Browsing by Author "Outlaw, Ryan"

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    How fair versus how long: An integrative theory‐based examination of procedural justice and procedural timeliness
    (Wiley, 2019) Outlaw, Ryan; Colquitt, Jason A.; Baer, Michael D.; Sessions, Hudson; Kelley School of Business - Indianapolis
    Although studies have linked procedural justice to a range of positive attitudes and behaviors, the focus on justice has neglected other aspects of decision‐making procedures. We explore one of those neglected aspects: procedural timeliness—defined as the degree to which procedures are started and completed within an acceptable time frame. Do employees react to how long a procedure takes, not just how fair it seems to be? To explore that question, we examined the potential effects of procedural timeliness using six theories created to explain the benefits of procedural justice. This integrative theory‐based approach allowed us to explore whether “how long” had unique effects apart from “how fair.” The results of a three‐wave, two‐source field study showed that procedural timeliness had a significant indirect effect on citizenship behavior through many of the theory‐based mechanisms, even when controlling for procedural justice. A laboratory study then replicated those effects while distinguishing procedures that were too fast versus too slow. We discuss the implications of our results for research on fostering citizenship behavior and improving supervisors’ decision‐making procedures.
  • Thumbnail Image
    Item
    Pacification or Aggravation? The Effects of Talking about Supervisor Unfairness
    (AOM, 2018-10) Baer, Michael D.; Rodell, Jessica B.; Dhensa-Kahlon, Rashpal K.; Colquitt, Jason A.; Zipay, Kate P.; Burgess, Rachel; Outlaw, Ryan; Kelley School of Business - Indianapolis
    Many employees feel a general sense of unfairness toward their supervisors. A common reaction to such unfairness is to talk about it with coworkers. The conventional wisdom is that this unfairness talk should be beneficial to the aggrieved employees. After all, talking provides employees with an opportunity to make sense of the experience and to “let off steam.” We challenge this perspective, drawing on cognitive-motivational-relational theory to develop arguments that unfairness talk leads to emotions that reduce the employee’s ability to move on from the unfairness. We first tested these proposals in a three-wave, two-source field study of bus drivers (Study 1), then replicated our findings in a laboratory study (Study 2). In both studies, we found that unfairness talk was positively related to anger and negatively related to hope. Those emotions went on to have direct effects on forgiveness and indirect effects on citizenship behavior. Our results also show that the detrimental effects of unfairness talk were neutralized when the listener offered suggestions that reframed the unfair situation. We discuss the implications of these results for managing unfairness in organizations.
  • Thumbnail Image
    Item
    Supply Chain Trust: A Two-Way Street?
    (Academy of Management, 2018-07-01) Minerbo, Claudio; Flynn, Barbara B.; Carla Farias Pereira, Susana; Outlaw, Ryan
    This research compares differences between customers´ and suppliers´ perceptions of the trustworthiness of their supply chain exchange partners and the implications for performance, applying the organizational behavior and marketing literature on trust to the supply chain context. A survey in the logistics sector in Brazil was used to collect data from two independent samples (customers and suppliers). Three alternative models of the antecedents of trustworthiness perceptions and the relationship between trust and performance were tested using multiple regression. This was followed by a panel session with logistics industry experts to discuss the results and their practical implications. We found that the ability of an exchange partner is important to both suppliers and customers in their perceptions of trustworthiness. In addition, customer integrity is important to suppliers, while supplier benevolence is important to customers. Trust is related to expectations about order accuracy, quality and cost by both suppliers and customers and to suppliers’ on-time delivery expectations. The findings support the contention of social exchange theory that, when there is a trusting relationship between exchange partners, there is heightened commitment to jointly held goals. They also support transaction cost economics theory by showing how trust forms an intangible transaction- specific asset that serves as a governance mechanism against opportunistic behavior. The findings provide a useful guideline for managers seeking to improve trust in their supply chain relationships. This paper extends interorganizational trust models showing that the relationship between trust and performance may not be applicable to customers and suppliers in the same manner.
  • Thumbnail Image
    Item
    The Use of Online Panel Data in Management Research: A Review and Recommendations
    (Sage, 2019-01) Porter, Christopher O. L. H.; Outlaw, Ryan; Gale, Jake P.; Cho, Thomas S.; Kelley School of Business - Indianapolis
    Management scholars have long depended on convenience samples to conduct research involving human participants. However, the past decade has seen an emergence of a new convenience sample: online panels and online panel participants. The data these participants provide—online panel data (OPD)—has been embraced by many management scholars owing to the numerous benefits it provides over “traditional” convenience samples. Despite those advantages, OPD has not been warmly received by all. Currently, there is a divide in the field over the appropriateness of OPD in management scholarship. Our review takes aim at the divide with the goal of providing a common understanding of OPD and its utility and providing recommendations regarding when and how to use OPD and how and where to publish it. To accomplish these goals, we inventoried and reviewed OPD use across 13 management journals spanning 2006 to 2017. Our search resulted in 804 OPD-based studies across 439 articles. Notably, our search also identified 26 online panel platforms (“brokers”) used to connect researchers with online panel participants. Importantly, we offer specific guidance to authors, reviewers, and editors, having implications for both micro and macro management scholars.