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The effects of CEO activism on employees person‐organization ideological misfit: A conceptual model and research agenda
Author(s) -
Brown Lee Warren,
Manegold Jennifer G.,
Marquardt Dennis J.
Publication year - 2020
Publication title -
business and society review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 21
eISSN - 1467-8594
pISSN - 0045-3609
DOI - 10.1111/basr.12196
Subject(s) - ideology , perception , politics , conceptual model , identity (music) , political activism , social psychology , public relations , psychology , sociology , business , political science , epistemology , philosophy , physics , neuroscience , acoustics , law
Abstract Research has found many positive benefits to person‐organization (PO) fit, for both individuals and the organization. However, PO misfit has received far less attention in the literature. In this article, we look specifically at PO misfit caused by the differing political values and beliefs of the CEO and employee. We argue that CEO activism influences employee perceptions of ideological misfit (IM), whereby differing political beliefs between employees and their activist CEO can impact workplace outcomes. We consider how peer group reactions, ethical climate, external needs fulfillment, and moral identity serve as boundary conditions for perceptions of PO misfit and related organizational outcomes. We also examine antecedents of CEO activism. Drawing on academic literature from both the micro and macro perspectives of management research, we introduce a conceptual model and discuss implications for the firm and its employees.