George W. Watson

Social Capital and Organizational Commitment

Organizational scientists have been investigating the role of human relationships vis-à-vis firm productivity for some years. Recently, Social Capital has been theorized to play a central part in the reduction of organizational transaction costs. We briefly position Social Capital among several theories claiming a role for interpersonal capital, review its theoretical nuances, and test this theoretical structure using a sample of 469 sales professionals from a leading medical services firm. Our findings indicate that trust, communication, and employee focus have significant direct and moderate indirect affects on organizational commitment.

Ideology and the symbolic construction of fairness in organizational change

The theory of an interest‐driven ideology is applied with the intention of revealing ways that ideological discourse constructs perceptions of fairness, legitimacy and defensibility in organizational change. A framework for analyzing ideological content in change discourse is presented and several corporate communications addressing layoffs and the new work relationship are evaluated. Results reveal the many ways that ideologies are invoked in order to influence judgments about organizational change.

Ambiguous Allure: The Value–Pragmatics Model of Ethical Decision Making

Research in organizational ethics emphasizes those dispositional factors that are expected to foster positive ethical behavior. We seek to contribute to this literature by including personal values that are in contention with moral outcomes. Specifically, we combine the values of hedonism and power with benevolence and universalism. Our underlying premise of this valuepragmatics model is that nonmoral, as well as moral, dispositional characteristics simultaneously influence ethical decision making. We further contribute to the existing research by investigating how these contending values interact with situational factors, such as performance rewards and punishments for unethical conduct. We administer an experiment to subjects (N = 177) and analyze their decisions regarding the likelihood they would act unethically. Results indicate that both morally relevant and nonmoral variables have direct effects on these decisions, and that nonmoral as well as moral values interact with situational factors to significantly influence decisions. Implications for practice and research are discussed.

Beyond Structure: The Role of Social Accounts in Implementing Ideal Control

In order to survive, the contemporary organization must quickly adapt to its ever-changing markets and environment. The methods of structural control associated with the bureaucratic organizational form impede such adaptation. As a result, organizations are supplanting structural control with newer means of control - the control of ideas. Drawing on and extending social accounts theory, the authors explore how social accounts are used as one method to help to gain control of ideas, lessening management’s dependence on bureaucratic structures. The article exemplifies the managerial use of social accounts by reviewing the text of a videotape used by one organization in its attempt to influence workers’ ideas about management, unions and their own interests in order to keep the organization union free. The authors conclude with a discussion of how managerial uses of social accounts can be resisted by workers.

Ideology and the Economic Social Contract in a Downsizing Environment

By combining normative philosophy and empirical social science, we craft a research framework for assessing differential expectations embodied in normative conceptions of the economic social contract in the United States. We argue that there are distinct views of such a contract grounded in individualist and communitarian philosophical ideologies. We apply this framework to organizational downsizing, postulating that certain human resource practices, in combination with the respective ideological orientations, will affect perceptions of the justice of downsizing policies.

Are Past Normative Behaviors Predictive of Future Behavioral Intentions

We acknowledge the limitations in measures of moral reasoning and pursue an alternative technique by investigating past behaviors as they relate to present behavioral intentions. Our purpose is to evaluate the merits of patterned normative behavior for predicting present and future, morally relevant outcomes. Participants (N = 177) completed a policy capturing experimental design responding to questions that orthogonally varied the situational nature of the decision context. Results indicate that past normative behaviors are significantly and directly related to ethical behavioral intentions. Moreover, they moderate the relationships between situational factors and intended outcomes as well as moral reasoning and intended outcomes.

Understanding Values in Organizations: A Value Dynamics Perspective

The objective of this paper is to augment the business values literature by building upon research that claims individual value frames are subject to hierarchical re-scaling, value redefinition, and value removal or induction. In contrast to the person-organization cultural fit approach of value congruence, we postulate that the cognitive discomforts resulting from just-world needs, self-identity completion and self-concept maintenance, as moderated by contextual and dispositional variables, are resolved through the selection and accentuation of legitimating and justifying values that ultimately cast the nature of the world as fair, complete central self-identities, and affirm the self. Research and practical implications are discussed.

Disaffected Loyalties in a Changing Contractual Environment

In this paper we examine the effects of the changing employee-employer relationship on loyalty – a construct we developed along Hirschman’s model. The impact on perceptions of loyalty during a downsizing is assessed using a design that manipulates HRM policies toward the use of temporary employees, retraining, employee voice, seniority and community coordination. We introduce ideological orientation as a variable that will have direct and indirect affects. Both MBA students and managers (N = 269) participated in the study. All HRM policies and ideological orientations have direct affects; in addition some indirect effects for ideological orientation emerged.

Functional Psychopathy in Morally Relevant Business Decisions

Literature addressing organizational ethical behavior has focused intensely on cognitive moral development, and more recently the automatic and natural moral inclinations (i.e., moral intuitions). Research addressing the incapacity for moral reasoning, such as psychopathy, is rarely addressed in organizational behavior (Smith & Lilienfeld, 2013; Stevens, Deuling, & Armenakis, 2011). Our first aim is to develop a construct definition for functional psychopathy that is appropriate for organizational science and theoretically consistent with the extensive previous clinical and criminal research in this field. Second, we apply two versions of a scale not previously used in business research relative to moral judgments. This scale is a self-reported measure of functional psychopathy and is useful for its relationships with ethically relevant business decisions. Further, we examine which factors emerge as having the highest relationship with ethical decision making. Third, we seek to advance the usefulness of this construct by more precisely placing psychopathy within its nomological network. With these goals in mind, a combined sample of business school seniors (N = 418) participated in three studies. Findings indicate a significant influence of psychopathy over a range of ethically relevant business decisions, as well as negative correlations with factors of the Moral Approbation (Ryan & Riordan, 2000) and the Moral Awareness (Reynolds, 2006a) scales. We conclude with directions for future research and considerations for practice.