RESUMEN
Keener et al. (2023) raise concerns about the trustworthiness of Industrial/Organizational (IO) Psychology research and related fields due to the low reproducibility and replicability of research findings. The authors provide various solutions to resolve this crisis, such as improving training, realigning incentives, and adopting open science practices. Our commentary elaborates on one solution to which they briefly allude: Big Team Science Initiatives (BTSIs). BTSIs allow scholars to address the trustworthiness of our science by facilitating large sample theory testing, sharing and allocating resources, and selecting appropriate research strategies, all of which support the reproducibility and replication of research. Further, we propose that BTSIs may facilitate researcher training, encourage data sharing and materials, and realign incentives in our field. We discuss how BTSIs could be implemented in IO psychology and related fields, identifying and drawing upon similar BTSIs in related disciplines. Thus, our commentary is an extension of the focal article, encouraging scholars to collaboratively address the "crisis of confidence" facing our field using a big team science approach.
Asunto(s)
Investigación Interdisciplinaria , Proyectos de Investigación , Humanos , Reproducibilidad de los ResultadosRESUMEN
Researchers have shown great interest in the antecedents and outcomes of workplace ostracism, which has led to an expansive body of research. In light of this work, the current article fulfills the need for a comprehensive review and meta-analysis of the antecedents and outcomes associated with workplace ostracism. We begin our review by adapting a victimization perspective to understand ostracism as a triadic social process between the victim, perpetrator, and the environment. The meta-analytic results then support that leadership characteristics are the strongest related antecedents of workplace ostracism, followed by certain aspects of personality (e.g., Big Five) and contextual characteristics (e.g., social support). The results also show that workplace ostracism very strongly relates to deviance, and it strongly relates to other performance outcomes (e.g., core-performance, helping, voice), well-being outcomes (e.g., psychological well-being, emotions, self-perceptions), and organizational perceptions (e.g., job satisfaction, commitment, justice). We also show that the relationship of performance, well-being, emotions, and self-perceptions when measured after ostracism was comparable to their relationship when measured before ostracism. These results suggest that the outcomes of ostracism are less certain than previously thought, as they may instead be antecedents of ostracism. Finally, we call for future research to investigate this notion, along with further integration of the victimization perspective as well as the study of contextual predictors and moderators. (PsycInfo Database Record (c) 2020 APA, all rights reserved).