Browsing by Author "Chliova, Myrto"
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Item Do They Mind the Gap? The Role of Founders in Organizational Pay Dispersion(2023) Chliova, Myrto; Cacciotti, Gabriella; Kautonen, TeemuThis study adds to the emergent stream of work examining the micro-level antecedents of pay dispersion by focusing on how business founders’ personal characteristics influence pay dispersion in their organizations. We leverage stakeholder theory and the motivated information processing perspective to predict pathways between founders’ self- versus other-oriented motivations, their perceptions of employee and shareholder salience, and pay dispersion in their organizations. We test our hypotheses on data from a two-wave survey of founders. We find that a high level of motivation to benefit others on the part of a founder reduces the salience of shareholder concerns in decision-making, which in turn reduces pay dispersion. In contrast, a high level of motivation to benefit oneself heightens the salience of shareholder concerns in decision-making, increasing pay dispersion. Our results inform the debate on pay dispersion by elucidating the role played by founders’ self-versus other-oriented motivations and stakeholder salience perceptions.Publication Reacting to criticism: What motivates top leaders to respond substantively to negative social performance feedback?(2025) Chliova, Myrto; Cacciotti, Gabriella; Kautonen, Teemu; Pavez, IgnacioThe responses of organizations in situations of negative feedback from stakeholders are attracting increasing scholarly and societal attention. The literature has so far largely focused on situational factors that direct such responses, while calling for a more acute examination of individual factors. Anchored in Stakeholder Theory and Trait Activation Theory, this study examines how and to what extent prosocial motivation (a normative-oriented trait) and fear of failure (an instrumental-oriented trait) determine organizational leaders’ substantive responses to negative social performance feedback. We test our predictions on two waves of original survey data, including a conjoint experiment, on a sample of leaders of young organizations. Our findings contribute to literature and practice related to organizational responses to social performance feedback.