Federico Magni

Last Name

Magni

First Name

Federico

ORCID

0000-0002-3797-8155

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Publications 1 - 10 of 28

The Behavioral Consequences for Organizational Creativity of Being Evaluated by AI
Magni, Federico; Jeong, Martha (2023)
The Future of Organizational Decision-Making: Advancing Research on Attitudes Toward and Outcomes of Using Artificial Intelligence at Work
Kerstan, Sophie; Magni, Federico (2023)
21st EAWOP Congress Book of Abstracts
Value creation and appropriation in the live music industry: a population ecology analysis of live music ticket pricing
Magni, Federico (2023)
Journal of Media Business Studies
The music industry has grown to depend financially on live events, making value creation and appropriation critical. Connecting the resource-based view and organisation population ecology, this study investigates how generalist and specialist live music event producers differ in their ability to create and appropriate value. Evidence based on 631 live music events shows that generalists are able to create and appropriate more value than specialists by setting higher minimum prices and employing more price categories. The generalisability of the findings is discussed by describing which market conditions drive the effect of niche width on value creation and appropriation, identifying high fixed costs paired with a superstar effect and a heavy reliance on status as likely candidates.
Not just information: The influence benefits of network centrality for employee creativity
Magni, Federico; Mannucci, Pier Vittorio; Manzoni, Beatrice (2022)
Mapping Beliefs about Uncertainty: Development and Validation of the Uncertainty Mindset.
Magni, Federico; Gerlach, Alina; Pfrombeck, Julian; et al. (2023)
Generational Differences in Workers' Expectations: Millennials Want More of the Same Things
Magni, Federico; Manzoni, Beatrice (2020)
European Management Review
With the current research we applied the theoretical framework of the psychological contract to the study of generational differences in the workplace with the aim of understanding how Millennials and non-Millennials differ in their expectations at work. We collected data from more than 1,000 workers of a large Italian company, not only assessing several established dimensions of workplace expectations, but also proposing two new ones: feedback and work meaning. We found that Millennial workers generally expect more than their non-Millennial colleagues, but that the importance ranking of the various dimensions is largely similar across generations. The results of the study held even after controlling for age, work experience and job tenure effects. We further compared the Millennials from our organizational sample to more than 150 Millennial workers sampled online and found no meaningful differences. Theoretical and managerial implications follow.
Cosa vogliono dall’azienda generazioni diverse
Manzoni, Beatrice; Magni, Federico (2019)
Economia e management
Mind the Unknown: Development and Validation of the Uncertainty Mindset
Magni, Federico; Gerlach, Alina; Pfrombeck, Julian; et al. (2023)
Academy of Management Proceedings
Can family-to-work enrichment decrease anxiety and benefit daily effectiveness in remote workers? The unlocking effect of work-life balance
Magni, Federico; Tang, Ganqi; Manzoni, Beatrice; et al. (2020)
Feedback-Related Uncertainty as Possible Driver of Feedback Seeking and Role Ambiguity
Gerlach, Alina; Magni, Federico (2022)
Academy of Management Proceedings
As the positive effect of feedback seeking presumably relates to individuals’ adaptation to uncertainty at work, it is important to better understand how feedback seeking and uncertainty interact dynamically. In the present study, we adopt a process perspective and study the reciprocal relationship between feedback seeking and role ambiguity - a contextual factor capturing uncertainty at work - longitudinally. Specifically, we propose that role ambiguity enhances the search for feedback, which in turn can decrease role ambiguity. We investigate feedback-related uncertainty as a mechanism driving the reciprocal relationship, and include two independent sources of feedback (supervisors, coworkers). We test our hypotheses using (random intercept) cross-lagged panel models in a sample of N = 1’967 employees who were surveyed weekly over six weeks. Our results reveal that role ambiguity and feedback seeking are not directly related but rather show an indirect link through feedback-related uncertainty. Theoretical implications of our findings are discussed in relation to previous research on role ambiguity and feedback seeking and the use of process perspectives in organizational psychology research, and practical relevance for the integration of proactivity at work under uncertainty are outlined.

Publications 1 - 10 of 28

Federico Magni

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