English
Companies typically control various aspects of their workers’ behaviors. In this article, we investigate whether the hierarchical distance of the superior who imposes such control measures matters for the workers’ ensuing reaction. In particular, we conduct a laboratory experiment to test whether potential negative behavioral reactions to imposed control are larger when they are implemented by a direct superior rather than a hierarchically more distant superior. We find that hierarchical proximity indeed magnifies such control aversion and discuss several potential channels for this result.
Faculty
Faculté des sciences économiques et sociales et du management