Kimberly D. Elsbach

Acquiring Organizational Legitimacy Through Illegitimate Actions: A Marriage of Institutional and Impression Management Theories

This article links institutional and impression management perspectives in a process model of how controversial and possibly unlawful actions of members of organizations can lead to endorsement and support from key constituencies. This model is grounded in interview, archival, and observational data concerning eight illegitimate actions attributed to members of two social movement organizations. We found that institutional conformity and decoupling illegitimate activities from legitimate structures facilitated spokespersons’ efforts to use impression management tactics that shifted attention away from the controversial actions and toward the socially desirable goals endorsed by broader constituencies. As a result, these organizations used publicity generated by illegitimate actions to obtain endorsement and support from those constituencies. We discuss the implications of the model for other kinds of organizations and derive testable propositions. We also consider implications for institutional and impres...

Accounts, excuses, and apologies : a theory of image restoration strategies

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Enhancing Creativity Through “Mindless” Work: A Framework of Workday Design

We propose that organizations use a new framework of workday design to enhance the creativity of todays chronically overworked professionals. Although insights from creativity research have been integrated into models of work design to increase the stimulants of creativity (e.g., intrinsic motivation), this has not led to work design models that have effectively reduced the obstacles to creativity (e.g., workload pressures). As a consequence, creative output among professionals in high-workload contexts remains disappointing. In response, we offer a framework of work design that focuses on the design of entire workdays rather than the typical focus on designing either specific tasks or very broad job descriptions (e.g., as the job characteristics model in Hackman et al. 1975). Furthermore, we introduce the concept of “mindless” work (i.e., work that is low in both cognitive difficulty and performance pressures) as an integral part of this framework. We suggest that to enhance creativity among chronically overworked professionals, workdays should be designed to alternate between bouts of cognitively challenging and high-pressure work (as suggested in the original model by Hackman et al. 1975), and bouts of mindless work (as defined in this paper). We discuss the implications of our framework for theories of work design and creativity.

4 The Physical Environment in Organizations

Abstract We review empirical research on the physical environment in professional, organizational work settings (i.e., offices, meeting rooms, and design work spaces) from the past several decades. This research reveals no common elements of the physical environment (e.g., enclosures and barriers in work spaces, adjustable work arrangements, personalized work spaces, and ambient surroundings) that are consistently and exclusively associated with desired outcomes in these work settings. Instead, these elements are routinely associated with both desired and undesired outcomes. Based on these findings, we suggest that understanding the role of physical environments in organizations requires an understanding of common trade-offs in organizational life. Further, we suggest that the prevalence of such trade-offs is grounded in tensions that are inherent to the functions that physical environments serve (i.e., aesthetic, instrumental, and symbolic functions). We provide an outline of these tensions and trade-off...

It's More than a Desk: Working Smarter through Leveraged Office Design

Current trends in telecommuting and non-territorial office design have changed what it means to work in an on-site office and, subsequently, have increased the number of functions office design is expected to serve. At the same time, innovations in technology and design provide todays managers more choices than ever when outfitting their offices. This article offers a framework of leveraged office design that illustrates how managers can make design choices that both capitalize on the newest innovations in office design and serve the emerging needs of corporate workers. The framework specifically explores three functions of workplace design: instrumental functions, such as improving decision making and inter-group collaboration; symbolic functions, such as affirming individual distinctiveness and group status; and aesthetic functions, such as allowing for desired sensory experiences and promoting a sense of place attachment. This framework illustrates how organizations can capitalize on all three functions through their choices in office decor and layout.

How passive ‘face time’ affects perceptions of employees: Evidence of spontaneous trait inference

We examine how passive ‘face time’ (i.e. the amount of time one is passively observed, without interaction) affects how one is perceived at work. Findings from a qualitative study of professional office workers suggest that passive face time exists in two forms: 1) being seen at work during normal business hours — or expected face time, and 2) being seen at work outside of normal business hours — or extracurricular face time. These two forms of passive face time appear to lead observers to make trait inferences (i.e. they lead observers to perceive employees as either ‘dependable’ or ‘committed’, depending on the form of passive face time). Findings from an experimental study confirm our qualitative findings and suggest that trait inferences are made spontaneously (i.e. without intent or knowledge of doing so).We discuss the implications of our findings for theories of person perception and the practice of performance appraisal.

Explaining Variation in Organizational Identity Categorization

In explaining why constituent groups often vary in their perceptions of the most salient aspects of an organization’s identity, existing research has drawn, almost exclusively, on social identity research and self-enhancement motives. This research suggests that when different organizational identity categorizations are enhancing to some groups but not others, variation in organizational identity perceptions arises. In this paper, by contrast, we explore the role that unmotivated or “spontaneous” cognitions may play in influencing variation in constituents’ organizational identity categorizations. Based on data from a study of U.S. business school constituents, we develop a dual-path model through which both motivated and spontaneous processes influence the different organizational identity categorizations constituent groups find to be most salient. We discuss both the theoretical and practical implications of these findings.

Design Thinking and Organizational Culture: A Review and Framework for Future Research:

Design thinking comprises an approach to problem solving that uses tools traditionally utilized by designers of commercial products, processes, and environments (e.g., designing a new car or the layout of a new airport). While design thinking was originally introduced as an approach that would work best when infused into the culture of an organization, most early studies of design thinking focused on identifying the specific tools and methods that might be used to solve management problems. Only recently have researchers examined how the implementation of design thinking might relate to organizational-level constructs, such as organizational culture. In this review, we examine empirical research (mostly from the past decade) that relates the practice of design thinking to the development of culture in organizations. Through this review, we identify how the use of specific design thinking tools supports the development of specific organizational cultures and vice versa. In addition, we identify how using design thinking tools produces emotional experiences and physical artifacts that help users to understand why and how specific cultures support the effective use of specific tools. Together, our review findings suggest that the experiential nature of design thinking tools and cultures (i.e., that they require people to actively engage in hands-on work) allows them to support one another. On the basis of this insight, we develop a general framework for organizing design thinking research and identify a number of avenues for future research that might advance our understanding of design thinking in organizational contexts.

A dual-mode framework of organizational categorization and momentary perception

We examine how both automatic and motivated modes of categorization are integral to understanding momentary perceptions of organizations, including perceptions of organizational identity and legitimacy. We begin by discussing how extant organizational research has relied, primarily, on single modes of categorization to describe how we form momentary perceptions of organizations. These ‘single-mode’ frameworks have explained momentary organizational perceptions as the result of either automatic categorization (i.e. driven by unconscious cognitive processes) or motivated categorization (i.e. driven by individual needs and desires). While these frameworks explain much about momentary organizational perceptions, we provide some notable examples that do not follow the paths they predict. To more fully explain momentary organizational perceptions, we present a framework grounded in psychological research that considers how both motivated and automatic modes of categorization influence these perceptions. In doing so, we illustrate how such a ‘dual-mode’ framework might better account for organizational perceptions that seem counter-intuitive when viewed through a single-mode lens. We conclude by outlining some theoretical and practical implications of our framework, and presenting an agenda for future research on organizational categorization and perception that may capitalize on our dual-mode framework.

The Role of Compensation Criteria to Minimize Face-Time Bias and Support Faculty Career Flexibility An Approach to Enhance Career Satisfaction in Academic Pathology

Work-life balance is important to recruitment and retention of the younger generation of medical faculty, but medical school flexibility policies have not been fully effective. We have reported that our school’s policies are underutilized due to faculty concerns about looking uncommitted to career or team. Since policies include leaves and accommodations that reduce physical presence, faculty may fear “face-time bias,” which negatively affects evaluation of those not “seen” at work. Face-time bias is reported to negatively affect salary and career progress. We explored face-time bias on a leadership level and described development of compensation criteria intended to mitigate face-time bias, raise visibility, and reward commitment and contribution to team/group goals. Leaders from 6 partner departments participated in standardized interviews and group meetings. Ten compensation plans were analyzed, and published literature was reviewed. Leaders did not perceive face-time issues but saw team pressure and perception of availability as performance motivators. Compensation plans were multifactor productivity based with many quantifiable criteria; few addressed team contributions. Using these findings, novel compensation criteria were developed based on a published model to mitigate face-time bias associated with team perceptions. Criteria for organizational citizenship to raise visibility and reward group outcomes were included. We conclude that team pressure and perception of availability have the potential to lead to bias and may contribute to underuse of flexibility policies. Recognizing organizational citizenship and cooperative effort via specific criteria in a compensation plan may enhance a culture of flexibility. These novel criteria have been effective in one pilot department.