wendell journal fever 03

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Journal FeverEpisode #3

Director:Ray’s LabCast: 1. Pork cartilage meal (軟骨豬肉飯 )2. Ｇ arlic chicken drum meal (椒蒜雞腿飯 )3. Tenderloin meal (里肌排骨飯 )4. Teriyaki chicken chop meal(照燒雞排飯 )5. Miso pork meal (味噌燒肉飯 )

1. Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment

2. A Social Context Model of Envy and Social Undermining

3. Collective Memory Meets Organizational Identity: Remembering to forget in a firms rhetorical history

Journal: Academy of Management JournalTime: 2012 JuneAuthor:＊ Dustin J. Sleesman ( Doctoral candidate of Michigan State University and

University of Delaware)＊ Donald E. Conlon (Professor of Management at the Eli Broad College of

Business, Michigan State University)＊ Gerry McNamara (Professor of management at the Eli Broad College of

Business, Michigan State University)＊ Jonathan E. Miles (Doctoral candidate in the Department of Management

at the Eli Broad College of Business, Michigan State University)

1 Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment

Data Base: Business Source CompleteGoogle Scholar Citation Times: 2 (2013.1.1)

「 throwing good money (or resources more generally) after bad」


Definition:

1. Meta-Analysis Glass (1976)

2. Escalation of Commitment Staw (1976)

Research 6


Theory Background: Escalation of Commitment

Four sets of determinants (Staw,1976)

1. Project determinants

2. Psychological Determinants

3. Social Determinants

4. Structural Determinants

risk, opportunity cost information, perfomance trend, prefernce for initial decision

sunk cost, time investment, experience, self-confidence, responsibility for failure,ego threat

public evaluation of decision(save face), resistance from others, group identity (conformity)

agency problems


Theory Background: Escalation of Commitment

Relevant theoretical perspectives:

1. Subjective expected utility theory (e.g.,Savage, 1954)

2. Self-justification theory (e.g., Aronson,1968; Festinger, 1957)

3. Prospect theory (e.g.,Kahneman & Tversky, 1979)

4. Goal substitution effect (e.g., Conlon & Garland, 1993)

5. Self-presentation theory (e.g., Goffman, 1959; Jones & Pittman,1982)

6. Agency theory (e.g., Eisenhardt, 1989;Jensen & Meckling, 1976)


Why escalation of commitment…?

Many results but didn’t systematically integrate

Why meta-analysis…?

Meta-analysis provide power and comprehensive overview

Why now…? Staw(1987) said: …as the volume of escalation studies has grown in recent

years, attempts to summarize and integrate this literature . . . have become

increasingly difficult.

Staw(1987) said …the field was “a long way from being able to conduct

such meta-analyses, not only because the empirical studies have been so

few, but because most of the studies have been rather unique conceptually”

Meta-Analysis


Research Structure:

Literature review

Research filtering

Main effect measurement

Moderate effect measurement

Efficacy comparison


Hypotheses: Main effect


Hypotheses: Moderate effect

“We concentrate on these determinants because they are the best known and most studied”


Results: Main effect


Results: Moderate effect

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Interesting findings:

1.Ego threat has biggest effect size

2.Having people responsible for the project by choosing

them-self or assigning to them doesn’t matter

3.the prominence of sunk costs was lower than expected

4.Opportunity cost salience can lead to de-escalation in

some situations but escalation in others

5.The sharing of decision authority may lead to greater

levels of escalation.

Paper#1 Clear

Cleaning Up the Big Muddy: A Meta-Analytic Review of the determinants of escalation of commitment

Journal: Academy of Management JournalTime: 2012 JuneAuthor:＊ Kristin L. Scott (Assistant professor in the College of Business and

Behavioral Science at Clemson University.)＊ Jason D. Shaw (Professor and the Curtis L. Carlson School–wide Professor

in the Carlson School of Management at the University of Minnesota.)＊ Bennett J. Tepper (Professor of managerial sciences in the J. Mack

Robinson College of Business at Georgia State University.)＊ Karl Aquino (Professor of Business and Society at the Sauder School of

Business at the University of British Columbia.)

2 A Social Context Model of Envy

and Social Undermining


Definition:

Context:

Griffin(2007):“context is the set of circumstances in which

phenomena (e.g. events, processes or entities) are situated”

Organizational context、 Social context、 Cultural

context….

A Social Context Model of Envy


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About Research:

In this paper…, researchers integrate moral disengagement,

social identification, and social norms theories to develop,

test, and replicate a model that explains how and when envy

is associated with social undermining.



Contextual Variable

Contextual Variable

Contextual Variable

Contextual Variable

Behavior

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Method: Logistic Regression

Theoretical model:



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Result:

Study1:

Moral disengagement did not occur when employees

identified strongly with coworkers

Study2:

The indirect effect of envy on social undermining through

moral disengagement occurred only when social identification

was low and team undermining norms were high.



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Paper#2 Clear

Journal: Academy of Management Journal

Time: 2012 June

Author:

＊ Michel Anteby (Associate professor in the organizational behavior unit at

Harvard Business School)

＊ Virág Molnár (Assistant professor of sociology at the New School for

Social Research.)

3 Collective Memory Meets Organizational Identity: Remembering to forget in a firms

rhetorical history


Definition:

Organization change (e.g. Merger)

「 Organization identity」 vs 「 Identity endurance」

This research shows how to sustains organization identity by

forgetting a firm’s rhetorical (i.e., structural omission) or

neutralizing new things and old things with valued identity

cues (i.e., preemptive neutralization).

Collective Memory Meets Organizational Identity: Remembering to forget in a firms

rhetorical history

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Method: Documenting


rhetorical history

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Result:

1. When faced with such contradictions, managers might be

inclined to ignore them; instead, proactively addressing them

is central to identity endurance.

2. Manager’s ability to infuse meaning into work depends in

part on her or his ability to help others remember and forget.

3. The routine traces(e.g. company’s bulletins) can significantly

shape and capture a firm’s identity.


rhetorical history

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Paper#2 Clear

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Thanks for attention!