The Power to Reward vs. the Power to Punish: The Influence of Power Framing on Individual-Level Exploration
References
- (2014) Best practice recommendations for designing and implementing experimental vignette methodology studies. Organ. Res. Methods 17(4):351–371.Crossref, Google Scholar
- (2017) Are managers motivated to explore in the face of a new technological change? The role of regulatory focus, fit, and complexity of decision-making. J. Management Stud. 54(2):209–237.Crossref, Google Scholar
- (2010) Top management team advice seeking and exploratory innovation: The moderating role of TMT heterogeneity. J. Management Stud. 47(7):1343–1364.Crossref, Google Scholar
- (1988) A model of creativity and innovation in organizations. Staw BM, Cummings LL, eds. Research in Organizational Behavior, vol. 10. (JAI Press, Greenwich, CT), 123–167.Google Scholar
- (2005) Affect and creativity at work. Admin. Sci. Quart. 50(3):367–403.Crossref, Google Scholar
- (2005) Balancing exploration and exploitation: The moderating role of competitive intensity. J. Bus. Res. 58(12):1652–1661.Crossref, Google Scholar
- (2006) Paternalism: Toward conceptual refinement and operationalization. Yang KS, Hwang KK, Kim U, eds. Scientific Advances in Indigenous Psychologies: Empirical, Philosophical, and Cultural Contributions (Sage, London), 445–466.Crossref, Google Scholar
- (2001) Trust, power and control in trans-organizational relations. Organ. Stud. 22(2):337–365.Crossref, Google Scholar
- (1986) Social Foundations of Thought and Action: A Social Cognitive Theory (Prentice-Hall, New York).Google Scholar
- (2014) Rewarding value-creating ideas in organizations: The power of low-powered incentives. Strategic Management J. 35(3):358–375.Crossref, Google Scholar
- (1964) Exchange and Power in Social Life (Wiley, New York).Google Scholar
- (1995) Information Space: A Framework for Learning in Organizations, Institutions and Culture (Routledge, London).Google Scholar
- (2013) Online instrument delivery and participant recruitment services: Emerging opportunities for behavioral accounting research. Behav. Res. Accounting 26(1):1–23.Crossref, Google Scholar
- (2014) Reading between the lines: Learning as a process between organizational context and individuals’ proclivities. Eur. Management J. 32(1):147–154.Crossref, Google Scholar
- (2020) Exploring exploration: The role of affective states as forces that hinder change. Industrial Corporate Change 29(1):207–223.Crossref, Google Scholar
- (1991) Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organ. Sci. 2(3):239–262.Link, Google Scholar
- (2007) Let chaos reign, then rein in chaos—Repeatedly: Managing strategic dynamics for corporate longevity. Strategic Management J. 28(10):965–979.Crossref, Google Scholar
- (1993) Interpersonal expectations, expectancy violations, and emotional communication. J. Language Soc. Psych. 12(1–2):30–48.Crossref, Google Scholar
- (1993) Effects of communication expectancies, actual communication, and expectancy disconfirmation on evaluations of communicators and their communication behavior. Human Comm. Res. 20(1):67–96.Crossref, Google Scholar
- (1992) Structural Holes: The Social Structure of Competition (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
- (2000) Does cultural socialization predict multiple bases and foci of commitment? J. Management 26(1):5–30.Google Scholar
- (2013) Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. J. Appl. Psych. 98(6):962–973.Crossref, Google Scholar
- (1988) Social capital in the creation of human capital. Amer. J. Sociol. 94:S95–S120.Crossref, Google Scholar
- (2011) Justice, trust, and trustworthiness: A longitudinal analysis integrating three theoretical perspectives. Acad. Management J. 54(6):1183–1206.Crossref, Google Scholar
- (2015) Adding the “in” to justice: A qualitative and quantitative investigation of the differential effects of justice rule adherence and violation. J. Appl. Psych. 100(2):278–297.Crossref, Google Scholar
- (2006) Power, dependence, and social exchange. Burke PJ, ed. Contemporary Social Psychological Theories (Stanford University Press, Stanford, CA), 194–216.Crossref, Google Scholar
- (2014) Principles and Methods of Social Research, 3rd ed. (Routledge, New York).Crossref, Google Scholar
- (1995) Measuring trust between organizational boundary role persons. Organ. Behav. Human Decision Processes 64(2):151–170.Crossref, Google Scholar
- (2005) Prospects for organization theory in the early twenty-first century: Institutional fields and mechanisms. Organ. Sci. 16(4):332–343.Link, Google Scholar
- (2019) Under a magnifying glass: On the use of experiments in strategy research. Strategic Organ. 17(4):497–507.Crossref, Google Scholar
- (2022) To stem the tide: Organizational climate and the locus of knowledge transfer. Organ. Sci., ePub ahead of print February 3, https://doi.org/10.1287/orsc.2021.1551.Link, Google Scholar
- (2013) Getting closer at the company party: Integration experiences, racial dissimilarity, and workplace relationships. Organ. Sci. 24(5):1377–1401.Link, Google Scholar
- (2013) Is pay for performance detrimental to innovation? Management Sci. 59(7):1496–1513.Link, Google Scholar
- (1962) Power-dependence relations. Amer. Sociol. Rev. 27(5):31–40.Crossref, Google Scholar
- (2012) Microfoundations of routines and capabilities: Individuals, processes, and structure. J. Management Stud. 49(8):1351–1374.Crossref, Google Scholar
- (2007) Social power. Kruglansk AW, Higgins ET, eds. Social Psychology: Handbook of Basic Principles, vol. 2 (Guilford, New York), 678–692.Google Scholar
- (1981) Structural equation models with unobservable variables and measurement error: Algebra and statistics. J. Marketing Res. 18(3):382–388.Crossref, Google Scholar
- (2003) Selective intervention and internal hybrids: Interpreting and learning from the rise and decline of the Oticon spaghetti organization. Organ. Sci. 14(3):331–349.Link, Google Scholar
- (2003) The value of positive emotions: The emerging science of positive psychology is coming to understand why it’s good to feel good. Amer. Sci. 91(4):330–335.Crossref, Google Scholar
- (2004) The Development of Social Network Analysis: A Study in the Sociology of Science (Empirical Press, Vancouver, BC, Canada).Google Scholar
- (1959) The Bases of Social Power (University of Michigan Press, Ann Arbor, MI).Google Scholar
- (2001) The effects of promotion and prevention cues on creativity. J. Personality Soc. Psych. 81(6):1001–1013.Crossref, Google Scholar
- (2019) Experience sampling methods: A discussion of critical trends and considerations for scholarly advancement. Organ. Res. Methods 22(4):969–1006.Crossref, Google Scholar
- (2003) From power to action. J. Personality Soc. Psych. 85(3):453–466.Crossref, Google Scholar
- (2011) Toward a behavioral theory of strategy. Organ. Sci. 23(1):267–285.Link, Google Scholar
- (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. 47(2):209–226.Crossref, Google Scholar
- (2011) Bringing ethics into focus: How regulatory focus and risk preferences influence (un)ethical behavior. Organ. Behav. Human Decision Processes 115(2):145–156.Crossref, Google Scholar
- (2003) Organizational Learning from Performance Feedback: A Behavioral Perspective on Innovation and Change (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
- (2007) Exploration and exploitation in product innovation. Industrial Corporate Change 16(5):945–975.Crossref, Google Scholar
- (2006) The interplay between exploration and exploitation. Acad. Management J. 49(4):693–706.Crossref, Google Scholar
- (2016) Exploration vs. exploitation: Emotions and performance as antecedents and consequences of team decisions. Strategic Management J. 37(6):985–1001.Crossref, Google Scholar
- (2011) Everyday risk taking as a function of regulatory focus. J. Res. Personality 45(1):134–137.Google Scholar
- (2017) Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach (Guilford Press, New York).Google Scholar
- (1998) Promotion and prevention: Regulatory focus as a motivational principle. Adv. Experiment. Soc. Psych. 30:1–46.Crossref, Google Scholar
- (2002) How self-regulation creates distinct values: The case of promotion and prevention decision making. J. Consumer Psych. 12(3):177–191.Crossref, Google Scholar
- (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations (Sage, Thousand Oaks, CA).Google Scholar
- (2006) Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. 52(11):1661–1674.Link, Google Scholar
- (2004) Transformational and transactional leadership: A meta-analytic test of their relative validity. J. Appl. Psych. 89(5):755–768.Crossref, Google Scholar
- (1984) Choices, values, and frames. Amer. Psych. 39(4):341–350.Crossref, Google Scholar
- (2008) Framing contests: Strategy making under uncertainty. Organ. Sci. 19(5):729–752.Link, Google Scholar
- (2003) Power, approach, and inhibition. Psych. Rev. 110(2):265–284.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
- (2010) Organizational social network research: Core ideas and key debates. Acad. Management Ann. 4(1):317–357.Crossref, Google Scholar
- (2003) Social Networks and Organizations (Sage, London).Crossref, Google Scholar
- (2009) Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Acad. Management J. 52(4):744–764.Crossref, Google Scholar
- (2018) Cognitive flexibility and adaptive decision‐making: Evidence from a laboratory study of expert decision makers. Strategic Management J. 39(4):1031–1058.Crossref, Google Scholar
- (2015) Understanding the exploration-exploitation dilemma: An fMRI study of attention control and decision-making performance. Strategic Management J. 36(3):319–338.Crossref, Google Scholar
- (2021) Alliances and networks. Duhaime I, Hitt MA, Lyles M, eds. Strategic Management: State of the Field and Its Future (Oxford University Press, Oxford, UK), 261–275.Crossref, Google Scholar
- (2010) Exploration and exploitation within and across organizations. Acad. Management Ann. 4(1):109–155.Crossref, Google Scholar
- (1998) Network structure and emotion in exchange relations. Amer. Sociol. Rev. 63(6):871–894.Crossref, Google Scholar
- (2007) The network structure of exploration and exploitation. Admin. Sci. Quart. 52(4):667–694.Crossref, Google Scholar
- (2019) Learning-by-moving: Can reconfiguring spatial proximity between organizational members promote individual-level exploration? Organ. Sci. 30(3):467–488.Link, Google Scholar
- (2017) How performance incentives shape individual exploration and exploitation: Evidence from microdata. Organ. Sci. 28(1):19–38.Link, Google Scholar
- (2015) Prosocial lies: When deception breeds trust. Organ. Behav. Human Decision Processes 126:88–106.Crossref, Google Scholar
- (1993) The myopia of learning. Strategic Management J. 14:95–112.Crossref, Google Scholar
- (2021) When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations. J. Management Psych. 36(7):562–575.Google Scholar
- (2013) Abusive supervision and employee well-being: The moderating effect of power distance orientation. Appl. Psych. 62(2):308–329.Crossref, Google Scholar
- (2018) How is benevolent leadership linked to employee creativity? The mediating role of leader–member exchange and the moderating role of power distance orientation. J. Bus. Ethics 152(4):1099–1115.Crossref, Google Scholar
- (2001) Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions. Leadership. Quart. 12(3):311–338.Crossref, Google Scholar
- (2000) Strategy as guided evolution. Strategic Management J. 21(9):875–896.Crossref, Google Scholar
- (2003) Status processes and the institutionalization of women as leaders. Amer. Sociol. Rev. 68(3):464–480.Crossref, Google Scholar
- (1979) Trust and Power (Wiley, Chichester, UK).Google Scholar
- (2008) Social hierarchy: The self-reinforcing nature of power and status. Acad. Management Ann. 2(1):351–398.Crossref, Google Scholar
- (2002) The effects of contracts on interpersonal trust. Admin. Sci. Quart. 47(3):534–559.Crossref, Google Scholar
- (2008) On the problem of participation in strategy: A critical discursive perspective. Organ. Sci. 19(2):341–358.Link, Google Scholar
- (1966) The power of power. Easton D, ed. Varieties of Political Theory (Prentice-Hall, Englewood Cliffs, NJ), 39–70.Google Scholar
- (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.Link, Google Scholar
- (1975) The uncertainty of the past: Organizational learning under ambiguity. Eur. J. Political Res. 3(2):147–171.Crossref, Google Scholar
- (2015) Driving performance via exploration in changing environments: Evidence from Formula One Racing. Organ. Sci. 26(4):1079–1100.Link, Google Scholar
- (1999) The effect of the performance appraisal system on trust for management: A field quasi-experiment. J. Appl. Psych. 84(1):123–136.Crossref, Google Scholar
- (1995) An integrative model of organizational trust. Acad. Management Rev. 20(3):709–734.Crossref, Google Scholar
- (2001) Exploratory learning, innovative capacity, and managerial oversight. Acad. Management J. 44(1):118–131.Crossref, Google Scholar
- (2017) Debriefing of participants. Allen M, ed. The Sage Encyclopedia of Communication Research Methods (Sage, London), 356–359.Google Scholar
- (2015) Unpacking the exploration-exploitation tradeoff: A synthesis of human and animal literatures. Decision (Washington DC) 2(3):191–215.Google Scholar
- (1965) Liberating effects of group pressure. J. Personality Soc. Psych. 1(2):127–134.Crossref, Google Scholar
- (1988) The structure and use of power: A comparison of reward and punishment power. Soc. Psych. Quart. 51(2):108–122.Crossref, Google Scholar
- (1989) Punishment power: A balancing process in power-dependence relations. Amer. J. Sociol. 94(6):1392–1418.Crossref, Google Scholar
- (1990) Structure, action, and outcomes: The dynamics of power in social exchange. Amer. Sociol. Rev. 55(3):427–447.Crossref, Google Scholar
- (1997) Coercive Power in Social Exchange (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
- (1994) Imbalanced structures, unfair strategies: Power and justice in social exchange. Amer. Sociol. Rev. 59(1):98–121.Crossref, Google Scholar
- (2007) Investigating managers’ exploration and exploitation activities: The influence of top-down, bottom-up, and horizontal knowledge inflows. J. Management Stud. 44(6):910–931.Crossref, Google Scholar
- (2009) Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organ. Sci. 20(4):812–828.Link, Google Scholar
- (2015) Relational capital and individual exploration: Unravelling the influence of goal alignment and knowledge acquisition. Organ. Stud. 36(6):809–829.Crossref, Google Scholar
- (2005) Structural vs. relational embeddedness: Social capital and managerial performance. Strategic Management J. 26(12):1129–1151.Crossref, Google Scholar
- (1995) The Knowledge-Creating Company (Oxford University Press, New York).Crossref, Google Scholar
- (2018) Communication and attention dynamics: An attention-based view of strategic change. Strategic Management J. 39(1):155–167.Crossref, Google Scholar
- (2018) Prolific.ac—A subject pool for online experiments. J. Behav. Experiment. Finance 17:22–27.Crossref, Google Scholar
- (2017) Beyond the Turk: Alternative platforms for crowdsourcing behavioral research. J. Experiment. Soc. Psych. 70:153–163.Crossref, Google Scholar
- (2008) Paternalistic leadership: A review and agenda for future research. J. Management 34(3):566–593.Google Scholar
- (2003) Regulatory focus and temporal distance. J. Experiment. Soc. Psych. 39(6):563–576.Crossref, Google Scholar
- (2023) The dual function of organizational structure: Aggregating and shaping individuals’ votes. Organ. Sci., ePub ahead of print February 16, https://doi.org/10.1287/orsc.2023.1653.Link, Google Scholar
- (2011) Foundations of organizational trust: What matters to different stakeholders? Organ. Sci. 22(4):1087–1104.Link, Google Scholar
- (2010) Dispelling misconceptions and providing guidelines for leader reward and punishment behavior. Bus. Horizons 53(3):291–303.Crossref, Google Scholar
- (2006) Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organ. Behav. Human Decision Processes 99(2):113–142.Crossref, Google Scholar
- (2003) Common method bias in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. 88(5):879–903.Crossref, Google Scholar
- (2011) Behavioral strategy. Strategic Management J. 32(13):1369–1386.Crossref, Google Scholar
- (2015) Modelling bounded rationality in organizations: Progress and prospects. Acad. Management Ann. 9(1):337–392.Crossref, Google Scholar
- (2016) Object salience in the division of labor: Experimental evidence. Management Sci. 62(7):2110–2128.Link, Google Scholar
- (2021) Aspiration levels and exploration-exploitation: An adaptive learning approach. Accessed September 2, 2021, https://eller.arizona.edu/sites/default/files/ASPIRATION%20LEVELS%20AND%20EXPLORATION-EXPLOITATION-%20AN%20ADAPTIVE%20LEARNING%20APPROACH.pdf.Google Scholar
- (2018) Behavior in behavioral strategy: Capturing, measuring, analyzing. Adv. Strategic Management 39:221–246.Google Scholar
- (2015) Seeing the forest for the trees: Exploratory learning, mobile technology, and knowledge workers’ role integration behaviors. Acad. Management J. 58(3):739–762.Crossref, Google Scholar
- (2014) A network perspective on individual-level ambidexterity in organizations. Organ. Sci. 25(6):1860–1877.Link, Google Scholar
- (2017) Managerial networks and exploration in a professional service firm. Organ. Stud. 38(2):225–249.Crossref, Google Scholar
- (2000) Visionaries, managers, and strategic direction. RAND J. Econom. 31(4):693–716.Crossref, Google Scholar
- (2010) Operant leadership and employee citizenship: A question of trust? Leadership Quart. 21(3):400–408.Crossref, Google Scholar
- (2018) A micro-institutional inquiry into resistance to environmental pressures. Acad. Management J. 61(4):1431–1466.Crossref, Google Scholar
- (2015) Sources of alliance partner trustworthiness: Integrating calculative and relational perspectives. Strategic Management J. 36(2):276–297.Crossref, Google Scholar
- (2015) Power decreases trust in social exchange. Proc. National Acad. Sci. USA 112(42):12950–12955.Crossref, Google Scholar
- (2019) Call for papers-special issue on experiments in organizational theory. Organ. Sci. 30(1):232–234.Link, Google Scholar
- (2021) Converging tides lift all boats: Consensus in evaluation criteria boosts investments in firms in nascent technology sectors. Organ. Sci., ePub ahead of print September 27, https://doi.org/10.1287/orsc.2021.1493.Link, Google Scholar
- (2010) Common method bias in regression models with linear, quadratic, and interaction effects. Organ. Res. Methods 13(3):456–476.Crossref, Google Scholar
- (1951) A formal theory of the employment relationship. Econometrica 19(3):293–305.Crossref, Google Scholar
- (2011) The paradox of stretch goals: Organizations in pursuit of the seemingly impossible. Acad. Management Rev. 36(3):544–566.Crossref, Google Scholar
- (2022) Is political skill always beneficial? Why and when politically skilled employees become targets of coworker social undermining. Organ. Sci. 33(3):1142–1162.Link, Google Scholar
- (2020) The function of ability, benevolence, and integrity-based trust in innovation networks. Ind. Innov. 27(6):585–604.Crossref, Google Scholar
- (2019) Switching hats: The effect of role transition on individual ambidexterity. J. Management 45(4):1517–1539.Crossref, Google Scholar
- (1950) An experimental study of the cohesiveness of underprivileged groups. Human Relations 3(3):251–278.Crossref, Google Scholar
- (1959) The Social Psychology of Groups (Wiley, New York).Google Scholar
- (1979) Social network analysis for organizations. Acad. Management Rev. 4(4):507–519.Crossref, Google Scholar
- (2015) Regulatory focus as a psychological micro-foundation of leaders’ exploration and exploitation activities. Leadership Quart. 26(5):838–850.Crossref, Google Scholar
- (1996) Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. 38(4):8–29.Crossref, Google Scholar
- (1989) The psychology of procedural justice: A test of the group-value model. J. Personality Soc. Psych. 57(5):830–838.Crossref, Google Scholar
- (1994) Psychological models of the justice motive: Antecedents of distributive and procedural justice. J. Personality Soc. Psych. 67(5):850–863.Crossref, Google Scholar
- (2000) Cultural values and authority relations: The psychology of conflict resolution across cultures. Psych. Public Policy Law 6(4):1138–1163.Crossref, Google Scholar
- (1997) Social structure and competition in interfirm networks: The paradox of embeddedness. Admin. Sci. Quart. 42(1):35–67.Crossref, Google Scholar
- (2010) When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. J. Organ. Behav. 31(1):106–121.Crossref, Google Scholar
- (2012) Abusive supervision and workplace deviance: The mediating role of interactional justice and the moderating role of power distance. Asia Pacific J. Human Resources 50(1):43–60.Crossref, Google Scholar
- (1978) Economy and Society: An Outline of Interpretive Sociology (University of California Press, Berkeley, CA).Google Scholar
- Weber B, Bauman CW (2019) The cognitive and behavioral impact of promotion and prevention contracts on trust in repeated exchanges. Acad. Management J. 62(2):361–382.Google Scholar
- Weber L, Mayer KJ (2011) Designing effective contracts: Exploring the influence of framing and expectations. Acad. Management Rev. 36(1):53–75.Google Scholar
- (2010) The art of laboratory experimentation. Fiske ST, Gilbert DT, Lindzey G, eds. Handbook of Social Psychology, vol. 1 (McGraw-Hill, Boston), 51–81.Crossref, Google Scholar
- (1990) The strategy process, middle management involvement, and organizational performance. Strategic Management J. 11(3):231–241.Crossref, Google Scholar
- (2011) Measuring Hofstede’s five dimensions of cultural values at the individual level: Development and validation of CVSCALE. J. Internat. Consumer Marketing 23(3–4):193–210.Google Scholar
- (2019) Psychological distance promotes exploration in search of a global maximum. Personality Soc. Psych. Bull. 45(6):893–906.Crossref, Google Scholar
- (2003) Awakening employee creativity: The role of leader emotional intelligence. Leadership Quart. 14(4–5):545–568.Crossref, Google Scholar
- (2020) Toward a theory of micro-institutional processes: Forgotten roots, links to social-psychological research, and new ideas. Haack P, Sieweke J, Wessel L, eds. Microfoundations of Institutions. Research in the Sociology of Organizations (Emerald, Bingley, UK), 371–390.Google Scholar

