Knowledge that Transforms

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The present work examines whether a rater's likelihood to sexually harass (LSH) moderates the effects of employee attractiveness, gender type of job, and explicit performance information on performance appraisals of female subordinates. A mixed design was used with rater LSH (high vs. medium vs. low) as a between-subjects variable; ratee attractiveness (high vs. low), ratee actual performance level (high vs. low), and job type (disc jockey vs. secretary vs. security guard) were within-subjects variables. A total of 92 male undergraduates completed Pryor's LSH Scale, read 12 written performance scenarios (with employee photographs), and rated performance of described female employees. Interactions between LSH with attractiveness and performance were found.

Using a field sample, the authors examined the extent to which race is related to test preparation and whether test preparation is related to test performance. They found that African Americans reported more self-initiated test preparation than Caucasians did and that tutorial attendance and self-initiated test preparation were related to test performance. Moreover, the authors found that only self-initiated test preparation mediated the race—performance relationship. Last, the hypothesis that the Matthew Effect (defined as the amplification of any initial advantage that leads to cumulative effects) would hold in an employment setting was not supported. The implications of test preparation are discussed.

To fully understand influence as it relates to the workplace, scholars must continue to identify and measure constructs for classifying influence behavior. This study serves to promote Scholl's restrictive versus promotive control distinction and examine the relationships between such methods of influence and several work outcomes (i.e., leader—member exchange theory, commitment, job satisfaction, and turnover intentions). Data were obtained from state government employees (N = 105) located in the southeastern United States, and all hypotheses were assessed via hierarchical moderated multiple regression. Although restrictive and promotive control were related to each of the work outcomes, several relationships were moderated by employee locus of control. Theoretical and practical implications are discussed, and suggestions for future research are provided.

Although the use of skill-based pay has increased in popularity, empirical investigations of the effectiveness of this compensation strategy have been scarce. The fundamental premise of skill-based pay is that contingent monetary reward will promote individual learning. The authors empirically examine this essential principle with data spanning 5 years, using latent growth analysis. Results demonstrate that skill-based pay is related to individual skill change and maintenance. Whether or not individuals earn skill-based pay on their initial attempt is associated with subsequent rates of learning. In addition, the frequency with which skill-based pay is received and the total amount earned are both associated with skill development and maintenance.

The resource-based view (RBV) has been successful in explaining the sustainability of competitive advantages based on the characteristics of individual resources but less so for understanding firm profitability and the reasons why profits may emerge. This article investigates the three conditions for a set of resources to create collectively greater returns that they demand from the firm, thus resulting in above-normal profits for its shareholders. These conditions for profitability are (a) value uncertainty, (b) resources specificity, and (c) firm-level innovation. Rather than owners of inherently superior knowledge or resources with limited bargaining power as usually portrayed in the RBV, profitable firms are fundamentally better combiners and developers of resources in the face of uncertainty.

The multiple needs model of justice was used to understand employee reactions to perceived discrimination. In particular, the fulfillment of the three needs discussed in that model—economic, interpersonal, and deontic (ethical)—were tested as consequences of perceived discrimination and as antecedents of job attitudes and turnover intentions. A representative sample of the U.S. workforce (N = 5,605) rated the three needs-fulfillment variables while also rating their perceptions of discrimination, job satisfaction, organizational commitment, and intent to leave. The proposed model was supported. This study extends research on perceived discrimination by proposing a role for the multiple needs model of justice through the use of a specific and important role for needs fulfillment. It also extends support for the multiple needs model of justice.

Business writers and practitioners recommend that core organizational values be integrated into employee work life for enhanced organizational productivity, yet no published studies have empirically examined the antecedents and outcomes of values enactment. Using longitudinal data on 2,622 employees, hierarchical linear modeling (HLM) results revealed that tenure and department-level values enactment were significant predictors of individual values enactment. Furthermore, employees who demonstrated high levels of values enactment were less likely to leave, and employees of high or low levels of values enactment in departments whose levels of values enactment matched their own were the most likely to be promoted.

The conventional approach to measuring interindustry relatedness uses the Standard Industrial Classification (SIC) system to capture the “distance” between industries. Although relatedness measures based on SIC codes (or equivalent classifications) are readily available and easy to compute, they do not screen effectively for the conditions under which related diversification creates value. This article constructs an alternative, survivor-based measure of interindustry relatedness and compares it to similar measures based on distances between SIC codes. The authors find that survivor-based measures consistently outperform SIC-based measures in predicting firms' decisions to enter new markets, even when herding tendencies and motives related to mutual forbearance are taken into account.

This study adopts the upper echelon and competitive dynamics perspectives to investigate the mechanisms by which strategic human resource management (SHRM) can create a competitive advantage for a firm. Top management team (TMT) social integration and action aggressiveness are identified as internal-oriented and external-oriented capabilities, respectively, for a teamwork-oriented executive SHRM system to support in enhancing firm performance. Structural equation modeling is performed to test hypothesized relationships. Statistical results demonstrate TMT social integration and action aggressiveness in sequence partially mediate the relationship of an executive SHRM system and firm performance. Action aggressiveness partially mediates the relationship of TMT social integration and firm performance. This study provides further insights into the SHRM, upper echelon, and competitive dynamics perspectives. The research findings also serve to remind top executives to remain alert in developing a set of teamwork-focused executive SHRM practices, building an integrated team, and proactively shaping competitive actions to outperform rivals.