Working 61 plus hours a week: Why do managers do it?

Brett, Jeanne M.; Stroh, Linda K.

doi:10.1037/0021-9010.88.1.67

Cited by 314 publications

(300 citation statements)

References 38 publications

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“…One, already mentioned above, relates to social exchange and contagion, pointing at the phenomenon that an individual's attitudes and behaviour may be strongly influenced through exposure to other individuals' attitudes and behaviour as a result of social interactions (e.g. Brett and Stroh, 2003). Dabholkar et al (2009) used this concept for studying the impact of employee communication styles on customers in an online group chat encounter.…”

Section: Analysing Micro-level Interactions: Theoretical Inputs From mentioning

confidence: 99%

Trickle Effects of Cross-Sector Social Partnerships

2010

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Cross-sector social partnerships are often studied from a macro and meso perspective, also in an attempt to assess effectiveness and societal impact. This paper pays specific attention to the micro perspective, i.e. individual interactions between and within organizations related to partnerships that address the 'social good'. By focusing on the potential effects and mechanisms at the level of individuals and the organization(s) with which they interact, it aims to help fill a gap in research on partnerships, including more insight into the process of interaction. We conceptually explore microlevel interactions, and how partnership effects may 'trickle down' (e.g. from management to employees), or 'trickle up' (from employees to management), or 'trickle round' (e.g. between employees). Based on literature from various disciplines, we discuss how more generic theories on social exchange and contagion, social learning and attraction-selection-attrition can help shed light on micro-level interactions in a partnership, considering in particular transmission mechanisms via employees, top and middle management, and customers. In this way, partnerships can have wider benefits, as individuals have multiple roles and effects at the micro level can spread to the meso and macro levels as well. Implications for research and practice are outlined.

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Section: Analysing Micro-level Interactions: Theoretical Inputs From mentioning

confidence: 99%

Trickle Effects of Cross-Sector Social Partnerships

2010

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“…Consider how many people one interacts with at work, how many hours one spends at work, and how important work is to one's evaluation of life (Brett & Stroh, 2003;Greenhause, 2001;Wrzensniewski & Dutton, 2001). Taking these things into account, understanding people's perception of their work partners is important.…”

Section: The Appeal Of Dominance Complementaritymentioning

confidence: 99%

An unconscious desire for hierarchy? The motivated perception of dominance complementarity in task partners.

Tiedens¹,

Unzueta²,

Young³

2007

Journal of Personality and Social Psychology

164

145

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In 6 studies, the authors examined the perception of dominance complementarity, which is the perception of a target as different from the self in terms of dominance. The authors argue that these perceptions are motivated by the desire for positive task relationships. Because dominance complementarity bodes well for task-oriented relationships, seeing dominance complementarity allows one to be optimistic about a work relationship. As evidence that perceptions of dominance complementarity are an instance of motivated perception, the authors show that complementary perceptions occur when participants think about or expect task-oriented relationships with the target and that perceptions of dominance complementarity are enhanced when individuals care about the task component of the relationship.

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“…Contagion theory and empirical research have increased in the psychological and sociological literatures since the 1950s. However, the management literature has devoted limited research attention to social contagion (Brett & Stroh, 2003;Burt & Janicik, 1996;Van den Bulte et al, 2001;Williamson et al, 2003). In the studies that do address this phenomenon, social contagion rarely is a major theoretical element.…”

Section: Contributions Of Current Researchmentioning

confidence: 99%

“…The topic of social influence has been widely addressed in the management literature, but only a handful of those studies incorporate the construct of social contagion (Brett et al, 2003;Burt et al, 1996;Van den Bulte et al, 2001;Williamson et al, 2003). Although focused on organizational misbehavior, this study of social contagion in organizations also informs the wider influence literature and be applicable to various topics where attitudes and behaviors can be thought of as transmissible, such as ethical and organizational citizenship behavior.…”

Section: Contributions Of Current Researchmentioning

confidence: 99%