Adopting a regulatory focus perspective, I study why people repeat a prior behavior that could be unpleasant, ineffective, or unethical. Driven by the concerns to avoid negative deviations from the status quo, the prevention aspect of self-regulation (i.e., prevention focus) is associated with the motivation to maintain the status quo (Higgins, 2005). Previous findings showing a prevention focus motivation to maintain the status quo suggest that sticking with a precedent is a safe choice that fits with prevention focus. Putting this motivation to a more challenging test, nine studies show that maintaining the status quo is a deep motivation for prevention focus that transcends hedonic, utilitarian, and ethical concerns. Specifically, being in a prevention focus, either measured as a chronic disposition or induced as a psychological state, increases the likelihood of 1) copying the managing behaviors of a role model, even when these behaviors are perceived as unpleasant or ineffective (Studies 1-5), and 2) repeating one's own choices regarding ethical behavior, regardless of whether the initial choice was ethical or not (Studies 6-9). Implications of this research and future directions are discussed.

In three essays, I investigate the antecedents and consequences of the firm-government revolving door, a type of employee mobility between firms and their regulators. In contrast to previous studies, which categorize the revolving door as a type of corporate political strategy, I suggest that both firms and governmental entities actively participate in the revolving door for their own strategic purposes. I argue that firms may hire former regulators in order to acquire their regulatory expertise, as well as their connections to current regulators. On the other hand, governmental entities, such as regulatory bodies, may hire individuals with regulated industry experience in order to build industry support for regulatory initiatives, as well as to learn how to regulate more effectively. Finally, as a consequence of this type of personnel movement, firms may obtain more favorable regulatory outcomes due both to the cognitive and regulatory capture of current regulators through past or (potential) future employment, respectively. Using a novel database containing career histories of all commissioners who served on 17 U.S. Independent Regulatory Commissions from 1887-2000, in Chapters II and III, I find evidence in support of firms and regulatory bodies both partaking in revolving door for their strategic ends. Furthermore, using another unique database of revolving doors between the USDA and its regulated agribiotechnology firms, in Chapter IV I find evidence for the revolving door contributing to more favorable regulatory outcomes for firms during the revolving regulators’ tenures. Thus, this project sheds light on the antecedents and the consequences of cross-sector mobility. The results of my study suggest that firms are able to skew regulatory outcomes in their favor, by using their new revolver hires to learn about, and influence the regulatory process. However, any negative consequences of such skewness may be at least partially balanced by the positive consequences of the regulatory agencies’ learning and support building with industry, which may improve regulatory quality.

Zou Xi. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 61-67). / Abstracts in English and Chinese ; questionnaires in Chinese. / TITLE PAGE --- p.I / ABSTRACT --- p.II / ACKNOWLEDGEMENT --- p.IV / TABLE OF CONTENT --- p.V / Chapter CHAPTER ONE: --- INTRODUCTION --- p.1 / Chapter CHAPTER TWO: --- LITERATURE REVIEW --- p.4 / Review on OCB --- p.4 / Original Conceptualization of OCB --- p.5 / Critiques of OCB conceptualization --- p.6 / Redefining OCB --- p.11 / Dimensions of OCB --- p.12 / Cross-culture generalizbility of the OCB scale --- p.13 / Review on the application of role theory --- p.14 / Functional roles of managers --- p.15 / A role-based performance appraisal --- p.16 / The meaning of role metaphor --- p.17 / Summary --- p.17 / Chapter CHAPTER THREE: --- A ROLE PERSPECTIVE OF OCB --- p.19 / Defining Roles --- p.19 / Identifying Functional Roles --- p.21 / Spatial typology of the role system --- p.22 / Identifying individual roles --- p.25 / Constructing a Role Model of OCB --- p.29 / Chapter CHAPTER FOUR: --- METHODOLOGY --- p.37 / Samples and Data Collection --- p.37 / Measures --- p.40 / Chapter CHAPTER FIVE: --- RESULTS --- p.43 / Analysis --- p.43 / Regression Results --- p.47 / Chapter CHAPTER SIX: --- DISCUSSION --- p.51 / Discussion on Findings --- p.51 / Theoretical Contributions --- p.55 / Practical Contributions --- p.57 / Limitations --- p.58 / Conclusion --- p.59 / REFERENCES --- p.61 / Chapter Appendix A: --- Questionnaire for the Pilot Study --- p.68 / Chapter Appendix B: --- Questionnaire for Subordinates in the Sampling Branch --- p.70 / Chapter Appendix C: --- Questionnaire for Supervisors in the Sampling Branch --- p.77 / Chapter Appendix D: --- On-line questionnaire for Cooperative Climate in the Main Study --- p.83

abstract: Forty-four million U.S. workers hold a flexible work role in the “gig economy” in conjunction with a traditional work role. This supplementary work role is known as a side-hustle, or income-generating work performed on the side of a full-time job. Whereas organizations and scholars have tended to view side-hustles as an activity that diminishes employee performance, employees may enjoy benefits from side-hustles. Indeed, research points to the benefits of accumulating multiple roles outside of work (e.g., volunteering or family roles). I investigate these disparate perspectives about the positive and negative implications of a SHR for performance in full-time work. To do so, I draw on boundary theory, which suggests that the degree of similarity between two roles, whether different from one another or blurring together, shapes how roles affect attitudes and behavior. I tested my predictions about how SHRs influence full-time work performance in a four-wave field study of 276 employees and 170 supervisors. Specifically, I address similarity between a SHR and FWR (SHR-FWR similarity), or the number of similar requirements between a SHR and FWR and extent of those similarities. I argue that SHR-FWR similarity has a negative relationship with boundary negotiation efforts because transitions between similar roles require little psychological effort. This relationship was not supported by my findings. I also assert that SHR-FWR similarity decreases psychological detachment from full-time work as similar roles blur together and limit recovery from full-time work. This relationship was supported by my findings. I further argue that side-hustle meaningfulness moderates the relationship between SHR-FWR similarity and boundary negotiation efforts and psychological detachment from full-time work. This prediction was supported for the effect on psychological detachment from full-time work. Finally, I examined how the effects of SHR-FWR similarity carry through to full-time work performance via exhaustion. These indirect effects were not supported. A supplemental polynomial regression analysis in which I examined status consistency was more fruitful. I found that status inconsistencies between a SHR and FWR led to increased role stress within full-time work. I conclude with a discussion of alternative approaches to understanding the confluence of SHRs and FWRs and practical implications. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2019

The purpose of this dissertation was to extend research that examines the overlap between leadership and human resource management (HRM). Specifically, it sought to understand the leadership factors that would predict HRM system strength. Using a sample of 385 employees nested in 32 restaurant units, a model was examined that explored the relationships between leader political skill, leader communication behaviors, HRM system strength, and the multilevel outcomes of unit-level financial performance, leader likeability, and employee job performance. Through an integration of social/political influence theory and uncertainty reduction theory, it was predicted that leaders’ political skill and communication behaviors would lead to an increase of HRM system strength, which would then increase the three multilevel outcomes. The results of this dissertation suggest that leader communication behaviors relate the strongest to HRM system strength. There is also a modicum of support for political skill and its indirect effect, via leader communication behaviors, to HRM system strength. HRM system strength demonstrated significant effects on unit-level financial performance, albeit it the opposite direction than was hypothesized. Taken together, this dissertation makes a contribution to research related to the antecedents of HRM system strength, the refinement of the social/political influence theory, and in helping further explore the shared space between the leadership and HRM research domains. / A Dissertation submitted to the Department of Management in partial fulfillment of the requirements for the degree of Doctor of Philosophy. / Spring Semester 2019. / April 12, 2019. / Human resource management, Human resource system strength, Leadership, Social/political influence, Uncertainty reduction / Includes bibliographical references. / Gerald R. Ferris, Professor Co-Directing Dissertation; Gang Wang, Professor Co-Directing Dissertation; Deborah J. Armstrong, University Representative; Chad H. Van Iddekinge, Committee Member.

In this thesis, I demonstrate that the theory and practice of contemporary institution forming, in community, business, administration and governance, are dominated by approaches that prevent us finding that which is now most urgently sought. This is an understanding of the endogenous origins and nature of social change and innovation, and the means by which it can be managed. I point directly at an alternative, provide an exposition of its potential and implications, both theoretical and applied, and propose a conceptual framework for its further application and extension. Methodologies appropriate to such a theory will include both simulation and qualitative research, in particular situated narrative. For the former, agent based simulation is most appropriate. For the latter, a 'naturalistic inquiry' method is most appropriate as it best highlights the importance of keeping track of phenomenal domain from which situations are being interpreted and explained. These combined techniques make possible a rigorous development of social theory denied where the extremes of positivism or relativism are embraced along the dimensions of the existing modernist/post-modernist divide. Agent based computational theory and method is currently dominated by cognitive and representationalist models. These are inconsistent with the assumptions necessary to bring to the fore the implications of complexity for social analysis. One of the most important contributions of this work is the development of a theory of agency consistent with that required if sources of order other than deliberate action in a boundedly rational decision space are to be considered. This is essential if the full import of complexity for understanding social dynamics is to be explored. This theory of agency takes the form of a social meta-model as a guide to future development and research. The work concludes with a brief exposition of a research program needed to advance the ideas presented. / Doctor of Philosophy (PhD) (Social Ecology)

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Thesis (Ph. D.)--Ohio State University, 1983. / Includes vita. Includes bibliographical references (leaves 156-159). Available online via OhioLINK's ETD Center.

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Abstract Successful organizations at present, manage their business activities in an effective manner. Since the significance issue to stay in competitive markets is to improve the business process sequentially, well-defined business process management can increase the competitive advantages to an advanced quality at a lower cost. In fact,business process management (BPM) applied as a comprehensive approach for managing the organizational procedures. As a side of process viewpoint, business process management is considered as principal method which assist organizations sustain their objectives.This thesis reviews and inspects the concept of business process management and the importance of business process management in organizations. The focal point of thisthesis is alignment between organization strategy and business process managementhow the business people think about this alignment and managing their business activities. By investigating various literatures, we appreciate the need of holistic approach, which fit the organization strategy and business process management.Subsequently, we turn to survey the approach of the alignment of business process management in SMEs that located in Jönköping.The empirical data, which collected from three organizations, are analyzed and the research approach has been validated. The result demonstrates that SMEs consider alignment between their business process management and organization strategy is crucial and helps to achieve their organization objectives. The alignment improves monitoring and transparency, increased profits and helps to increase the efficiency of staff. They indicate people, management, leadership, information technology,communication, governance and culture are important factors that associated with the alignment of business process management and organization strategy.