Group & Organization Management

Group & Organization Management, Ahead of Print. <br/>Successful organizational change requires substantial efforts from both the leaders and recipients of change. After a long tradition of focusing on change leaders, academics now increasingly focus on the role of change recipients. The current literature on recipients, however, offers mostly binary categorizations of their roles in change (e.g., supportive vs. unsupportive) obtained from questionnaires. Such an approach does not reveal how events can cause shifts in recipients’ role taking during a change initiative. Actors’ roles change and are changed by change events. We adopted an assisted sensemaking approach using a narrative methodology to study recipients’ various storylines by which they construct and reconstruct their own multiple roles throughout change. Eighty participants were asked to tell the retrospective story of their experience of, and role taking in, a top-down change initiative as if they were crafting chapters of a book. Analysis and classification of these individual stories yielded five underlying composite narratives, each representing typical shifts in perceived role taking by recipients during a change initiative. This study highlights and illustrates how recipients’ role taking is a complex, adaptive, and social process.

Group & Organization Management, Ahead of Print. <br/>Mental health has grown increasingly important as an aspect of employee well-being, with organizations expected to address these needs through offerings to support employee mental health. Broad societal forces like stigma and low levels of literacy surrounding mental health make it challenging for many people to understand these offerings. As the marketplace for these offerings grows to meet this demand, employees, HR professionals, and business leaders need better resources to understand, organize, and distinguish among their choices. The current research offers a 3-dimensional taxonomy for organizing these offerings, distinguishing them according to their (a). Primary Purpose-To Restore or Enrich; (b). Delivery Agent Location-External or Internal; (c). Latitude in Providing-Legally Required or Voluntary Provided. We provide theoretical approaches for scholars to consider these offerings’ impact in workplaces, and briefly demonstrate the taxonomy’s value in organizing some of the commonly available offerings in many modern workplaces. Finally, we provide two attainable research avenues for researchers to explore to inform organizational stakeholders on the (1). prevalence, costs, outcomes of these offerings in the workforce and (2). helpers and hurdles to employees' using these offerings.

Group & Organization Management, Ahead of Print. <br/>Contemporary organizations are actively striving to achieve a higher level of environmental performance (the extent to which the organization reduces and minimizes its negative impact on the natural environment). This pursuit is not only driven by the need to comply with governmental climate change regulations but also by the desire to gain a competitive advantage. While a limited number of studies have acknowledged the importance of top executives’ strategy-making on firms’ environmental performance, questions still persist regarding how the role structure of the top management team (TMT) promotes the disclosure of environmental policies, and subsequently enhances firm environmental performance. Based on the attention-based view and resource-dependency perspective, this study aims to examine how TMT functional diversity is beneficial for formulating better environmental disclosures, which in turn, is expected to increase environmental performance. Additionally, we explore the extent to which external resources (i.e., government subsidies) can strengthen this relationship. We employed an archival dataset from 406 Chinese manufacturing firms over a ten-year period (2010–2019) and tested a moderated mediation model. Our findings suggest that greater functional diversity within TMTs positively influences firm environmental performance through the improved environmental disclosures, and this indirect effect is amplified when firms receive higher levels of government subsidies. Our study contributes to the existing literature on environmental governance by demonstrating that (1) functional diversity within the TMT can predict more favorable environmental performance metrics; and (2) government financial support can particularly be a booster for the relationship between TMT environmental disclosures and firm environmental performance.

Group & Organization Management, Ahead of Print. <br/>

Group & Organization Management, Ahead of Print. <br/>Amoral management is a leading style manifested as ethical silence towards subordinates within enterprises, yet research has paid scant attention to its influence on employees’ work performance. Based on the social information processing theory, this study explores the double-edged sword effect of amoral management on subordinate work performance in the context of an organizational pay for performance system. The examination of 330 sets of supervisor-subordinate matching data from a two-stage questionnaire shows that amid a high pay for performance system, amoral management promotes subordinate task performance through the mediator of mental preoccupation with work and that amoral management promotes subordinate unethical behavior through the mediator of self-interest cognition. This study thus rectifies the dearth of research on amoral management while furnishing valuable guidance for ethical practices within organizations.