Should Managers Bring Their Whole Selves to Work? How Integration of Nonwork and Work Identities Influences Managers’ Interpretation of Market Research Insights
Type
conference paper
Date Issued
2020-05
Author(s)
Abstract (De)
Conventional wisdom suggests that managers should bring their full-blown possibility to work. Even though research has demonstrated positive outcomes such as increased job satisfaction, decreased turnover, or increased creativity, the current research depicts a “dark side” of integrating non-work and work identities when it comes to data-driven decision-making. More specifically, three studies and two pretests with 524 experienced marketing managers consistently show that managers’ non-work identity deleteriously affects strategic marketing decisions if market research insights clash with a manager’s activated identity. We show that this unfavorable effect does not happen if managers clearly distinct between private and work life, and identify the relationship norm between the decision maker and the provider of market insights as a boundary condition. Overall, this research raises the question, whether and particularly when managers should be motivated to bring their “whole selves” to work and when companies may take active steps against such an integration.
Language
English
Keywords
market insights
managerial and organizational cognition
work and non-work identities
ego defense
cognitive bias
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Event Title
EMAC Conference
Event Location
Budapest
Event Date
May 2020
Subject(s)
Division(s)
Eprints ID
262529