Debra Shapiro
University of Maryland, Robert H. Smith School of Business, Faculty Member
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The theme of the Academy of Management Orlando 2013 Conference on “Capitalism in Question” provides a unique opportunity to critically reflect on the ways in which we both define and account for im...
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Research Interests: Marketing, Psychology, Applied Psychology, Organizational Culture, Leadership, and 15 moreJob Satisfaction, Medicine, Humans, Judgment, Deviance, Business and Management, Female, Male, Punishment, Punitive Damages, Interpersonal Relations, Empirical Research, Questionnaires, Adult, and Personnel Turnover
In this paper, findings from the negotiation literature are tested in the context of mergers. Target firms' relatively threat capacity, accountability to and surveillance by constituents, and attractiveness of the offer are shown to... more
In this paper, findings from the negotiation literature are tested in the context of mergers. Target firms' relatively threat capacity, accountability to and surveillance by constituents, and attractiveness of the offer are shown to predict its resistance to a merger offer.
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How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between... more
How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between employees located in headquarter (HQ) versus non-HQ (i.e., subsidiary) country locations, we examined the role of the focal employee's professional advice ties and specifically their centrality as a source of advice to HQ contacts in enhancing inclusion. Moreover, we assessed the efficacy of two agentic strategies (i.e., cross-border work and access to well-connected site leaders) in facilitating the formation of inclusion-enhancing professional advice ties and whether their impact depends additionally on the focal employee's location inside or outside HQ country locations. Testing our predictions in a sample of 362 MNC employees dispersed across 33 sites, our findings showed that being central as a source of professional advice to HQ contacts enhanced employees' perceived inclusion. We also found that although employees in non-HQ countries suffered a "geographic disadvantage" in building professional advice ties to HQ contacts, these employees gained centrality as a source of professional advice to HQ contacts when they engaged in work that required cross-border interactions, especially when they also had site leaders who were well-connected. For employees located inside HQ countries, their professional advice ties to other HQ contacts were facilitated by having well-connected site leaders. We discuss the theoretical implications of our findings and provide practical recommendations for enhancing the inclusion of MNC employees based on whether they are located inside or outside of HQ countries. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
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In addition to helping advance theory, replication studies offer rich and complementary learning experiences for doctoral students, enabling them to learn general research skills, through the process of striving to imitate good studies.... more
In addition to helping advance theory, replication studies offer rich and complementary learning experiences for doctoral students, enabling them to learn general research skills, through the process of striving to imitate good studies. In addition, students gain replication-specific methodological skills and learn about the important roles replications play for making management knowledge trustworthy. We outline best practices for enabling doctoral students and their supervisors to select studies to replicate, execute their replications, and increase the probability of successfully publishing their findings. We also discuss the crucial role of faculty mentors in supporting and guiding replication-based learning of doctoral students. Ultimately, educating doctoral students on how to execute high-quality replication studies helps to answer wider calls for more replication studies in the field of management, an important stepping stone along the journey toward open and responsible res...
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Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables... more
Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables associated with moral and relational qualities. Specifically, we hypothesize that employees’ moral identity internalization—i.e., the centrality of moral traits in their self-concept—is positively associated with their use of prohibitive voice. Furthermore, we hypothesize that this association is stronger when employees enjoy a higher quality relationship with their leader (leader-member exchange). In addition, drawing on the literature on moral symbolism, we hypothesize that workgroup moral identity symbolization—i.e., the extent to which workgroup members symbolically display moral traits—moderates the relationship between moral identity internalization and prohibitive voice in a compensatory manner. That is, workgroup moral identity symbolization enhances employees’ use of prohibitive voice when employees’ moral identity internalization is low. Data collected from hospital employees and their supervisors and coworkers support these hypotheses. These findings suggest new ways to promote prohibitive voice and, thereby, protect organizational stakeholders from harmful behaviors.
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A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we argue, approaching a tipping point. Concerns related to lack of congruence between BTCA and the mis...
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One certainty in all organizations’ life cycle is that their top leaders will come and go and thus, too, leaders will be replaced with new leaders. Recent estimates suggest that 10-20% of organizat...
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Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and... more
Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leader-member exchanges) have been high quality. In this article we posit that the quality of subordinates’ relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates’ organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate’s identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discu...
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Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and... more
Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and that more commitment to change was sustained over time when employees perceived their leaders to have provided more transformational and informational justice behaviors within their work units. We also found that employees’ later commitment to change was a strong predictor of employees’ later behavioral support for change and turnover intention. The implications of our findings for how to maintain employee commitment to organizational change will be discussed.
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Can authors, especially aspiring authors whose work is not already well-known, trust the reviews they receive from major journals? Can they trust that editors will act fairly towards them? These are crucial questions that speak to the... more
Can authors, especially aspiring authors whose work is not already well-known, trust the reviews they receive from major journals? Can they trust that editors will act fairly towards them? These are crucial questions that speak to the trustworthiness of a field and the sources of its scholarly development. In this chapter we will discuss why editorial trustworthiness is so important and what it means in practice. We will attempt to provide some reassurance for aspiring authors that their submissions will often be read by people who care about both their manuscript and the larger field towards which it may contribute. Finally, we will suggest some ways that authors can signal that the work they submit is trustworthy.
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The boundary between organizational insiders (e.g., employees) and outsiders (e.g., customers) has become increasingly permeable due to Internet discussion boards that enable members of both groups to share experiences of organizational... more
The boundary between organizational insiders (e.g., employees) and outsiders (e.g., customers) has become increasingly permeable due to Internet discussion boards that enable members of both groups to share experiences of organizational fairness and unfairness. We studied discussion board threads on Vault.com , focusing on threads initiated by postings containing organizational justice content and authored by an organizational insider or outsider. Consistent with predictions of the social identity model of deindividuation effects, organizational insiders capitalized on anonymity to post messages that were significantly more negative in both cognitive content (describing organizations as less fair) and emotional tone (using more negative emotional language) than messages posted by organizational outsiders. As predicted by contagion theory, cognitive content influenced the emotional tone of reply messages, especially when initial postings were from organizational outsiders.
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Page 172. 5 Anticipatory Injustice: The Consequences of Expecting Injustice in the Workplace Debra L. Shapiro and Bradley L. Kirkman “Seek, and you will find.” —Luke 11: 9 IF WE SUBSTITUTED the word “expect” for “seek ...
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... regardless of their physical location, and to assemble such members into virtual (ie geographically ... In multi-country studies, researchers should examine relationships separately in each country to detect ... 1 The Impact of... more
... regardless of their physical location, and to assemble such members into virtual (ie geographically ... In multi-country studies, researchers should examine relationships separately in each country to detect ... 1 The Impact of Cultural Value Diversity on Multicultural Team Performance ...
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Research on the effectiveness of team-based rewards (TBRs) is mixed, and empirical research regarding individual-level factors that may influence TBR receptivity is lacking. In a sample of 618 line-level employees representing 57 work... more
Research on the effectiveness of team-based rewards (TBRs) is mixed, and empirical research regarding individual-level factors that may influence TBR receptivity is lacking. In a sample of 618 line-level employees representing 57 work teams in a Fortune 50 insurance company, the authors examined the impact of various individual-level factors such as employees’ collectivistic orientation, team-related attitudes, and justice perceptions on employee receptivity to TBRs. As predicted, the authors found that employees were generally more receptive to TBRs when they were collectivistic, preferred teams, were committed to their teams, perceived a fit between TBRs and other organizational changes, rated their teams as highly task interdependent, and perceived procedural and interactional justice. The effects of procedural and interactional justice were even stronger for employees working in teams with higher, rather than lower, levels of task interdependence. The article concludes with implications for both management scholars and managers in charge of implementing TBRs.
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As a result of global competition and downsizing, multinationals increasingly use self-managing work teams in their foreign affiliates. We identify aspects of national culture that will likely affe...
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ABSTRACT As our editorial team completes its first year of receiving manuscripts, we believe it would be helpful to reflect upon and share answers to the most frequently asked questions regarding publication goals and processes at Academy... more
ABSTRACT As our editorial team completes its first year of receiving manuscripts, we believe it would be helpful to reflect upon and share answers to the most frequently asked questions regarding publication goals and processes at Academy of Management Journal (AMJ). This editorial deals with everything one has always wanted to know about AMJ. AMJ aspires to be the "journal of choice" for the best empirical work examining multiple areas of management. As a major journal with high impact ratings, our standards for publication are high. Currently, AMJ is receiving 800-900 new submissions per year, as well as 200-300 revisions of prior submissions. In some years, we also have submissions to special research forums (SRFs). To deal with this high volume, the new editorial team is significantly larger than the previous team was, containing eight members as opposed to five. Over the past year, approximately 16 percent of initial submissions received invitations for revision and resubmission. On the basis of past statistics for conversion of resubmitted manuscripts, we anticipate an acceptance rate of approximately 8 percent. The action editor (either the editor or the assigned associate editor) makes the final decision on a manuscript. Both the editor and the associate editors take a very hands-on role in the publication process. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent implementation of self‐managing work teams (SMWTs). As predicted,... more
This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent implementation of self‐managing work teams (SMWTs). As predicted, we found that anticipatory injustice was significantly positively related to change‐resistance and turnover intentions; and significantly negatively related to employees’ commitment; and that procedural justice can mitigate the latter relationships. Implications for managing change are discussed.
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PurposeThe paper aims to investigate why organizations often opt to reject Equal Employment Opportunity Commission (EEOC)-sponsored mediation of employment disputes (in contrast to employees who tend to readily agree to it). It is guided... more
PurposeThe paper aims to investigate why organizations often opt to reject Equal Employment Opportunity Commission (EEOC)-sponsored mediation of employment disputes (in contrast to employees who tend to readily agree to it). It is guided by recent research associated with Shapiro and Kirkman’s (1999, 2001) theory of “anticipatory justice”, whereby (in)justice is anticipated, or expected, when people think about an event they have not yet experienced whose likely fairness they are questioning. In contrast, “organizational justice” reflects people’s retrospective assessments of how fair they have been treated to date.Design/methodology/approachThe paper relied upon data made available by the mediation program administered by the US EEOC. The EEOC provided the names and contact information for the officially designated EEOC contacts for each dispute. The authors distributed surveys to each of these organizational representatives and received completed surveys from 492 organizations (a ...
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In Theory Business on a Handshake Debra L. Shapiro, Blair H. Sheppard, and Lisa Cheraskin While there is litde dispute over the importance of trust in a marriage -- or any personal relationship, for that matter q the role of trust in... more
In Theory Business on a Handshake Debra L. Shapiro, Blair H. Sheppard, and Lisa Cheraskin While there is litde dispute over the importance of trust in a marriage -- or any personal relationship, for that matter q the role of trust in business relation-ships evokes controversy. ...
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Interviews and focus groups with active-duty U.S. military service members and students at military service academies investigated relationships between espoused and enacted culture in perceptions of sexual assault and harassment versus... more
Interviews and focus groups with active-duty U.S. military service members and students at military service academies investigated relationships between espoused and enacted culture in perceptions of sexual assault and harassment versus other types of offenses. Results show that participants widely understood and accepted an espoused culture that is intolerant of sexual misconduct. The enacted culture included tolerance of some forms of sexual misconduct, differences in conduct in private versus public settings, and widespread resentment of frequent trainings. Results also showed cynicism about service treatments for all types of offenses, but especially for sexual misconduct. Of note is that participants tended to perceive inconsistencies in consequences for sexual misconduct in terms of who faced punishment, whereas for other offenses, they tended to see inconsistencies in what types of consequences were administered. Results demonstrate the value of efforts to align trainings wit...
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This panel symposium has been inspired by a recent article in “The Economist” that refutes claims that women executives manage differently from men and argues that gender differences are irrelevant...
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Despite decades of research on emotional intelligence (EI), it still remains uncertain how and when EI aids group leaders’ effectiveness. Via a sample of 186 group leaders in diverse industry secto...
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Sport has considerable power that, appropriately applied, can contribute to improving health and well-being in society. In this symposium, we adopt a broad perspective on “health and well-being in society”, consistent with AOM’s 2018 call... more
Sport has considerable power that, appropriately applied, can contribute to improving health and well-being in society. In this symposium, we adopt a broad perspective on “health and well-being in society”, consistent with AOM’s 2018 call and examine the ways in which sport can influence health and wellbeing in society (not always in a positive manner) Our three panel discussions will move from the influence of sport on individual participants, and in turn, on society; to the influence of college sport on participating athletes, the university, and society; and the phenomenon of sport team– healthcare system partnerships and their effects on individual and community health and wellbeing. Our two discussants will focus on how the topics addressed by each presenter might better contribute to the health and well-being of society.
Research Interests: Psychology and Well Being
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While extant research has shown entrepreneurial activities and their returns are unequally distributed among majority and minority groups, little is known about career trajectories after the entrepreneurial event and whether the bias... more
While extant research has shown entrepreneurial activities and their returns are unequally distributed among majority and minority groups, little is known about career trajectories after the entrepreneurial event and whether the bias against minority groups continues. For example, in technology-intensive labor market, entrepreneurial experiences are common, more so for male than for female. Because new ventures commonly fail, founders move on to look for jobs in the regular labor market; yet, we have only limited information about the continuation of bias against the minority groups (e.g. female entrepreneurs) in the labor market post-entrepreneurship. This paper utilizes a field experimental approach to answer the following questions. First, what effect does entrepreneurship experience have on an individual’s wage-labor market outcome? Second, does any entrepreneurship-experience effect on wage-labor market differ for men and women? Third, do these effects vary with types of employers? An audit study and a vignette-based experimental study have been conducted to answer these questions. In the audit field experiment conducted at an online job marketplace, we find that job applicants do not seem to be penalized by having entrepreneurship experience, and that there is no statistically significant difference between the genders in the effect of entrepreneurship experience on getting a hiring contact. However, from a vignette-based experimental study with recruited managers tasked with hiring a candidate from resumes provided to them by the researchers, the effect of entrepreneurship experience and gender on hiring attractiveness may be interpreted differently based on certain characteristics of the recruiters. Participating recruiters who are male, younger than age 45, located in urban and entrepreneurial hub areas, with weak entrepreneurship intentions and working at larger firms turn out to be the main force driving the entrepreneurship-experience penalty. In contrast, recruiters who are female, older than 45, with strong entrepreneurship intentions, located in non-urban areas and not near entrepreneurial hub areas, and working for smaller firms are indifferent to job candidate with or without entrepreneurship experience.
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As organizations compete in an increasingly global and challenging environment, “working” often requires working harder for fewer rewards. In this article, we introduce the concept of “organization-wide hardship,” which refers to... more
As organizations compete in an increasingly global and challenging environment, “working” often requires working harder for fewer rewards. In this article, we introduce the concept of “organization-wide hardship,” which refers to workforce-shared hardship that results from an organization’s pursuit of a strategy associated with its industry-positioning goals. We propose a model for predicting and explaining employees’ reactions to organization-wide hardship. Our analysis and model make several contributions to the justice literature. First, we highlight the importance of organization-wide hardship (associated with pay freezes or pay cuts, increased working hours, or reduced work–family balance) as a potential contributor to the experience of low fairness for all employees in the organization. Second, we argue that research on the effects of management accounts (explanations) for their decisions should be extended by considering the effects of accounts from nonmanagement sources. Thi...
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The experience of injustice is a ubiquitous reality of organizational life. Accordingly, a small body of literature has sought to investigate how organizational authorities can mitigate such unfavo...
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... Indeed, the topic of motivation permeates many of the sub fields that compose the study of management, including leadership, teams, performance man ... man motivation date from the time of the Greek philosophers and focus on the... more
... Indeed, the topic of motivation permeates many of the sub fields that compose the study of management, including leadership, teams, performance man ... man motivation date from the time of the Greek philosophers and focus on the concept of hedo ...
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In this tribute to the 2009 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of Jeanne M. Brett. Each of us highlights a few unique contributions from four areas... more
In this tribute to the 2009 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of Jeanne M. Brett. Each of us highlights a few unique contributions from four areas of Jeanne's research: (a) getting disputes resolved (Debra Shapiro); (b) negotiating globally (Wendi Adair); (c) illuminating the shadow box of negotiation process (Mara Olekalns); and (d) managing team processes (Kristin Behfar). Together we identify common themes across these areas of Jeanne's research and invite Jeanne to reflect on future research opportunities and impart her words of wisdom to doctoral students and young scholars.