“…This extreme focus reflects a bottom-line mentality , defined as “one-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities” (Greenbaum et al, 2012, p. 344). Though the effects of leader bottom-line mentality on employee attitudes and behaviors have been a primary focus of bottom-line mentality research (see Greenbaum et al, 2023, for a review), researchers have begun to theorize that these effects can extend to their unit’s work climate (e.g., Babalola et al, 2022; Ge, 2018), suggesting that units may form a bottom-line mentality climate (Castille et al, 2018). However, these studies have focused on individual climate perceptions rather than on climate as a shared property of the unit.…”