A Tale of Two Hierarchies: Interactive Effects of Power Differentiation and Status Differentiation on Team Performance
Published Online:8 Dec 2021https://doi.org/10.1287/orsc.2021.1540
References
- (2014) Ideo’s culture of helping. Harvard Bus. Rev. 92(1-2):54.Google Scholar
- (2010) The functions and dysfunctions of hierarchy. Res. Organ. Behav. 30:55–89.Crossref, Google Scholar
- (2009) The pursuit of status in social groups. Current Directives Psych. Sci. 18(5):295–298.Crossref, Google Scholar
- (2015) Is the desire for status a fundamental human motive? A review of the empirical literature. Psych. Bull. 141(3):574–601.Crossref, Google Scholar
- (2001) Who attains social status? Effects of personality and physical attractiveness in social groups. J. Personality Soc. Psych. 81(1):116–132.Crossref, Google Scholar
- (2006) Knowing your place: Self-perceptions of status in face-to-face groups. J. Personality Soc. Psych. 91(6):1094–1110.Crossref, Google Scholar
- (2015) Hierarchical cultural values predict success and mortality in high-stakes teams. Proc. National Acad. Sci. USA 112(5):1338–1343.Crossref, Google Scholar
- (2016) When the bases of social hierarchy collide: Power without status drives interpersonal conflict. Organ. Sci. 27(1):123–140.Link, Google Scholar
- (1989) Top management and innovations in banking: Does the composition of the top team make a difference? Strategic Management J. 10:107–124.Crossref, Google Scholar
- (1969) Organization structure and complex problem solving. Admin. Sci. Quart. 14(2):260–271.Crossref, Google Scholar
- (2012) Status conflict in groups. Organ. Sci. 23(2):323–340.Link, Google Scholar
- (1972) Status characteristics and social interaction. Amer. Sociol. Rev. 37(3):241–255.Crossref, Google Scholar
- (1982) External validity is more than skin deep: Some answers to criticisms of laboratory experiments. Amer. Psych. 37(3):245–257.Crossref, Google Scholar
- (2012) Differentiating the effects of status and power: A justice perspective. J. Personality Soc. Psych. 102(5):994–1014.Crossref, Google Scholar
- (2014) What’s in a name? Status, power, and other forms of social hierarchy. Cheng JT, Tracy JL, Anderson C, eds. The Psychology of Social Status (Springer, New York), 71–95.Crossref, Google Scholar
- (2016) Looking out from the top: Differential effects of status and power on perspective taking. Personality Soc. Psych. Bull. 42(6):723–737.Crossref, Google Scholar
- (1964) Exchange and Power in Social Life (John Wiley, New York).Google Scholar
- (2011) Power, status, and learning in organizations. Organ. Sci. 22(5):1182–1194.Link, Google Scholar
- (1969) Effects of flat and tall organization structure. Admin. Sci. Quart. 14(2):178–191.Crossref, Google Scholar
- (2014) Divide and conquer: When and why leaders undermine the cohesive fabric of their group. J. Personality Soc. Psych. 107(6):1033–1050.Crossref, Google Scholar
- (2018) To lead or to be liked: When prestige-oriented leaders prioritize popularity over performance. J. Personality Soc. Psych. 115(4):657–676.Crossref, Google Scholar
- (2014) What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Acad. Management J. 57(1):172–192.Crossref, Google Scholar
- (1998) Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. J. Appl. Psych. 83(2):234–246.Crossref, Google Scholar
- (2001) Relationship orientation as a moderator of the effects of social power. J. Personality Soc. Psych. 80(2):173–187.Crossref, Google Scholar
- (2008) Publishing laboratory research in AMJ: A question of when, not if. Acad. Management J. 51(4):616–620.Google Scholar
- (2012) Knowledge hiding in organizations. J. Organ. Behav. 33(1):64–88.Crossref, Google Scholar
- (1991) Effects of ethnic-group cultural-differences on cooperative and competitive behavior on a group task. Acad. Management J. 34(4):827–847.Crossref, Google Scholar
- (2020) Seeing oneself as a valued contributor: Social worth affirmation improves team information sharing. Acad. Management J., ePub ahead of print August 19, https://doi.org/10.5465/amj.2018.0790.Google Scholar
- (2005) When and why leaders put themselves first: Leader behaviour in resource allocations as a function of feeling entitled. Eur. J. Soc. Psych. 35(4):553–563.Crossref, Google Scholar
- (2002) How do leaders promote cooperation? The effects of charisma and procedural fairness. J. Appl. Psych. 87(5):858–866.Crossref, Google Scholar
- (2012) Does power corrupt or enable? When and why power facilitates self-interested behavior. J. Appl. Psych. 97(3):681–689.Crossref, Google Scholar
- (1987) The support of autonomy and the control of behavior. J. Personality Soc. Psych. 53(6):1024–1037.Crossref, Google Scholar
- (2010) Who will lead and who will follow? A social process of leadership identity construction in organizations. Acad. Management Rev. 35(4):627–647.Crossref, Google Scholar
- (2004) Transformational leadership and team performance. J. Organ. Change Management 17(2):177–193.Crossref, Google Scholar
- (1975) Evaluation and the Exercise of Authority: A Theory of Control Applied to Diverse Organizations (Jossey-Bass, San Francisco).Google Scholar
- (2012) Super size me: Product size as a signal of status. J. Consumer Res. 38(6):1047–1062.Crossref, Google Scholar
- (1962) Power-dependence relations. Amer. Sociol. Rev. 27(1):31–41.Crossref, Google Scholar
- (2015) Withholding the ace: The individual- and unit-level performance effects of self-reported and perceived knowledge hoarding. Organ. Sci. 26(2):494–510.Link, Google Scholar
- (2012) The destructive nature of power without status. J. Experiment. Soc. Psych. 48(1):391–394.Crossref, Google Scholar
- (2010) Interpersonal stratification: Status, power, and subordination. Fiske ST, Gilbert DT, Lindzey G, eds. Handbook of Social Psychology, 5th ed. (John Wiley & Sons, Hoboken, NJ), 941–982.Crossref, Google Scholar
- (1959) The bases of social power. Cartwright D, ed. Studies in Social Power (University of Michigan Press, Ann Arbor), 150–167.Google Scholar
- (2006) Power and perspectives not taken. Psych. Sci. 17(12):1068–1074.Crossref, Google Scholar
- (2014) Acceleration with steering: The synergistic benefits of combining power and perspective-taking. Soc. Psych. Personality Sci. 5(6):627–635.Crossref, Google Scholar
- (2012) Dynamically integrating knowledge in teams: Transforming resources into performance. Acad. Management J. 55(4):998–1022.Crossref, Google Scholar
- (2000) The balance of power: Interpersonal consequences of differential power and expectancies. Personality Soc. Psych. Bull. 26(10):1239–1257.Crossref, Google Scholar
- (2010) Equality vs. differentiation: The effects of power dispersion on group interaction. J. Appl. Psych. 95(6):1032–1044.Crossref, Google Scholar
- (2017) The dysfunctions of power in teams: A review and emergent conflict perspective. Staw BM, Brief AP, eds. Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews, vol 37 (Elsevier, New York), 103–124.Crossref, Google Scholar
- (2018) Why an when hierarchy impacts team effectiveness: A meta-analytic integration. J. Appl. Psych. 103(6):591–613.Crossref, Google Scholar
- (2007) Power and goal pursuit. Pers. Soc. Psychol. Bull. 33(8):1076–1087.Crossref, Google Scholar
- (1996) Teams in organizations: Recent research on performance and effectiveness. Annu. Rev. Psych. 47:307–338.Crossref, Google Scholar
- (2010) To share or not to share? Professional norms, reference groups, and information withholding among life scientists. Organ. Sci. 21(4):873–891.Link, Google Scholar
- (2011) A functional model of hierarchy. Organ. Psych. Rev. 1(1):32–52.Crossref, Google Scholar
- (2012) When hierarchy wins: Evidence from the national basketball association. Soc. Psych. Personality Sci. 3(4):398–406.Crossref, Google Scholar
- (2007) What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Acad. Management Rev. 32(4):1199–1228.Crossref, Google Scholar
- (2013) Fear and loving in social hierarchy: Sex differences in preferences for power vs. status. J. Experiment. Soc. Psych. 49(6):1130–1136.Crossref, Google Scholar
- (2015) Not all inequality is created equal: Effects of status vs. power hierarchies on competition for upward mobility. J. Personality Soc. Psych. 108(6):867–882.Crossref, Google Scholar
- (2017) To give or not to give? Interactive effects of status and legitimacy on generosity. J. Personality Soc. Psych. 112(1):17–38.Crossref, Google Scholar
- (1997) The emerging conceptualization of groups as information processors. Psych. Bull. 121(1):43–64.Crossref, Google Scholar
- (2012) Beyond team types and taxonomies: A dimensional scaling conceptualization for team description. Acad. Management Rev. 37(1):82–106.Crossref, Google Scholar
- (2007) Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. J. Appl. Psych. 92(5):1189–1199.Crossref, Google Scholar
- (1985) How work roles influence perception: Structural-cognitive processes and organizational-behavior. Amer. Sociol. Rev. 50(2):242–252.Crossref, Google Scholar
- (1985) Laboratory research: A question of when, not if. Locke EA, ed. The Generalizability of Laboratory Experiments: An Inductive Survey (Heath, Lexington, MA), 257–267.Google Scholar
- (2005) Teams in organizations: From input-process-output models to imoi models. Annu. Rev. Psych. 56:517–543.Crossref, Google Scholar
- (2012) How power corrupts relationships: Cynical attributions for others’ generous acts. J. Experiment. Soc. Psych. 48(4):795–803.Crossref, Google Scholar
- (1999) Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Admin. Sci. Quart. 44:741–763.Crossref, Google Scholar
- (2015) The real oscar curse: The negative consequences of positive status shifts. Organ. Sci. 26(1):1–21.Link, Google Scholar
- (2003) Power, approach, and inhibition. Psych. Rev. 110(2):265–284.Crossref, Google Scholar
- (1990) Dimensions of microinteraction. Amer. J. Sociol. 96(1):32–68.Crossref, Google Scholar
- (2017) Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices. Organ. Behav. Human Decision Processes 139:30–49.Crossref, Google Scholar
- (2017) The influence of hierarchy on idea generation and selection in the innovation process. Organ. Sci. 28(4):653–669.Link, Google Scholar
- (1972) Does power corrupt? J. Personality Soc. Psych. 24(1):33–41.Crossref, Google Scholar
- (2013) Work groups and teams in organizations: Review update. Schmitt N, Highhouse S, eds. Handbook of Psychology: Industrial and Organizational Psychology, 2nd ed. (Wiley, Hoboken, NJ), 412–469.Google Scholar
- (2016) Why are so many ZAPPOS employees leaving? The Atlantic. Accessed November 19, 2021, https://www.theatlantic.com/business/archive/2016/01/zappos-holacracy-hierarchy/424173/.Google Scholar
- (2000) Improving group decisions by better pooling information: A comparative advantage of group decision support systems. J. Appl. Psych. 85(4):565–573.Crossref, Google Scholar
- (2008) Illegitimacy moderates the effects of power on approach. Psych. Sci. 19(6):558–564.Crossref, Google Scholar
- (2015) The team descriptive index (TDI): A multidimensional scaling approach for team description. Acad. Management Discovery 1(1):91–116.Crossref, Google Scholar
- (2019) Talk and let talk: The effects of language proficiency on speaking up and competence perceptions in multinational teams. Group Organ. Management 44(5):953–989.Crossref, Google Scholar
- (2013) Examining the differential longitudinal performance of directive vs. empowering leadership in teams. Acad. Management J. 56(2):573–596.Crossref, Google Scholar
- (2008) Social hierarchy: The self-reinforcing nature of power and status. Acad. Management Ann. 2:351–398.Crossref, Google Scholar
- (2008) How personalized and socialized power motivation facilitate antisocial and prosocial decision-making. J. Res. Personality 42(6):1547–1559.Crossref, Google Scholar
- (2010) The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. J. Personality Soc. Psych. 99(3):482–497.Crossref, Google Scholar
- (1958) Organizations (Wiley and Sons, New York).Google Scholar
- (1970) The two faces of power. J. Internat. Affairs 24(1):29–47.Google Scholar
- (2009) Information sharing and team performance: A meta-analysis. J. Appl. Psych. 94(2):535–546.Crossref, Google Scholar
- (1996) Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Acad. Management Rev. 21(2):402–433.Crossref, Google Scholar
- (1991) The dynamics of intense work groups: A study of British string-quartets. Admin. Sci. Quart. 36(2):165–186.Crossref, Google Scholar
- (2012) The eyes and ears of status: How status colors perceptual judgment. Personality Soc. Psych. Bull. 38(5):570–582.Crossref, Google Scholar
- (2013) Compliant sinners, obstinate saints: How power and self-focus determine the effectiveness of social influences in ethical decision making. Acad. Management J. 56(3):635–658.Crossref, Google Scholar
- (1993) A status-based model of market competition. Amer. J. Sociol. 98(4):829–872.Crossref, Google Scholar
- (2001) Quality of decision making and group norms. J. Personality Soc. Psych. 80(6):918–930.Crossref, Google Scholar
- (1989) Dominance and collective hierarchy formation in male and female task groups. Amer. Sociol. Rev. 54(1):79–93.Crossref, Google Scholar
- (2007) Does the measure of dispersion matter in multilevel research? A comparison of the relative performance of dispersion indexes. Organ. Res. Methods 10(4):564–588.Crossref, Google Scholar
- (2012) The path to glory is paved with hierarchy. Psych. Sci. 23(6):669–677.Crossref, Google Scholar
- (2008) Desire to acquire: Powerlessness and compensatory consumption. J. Consumer Res. 35(2):257–267.Crossref, Google Scholar
- (1986) Effect of arbitrarily assigned status labels on self-perceptions and social perceptions: The mere position effect. J. Personality Soc. Psych. 50(4):684–689.Crossref, Google Scholar
- (2013) Organizational climate and culture. Fiske ST, ed. Annual Review of Psychology, vol 64. (Annual Reviews, Palo Alto, CA), 361–388.Crossref, Google Scholar
- (2011) The detrimental effects of power on confidence, advice taking, and accuracy. Organ. Behav. Human Decision Processes 116(2):272–285.Crossref, Google Scholar
- (1999) Making use of difference: Diversity, debate, and decision comprehensiveness in top management teams. Acad. Management J. 42(6):662–673.Crossref, Google Scholar
- (2018) Initial expectations of team performance: Specious speculation or framing the future? Small Group Res. 49(5):600–635.Crossref, Google Scholar
- (1963) The hospital and its negotiated order. Freidson E, ed. The Hospital in Modern Society (Free Press, New York), 147–169.Google Scholar
- (2015) Interpersonal power: A review, critique, and research agenda. J. Management 41(1):136–163.Google Scholar
- (1996) Brainstorming groups in context: Effectiveness in a product design firm. Admin. Sci. Quart. 41(4):685–718.Crossref, Google Scholar
- (2016) When does power disparity help or hurt group performance? J. Appl. Psych. 101(3):415–429.Crossref, Google Scholar
- (2003) Power moves: Complementarity in dominant and submissive nonverbal behavior. J. Personality Soc. Psych. 84(3):558–568.Crossref, Google Scholar
- (2007) An unconscious desire for hierarchy? The motivated perception of dominance complementarity in task partners. J. Personality Soc. Psych. 93(3):402–414.Crossref, Google Scholar
- (2007) Does peripheral knowledge complement control? An empirical test in technology outsourcing alliances. Strategic Management J. 28(6):623–634.Crossref, Google Scholar
- (2004) Goal interdependence and applying abilities for team in-role and extra-role performance in China. Group Dynamics Theory Res. Practice 8(2):98–111.Crossref, Google Scholar
- (1955) Some consequences of power differences on decision making in permanent and temporary three-man groups. Hare AP, Borgatta EF, Bales RF, eds. Small Groups: Studies in Social Interaction (Knopf, New York), 482–492.Google Scholar
- (2012) Power, competitiveness, and advice taking: Why the powerful don’t listen. Organ. Behav. Human Decision Processes 117(1):53–65.Crossref, Google Scholar
- (2013) When power makes others speechless: The negative impact of leader power on team performance. Acad. Management J. 56(5):1465–1486.Crossref, Google Scholar
- (2002) Leadership and cooperation in groups. Amer. Behav. Sci. 45(5):769–782.Crossref, Google Scholar
- (2006) Psychological perspectives on legitimacy and legitimation. Annu. Rev. Psych. 57:375–400.Crossref, Google Scholar
- (2003) The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality Soc. Psych. Rev. 7(4):349–361.Crossref, Google Scholar
- (2018) When interteam conflict spirals into intrateam power struggles: The pivotal role of team power structures. Acad. Management J. 61(3):1100–1130.Crossref, Google Scholar
- (2010) Power asymmetry and learning in teams: The moderating role of performance feedback. Organ. Sci. 21(2):347–361.Link, Google Scholar
- (2004) Work group diversity and group performance: An integrative model and research agenda. J. Appl. Psych. 89(6):1008–1022.Crossref, Google Scholar
- (2006) Evolutionary origins of leadership and followership. Personality Soc. Psych. Rev. 10(4):354–371.Crossref, Google Scholar
- (2008) Leadership, followership, and evolution: Some lessons from the past. Amer. Psych. 63(3):182–196.Crossref, Google Scholar
- (1986) Legitimation, endorsement, and stability. Soc. Forces 64(3):620–643.Crossref, Google Scholar
- (1995) Computer-mediated communication and social information: Status salience and status differences. Acad. Management J. 38(4):1124–1151.Crossref, Google Scholar
- (1998) Demography and diversity in organizations: A review of 40 years of research. Res. Organ. Behav. 20:77–140.Google Scholar
- (1981) The economics of organization: The transaction cost approach. Amer. J. Sociol. 87(3):548–577.Crossref, Google Scholar
- (2004) From cooperative to motivated information sharing in groups: Moving beyond the hidden profile paradigm. Comm. Monographs 71(3):286–310.Crossref, Google Scholar
- (2010) Evidence for a collective intelligence factor in the performance of human groups. Science 330(6004):686–688.Crossref, Google Scholar
- (1997) Ambiguity, social influence, and collective action: Generating collective protest in response to tokenism. Personality Soc. Psych. Bull. 23(12):1277–1290.Crossref, Google Scholar
- (1990) Responding to membership in a disadvantaged group: From acceptance to collective protest. J. Personality Soc. Psych. 58(6):994–1003.Crossref, Google Scholar
- (2019) Development of a bipartite measure of social hierarchy: The perceived power and perceived status scales. Organ. Behav. Human Decision Processes 152:84–104.Crossref, Google Scholar
- (2012) Organizational culture and climate. Kozlowski SWJ, ed. The Oxford Handbook of Organizational Psychology (Oxford University Press, New York), 643–666.Crossref, Google Scholar

