Denise M Rousseau
Biographic Data
| ID | 1607354 |
|---|---|
| NAME | Denise M Rousseau |
| GIVEN NAMES | Denise M |
| FAMILY NAME | Rousseau |
| SIGNATURE | ROUSSEAU D M |
| AFFILIATIONS | Carnegie Mellon University |
| ORCID | 0000-0003-0712-7189 |
| VERIFIED | Yes |
| TOTAL WORKS | 55 |
| TOTAL CITATIONS | 497 |
| AUTHOR COUNT | 51 |
| EDITOR COUNT | 4 |
| FIRST PUBLICATION YEAR | 1979 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 8 |
Experts and Expertise in Organizations
Experts and expertise contribute to consequential organizational decisions from recruitment to CEO succession, but these constructs are inconsistently operationalized and poorly understood. To better explicate how experts and expertise function in organizations, we first conduct an integrative review of the general literature to describe what is known about these phenomena in cognitive science, psychology, and the clinical and technical professio…
Evidence-based change management
Evidence-Based Change Management is the science-informed practice of managing planned organizational change. It reflects two key principles: 1) Planned change is more likely to succeed when using science-informed practices, and 2) Regular use of four sources of evidence (scientific, organizational, stakeholder, and practitioner experience) improve the quality of change-related decisions. We describe two sets of science-informed practices: 1) Ongo…
When foreign waves hit home shores
In the context of international assignments, this study investigates the psychological contract breach–violation relationship from a multiparty employment perspective. Multiparty employment refers to arrangements where employees have concurrent psychological contracts with more than one party. Drawing on two waves of survey data from 221 expatriates, we find both direct relationships and asymmetric spillover effects of psychological contract brea…
New perspectives on time perspective and temporal focus
Becoming an Organizational Scholar
This article provides an overview of my career in industrial/organizational (I/O) psychology and organizational behavior (OB). I describe critical experiences shaping my development as a scholar, in particular, the contribution learning to think organizationally has made to my scholarship. I map my career experiences onto Boyer's scholarship framework, from an emphasis on basic and applied research, to practice and teaching
Successful Organizational Change
Contemporary organizations often struggle to create meaningful, sustainable changes. At the same time, relevant organizational research lacks an easily accessible consensus on basic change management processes and principles. One consequence is practitioner reliance on popular change models that more often cite expert opinion as their foundation rather than scientific evidence. This article reviews both key tenets of widely used practitioner-orie…
A dynamic phase model of psychological contract processes
In formulating a dynamic model of psychological contract (PC) phases, this paper offers new insights by incorporating a temporal perspective into the study of the PC. Although conceptualized as a dynamic construct, little empirical attention has been directed at how PCs evolve and change over time. Moreover, conceptualization of the PC and its processes has undergone limited revision since the 1990s despite challenges to some of its tenets and ad…
Psychological Contract Theory
The theory's core idea that an understanding of the beliefs individual parties hold regarding their exchange relationship is important in fostering successful exchanges, particularly as applied in employment.
Evidence‐Based Management
Evidence‐based management (EBM) is the use of the best available evidence to improve the quality of managerial decision making. It comprises four fundamental activities that can be applied to the everyday exercise of management judgment and decision‐making: (i) use of the best available scientific findings; (ii) gathering of and attending to organizational facts, indicators, and metrics in a systematic manner to increase their reliability and use…
The psychological contracts of violation victims
Organizations may fail to keep their commitments to their employees, at times leading to psychological contract violation. Although many victims of violation remain with their employer despite such adverse experiences, little research exists on their responses in the aftermath of violation. This paper develops a post‐violation model to explain systematically how violation victims respond to and cope with violation and the effects this process has…
The Oxford Handbook of Evidence-Based Management
Idiosyncratic deals in contemporary organizations
Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i‐deals research, combining a qualitative review of i‐deals theory and research with a supplementary meta‐analysis of 23 empirical studies ( k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i‐…
The Oxford Handbook of Evidence-Based Management
From medicine to education, evidence-based approaches aim to evaluate and apply scientific evidence to a problem in order to arrive at the best-possible solution. Thus, using scientific knowledge to inform the judgment of managers and the process of decision making in organizations, Evidence-based Management (EBMgt) is the science-informed practice of management. Written by leading experts in the study and practice of EBMgt, this publication prov…
Organizational Behavior’s Contributions to Evidence-Based Management
Organizational Behavior (OB) is a social science that has discovered general principles regarding the organization and management of work. One of management research’s more mature fields, OB’s contribution to evidence-based Management (EBMgt) stems from its large body of programmatic, cumulative research. This chapter provides an overview of OB research, including its history, standards for evidence, and domains of study. It distinguishes between…
Reflections on Teaching Evidence-Based Management
Educators have begun developing courses and curricula to help managers cultivate an evidence-based mindset and acquire relevant knowledge and skills. This chapter describes what three evidence-based management (EBMgt) educators have learned in the process of creating relevant courses and curricula. It presents the learning objectives that their teaching has promoted along with the frameworks, content, and exercises used to realize them. It also d…
Envisioning Evidence-Based Management
Evidence-based management (EBMgt) is an evolution in the practice of management. It is a knowledge-intensive, capacity-building way to think, act, organize, and lead. Its practice incorporates (1) use of scientific principles in decisions and management processes, (2) systematic attention to organizational facts, (3) advancements in practitioner judgment through critical thinking and decision aids that reduce bias and enable fuller use of informa…
The Oxford handbook of evidence-based management
Beyond top‐down and bottom‐up work redesign
Two established approaches to work redesign are formal top‐down interventions and proactive bottom‐up job crafting. Top‐down approaches are limited in their ability to create individually optimized work characteristics, whereas bottom‐up processes are constrained by the latitude workers have to modify their own jobs. Following recent research on the idiosyncratic deals (i‐deals) individuals negotiate with their employer, task i‐deals customizing …
Evidence in Management and Organizational Science
This chapter advocates the good scientific practice of systematic research syntheses in Management and Organizational Science (MOS). A research synthesis is the systematic accumulation, analysis and reflective interpretation of the full body of relevant empirical evidence related to a question. It is the critical first step in effective use of scientific evidence. Synthesis is not a conventional literature review. Literature reviews are often pos…
A second's thoughts
Standing out in the fields of organization science
No agreed-upon organizational science paradigm exists because there is still no single field of organizational science. True to its history, ours is an interdisciplinary domain focusing on behavior, in, around, and of organizations (cf. Perrow, 1973; Organizational science is more than just a broad tent. Several fields reside under it and some keep another home elsewhere. Though organizational behavior and theory, human resource management, and o…
I-Deals
Idiosyncratic employment arrangements (i-deals) stand to benefit the individual employee as well as his or her employer. However, unless certain conditions apply, coworkers may respond negatively to these arrangements. We distinguish functional i-deals from their dysfunctional counterparts and highlight evidence of i-deals in previous organizational research. We develop propositions specifying both how ideals are formed and how they impact worker…
Is there Such a thing as “Evidence-Based Management”?
I explore the promise organization research offers for improved management practice and how, at present, it falls short. Using evidence-based medicine as an exemplar, I identify ways of closing the prevailing “research-practice gap”-- the failure of organizations and managers to base practices on best available evidence. I close with guidance for researchers, educators, and managers for translating the principles governing human behavior and orga…
The challenges are organizational not just clinical
Contemporary hospitals fall far short in applying both state‐of‐the art clinical knowledge and management practices of known effectiveness. Organization and management practices in hospitals are shaped by four factors: their conflicting missions, a distinctive and largely professional workforce, demanding external environments, and a complex day‐to‐day task environment. This article identifies two critical organizing challenges that hospitals fac…
Organizational behavior in healthcare—the challenges are organizational, not just clinical
Violating the psychological contract
The occurrence and impact of psychological contract violations were studied among graduate management alumni ( N = 128) who were surveyed twice, once at graduation (immediately following recruitment) and then two years later. Psychological contracts, reciprocal obligations in employment developed during and after recruitment, were reported by a majority of respondents (54.8 per cent) as having been violated by their employers. The impact of viola…
New hire perceptions of their own and their employer's obligations
Psychological contracts are individual beliefs in reciprocal obligations between employees and employers. In a sample of 224 graduating MBA students who had recently accepted job offers, beliefs regarding employment obligations were investigated. Two types of obligation were demonstrated empirically: transactional obligations of high pay and career advancement in exchange for hard work and relational obligations exchanging job security for loyalt…
Location, location, location
Our goals in writing this editorial are to encourage more contextualization in organizational research and to signal that the Journal of Organizational Behavior gives a sympathetic reception to submissions incorporating context into their research methods and reporting
Beyond top‐down and bottom‐up work redesign
Two established approaches to work redesign are formal top‐down interventions and proactive bottom‐up job crafting. Top‐down approaches are limited in their ability to create individually optimized work characteristics, whereas bottom‐up processes are constrained by the latitude workers have to modify their own jobs. Following recent research on the idiosyncratic deals (i‐deals) individuals negotiate with their employer, task i‐deals customizing …
Idiosyncratic deals in contemporary organizations
Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i‐deals research, combining a qualitative review of i‐deals theory and research with a supplementary meta‐analysis of 23 empirical studies ( k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i‐…
Critical Incidents in Communicating Culture to Newcomers
Recent hires (n = 149) in 12 electronics manufacturing firms were asked to relate their experiences of formative events and the messages derived from them. Newcomers also described the behavioral norms characterizing their organization, one facet of its culture. Critical incidents newcomers reported were significantly related to their perceptions of behavioral norms. The messages newcomers interpreted from these incidents were coded in terms of p…
The Interim Manager
As organizations restructure to increase flexibility, interim management by contractors is increasing as an alternative to employment of `permanent' managers. Interim managers begin their new role on the basis of transactional psychological contracts with their employer Their careers are based on a logic of accumulation of learning across organizations. However, there are also forces that may over time cause the redefinition of the psychological …
Social networks and the psychological contract
This study examined the relationship between employees' social network positions and their psychological contract beliefs. In particular, it investigated the relationship of employee advice and friendship ties with their employer's relational (long-term, non-monetizable), balanced (performance-related), and transactional (short-term, monetizable) obligations to them. Data obtained from a start-up research firm showed that employees brokering stru…
The psychological contracts of violation victims
Organizations may fail to keep their commitments to their employees, at times leading to psychological contract violation. Although many victims of violation remain with their employer despite such adverse experiences, little research exists on their responses in the aftermath of violation. This paper develops a post‐violation model to explain systematically how violation victims respond to and cope with violation and the effects this process has…
The challenges are organizational not just clinical
Contemporary hospitals fall far short in applying both state‐of‐the art clinical knowledge and management practices of known effectiveness. Organization and management practices in hospitals are shaped by four factors: their conflicting missions, a distinctive and largely professional workforce, demanding external environments, and a complex day‐to‐day task environment. This article identifies two critical organizing challenges that hospitals fac…
A dynamic phase model of psychological contract processes
In formulating a dynamic model of psychological contract (PC) phases, this paper offers new insights by incorporating a temporal perspective into the study of the PC. Although conceptualized as a dynamic construct, little empirical attention has been directed at how PCs evolve and change over time. Moreover, conceptualization of the PC and its processes has undergone limited revision since the 1990s despite challenges to some of its tenets and ad…
Fairness and implied contract obligations in job terminations
Using the methodology of policy capturing, this research identifies the role that performance, time on the job, commitment of long‐term employment and employability play in judgment of termination fairness and employer obligations. Previous research (Rousseau and Anton, 1988) found that seniority and past commitments of long‐term employment contributed significantly to judgments of termination fairness and obligation. The present study considered…
New perspectives on time perspective and temporal focus
Standing out in the fields of organization science
No agreed-upon organizational science paradigm exists because there is still no single field of organizational science. True to its history, ours is an interdisciplinary domain focusing on behavior, in, around, and of organizations (cf. Perrow, 1973; Organizational science is more than just a broad tent. Several fields reside under it and some keep another home elsewhere. Though organizational behavior and theory, human resource management, and o…
When foreign waves hit home shores
In the context of international assignments, this study investigates the psychological contract breach–violation relationship from a multiparty employment perspective. Multiparty employment refers to arrangements where employees have concurrent psychological contracts with more than one party. Drawing on two waves of survey data from 221 expatriates, we find both direct relationships and asymmetric spillover effects of psychological contract brea…
A second's thoughts
Organizational behavior in healthcare—the challenges are organizational, not just clinical
Changing our Destination or the Route
Based on a four year study of a newly founded research and development unit in a large corporation, this article addresses the difficulties inherent in studying a start-up organization. It addresses how the research relationship evolves in conjunction with changes in organizational structure, personnel make up, and strategic concerns. Ethical dilemmas and practical challenges arose as the researchers’ motives became intertwined with those of the …
Job Satisfaction and Productivity
Developing an Interdisciplinary Science of Organizations
Job perceptions when working with data, people and things
In a national probability sample of the adult working population in the United States, 1515 Americans participated in a structured interview. This survey provided data on individual job perceptions and occupational characteristics. Occupational information was coded using the skill codes employed by the Department of Labor's Dictionary of Occupational Titles: the Data, People, and Thing hierarchies originally developed by Fine (1968). Analysis of…
The Factor Structure of Level I
Level I: Life Styles Inventory is a personal assessment instrument which has been used as a diagnostic tool in various programs for organizational change and individual development. The inventory measures twelve different life styles that are postulated to fall into four general areas of concern: Task/satisfaction; people/satisfaction; task/security; and people/security (Lafferty, 1973). This four-factor model of personal life styles was derived …
Thinking and Behavioral Styles
Managers participating in management development programs provided self-report data on their thinking and behavioral styles as measured by Level I: Life Styles Inventory. Five co-workers (superiors, subordinates, peers) also described each manager on a parailel form of the inventory, Level II: Description by Others. These data were used to assess the consensual validity (agreement between self and others) and inter-rater reliability (agreement am…
Personal Orientations and Their Relation to Psychological and Physiological Symptoms of Strain
Psychological and physiological symptoms of strain are investigated with consideration of five personal orientations hypothesized to be causally related to health and illness: self-image, locus of control, interpersonal orientation, goal orientation, and time orientation. The Stress Processing Report, an instrument designed to measure dysfunctional thinking styles, was administered to 816 individuals who also provided self-report data on psycholo…
Psychological and implied contracts in organizations
New hire perceptions of their own and their employer's obligations
Psychological contracts are individual beliefs in reciprocal obligations between employees and employers. In a sample of 224 graduating MBA students who had recently accepted job offers, beliefs regarding employment obligations were investigated. Two types of obligation were demonstrated empirically: transactional obligations of high pay and career advancement in exchange for hard work and relational obligations exchanging job security for loyalt…
Fairness and implied contract obligations in job terminations
Using the methodology of policy capturing, this research identifies the role that performance, time on the job, commitment of long‐term employment and employability play in judgment of termination fairness and employer obligations. Previous research (Rousseau and Anton, 1988) found that seniority and past commitments of long‐term employment contributed significantly to judgments of termination fairness and obligation. The present study considered…
Organizational Assessment in Intensive Care Units (ICUs)
Health Services Research has a growing need for reliable and valid measures of managerial practices and organizational processes. A national study of 42 intensive care units involving over 1,700 respondents provides evidence for the reliability and validity of a comprehensive set of measures related to leadership, organizational culture, communication, coordination, problem solving-conflict management and team cohesiveness. The data also support …
Changing Obligations and the Psychological Contract
In an exploratory longitudinal study of business school alumni, we investigated changes in employment obligations as perceived by employees. During the first two years of employment, employees came...
Violating the psychological contract
The occurrence and impact of psychological contract violations were studied among graduate management alumni ( N = 128) who were surveyed twice, once at graduation (immediately following recruitment) and then two years later. Psychological contracts, reciprocal obligations in employment developed during and after recruitment, were reported by a majority of respondents (54.8 per cent) as having been violated by their employers. The impact of viola…
Critical Incidents in Communicating Culture to Newcomers
Recent hires (n = 149) in 12 electronics manufacturing firms were asked to relate their experiences of formative events and the messages derived from them. Newcomers also described the behavioral norms characterizing their organization, one facet of its culture. Critical incidents newcomers reported were significantly related to their perceptions of behavioral norms. The messages newcomers interpreted from these incidents were coded in terms of p…
The Performance of Intensive Care Units
A significant portion of health care resources are spent in intensive care units with, historically, up to two-fold variation in risk-adjusted mortality. Technological, demographic, and social forces are likely to lead to an increased volume of intensive care in the future. Thus, it is important to identify ways of more efficiently managing intensive care units and reducing the variation in patient outcomes. Based on data collected from 17,440 pa…
Psychological Contracts in Organizations
Bringing together a wide range of theory from social and cognitive psychology, organizational behaviour, organizational learning and the management of change, this text draws useful conclusions about important psychological processes
Psychological contracts in organizations
The Boundaryless Career
Including contributions from leading scholars at Harvard Business School, Yale, and MIT's Sloan School of Management, this book explores the ways that careers have changed for workers as their firms reorganize to meet global competition. As firms re-engineer, downsize, enter into strategic alliances with other firms, and find other ways to reduce costs, they frequently lay off workers. Job security has been replaced by insecurity and workers have…
The Boundaryless Career
Attachment and Joint Problem-solving Experiences During the Preschool Period
Not So Different After All
The article discusses trust theory, multidisciplinary research, and trust between organizations. The analysis of trust is based on four questions: whether scholars can agree on the meaning of trust; if researchers are viewing trust statistically; if the status of trust--cause, effect, or interaction--changes across disciplines; and whether the levels of analysis also change. The "bandwidth" of trust--where trust and distrust are differentiated--c…
Why workers still identify with organizations
Why workers still identify with organizations
Assessing psychological contracts
This article addresses the state-of-the-art of assessment methodologies in the study of psychological contracts. Three types of assessment have been employed in research using a psychological contracts framework. Content measures focus upon the terms of the psychological contract individuals are party to. Feature measures assess the attributes of the psychological contract itself including explicit/implicit and static/dynamic, and at present are …
The ‘problem’ of the psychological contract considered
This response to Guest's (1998) Commentary addresses some common misconceptions in popular writings referencing psychological contracts. Copyright © 1998 John Wiley & Sons, Ltd
Schema, promise and mutuality
Understanding the dynamics of the psychological contract in employment is difficult without research into its formation. Unfortunately, far less research exists on the antecedents and formation of the psychological contract than on the consequences associated with it. Three concepts frequently studied in psychology are particularly important to advancing research on psychological contract formation: schemas, promises, and mutuality (i.e. objectiv…
Psychology (42 works) · Political science (29 works) · Social Psychology (27 works) · Computer Science (24 works) · Business (23 works) · Economics (23 works) · Sociology (22 works) · Job Satisfaction and Organizational Behavior (21 works) · Management (19 works) · Engineering (16 works)