The promise and perversity of perspective-taking in organizations

Ku, Gillian; Wang, Cynthia S.; Galinsky, Adam D.

doi:10.1016/j.riob.2015.07.003

Cited by 165 publications

(245 citation statements)

References 135 publications

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“…Perspective taking is defined as “the process of imagining the world from another's vantage point or imagining oneself in another's shoes” (Galinsky, Ku, & Wang, , p. 110) and is one dimension of Davis' () original conceptualization of empathy. Although the terms cognitive empathy and perspective taking are sometimes used interchangeably (see Ku, Wang, & Galinsky, for a recent review of perspective taking), researchers have since distinguished between the cognitive process of perspective taking and the outcome of cognitive empathy (i.e., actually understanding a target's internal state). Thus, although the act of perspective taking can result in cognitive empathy, it is not synonymous with cognitive empathy.…”

Section: Multidimensional Conceptualizations Of Empathymentioning

confidence: 99%

“I feel your pain”: A critical review of organizational research on empathy

2019

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Summary Empathy, a multidimensional construct comprised of cognitive, affective, and behavioral dimensions, has been advanced as a critical predictor of prosocial behavior and effectiveness in the workplace. However, despite organizational interest in empathy, there is a lack of consensus on what empathy is, how empathy should be measured, and how empathy research can meaningfully contribute to our understanding of organizational behavior. This paper aims to provide a roadmap for researchers and practitioners interested in empathy in the workplace. We first provide an updated overview of the state of the broader multidisciplinary literature on empathy. On the basis of this literature, we outline the three dimensions of empathy, discuss the distinctions between state/trait and observer/judged empathy, and compare empathy with related constructs. This integrated multidimensional conceptualization provides the basis for our critical review and recommendations. We review the organizational research on empathy (1983–2018), identifying critical issues with how empathy has been conceptualized, measured, and designed, and offer practical recommendations for the advancement of organizational research on empathy. We conclude by highlighting two fundamental questions: (a) is empathy associated with important outcomes of interest to organizations and employees, and (b) can empathy be changed, and if so, how?

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Section: Multidimensional Conceptualizations Of Empathymentioning

confidence: 99%

“I feel your pain”: A critical review of organizational research on empathy

2019

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“…Examples of communal dependent variables include social evaluations Kipnis, 1972), performance evaluations (Georgesen & Harris, 1998;Georgesen & Harris, 2000), perspective taking Ku, Wang, & Galinsky, 2015), and generosity (Cote et al, 2011;DeCelles et al, 2012;Tost, Wade-Benzoni, & Johnson, 2015).…”

Section: Linking Structural and Psychological Power: An Integrative Mmentioning

confidence: 99%

When, why, and how do powerholders “feel the power”? Examining the links between structural and psychological power and reviving the connection between power and responsibility

Tost

2015

Research in Organizational Behavior

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“…A possible explanation for the deviation might be cultural differences. The prior research cited above was conducted in western cultures, where perspective taking is perhaps not as high as in Chinese culture (Ku, Wang and Galinsky ). For instance, the mean of perspective taking in Table (M = 4.00, SD = 0.45) is higher than that of Parker and Axtell () (M = 3.58, SD = 0.65), whose study was conducted in a western context.…”

Section: Discussionmentioning

confidence: 99%

“…In line with this logic, we expect that perspective taking will magnify the positive relationship between DHPWS and OCB. That is because employees with high levels of perspective taking tend to facilitate this co‐operation process encouraged by DHPWS by engaging in more interaction with others and co‐ordinating their actions with others (Ku, Wang and Galinsky ).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

How do department high‐performance work systems affect creative performance? a cross‐level approach

Liu

2017

Asia Pac J Human Res

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In this study, we examine the relationship between department high-performance work systems (DHPWS) and employees' creative performance. Data are obtained from a sample of 335 employees in 74 departments in People's Republic of China. Results of hierarchical linear modeling reveal that DHPWS are positively related to employees' creative performance, and organizational citizenship behavior (OCB) partially mediates that relationship. Perspective taking, which represents a cognitive factor in which employees focus on others and adopt others' viewpoint in order to better understand their preferences and values, moderates the DHPWS-OCB relationship. However, perspective taking does not serve as a moderator between DHPWS and employees' creative performance. These findings shed new light on the mechanisms through which DHPWS influence employees' creative performance and contribute to the strategic HRM and creativity literature. We discuss implications of these results for research and practice.Keywords: creative performance, department high-performance work systems, organizational citizenship behavior, perspective taking Key points 1 Filling in the gap of extant high-performance work systems (HPWS) research which mainly focuses on the effects of organization-level HPWS, we explore the development of HPWS by focusing on department HPWS (DHPWS). 2 Adopting a cross-level approach, our study empirically investigates whether, how and when DHPWS affect employees' creative performance. 3 The results demonstrate the mediating role of organizational citizenship behavior (OCB) between DHPWS and employees' creative performance and the moderating role of perspective taking between DHPWS and OCB. 4 Our study contributes not only to HPWS literature but also to the creativity literature, with our findings showing that DHPWS represent a department 'conducive environment' that can promote employees' creative performance.

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The promise and perversity of perspective-taking in organizations

Cited by 165 publications

References 135 publications

“I feel your pain”: A critical review of organizational research on empathy

“I feel your pain”: A critical review of organizational research on empathy

When, why, and how do powerholders “feel the power”? Examining the links between structural and psychological power and reviving the connection between power and responsibility

How do department high‐performance work systems affect creative performance? a cross‐level approach

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