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Papers by Pisitta Vongswasdi

Academy of Management Proceedings

Journal of Leadership & Organizational Studies, 2022

Academics have lamented that practitioners do not always adopt scientific evidence in practice, y... more Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking evidence. Analyzing 60 interviews with academic directors of leadership centers at top business schools, we find that the selection of programs does not always align with scientific recommendations nor do schools always engage in high-quality program evaluation. Respondents further indicated a wide variety of challenges that help explain the disconnect between business schools claiming A but practicing B. Behavioral Integrity theory would argue these difficulties are rooted in the lack of an individually owned and collectively endorsed ident...

Leadership development has received criticism that there is insufficient evidence to justify its ... more Leadership development has received criticism that there is insufficient evidence to justify its popularity and corresponding financial investment. This paper uses a qualitative method to explore t...

Communication Research and Practice, 2017

We investigate potential generational differences in business communication practices amongst glo... more We investigate potential generational differences in business communication practices amongst global leaders and managers. This study analyses survey responses collected from 191 executives, which covers the frequency of use, and their perceptions of effectiveness, in workplace communication formats. Contrary to popular press speculation, we show a high degree of preference convergence across three generations (Baby Boomer, Generation X, and Generation Y) for specific communication purposes. The results indicate that some generational divergences are more nuanced than previous research suggests. Our research shows some form of daily reading activity takes the largest proportion of managers' communication time and a widespread view that while quantity of workplace communication activity is substantially increased, this is not matched by an increase in quality. Many new technology workplace applications appear as complements rather than substitutes to traditional communication practices. These results speak to the importance of developing understanding by leaders and organisations about workplace communication intergenerational preferences and behaviours and to future research priorities.

SSRN Electronic Journal, 2015

Note: This paper is part of an ongoing series of research projects in INSEAD's Leadership and Com... more Note: This paper is part of an ongoing series of research projects in INSEAD's Leadership and Communication Research Group. For the first time in modern history, workplace demographics now span up to four distinct generations. Therefore, intergenerational diversity is a timely issue, gathering increasing interest amongst academics, organizations and business executives. However, the evidence base in scholarly research on generational diversity at work is often contradictory and unclear. In this study we aim to identify and examine existing empirical research on generational differences in work-related characteristics to inform future focal areas for generational research related to leadership and management; as well as to synthesize the existing evidence of generational differences in a variety of workrelated characteristics. We conduct a systematic review of the literature to synthesize empirical research in a rigorous manner (following a disciplined screening process, a final sample of 50 studies is examined). In the analysis, six key themes emerge: communication and technology; work motivators or preferred job characteristics; work values; work attitudes; workplace/career behaviors; and leadership preferences or behaviors. Our systematic review also reveals that the majority of empirical studies provide results which fully or partially support the existence of generational diversity; highlighting the importance of future research to address the potential differing needs and characteristics of each generation as they interact and work within organizations. Our study contributes to the development of generational theory, proposes specific areas for important future research priorities on the topic of generational diversity, and highlights some implications for organizational practice. Although the systematic review is not commonplace, our study does contribute to its application in the field of management.