In this review, we examine developments in how organization members’ responses to change have been conceptualized, measured, and predicted, and the outcomes they have been shown to produce. We focus on quantitative studies and use four conceptual lenses to analyze them: the tripartite approach, the change response circumplex model, change ambivalence, and levels of analysis. Drawing on established classifications of change response antecedents, we present current understandings of the factors and the mediating and moderating mechanisms that explain responses to change. Particular attention is given to the roles of national culture and time in shaping responses and our understanding of them. We end with directions for future research and practice, emphasizing the need to consider response activation, ambivalence, and timing in understanding and managing responses to organizational change.

In this review, we distill existing research on gratitude and its role in organizations. We begin by examining how gratitude is conceptualized and defined, considering its manifestations as an emotion, an expression, and a feature of a collective. We next develop a model arguing that gratitude is best understood as a phenomenon that begins within the self but has the potential to cascade beyond the self and emerge at higher levels of analysis. After reviewing the key theories that underpin gratitude scholarship, we explore existing research on gratitude's functions. We follow with a consideration of gratitude's antecedents. Finally, we conclude with a discussion of promising trajectories for future research, emphasizing important directions for both theory and practice.

We explore emergent micro-, meso-, and macro-level issues that impact the experiences of people with disabilities at work and how these issues can drive research. These issues have received little attention in the management literature. At the micro level we examine how the definition of disability has moved from the medical model to an interactionist model, the intersectionality between disability and other identities, and evolving assistive technology. At the meso level we focus on ableism; new forms of work impacting the inclusion of people with disabilities; how disability is treated in organizations’ diversity, equity, inclusion, and accessibility (DEIA) efforts; and the comparison of sheltered work to competitive market work. Finally, at the macro level, we examine the techno exclusion of people with disabilities, varying definitions of fairness (i.e., quotas versus accommodation), and the DEIA backlash.

This review examines the development and evolution of meeting science over the past three decades. Drawing on diverse disciplinary foundations—including the organizational sciences, communication studies, and computer science—we provide a thematic discussion of meetings research. We organize the body of literature into five key areas of inquiry: (a) meetings as stressors and affective inducing events; (b) meetings as a communication technology that drives performance; (c) meetings as a platform for employee voice, participation, and inclusion; (d) meetings as a stage for leadership and power dynamics; and (e) meetings as an expression of culture and identity. We present illustrative findings from each research stream and conclude by outlining a research agenda that addresses how to build upon what we know around meetings as well as new frontiers.

Star performers—individuals who make exceptionally significant contributions to their organizations—are increasingly capturing the attention of both researchers and practitioners alike. However, studies on these uber-performers often employ disparate definitions, theoretical foundations and assumptions, and methods and analyses, which creates significant tension and confusion in the comparison of findings and the formation of a clear understanding of what star performance truly entails and its impact on individuals, teams, and organizations. This review aims to clarify these issues by presenting a framework for identifying stars based on four key factors: type of performance, comparison group, duration of observation, and threshold for stardom. We summarize current research on the emergence of stars, their productivity over time, and the spillover effect on nonstars. We also address the unique challenges of studying stars—such as their rarity and the skewed nature of their performance—and offer guidance on research designs and analytical tools that can more effectively capture these dynamics. We conclude with a roadmap for future research aimed at developing a more consistent and useful understanding of star performers.

This article first reviews the history of the research on organizational climate and then organizational culture with definitions of each. The research approaches to both constructs are explicated in some detail, with climate being characterized by survey/quantitative approaches and culture by qualitative methods. Early climate struggles with levels and validity issues are followed by summaries of research since the 1980s on specific outcomes such as service and safety. Culture research has pursued the deeper meanings employees attach to organizational norms and values without attention to specific outcomes. As these different approaches to understanding organizations yield different learnings, we propose integrating research on the two constructs as a useful basis for understanding how people in organizations interpret decisions, actions, and what is important for organization effectiveness. We conclude by exploring the potential benefits of such an integrative approach for understanding and facilitating organizational change and effectiveness.

Our desire to cultivate and sustain positive identities has a powerful influence on workplace diversity, equity, and inclusion (DEI) dynamics. While sometimes the quest for positive identities promotes celebration of diversity and uniqueness, in many other circumstances our inherent motivation to strive toward building more positive identities can have unintended consequences for DEI in organizations. In this review, we organize research on positive identities at work to better understand the experiences of the diverse set of individuals that compose our work organizations today. We invite a critical examination of how individuals with underrepresented and dominant identities deal with identity demands in diverse workplaces in both helpful and harmful ways. We conclude with directions for future research on interventions that mitigate identity threat and promote inclusion.

Norm violations can not only cause harm but also contribute to the well-being of organizations. During the last several decades, two different foci of research on workplace norm violations have generated a host of empirical studies on both constructive and destructive norm-violating behavior (NVB). However, the two closely related bodies of literature have remained in almost complete isolation from each other. Our conceptual review seeks to kindle a new perspective to better understand the general concept of NVB in organizations by combining the bifurcated silos of both constructive and destructive NVB. By conducting a systematic literature review of research on workplace NVBs over the past 30 years, we synthesize the major research findings on both constructive and destructive deviance into a general framework and examine the major antecedents, moderators, mediators, and outcomes as they fit within the major theoretical perspectives. Moreover, we study the commonalities of constructive and destructive NVB, focusing especially on the overlapping and dynamic relationships between the two concepts. To conclude, we propose new lines of inquiry for future research to assist academics and practitioners in understanding and managing different forms of organizational norm violations.

We review theory and research on how work events and experiences influence employee well-being, with a particular focus on the day-to-day effects of positive events and experiences. Then we discuss how employees can amplify the beneficial effects of work on well-being by savoring and reflecting upon positive events and experiences from work, and by capitalizing on them via interpersonal means, such as sharing work events and experiences with others. We integrate theory and research on savoring and interpersonal capitalization within affective events theory and the broader job demands–resources (JD-R) theory—and we explain how these approach-oriented agentic strategies that employees can easily use to derive additional psychological benefits from work experiences can extend JD-R theory. Specifically, we discuss how using these strategies can build additional resources, fulfill employees’ basic psychological needs, and make their jobs more meaningful, thereby enhancing well-being at the day-to-day level and in the long term.

Drawing on 50 years of research, this article defines workaholism as involving high motivation (e.g., being driven to work due to internal pressures) as well as high effort expenditure (e.g., having persistent thoughts about work when not working and working beyond what can reasonably be expected). Workaholism can be distinguished from concepts such as work engagement, work passion, and Type-A behavior, and valid workaholism measures are available. Regarding its antecedents, demographic and personality factors are weakly related to workaholism. Work-related factors (such as the presence of an overwork culture and high job demands) are more important. Workaholism may have adverse outcomes for a worker's mental and physical health, well-being, and family life. Workaholics do not perform better (but may well perform worse) than others. Although many interventions have been put forward to address workaholism, the effects of these are usually unclear. We conclude with a short agenda for future research.