Watching the Clock: Group Pacing Behavior Under Dynamic Deadlines.

Waller, Mary J.; Zellmer‐Bruhn, Mary E.; Giambatista, Robert C.

doi:10.2307/3069329

Cited by 112 publications

(69 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The simplest such pattern would be a linear deceleration, which would be comparable to the often-observed linear acceleration associated with the deadline effect (Lim & Murnighan, 1994;Waller et al, 2002). However, time discounting theory argues for non-linear discounting, in that the impact of anticipated future events increases more as they approach (Frederick, Loewenstein, & O'donoghue, 2002;McClure, Ericson, Laibson, Loewenstein, & Cohen, 2007;Thaler, 1998).…”

Section: Hypothesis 2a: Workers Who Expect Idle Time After a Task Is mentioning

confidence: 97%

“…Prior theory on work pacing has principally focused on how characteristics of the task period itself, such as the nature of the work and task deadlines (Gersick, 1988;Waller et al, 2002), alter employee productivity. We provide evidence that expectations of how time will be spent following a task can alter work behavior dramatically.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

See 1 more Smart Citation

The downside of downtime: The prevalence and work pacing consequences of idle time at work.

Brodsky¹,

Amabile²

2018

Journal of Applied Psychology

View full text Add to dashboard Cite

The Harvard community has made this article openly available. Please share how this access benefits you. Your story matters documented deadline effect, producing a deadtime effect, whereby workers slow down as a task progresses. Our analyses of work pace patterns provide evidence for a time discounting mechanism: workers discount idle time when it is relatively distant, but act to avoid it increasingly as it becomes more proximate. Finally, Study 4 demonstrates that the expectation of being able to engage in leisure activities during post-task free time (e.g., surfing the Internet) can mitigate the collateral work pace losses due to idle time. Through examination and discussion of the effects of idle time at work, we broaden theory on work pacing.

show abstract

Section: Hypothesis 2a: Workers Who Expect Idle Time After a Task Is mentioning

confidence: 97%

Section: Theoretical Contributionsmentioning

confidence: 99%

The downside of downtime: The prevalence and work pacing consequences of idle time at work.

Brodsky¹,

Amabile²

2018

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

“…Their results showed that deadlines accelerated work tempo exponentially. A recent study by Waller, Zellmer-Bruhn and Giambatista (2002) also found a steadily increasing trend of attention to time as deadlines were shifted forward in time. Lim and Murnighan (1994) discuss a third deadline model, which predicts a long first phase followed by a quick transition and resolution as the deadline approaches.…”

Section: Tempo Variationmentioning

confidence: 86%

Time Enough to Work

Farmer

Seers

2004

Time & Society

View full text Add to dashboard Cite

This article frames an individual-level theoretical framework for the application of McGrath and Kelly's (1986) social entrainment model to employee task work from a motivation theory perspective. We review theoretical constructs and empirical research findings that may elucidate how social entrainment shapes the direction, level, and persistence of efforts of individuals at work. We present propositions to guide research on motivational factors in task entrainment, and present suggestions for future elaborations and extensions of our theoretical framework for the temporal features of task work at the group level of analysis. KEY WORDS • group context • motivation • social entrainment FARMER & SEERS: TIME ENOUGH TO WORK

show abstract

“…But a different perspective suggests that a culture of rational (implicitly slower) action allows firms a sufficient time horizon over which they can rethink alternative choices. Overemphasising speed may reduce decision-making cohesiveness and push firms to act extemporaneously, thus compromising decision quality (Waller et al, 2002). One way to reconcile these perspectives is to acknowledge virtues of timely action and drawbacks of hasty decisions, from the perspective of time-compression diseconomies and organisation's information processing capacity limits.…”

Section: Main Effectsmentioning

confidence: 99%

Outcomes of decision speed

Argouslidis

Baltas

Mavrommatis

2014

European Journal of Marketing

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to consider decision speed's role in the largely neglected decision area of product elimination. Design/methodology/approach -Drawing on an inter-disciplinary theoretical background (e.g. organisational, decision speed and product elimination theories), the authors develop and test a framework for decision speed's effects on the market and financial outcomes of a stratified random sample of 175 consumer product eliminations. Findings -In contrast to decision speed research that hypothesised (and often failed to confirm) linearity, results show inverted ഫ-shaped decision speed-to-decision outcomes relationships, with curvatures moderated by product importance, environmental complexity and turbulence. Research limitations/implications -Findings are suggestive of several implications for the above theories (e.g. contribution to the dialogue about performance-enhancing value of rational vs incremental decision-making; evidence that excessive decision speed may become too much of a good thing). Certain design limitations (e.g. sampling consumer goods' manufacturers only) point at avenues for future inquiry into the product elimination decision speed-to-outcomes link. Practical implications -Managerially, the findings suggest that product eliminations' optimal market and financial outcomes depend on a mix of speed and search in decision-making and that this mix requires adjustments to different levels of product importance, interdependencies with other decision areas of the firm and environmental turbulence. Originality/value -The paper makes a twofold contribution. It enriches decision speed research, by empirically addressing speed's outcomes in relation to a decision area that is not necessarily strategic and represents the first explicit empirical investigation into outcomes of decision speed in product line pruning decision-making.

show abstract

Watching the Clock: Group Pacing Behavior Under Dynamic Deadlines.

Cited by 112 publications

References 18 publications

The downside of downtime: The prevalence and work pacing consequences of idle time at work.

The downside of downtime: The prevalence and work pacing consequences of idle time at work.

Time Enough to Work

Outcomes of decision speed

Contact Info

Product

Resources

About