John M Maslyn, Steven M Farmer, Kenneth L Bettenhausen
Human Relations,Pages: 0018726717704706.
Drawing from literature linking organizational politics with effects of challenge or hindrance stressors, this study investigated the effects of the frequency and psychological distance of positive and negative conceptualizations of perceived politics on the impact to the individual. It was hypothesized that the frequency of political behavior would exhibit an inverted-U-function relationship with favorable evaluations of political behavior and that this relationship would be moderated by distance. Two independent samples were used to test the …
John Byrd, Elizabeth S Cooperman, Ken Bettenhausen
Interdisciplinary Environmental Review, Volume 15 Issue 4, January 2014, Pages 271-289
This paper examines attributes affecting a corporation’s choice of an intensity-only (carbon emissions relative to sales, production, etc.) versus an absolute carbon dioxide (CO 2) emissions goal. We investigate alternative hypotheses for this choice including: 1) a high growth hypothesis whereby high growth companies select an intensity goal, to continue to grow without an absolute emission reduction; 2) a high emissions industrial sector hypothesis where firms in high CO 2 emission industries prefer an intensity goal that is …
John W Byrd, Ken Bettenhausen, Elizabeth S Cooperman
International Review of Accounting, Banking, and Finance, Volume 5 Issue 3/4, Fall/Winter 2013, pp. 87-104.
Corporate sustainability activities are often ad hoc; that is, the extent to which a company moves toward being more sustainable is based on organizational feasibility or economic acceptance rather than true sustainability criteria. This paper examines corporate climate and carbon policy through the lens of context-based sustainability (CBS). CBS argues that true sustainable efforts must consider the ecological capacity of the environment and the fair allocation of this capacity. Only by doing so will the result be an outcome of a livable and sustainable world. The paper combines aspects of physical science (atmospheric CO2 carrying capacity) and philosophy (inter-generational equity and resource allocation) with corporate policy. When applied to climate change this implies examining corporate efforts relative to climate stabilization paths and further examining what a fair allocation of future emissions would be. We look at the documented carbon reductions for a sample of large US corporations including EPA Climate Leadership Award Winners in 2012 and a larger sample of companies from the same industries and compare their carbon reductions to several allocations of the global carbon budget required to limit climate change to just 1°C or 2°C. We find that the emissions path of these US corporations only satisfies the most generous, business-as-usual allocation of carbon emissions.
Kenneth Bettenhausen, John Byrd, and Elizabeth S. Cooperman
International Review of Accounting, Banking and Finance, Volume 2, Issue 3, pp. 28~45
This paper examines the stock price response to the announcement that a U.S. company has been named to the Toxic 100 list of the largest air polluters, where rankings are based on data from the Environmental Protection Agency’s (EPA) Risk Screening Environmental Indicator (RSEI) project. We find a significant negative average abnormal return (AR) of – 1.20% in 2006 and – 1.60 % in 2008 over the two – day announcement periods for the Toxic 100 announcements, representing an average drop in market value for the average firm in the index of – $235,944,909 in 2006 and – $237,595,885 in 2008. Firms in the top 10 ranking of the index had a significantly, larger negative abnormal return than in the bottom 10 ranking. Firms that were not on the 2006 index, but were added to the 2008 index experienced an average abnormal return of -3.5%. The results are interesting for two reasons. One, they show that investors impound environmental risk into their company valuations, implying that environmental disclosure and reporting is important. Two, the results suggest that although analysts had the RSEI data prior to the release of the Toxic 100 lists, they view the Toxic 100 as a significant event. This suggests limits to the semi-strong form of market efficiency, suggesting that the anticipated payoff from computing their own environmental risk assessment may not justify their time and effort required to do so.
Johnson, Stefanie K., Bettenhausen, Kenneth and Gibbons, Ellie
Small Group Research, Vol. 40 Issue 6, pp. 623-649
Many organizations are using computer-mediated communication to facilitate group work among virtual teams. However, little is known about the effects of using computer-mediated communication on team member outcomes. Examining use of computer-mediated communication as a continuum, the authors found that team members who used computer-mediated communication more often experienced lower levels of positive affect while working with their teams and had lower levels of affective commitment to their teams. Positive affect mediated the relationship between use of computer-mediated communication and affective commitment. Moreover, this study identified a tipping point (using computer-mediated communication more than 90% of the time) at which the use of computer-mediated communication was particularly detrimental to team outcomes.
Donald Fedor, John Maslyn, Steven Farmer and Kenneth Bettenhausen
Journal of Applied Social Psychology Vol. 38, Issue 1, p. 76 – 96
This study investigates whether perceptions of positive (i.e., beneficial) political behaviors are distinct from those of negative political behaviors and the extent to which positive politics perceptions contribute to the prediction of organizationally relevant employee reactions. Data were drawn from 119 survey respondents. The results indicate that, rather than 2 ends of a continuum of political behavior, positive and negative politics represent separate perceptions both of which are seen to occur for individual, group, and organizational foci. In addition, perceptions of positive politics contribute significantly beyond perceptions of negative politics to the prediction of the 4 outcomes used in this study (satisfaction with one’s job, supervision, and coworkers; and fulfillment of one’s psychological contract with the organization).