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Journal articleMoore C, He J, Jachimowicz J, 2025, , Organization Science, Vol: 36, Pages: 1438-1465, ISSN: 1047-7039
High potential programs offer a swift path up the corporate ladder for those who secure a place on them. However, the evaluation of “potential” occurs under considerable uncertainty, creating fertile ground for gender bias. We document that men are more likely than women to be designated as high potential, and unpack how gendered responses to employees’ expressions of passion—one of the most commonly used criteria used in evaluating potential—both penalize women and advantage men in high-potential selection processes. First, and based on prior research on gender display rules, we suggest that expressions of passion are viewed as a less appropriate emotional display for women than men, giving rise to a female penalty. Second, and drawing on shifting standards theorizing, we posit that expressions of passion shift evaluators’ predictions of candidates’ future diligence more meaningfully for men than women, creating a male advantage—particularly for men who are reasonably-high but not exceptional performers. We provide supporting evidence across two studies examining placement into high-potential programs in a real talent review setting (N=796) and a pre-registered experiment that uses videos featuring trained actors (N=1,366), supported by two supplementary studies (N=1,590). Taken together, this work sheds light on the ways the increasing emphasis on passion in contemporary workplaces may exacerbate gender inequalities. Progressing our understanding of gender bias beyond gendered reactions to criteria that penalize women (i.e., backlash), our work also unveils a novel and particularly pernicious form of gender bias driven by gendered inferences about passion that advantage men.
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Journal articleWakeman SW, Yang P, Moore C, 2025, , Academy of Management Discoveries, Vol: 11, Pages: 1-55, ISSN: 2168-1007
This paper explores whether, under what conditions, and why supervisors treat rule breakers favorably. Using field data from six seasons in the National Hockey League (NHL), we find that coaches select rule breakers for play more often than rule-abiding players. However, this preference is bounded in several ways. It reverses when a player’s rule breaking becomes extreme, holds for minor (but not major) rule breaking, is absent for both players and teams in the lowest quintile of rule breaking, is observed in regular season (but not playoff) games, and is amplified when teams are on losing streaks but disappears after repeated wins. An experiment replicates this bounded preference for rule breakers and identifies that those in a position to reward rule breakers do so in part because they perceive them as more committed to team success. However, at extreme levels of rule breaking, concerns about the liability rule breakers represent eclipse these positive perceptions, reversing the preferential treatment they enjoyed when their rule breaking was more moderate. Together these findings illuminate one unexpected reason why rule breaking is so rampant and unethical behavior remains so pernicious in organizations.
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Journal articlePhillips N, Kalvapalle S, Kennedy M, 2024, , Organization Theory, Vol: 5, ISSN: 2631-7877
As generative AI systems move beyond Turing’s benchmark for whether a machine exhibits human-like intelligence, what implications does this technological milestone have for organization theory? We engage with this question by considering how the increasing creativity and social competence exhibited by generative AI impacts processes of social construction and cultural evolution that have, up to this point, been the exclusive domain of humans. More specifically, we consider what it means to have intelligent machines capable of category work, which we define here as both the culturally savvy use of categories and purposeful participation in the processes of construction that underpin systems of categories more generally. We go on to explore some of the implications for individuals, organizations and societies of the appearance of this new class of artificial participants in the processes that constitute category systems.
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Journal articleHuai-ching Liu E, Chambers CR, Moore C, 2023, , The Leadership Quarterly, Vol: 34, ISSN: 1048-9843
One of the most important things leaders do is communicate. Though research on leaders’ communication has been active for half a century, to date there has been little effort to review it comprehensively and systematically. In this paper we review 260 articles that use leaders’ actual communication (textual, aural, and video) as data. We group these studies into four broad categories as a function of whether they focus on the (1) content and style, (2) antecedents, or (3) outcomes of leader communication, or (4) use leaders’ communication data to infer leader attributes that are unrelated to communication. We document how empirical methodologies to analyze verbal and nonverbal communication have advanced over time, with early labor-intensive coding methods joined by more automatic and computer-based approaches, including Machine Learning. We conclude by discussing how this research has extended and enriched dominant leadership theories and suggest future opportunities for studies that use leader communication as a focal construct or input.
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Journal articlePozner J-E, Mohliver AC, Moore C, 2023, , Research in the Sociology of Organizations, Vol: 85, Pages: 11-33, ISSN: 0733-558X
We investigate how firms’ responses to misconduct change when the institutional environment becomes more stringent. Organizational theory offers conflicting perspectives on whether new legislation will increase or decrease pressure on firms to take remedial action following misconduct. The dominant perspective posits that new legislation increases expectations of firm behavior, amplifying pressure on them to take remedial action after misconduct. A more recent perspective, however, suggests that the mere necessity to meet more stringent regulatory requirements certifies firms as legitimate to relevant audiences. This certification effect buffers firms, reducing the pressure for them to take remedial action after misconduct. Using a temporary, largely arbitrary exemption from a key provision of the Sarbanes-Oxley Act, we show that firms that were not required to meet all the regulatory standards of good governance it required became 45% more likely to replace their CEOs following the announcement of an earnings restatement after Sarbanes-Oxley. On the other hand, those that were required to meet all of Sarbanes-Oxley’s provisions became 26% less likely to replace their CEOs following a restatement announcement. Ironically, CEOs at firms with a legislative mandate intended to increase accountability for corporate misconduct shoulder less blame than do CEOs at firms without such legislative demands.
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Book chapterPozner JE, Mohliver A, Moore C, 2022, , Business and the Ethical Implications of Technology, Pages: 121-137
We explore how the Sarbanes-Oxley Act of 2002 created pressure for firms to take more visible and costly corrective action following the announcement of an earnings restatement. Building on theory about focusing events, the institutional effects of legislative change, and the agenda-setting role of the media, we propose that Sarbanes-Oxley created reactive normative pressure on firms that announce earnings restatements, increasing the likelihood of CEO replacement in their aftermath. We theorize that Sarbanes-Oxley changed the meaning-and therefore the impact-of media coverage of earnings restatements. Our findings show that firm behavior after Sarbanes-Oxley did change in ways that are consistent with the intent of the legislation: to increase executives' accountability for the reliability of their firms' financial statements. Moreover, we show this change is a result both of the direct effect of the legislation on increasing CEO accountability as well as through intensifying the effect of the media spotlight on misconduct.
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Journal articlePalanski M, Newman A, Leroy H, et al., 2021, , Journal of Business Ethics, Vol: 168, Pages: 109-119, ISSN: 0167-4544
In this article, the co-editors of the Leadership and Ethics: Quantitative Analysis section of the journal outline some of the key issues about conducting quantitative research at the intersection of business, ethics, and leadership. They offer guidance for authors by explaining the types of papers that are often rejected and how to avoid some common pitfalls that lead to rejection. They also offer some ideas for future research by drawing upon the opinions of four noted experts in the field to consider the types of research questions we should be asking, the types of theory we should be building, the types of models we should be testing, and the types of methods we should be using.
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Journal articleDe Cremer D, Moore C, 2020, , Annual Review of Organizational Psychology and Organizational Behavior, Vol: 7, Pages: 369-393, ISSN: 2327-0608
The emerging field of behavioral ethics has attracted much attention from scholars across a range of different disciplines, including social psychology, management, behavioral economics, and law. However, how behavioral ethics is situated in relation to more traditional work on business ethics within organizational behavior (OB) has not really been discussed yet. Our primary objective is to bridge the different literatures on ethics within the broad field of OB, and we suggest a full-fledged approach that we refer to as behavioral business ethics. To do so, we review the foundations and research foci of business ethics and behavioral ethics. We structure our review on three levels: the intrapersonal level, interpersonal level, and organizational level. For each level, we provide relevant research examples and outline where more research efforts are needed. We conclude by recommending future research opportunities relevant to behavioral business ethics and discuss its practical implications.
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Journal articleLo JY-C, Rhee E, Fiss P, et al., 2020, , Academy of Management Review, Vol: 45, Pages: 85-108, ISSN: 1930-3807
In a growing body of literature on categorization in organization theory, researchers are exploring the stabilizing role of categories and the processes by which they emerge. Because the literature focuses mainly on categories that emerge successfully or are already established, we know much less about why categories fall out of use or fail to emerge. Rather than viewing declining usage or failed emergence as different processes, we argue that they are two aspects of the single problem of understanding what makes a category viable. Focusing on the coherence of the items included in a category and how distinct they are compared to items in other categories, we develop the concept of category viability and argue that viable categories are those found useful for sensemaking, analysis, and coordination because they balance both coherence and distinctiveness to fall within what we call a zone of viability. To illustrate how category viability helps explain both change and continuity of categories, we also offer a framework to describe the process by which categories move in or out of the zone of viability with deliberate actions or with shifting circumstances that change their members or positions relative to other categories.
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Journal articlePozner J-E, Mohliver A, Moore C, 2019, , Journal of Business Ethics, Vol: 160, Pages: 427-443, ISSN: 0167-4544
We explore how the Sarbanes–Oxley Act of 2002 created pressure for firms to take more visible and costly corrective action following the announcement of an earnings restatement. Building on theory about focusing events, the institutional effects of legislative change, and the agenda-setting role of the media, we propose that Sarbanes–Oxley created reactive normative pressure on firms that announce earnings restatements, increasing the likelihood of CEO replacement in their aftermath. We theorize that Sarbanes–Oxley changed the meaning—and therefore the impact—of media coverage of earnings restatements. Our findings show that firm behavior after Sarbanes–Oxley did change in ways that are consistent with the intent of the legislation: to increase executives’ accountability for the reliability of their firms’ financial statements. Moreover, we show this change is a result both of the direct effect of the legislation on increasing CEO accountability as well as through intensifying the effect of the media spotlight on misconduct.
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