2013 - Reprints: Strategy, Innovation and Entrepreneurship

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Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness, Safety Science, 51, 148-159, 2013
A. Carmeli, Y. Friedman and A. Tishler
(Reprint No. 232)
Research No. 04020100

Despite growing research interest in both top management team (TMT) processes and resilience in organizations, these two streams of research have remained largely separate, let alone fully developed. In this study, we examine whether and why relational connections marked by connectivity facilitate strategic decision comprehensiveness, and cultivate two forms of TMT resilience that capture both efficacious beliefs and adaptive capacity. Based on a sample of 74 TMTs, the findings of this study indicate that (1) connectivity is positively related to strategic decision comprehensiveness, (2) strategic decision comprehensiveness is positively associated with both forms of TMT resilience, and (3) connectivity is indirectly, through strategic decision comprehensiveness, related to both TMT resilience–efficacious beliefs and TMT resilience–adaptive capacity. These findings have direct implications for research on TMTs, decision-making processes, and resilience by specifying the ways in which relational connections help build capacities in senior executive teams.

RP_232_Carmeli.pdf

Leadership, creative problem-solving capacity, and creative performance: The importance of knowledge sharing, Human Resource Management, 52(1), 95-122, January-February 2013
A. Carmeli, R.Gelbard and R.Reiter-Palmon
(Reprint No. 237)

This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problemsolving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem-solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance-- fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem-solving capacity, thereby improving employee creative performance.

RP_237_Carmeli.pdf

Commercial software, adware, and consumer privacy, International Journal of Industrial Organization, 31 702-713, 2013
Y. Spiegel
(Reprint No. 268)

I study the choice between selling new software commercially and bundling it with ads and distributing it for free as adware. Adware allows advertisers to send targeted information to consumers which improves their purchasing decisions, but also entails a loss of privacy. I show that adware is more profitable when the perceived quality of the software is relatively low, when tracking technology improves, when consumers benefit more from information on consumer products and are less likely to receive it from external sources. I also show that improvements in the technology of display ads will lead to less violation of privacy and will benefit consumers, that depending on the software's quality, there are either too many or too few display ads in equilibrium, and that from a social perspective, adware dominates commercial software.

RP_268_Spiegel.pdf

Relationship quality and virtuousness: Emotional carrying capacity as a source of individual and team resilience, The Journal of Applied Behavioral Science, 49(1), 13-41, 2013
J.P. Stephens, E.D. Heaphy, A. Carmeli, G.M. Spreitzer and J.E. Dutton
(Reprint No. 270)

Virtuousness in organizations involves individuals and teams being resilient, or bouncing back from setbacks in ways that allow them to adapt and grow. In two studies, we focus on emotional carrying capacity (ECC), wherein relationship partners express more of their emotions, express both positive and negative emotions, and do so constructively, as a source of resilience in individuals and in teams. Study l’s findings indicate that ECC is positively related to individual resilience and that ECC mediates the link between relationship closeness and individual resilience. Study 2’s findings indicate a similar pattern for resilience at the team level: ECC is positively related to team resilience and mediates the connection between trust and team resilience. Together, these studies provide insight into how emotional expression in relationships is a key mechanism in explaining resilience, a foundational element for the pursuit of long-term virtuousness for individuals and for teams.

Strategic tournaments, American Economic Journal: Microeconomics, 5(4), 31-54, 2013
A. Arad and A. Rubinstein
(Reprint No. 266)

A strategic (round-robin) tournament is a simultaneous n-player game built on top of a symmetric two-player game G. Each player chooses one action in G and is matched to play G against all other players. The winner of the tournament is the player who achieves the highest total G-payoff. The tournament has several interpretations as an evolutionary model, as a model of social interaction, and as a model of competition between firms with procedurally rational consumers. We prove some general properties of the model and explore the intuition that a tournament encourages riskier behavior.

RP_266_Arad.pdf

Past decisions do affect future choices: An experimental demonstration, Organizational Behavior and Human Decision Processes, 121, 267-277, 2013
A. Arad
(Reprint No. 267)

This paper demonstrates experimentally that the mere fact that an alternative was chosen in the past increases the likelihood that it will be re-chosen in the future, when new alternatives are being offered. The experimental design consists of a new variation of the free-choice paradigm that is immune to Chen and Risen’s (2010) criticism of how results have been interpreted in previous studies of post-decision effects. An additional experiment indicates that once participants have chosen a particular alternative they view its characteristics more positively. I suggest that the new design can be used to study various aspects of the effect of past decisions on future ones. In the present paper, I apply it to show that the allocation of limited resources among various uses may be biased in favor of a particular use if it was preferred to another in a previous situation.

RP_267_Arad.pdf