Jeffrey A Sonnenfeld
Biographic Data
| ID | 8941947 |
|---|---|
| NAME | Jeffrey A Sonnenfeld |
| GIVEN NAMES | Jeffrey A |
| FAMILY NAME | Sonnenfeld |
| SIGNATURE | SONNENFELD J A |
| AFFILIATIONS | Emory University |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 13 |
| AUTHOR COUNT | 4 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1985 |
| LATEST PUBLICATION YEAR | 2000 |
| H-INDEX | 1 |
To Your Heart's Content: A Model of Affective Diversity in Top Management Teams
In this study we develop a model of how diversity in positive affect (PA) among group members influences individual attitudes, group processes, and group performance. We test the model on a sample of 62 U.S. top management teams. Greater affective fit between a team member and his or her group is related to more positive attitudes about group relations and perceptions of greater influence within the group. Results also suggest there is a negative…
Pyrrhic victories: The cost to the board of ousting the CEO
Going against anecdotal evidence and common perception, the findings presented here show that boards who take action against their CEOs do so only at great cost to themselves, winning only a pyrrhic victory. Indeed, the findings presented show three distinct levels of board turnover. Normal attrition in periods of continuity produced a turnover of 10.99 per cent over two years; routine retirement exists (22.35 per cent) produced a similar turnove…
A study of the tournament model with female managers
Reports the findings of the first study to test the tournament model of careers with female managers. Follows the careers of 3,800 women in a large internal labour market firm. Investigates the signals of early promotions, career velocity, education, tenure and entering position. Examines the relationships between these signals and career attainment. The results do not show the strong support of the tournament model that research with men has fou…
Shedding light on the Hawthorne studies
The Hawthorne Studies on social influences in the workplace have weathered decades of scholarly attack. Hawthorne critics have generally misunderstood or misrepresented the modest ideological and methodological presumptions of this pioneering research, which was intended to generate, not verify, hypotheses. This article reviews the decades of controversy within the historical context of the discipline of organizational behaviour. Original researc…
Shedding light on the Hawthorne studies
The Hawthorne Studies on social influences in the workplace have weathered decades of scholarly attack. Hawthorne critics have generally misunderstood or misrepresented the modest ideological and methodological presumptions of this pioneering research, which was intended to generate, not verify, hypotheses. This article reviews the decades of controversy within the historical context of the discipline of organizational behaviour. Original researc…
Shedding light on the Hawthorne studies
The Hawthorne Studies on social influences in the workplace have weathered decades of scholarly attack. Hawthorne critics have generally misunderstood or misrepresented the modest ideological and methodological presumptions of this pioneering research, which was intended to generate, not verify, hypotheses. This article reviews the decades of controversy within the historical context of the discipline of organizational behaviour. Original researc…
A study of the tournament model with female managers
Reports the findings of the first study to test the tournament model of careers with female managers. Follows the careers of 3,800 women in a large internal labour market firm. Investigates the signals of early promotions, career velocity, education, tenure and entering position. Examines the relationships between these signals and career attainment. The results do not show the strong support of the tournament model that research with men has fou…
Pyrrhic victories: The cost to the board of ousting the CEO
Going against anecdotal evidence and common perception, the findings presented here show that boards who take action against their CEOs do so only at great cost to themselves, winning only a pyrrhic victory. Indeed, the findings presented show three distinct levels of board turnover. Normal attrition in periods of continuity produced a turnover of 10.99 per cent over two years; routine retirement exists (22.35 per cent) produced a similar turnove…
To Your Heart's Content: A Model of Affective Diversity in Top Management Teams
In this study we develop a model of how diversity in positive affect (PA) among group members influences individual attitudes, group processes, and group performance. We test the model on a sample of 62 U.S. top management teams. Greater affective fit between a team member and his or her group is related to more positive attitudes about group relations and perceptions of greater influence within the group. Results also suggest there is a negative…
Psychology (3 works) · Accounting (2 works) · Demographic economics (2 works) · Economics (2 works) · Gender Diversity and Inequality (2 works) · History (2 works) · Labour economics (2 works) · Political science (2 works) · Social Psychology (2 works) · Sociology (2 works)