Anthony T Cobb
Biographic Data
| ID | 5789161 |
|---|---|
| NAME | Anthony T Cobb |
| GIVEN NAMES | Anthony T |
| FAMILY NAME | Cobb |
| SIGNATURE | COBB A T |
| AFFILIATIONS | Virginia Tech |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 20 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1991 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 3 |
Trouble at the next level
Leaders develop different exchange relationships with their followers ranging from higher to lower quality. As these exchange relationships increase in quality a number of beneficial outcomes often accrue to both the leader and the follower when examined at the individual level of analysis. At the work unit level, however, differential leader–member exchange (LMXD) can lead to structural schisms between subordinates receiving higher- and lower-qu…
Understanding the connections between relationship conflict and performance
Research shows that relationship conflict has a negative impact on job performance. There is scant theoretical work, however, explaining the interpersonal dynamics that lead to this outcome. A conceptual model is developed that explores how relationship conflict impacts performance through its effects on trust and exchange. We argue that relationship conflict has a detrimental effect on trust motivating coworkers to rely more on calculus‐based tr…
Beyond Structure
In order to survive, the contemporary organization must quickly adapt to its ever-changing markets and environment. The methods of structural control associated with the bureaucratic organizational form impede such adaptation. As a result, organizations are supplanting structural control with newer means of control - the control of ideas. Drawing on and extending social accounts theory, the authors explore how social accounts are used as one meth…
Toward the Study of Organizational Coalitions
A qualitative laboratory research design is used to study coalition formation within the simulated context of a formal organization. The scenario used focuses on an issue shown to produce political activity: executive succession. A content analytic approach was used to analyze the ideas, perceptions, and actions of the participants as reported by themselves. Results indicate that the process of coalition formation involves a much wider range of c…
Understanding the connections between relationship conflict and performance
Research shows that relationship conflict has a negative impact on job performance. There is scant theoretical work, however, explaining the interpersonal dynamics that lead to this outcome. A conceptual model is developed that explores how relationship conflict impacts performance through its effects on trust and exchange. We argue that relationship conflict has a detrimental effect on trust motivating coworkers to rely more on calculus‐based tr…
Trouble at the next level
Leaders develop different exchange relationships with their followers ranging from higher to lower quality. As these exchange relationships increase in quality a number of beneficial outcomes often accrue to both the leader and the follower when examined at the individual level of analysis. At the work unit level, however, differential leader–member exchange (LMXD) can lead to structural schisms between subordinates receiving higher- and lower-qu…
Beyond Structure
In order to survive, the contemporary organization must quickly adapt to its ever-changing markets and environment. The methods of structural control associated with the bureaucratic organizational form impede such adaptation. As a result, organizations are supplanting structural control with newer means of control - the control of ideas. Drawing on and extending social accounts theory, the authors explore how social accounts are used as one meth…
Toward the Study of Organizational Coalitions
A qualitative laboratory research design is used to study coalition formation within the simulated context of a formal organization. The scenario used focuses on an issue shown to produce political activity: executive succession. A content analytic approach was used to analyze the ideas, perceptions, and actions of the participants as reported by themselves. Results indicate that the process of coalition formation involves a much wider range of c…
Toward the Study of Organizational Coalitions
A qualitative laboratory research design is used to study coalition formation within the simulated context of a formal organization. The scenario used focuses on an issue shown to produce political activity: executive succession. A content analytic approach was used to analyze the ideas, perceptions, and actions of the participants as reported by themselves. Results indicate that the process of coalition formation involves a much wider range of c…
Beyond Structure
In order to survive, the contemporary organization must quickly adapt to its ever-changing markets and environment. The methods of structural control associated with the bureaucratic organizational form impede such adaptation. As a result, organizations are supplanting structural control with newer means of control - the control of ideas. Drawing on and extending social accounts theory, the authors explore how social accounts are used as one meth…
Understanding the connections between relationship conflict and performance
Research shows that relationship conflict has a negative impact on job performance. There is scant theoretical work, however, explaining the interpersonal dynamics that lead to this outcome. A conceptual model is developed that explores how relationship conflict impacts performance through its effects on trust and exchange. We argue that relationship conflict has a detrimental effect on trust motivating coworkers to rely more on calculus‐based tr…
Trouble at the next level
Leaders develop different exchange relationships with their followers ranging from higher to lower quality. As these exchange relationships increase in quality a number of beneficial outcomes often accrue to both the leader and the follower when examined at the individual level of analysis. At the work unit level, however, differential leader–member exchange (LMXD) can lead to structural schisms between subordinates receiving higher- and lower-qu…
Psychology (4 works) · Economics (3 works) · Social Psychology (3 works) · Social Psychology (3 works) · Attachment and Relationship Dynamics (2 works) · Conflict Management and Negotiation (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Management and Organizational Studies (2 works) · Microeconomics (2 works) · Political science (2 works)