Skip to content Skip to navigation
University of Warwick
  • Study
  • |
  • Research
  • |
  • Business
  • |
  • Alumni
  • |
  • News
  • |
  • About

University of Warwick
Publications service & WRAP

Highlight your research

  • WRAP
    • Home
    • Search WRAP
    • Browse by Warwick Author
    • Browse WRAP by Year
    • Browse WRAP by Subject
    • Browse WRAP by Department
    • Browse WRAP by Funder
    • Browse Theses by Department
  • Publications Service
    • Home
    • Search Publications Service
    • Browse by Warwick Author
    • Browse Publications service by Year
    • Browse Publications service by Subject
    • Browse Publications service by Department
    • Browse Publications service by Funder
  • Help & Advice
University of Warwick

The Library

  • Login
  • Admin

Turning up by turning over : the change of scenery effect in major league baseball

Tools
- Tools
+ Tools

Rogers, Bryan L., Vardaman, James M., Allen, David G., Muslin, Ivan S. and Baskin, Meagan Brock (2017) Turning up by turning over : the change of scenery effect in major league baseball. Journal of Business and Psychology, 32 (5). pp. 547-560. doi:10.1007/s10869-016-9468-3

[img] PDF
WRAP_Turning Up by Turning Over.pdf - Requires a PDF viewer.

Download (579Kb)
Official URL: http://dx.doi.org/10.1007/s10869-016-9468-3

Request Changes to record.

Abstract

Purpose: This study examined a “change of scenery” effect on performance in major league baseball (MLB). We also tested this effect for voluntary versus involuntary employee departures, as well as employees returning to a past employer.

Design/Methodology/Approach: This study uses publicly available MLB performance data from 2004 to 2015. The data comprise 712 team changes for players following two consecutive years with the same organization. Data were analyzed using MANCOVA to assess the impact of changing teams on player performance.

Findings: Results indicate players with declining performance benefited significantly from a change of scenery. Following a team change, these players experienced a significant increase in their performance that remained stable through a subsequent season. The effect was not different for players who changed teams via trade and free agency and was modest for those returning to a past organization. Analysis also showed that players leaving while their performance was improving suffered a subsequent performance drop-off in the new organization.

Implications: As the war for talent escalates and employees change jobs more frequently, extending our understanding of how performance can be influenced by work context may provide new insight into organization staffing policies.

Originality/Value: Results extend field theory by highlighting how past performance interacts with new work contexts to influence performance. This is one of the few studies evaluating the job change-performance relationship, and perhaps the first to account for the effects of performance trends prior to exit.

Item Type: Journal Article
Divisions: Faculty of Social Sciences > Warwick Business School > Entrepreneurship, Innovation & Management
Faculty of Social Sciences > Warwick Business School > Innovation, Knowledge & Organisational Networks Research Unit
Faculty of Social Sciences > Warwick Business School > Industrial Relations Research Unit
Faculty of Social Sciences > Warwick Business School
Journal or Publication Title: Journal of Business and Psychology
Publisher: Springer New York LLC
ISSN: 0889-3268
Official Date: October 2017
Dates:
DateEvent
October 2017Published
29 August 2016Available
19 August 2016Accepted
Volume: 32
Number: 5
Page Range: pp. 547-560
DOI: 10.1007/s10869-016-9468-3
Status: Peer Reviewed
Publication Status: Published
Access rights to Published version: Restricted or Subscription Access

Request changes or add full text files to a record

Repository staff actions (login required)

View Item View Item

Downloads

Downloads per month over past year

View more statistics

twitter

Email us: wrap@warwick.ac.uk
Contact Details
About Us