Peer reporting of unethical behavior: social context perspective

Article Abstract:

This research hypothesized that two social context conditions influence group members' evaluations of peer reporting of unethical behavior and their own inclination to report peers: the misconduct threatens the interests of group members and peer reporting is defined as a role responsibility of group members. Two scenario studies provided mixed support for the hypotheses, results differing in the two hypothetical settings. In both studies, however, when subjects perceived a peer reporter as highly ethical, they simultaneously evaluated him or her as unlikable. Results of a field survey provided some support for the generalizability of the findings to an actual work setting. (Reprinted by permission of the publisher.)

Analysis, Evaluation, Ethical aspects, Work ethic, Misconduct in office, Peer review

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Rational and social theories as complementary explanations of communication media choices: two policy-capturing studies

Article Abstract:

Recent media choice research has focused on attempts to determine what theory best explains people's choices of communication media. Two within-subject policy-capturing studies support the notion that media richness and social influence theories are complementary rather than competing and that the relative importance of choice factors depends on the medium. A comparison of policy-capturing and survey findings points to policy capturing as a useful research methodology. Results also suggest that rational and social factors should be included in comprehensive models of media choice that address both traditional and new media. (Reprinted by permission of the publisher.)

Social aspects, Interpersonal communication, Organizational communication

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Punishment from the manager's perspective: a grounded investigation and inductive model

Article Abstract:

We employed a qualitative interview technique to develop an inductive model of punishment from a management perspective. Findings suggest that managers feel pressure from a variety of sources - organizations, work groups, punished subordinates, and themselves. Managers are also aware that punishment is a highly charged cognitive and emotional event with broad and far-reaching effects that range well beyond punished subordinates and simply changing their attitudes and behaviors. (Reprinted by permission of the publisher.)

Research, Models, Executives, Punishment, Employee discipline

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