34:T412,

Teams are an important resource that organizations rely on to create (i.e., ideation) and implement (i.e., implementation) innovative ideas. To advance distinct theorizing on ideation, implementation and their transit as crucial but different phases of innovation in teams, we collected qualitative data from 60 individuals working on innovation in teams and analyzed 235 situations critical for ideation and implementation. Our qualitative content analysis resulted in 1460 codes classified into 27 categories, which we analyzed with regard to their relative importance for ideation and implementation in teams. We integrated our results via an abductive approach using existing theory into a process model showing that ideation is driven by information processing and team climate, implementation is driven by action regulation and resources, and the transit phase is driven by a mindset change from deliberation to implementation. The interface between ideation and implementation reveals paradoxes that deserve explicit management.

35:T48a,

Belonging to the workplace is pivotal for employees’ job satisfaction. In the current research, we aim to show how different organizational levels serve as alternative sources of belonging, compensating one for the other in their contribution to job satisfaction. The results of two field studies of administrative employees (Study 1, n = 620) and faculty members (Study 2, n = 624) in a public university revealed the proposed compensatory mechanism. As hypothesized, the lower belonging members experienced in their immediate work context, the more strongly belonging to the organization as a whole predicted their job satisfaction, and vice versa. The lower belonging to the organization they experienced, the more strongly belonging to the immediate context predicted their job satisfaction. The findings were consistent when belonging to the immediate context was assessed as an individual (Studies 1–2) as well as a collectively-shared experience in one’s environment (Study 2). These results illustrate the interplay between organizational levels, suggesting important theoretical and practical implications.

36:T4bc,

The present research addresses the question: why do employees engage in bullshitting at work? We examined this research question over three phases of multidimensional scaling (MDS). In the first (elicitation) phase (n = 222), we uncovered 36 unique motives for workplace bullshitting. Phase 2 analyses (n = 610) yielded a two-dimensional MDS configuration of these 36 motives. Phase 3 interpretation (n = 118) produced a four-quadrant typology of motives definable by the intersection of two motivation theories: striving goals and regulatory focus. Thus, employees engage in workplace bullshitting for the purposes of getting ahead (status-promotion), getting away (status-prevention), getting along (communion-promotion), and getting around (communion-prevention). The typology meets fundamental theory-building criteria and underpins a nomological network of workplace bullshitting that advances understanding of why employees engage in bullshitting and how the use of bullshitting may affect them.

37:T785,