Sorting out the functions and dysfunctions of hierarchy in task groups: Hierarchization versus Centralization. Bunderson, S. J., Van der Vegt, G. S., Cantimur, Y., & Rink, F. (2015 – in press). Academy of Management Journal (5 year IF = 8.44)
In this study, we investigate the functions and dysfunctions of hierarchical work structures in task groups. We suggest that progress in this debate has been hampered by a lack of clarity about how to conceptualize these structures. We subsequently demonstrate that different hierarchy conceptualizations indeed have opposing effects on group performance and member satisfaction.
How much relationship conflict really exists? Biased perceptions of diverse groups. Lount, R. B. Jr., Sheldon, O. J., Rink, F., & Phillips, K.W. (2015). Organization Science, articles in advance, 1 – 14 (5 year IF = 5.51)
This study draws on intergroup identity theory to demonstrate that observers hold biases that can negatively affect how racially diverse teams are evaluated, and ultimately treated, relative to racially homogeneous groups. Implications for diverse teams in organizations are discussed
The effects of specific and general rules on moral behavior. Mulder, L. B., Jordan, J., & Rink, F. (2015). Organizational Behavior and Human Decision Processes, 126, 119 – 125 (5 year IF = 3.94)
We examined the effects of specific and general rule frames on ethical decisions. On average, specifically-framed rules elicited ethical decisions more strongly than generally-framed rules but the effects of the general rule depended less on the type of behavior a person encountered. Our findings further suggest that combining a specific with a general rule provided no additive advantage, as people may interpret the general rule in light of the specific rule.
Team receptivity to newcomers: Evidence and future research themes. Rink, F., Kane, A., Ellemers, N., & van der Vegt, G. S. (2013). Academy of Management Annals, 7, 1 -47 (5 year IF = 10.15)
This review article discusses empirical research published over the last five decades (1960 – June 2012) that studied the antecedents of three team receptivity components – team reflection, team knowledge utilization, and newcomer acceptance – across different research disciplines and team settings. Drawing from this literature, we present a conceptual framework that explains the psychological mechanisms underlying the convergent findings and introduce a multi-level analysis of team, oldtimer and newcomer characteristics that are likely to influence this receptivity.
Influence in times of crisis: Exploring how social and financial resources affect men’s and women’s evaluations of glass cliff positions. Rink, F., Ryan, M, K., & Stoker, J. I. (2012). Psychological Science, 23, 1306-1313 (5 year IF = 6.50)
This study demonstrates that women and men evaluate glass-cliff positions (i.e., precarious leadership positions at organizations in crisis) differently depending on the social and financial resources available. Women evaluated the position without social resources most negatively, whereas men evaluated the position without financial resources most negatively.