In early August, before another school year strapped them down, 11
highly dedicated researchers from the University of Kansas School of
Business made a memorable trip to Boston.
Faculty and doctoral students at the School of Business presented
their works at the largest annual conference of management scholars in
the world, the 2012 Academy of Management (AoM). The conference was held
in Boston, August 12 and 13.
The conference theme was "The Informal Economy." Business
managers and scholars from different countries were invited to examine
organization and management questions on the informal economy by
identifying and using concepts and theories through qualitative and
quantitative research.
In their research, "A Multiplex View of Conflict and Team
Performance," by Jay Lee, Daniel Gregory Bachrach and Anthony C. Hood,
the team developed and tested a multiplex theory of conflict. The
research addresses how these relationships are impacted when intragroup
conflicts could be damaging to team performance. They studied 12 teams
engaged in conflict. Four-month business simulation indicated that task
conflicts occurring between friends were negatively associated with team
performance. In comparison, non-friend task conflicts were positively
associated with team performance. Lee is an associated professor and
teaches Organizational Behavior and Human Resource Management at the
School of Business.
"Corporate Social Responsibility and Employee Outcomes: Toward an
Employee-Centered Model of CSR," by Young Kyun Chang, Douglas May and
Jong-Seok Cha, focused on the two potential roles of employees through
their interpretation of corporate social responsibility (CSR). There are
two potential roles of the employee, an evaluator or a recipient. The
results revealed how employees' CSR perception affects organizational
commitment. An individual thrives at work through organizational
identification and interactional justice, in addition to meaningfulness
and gratitude. The research expands on current theorizing and presents
an in-depth description of the employees' perception of CSR. Chang is a
doctoral student at KU. May is a professor and director of KU's
International Center for Ethics in Business. Cha is a KU professor.
"I Like What I See: How CEO Service on Other Firms' Boards
Influences R&D Spending," by Won-Yong Oh and Vincent L. Barker,
examines how Chief Executives at public companies that spend money on
R&D tend to have selective copying patterns. The study states that
these particular firms do not copy the spending patterns of large firms
and unprofitable firms, because their CEOs serve as board members. Oh
is a KU doctoral student. Barker teaches at the MBA level in strategic
management and Implementing Strategy, in addition to teaching at the
undergraduate level in General Management Processes & Change and
Business Policy & Strategy.
"It's Not Only Wins and Losses, It's When You Play the Game:
Chief Executive Dismissal in the NFL," by Clinton Chadwick and Donald J.
Schepker, was conducted to study how context affects factors that lead
to top management dismissal. The research compares how head coaches in
the National Football League (NFL) were dismissed before and after the
institution salary cap in 1993. Chadwick is an associate professor at
KU, who has taught human resources management and strategy classes at
the undergraduate and MBA level. Schepker is a recent KU doctoral
program graduate.
"The Effect and Antecedents of New Product Development
Motivation: A Process Model of Strategic Orientation, HRM Practices,
Motivation, and New Product Development Performance," by Jane Zhao and
Clinton Chadwick, addresses how firm-level employee motivation and
innovation combined knowledge is critical to developments of a new
product. The significance of motivation in innovation has been
overlooked because of focus on knowledge management and capabilities.
Zhao is a KU professor who has taught classes at the MBA level in
strategic management, management of technology, the study abroad
program, and undergraduate level business policy and strategy.
"The Relationship between HR Functional Investments, HRM
Practices, and Organizational Outcomes," by Mahesh V. Subramoney, John
Dooney, James Guthrie and Andrew Mariotti, examines the "returns" in
association with investment in the HR department regarding budget and
employees. The research pinpointed that these investments could
potentially yield reductions in employee turnover, leading to
improvement in productivity. The effectiveness of HR practice could be
enhanced by investments in HR departments, especially practices that
emphasize an internal labor market. Guthrie teaches undergraduate, MBA
and Ph.D. coursework at KU in human resources management.
"Toward a Multilevel Framework of Engagement and Performance at
Work," by Matthew Luth and Douglas May, analyzed the employee engagement
process across organizational levels, which links to important
attitudinal outcomes. It studies the individual and group perspectives
on engagement to develop and test a multilevel model of engagement and
performance in groups. Group work engagement was found to be distinct,
but also positively related to personal engagement, which included
proficiency, adaptivity and proactivity. Individual engagement outcomes
included performance, organizational citizenship performance and
pro-social rule breaking. Luth completed his doctoral degree at KU last
spring. May is a KU professor and director of International Center for
Ethics in Business.
As the largest annual gathering of management scholars in the
world, the AoM features research and expertise to be shared through
various events such as competitive paper sessions, panels, symposia,
workshops, distinguished speakers and speaker programs for doctoral
students.
"Participation by our Management Area faculty and doctoral
students in the Academy of Management is vital," said Ron Ash, area
director of management.