Different views of hierarchy and why they matter: hierarchy as inequality or as cascading influence

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dc.authorid0000-0002-1108-9309
dc.authorid0009-0006-6554-6866
dc.authorid0000-0003-2795-9302
dc.contributor.authorBunderson, J. Stuarten_US
dc.contributor.authorVan Der Vegt, Gerben S.en_US
dc.contributor.authorCantimur, Yelizen_US
dc.contributor.authorRink, Flooren_US
dc.date.accessioned2016-10-24T17:10:14Z
dc.date.available2016-10-24T17:10:14Z
dc.date.issued2016-08-01
dc.departmentIşık Üniversitesi, Fen Edebiyat Fakültesi, Psikoloji Bölümüen_US
dc.departmentIşık University, Faculty of Arts and Sciences, Department of Psychologyen_US
dc.description.abstractHierarchy is a reality of group life, for humans and for most other group-living species. However, there remains considerable debate about whether and when hierarchy can promote group performance and member satisfaction. We suggest that progress in this debate has been hampered by a lack of clarity about hierarchy and how to conceptualize it. Whereas prevailing conceptualizations of hierarchy in the group and organization literature have focused on inequality in member power or status (i.e., centralization or steepness), we build on the ethological and social network traditions to advance a view of hierarchy as cascading relations of dyadic influence (i.e., acyclicity). We suggest that hierarchy thus conceptualized is more likely to capture the functional benefits of hierarchy, whereas hierarchy as inequality is more likely to be dysfunctional. In a study of 75 teams drawn from a range of industries, we show that whereas acyclicity in influence relations reduces conflict and thereby enhances both group performance and member satisfaction, centralization and steepness have negative effects on conflict, performance, and satisfaction, particularly in groups that perform complex tasks. The theory and results of this study can help to clarify and advance research on the functions and dysfunctions of hierarchy in task groups.en_US
dc.description.versionPublisher's Versionen_US
dc.identifier.citationBunderson, S., van der Vegt, G., Cantimur, Y., & Rink, F. (2016). Different views of hierarchy and why they matter: Hierarchy as inequality or as cascading influence. Academy of Management Journal, 59(4), 1265-1289. doi:10.5465/amj.2014.0601en_US
dc.identifier.doi10.5465/amj.2014.0601
dc.identifier.endpage1289
dc.identifier.issn0001-4273
dc.identifier.issn1948-0989
dc.identifier.issue4
dc.identifier.scopus2-s2.0-84983288491
dc.identifier.scopusqualityQ1
dc.identifier.startpage1265
dc.identifier.urihttps://hdl.handle.net/11729/1128
dc.identifier.urihttp://dx.doi.org/10.5465/amj.2014.0601
dc.identifier.volume59
dc.identifier.wosWOS:000381838500007
dc.identifier.wosqualityQ1
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.indekslendigikaynakSocial Sciences Citation Index (SSCI)en_US
dc.institutionauthorCantimur, Yelizen_US
dc.institutionauthorid0000-0003-2795-9302
dc.language.isoenen_US
dc.peerreviewedYesen_US
dc.publicationstatusPublisheden_US
dc.publisherAcad Managementen_US
dc.relation.ispartofAcademy of Management Journalen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectDominance hierarchiesen_US
dc.subjectIntragroup conflicten_US
dc.subjectDecision-makingen_US
dc.subjectNetwork structureen_US
dc.subjectGroup-performanceen_US
dc.subjectTeam performanceen_US
dc.subjectTop managementen_US
dc.subjectCustomer orientationen_US
dc.subjectQualitative-analysisen_US
dc.subjectJob-satisfactionen_US
dc.titleDifferent views of hierarchy and why they matter: hierarchy as inequality or as cascading influenceen_US
dc.typeArticleen_US
dspace.entity.typePublication

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