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Theses and Dissertations - Department of Management

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Browsing Theses and Dissertations - Department of Management by Author "Campbell, Kim Sydow"

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    Adherence to organizational routines: a micro-foundations lens
    (University of Alabama Libraries, 2014) Maalouf, Jamal Tanios; Combs, James G.; University of Alabama Tuscaloosa
    Organizational routines are viewed as a source of strategic competitive advantage that enhances firm performance. How do organizations continue to adhere to organizational routines after the routines are integrated in the work flow? I introduce and define a new construct, adherence to routines, which captures the theoretical phenomenon of maintaining the repeatability of organizational routines. I apply trait activation theory to explain why employees adhere to routines. I theorize that three individual traits: (1) conscientiousness, (2) openness to experience, and (3) individual entrepreneurial orientation impact adherence to routines. Moreover, I theorize that employees' perception of their supervisors' initiating structure leadership moderates the relationships between the three individual traits and adherence to routines. In this study, I developed a scale for the newly introduced construct adherence to routines. Using a sample of 543 employees surveyed in the U.S., I validated the new scale. The findings also support my arguments that conscientiousness is positively related to adherence to routines, and that openness to experience and individual entrepreneurial orientation are negatively related to adherence to routines. I also found support for employees' perception of their supervisors' initiating structure leadership as a moderator to the relationship between conscientiousness and adherence to routines. These results suggest that initiating structure leadership may have triggered the expression of conscientiousness, resulting in higher levels of adherence to routines.
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    Character, conditions, and cognitions: the role of personality, climate, intensity, and moral disengagement in the unethical decision-making process
    (University of Alabama Libraries, 2011) Tillman, C. Justice; Kacmar, K. Michele; University of Alabama Tuscaloosa
    Despite increased attention given to unethical decision-making, few studies have simultaneously examined the multiple influences that may effect this outcome. In addition, few studies have examined the processes through which unethical decision-making may be influenced. Drawing on field theory and the concept of situational strength and social cognitive theory and the concept of moral disengagement, the researcher examined the simultaneous influence of the meta-personality trait core self-evaluation, ethical climate, and moral intensity on ethical decision-making along with the role of moral disengagement as a mediator of the relationship between core self-evaluation and intent to engage in unethical decision-making. In addition, intent to engage in unethical decision-making was explored as a mediator of the relationship between core self-evaluation and unethical behavior. Maximum-likelihood structural equation modeling (SEM) was used to test the main effects of core self-evaluation, ethical climate, and moral intensity as well as the mediating and moderating hypotheses. The study's implications as well as limitations and directions for future research are discussed.
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    The frustration-aggression hypothesis revisited: a deviance congruence perspective
    (University of Alabama Libraries, 2015) Crawford, Wayne S.; Johnson, Diane E.; Kacmar, K. Michele; University of Alabama Tuscaloosa
    In 1939, Dollard and colleagues presented the frustration-aggression theory. The main tenet of the theory posits that individuals become frustrated when goal attainment is prohibited or interrupted. Further, following frustrating events, individuals will respond with aggressive behaviors as a form of retaliation against agents of the frustrating events. Organizational deviance has been posited as one such aggressive reaction (Fox & Spector, 1999). This dissertation takes a unique perspective on organizational deviance; I argue that situations may arise when organizational deviance perceptions also serve as an antecedent of frustration. Specifically, I argue that in circumstances where supervisors’ and subordinates’ perceptions of employee deviance are incongruent, or misaligned, employees will become frustrated. Frustrated employees engage in aggressive behaviors in the form of retaliation and displaced aggression (Berkowitz, 1989). In the current study, I propose that frustrated employees may both retaliate at work and displace their aggression in both the work and family domains. Thus, I argue frustration leads to higher levels of coworker abuse, greater levels of relationship conflict, and greater work-to-family conflict. I also hypothesize that frustration will result in employees engaging in fewer interpersonal citizenship behaviors, which is also detrimental to organizations. This dissertation uses a time-lagged research design and field sample to test the hypotheses offered. A sample of 215 supervisor-subordinate dyads from a large municipality in the southeastern United States was used for hypothesis testing. I followed the latent congruence modeling procedures to test the hypotheses offered (Cheung, 2009). The structural-equation based latent congruence model allowed me to test the effects of incongruence on the mediator and whether frustration ultimately predicted the outcome variables. I did not find support for the hypothesized mediation model using congruence analysis.
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    The personal cost of being in the in-group: the relationship between leader-member exchange quality and work-family conflict
    (University of Alabama Libraries, 2011) Lawrence, Ericka R.; Kacmar, K. Michele; University of Alabama Tuscaloosa
    Research examining the influence of leader-member exchange (LMX) on employee outcomes is plentiful. However, research exploring the potential negative consequences of engaging in LMX relationships has been limited. In order to obtain a better understanding of these complex relationships, this study predicts a curvilinear relationship between LMX and work-family conflict. Role overload and job engagement also are examined as mediators of the LMX and work-family conflict relationship. Hierarchical linear modeling was used to examine 72 dyads. The findings from this study indicate that a curvilinear relationship does not exist between LMX and work-family conflict. Additionally, role overload and job engagement did not mediate the relationship between LMX and work-family conflict. A discussion of the results along with the strengths, limitations, directions for future research and practical implications are also presented.
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    Toward an understanding of one’s future work self salience as an indicator of work related behaviors
    (University of Alabama Libraries, 2016) Bellairs, Tom; Halbesleben, Jonathon R. B.; University of Alabama Tuscaloosa
    Future work self (FWS) refers to who a person aspires to become in the future as it relates to his or her work. FWS serves as a distal goal that motivates individuals to engage in three work-related behaviors: job crafting, proactive career behavior (PCB), and organizational citizenship behavior (OCB). Because there is multifinality in goal attainment (e.g., several goals linked to the same means), individuals take steps, serving focal and distal goals, to advance in achieving their FWS. As individuals move toward their work goals, they incorporate feedback to reassess their progress and alter steps necessary to fully achieve their future self. I expand future focused research by integrating regulatory focus theory (RFT)—how individuals approach desired or avoid undesired outcomes—and extend research on three work-related behaviors in the context of becoming one’s FWS. I expect that a person’s promotion focus (and not prevention focus) will moderate the relationship between one’s FWS and these three work-related behaviors (i.e., job crafting, PCBs, OCBs). Overall, I suggest that a FWS is a valuable motivational resource that induces specific work-related behaviors.