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Narcissism at the CEO–TMT Interface: Measuring Executive Narcissism and Testing Its Effects on TMT Composition J. Manag. (IF 13.5) Pub Date : 2024-04-13 Sebastian Junge, Lorenz Graf-Vlachy, Moritz Hagen, Franziska Schlichte
Extant strategic leadership literature has established the substantial and nuanced implications of narcissism in chief executive officers (CEOs) for firm outcomes, and psychological research on narcissism in groups highlights the importance of narcissism for interpersonal dynamics. However, there is little research on strategic leaders’ narcissism and the CEO–top management team (TMT) interface, especially
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Interdependent Formation of Symbolic and Regulatory Boundaries: The Discursive Contestation Around the Home-Sharing Category J. Manag. (IF 13.5) Pub Date : 2024-04-10 Patricia Klopf, Johann Fortwengel, Michael Etter
The formation of boundaries between established and emergent categories is a complex social process. Therein, our understanding of how symbolic boundaries translate into regulatory boundaries is underdeveloped. Extant research either treats laws and regulations for categories as given or assumes a seamless translation of a symbolic into a regulatory boundary. This sidelines that market participants
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CEO Power: A Review, Critique, and Future Research Directions J. Manag. (IF 13.5) Pub Date : 2024-04-08 Sibel Ozgen, Ann Mooney, Yuyang Zhou
CEO power has been extensively studied across various disciplines and country contexts. Despite the exponential growth of research, there has been limited effort to integrate the vast body of literature. Using bibliometric and other analytical techniques we apply to the 580 articles in our review, we identify and discuss the topics and major research streams considered in CEO power research and their
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Applying Event System Theory to Organizational Change: The Importance of Everyday Positive and Negative Events J. Manag. (IF 13.5) Pub Date : 2024-04-08 Tina Kiefer, Laurie J. Barclay, Neil Conway
Decades of research have examined how employees experience organizational-level change events (e.g., “the merger”). However, employees can also experience “everyday change events” that occur at the individual-level as the change becomes routinized for their jobs. That is, individuals can react to organizational change events that are occurring at different hierarchical levels. Drawing on event system
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Capable Fish or Deficient Ponds? A Meta-Analysis of Consequences, Mechanisms, and Moderators of Perceived Overqualification J. Manag. (IF 13.5) Pub Date : 2024-04-05 Meishi Liao, Melody Jun Zhang, Joel B. Carnevale, Chengquan Huang, Lin Wang
Perceived overqualification (POQ) has traditionally been seen as an undesirable employment situation associated with negative outcomes. However, recent research suggests that POQ may have positive implications for both employees and organizations. Despite the growing literature on this topic, scholars have offered numerous explanatory mechanisms for linking POQ with its work outcomes, and inconsistent
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The Lean Impact Start-Up Framework: Fueling Innovation for Positive Societal Change J. Manag. (IF 13.5) Pub Date : 2024-04-05 Sophie Bacq, Stephanie Wang
How can innovative solutions to address societal grand challenges be cultivated in a pragmatic and impactful way? In this article, we propose the “lean impact start-up” framework, which integrates the principles of the lean start-up methodology with fresh perspectives from new stakeholder theory—and specifically, stakeholder governance. The lean impact start-up framework is characterized by its experimental
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More Than One Way to Pivot: The Case for Opportunity and Survival Pivots J. Manag. (IF 13.5) Pub Date : 2024-04-01 Jared S. Allen, James G. Combs, Jon C. Carr, Timothy L. Michaelis, Dana L. Joseph
Research describes pivots as quick and comprehensive change in venture direction triggered by (external) opportunity-based information suggesting a better opportunity. We discovered two distinct pivot types in a qualitative study (Study 1), neither of which fully aligns with prior research. “Opportunity pivots” are triggered by opportunity-based information but are slower and less comprehensive than
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The Status of Status Research: A Review of the Types, Functions, Levels, and Audiences J. Manag. (IF 13.5) Pub Date : 2024-04-01 Matteo Prato, Gokhan Ertug, Fabrizio Castellucci, Tengjian Zou
Our review of 154 articles published over the last decade portrays an evolution of status research. This body of literature has transitioned from viewing status as a monolithic construct to appreciating its inherently multidimensional nature, characterized by diverse types, functions, levels, and audience structures. Although this shift has expanded our knowledge, it has also introduced increased complexity
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Sharing the Spotlight: The Benefits of Having a Celebrity Competitor J. Manag. (IF 13.5) Pub Date : 2024-03-30 Kevin Curran, Eric Y. Lee, Michael D. Pfarrer, Scott D. Graffin
Drawing from media routines and narrative theory research, we theorize that benefits spill over to competitors who are cognitively linked to a celebrity via media narratives. Specifically, we argue that actors with direct competitive relationships with a celebrity will receive increased media attention and emotive media content, as well as increased performance. Due to the nature of these narratives
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Oppositional Courage for Racial and Ethnic Minorities: A Source of White Employees’ Upward Moral Comparison J. Manag. (IF 13.5) Pub Date : 2024-03-29 Christian N. Thoroughgood, Katina B. Sawyer, Dejun Tony Kong, Jennica R. Webster
When advantaged group employees courageously stand up for the rights of their colleagues with marginalized identities, research suggests that they communicate a powerful, public “message of value” to such individuals. Yet, this beneficiary-focused perspective, while valuable, does not address the self-meanings that third-party observers may derive from such oppositional courage (OC) and the implications
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Methodological Rigor in Management Research Reviews J. Manag. (IF 13.5) Pub Date : 2024-03-29 Zeki Simsek, Brian C Fox, Ciaran Heavey, Shuang Liu
Review research in management, like other research traditions, demands a methodological compass to advance coherent and credible knowledge claims. Yet, the established landscape of review research lacks a common framework for guiding and assessing its methodological rigor. We conducted an exploratory scoping review, analyzing a large sample of review articles published in the Journal of Management
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Leadership in a Crisis: A Social Network Perspective on Leader Brokerage Strategy, Intra-Organizational Communication Patterns, and Business Recovery J. Manag. (IF 13.5) Pub Date : 2024-03-27 Ning Li, Xiaoming Zheng, Dan Ni, Bradley L. Kirkman, Mengyi Zhang, Mingze Xu, Chenlin Liu
Catastrophic events can significantly disrupt businesses and, as a result, understanding how organizations adapt to a crisis is critical. Undeniably, leaders often play a crucial role in times of great uncertainty. Yet, it is unclear exactly how leaders can effectively guide organizations through a crisis. Extending theories of network brokerage and organizational adaptation research, we posit that
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Making Exceptions Exceptional: A Cross-Methodological Review and Future Research Agenda J. Manag. (IF 13.5) Pub Date : 2024-03-27 Christina B. Hymer, Anne D. Smith
“Exceptions” refers to data obtained from a nontraditional context and/or data that emerge during data analysis that substantially deviate from other data present within a study. Both qualitative and quantitative research acknowledge exceptions; however, approaches for handling and discussing exceptions vary across these two perspectives and are rarely integrated. We provide a two-decade review of
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Lean Hypotheses and Effectual Commitments: An Integrative Framework Delineating the Methods of Science and Entrepreneurship J. Manag. (IF 13.5) Pub Date : 2024-03-27 Saras D. Sarasvathy
Recently, there is increasing interest in building theories that offer actionable guidance to the practice of entrepreneurship. Here I present a general theoretical framework, called CAVE, for understanding, assessing, and enhancing existing tools that offer such guidance. The framework encompasses a two-dimensional space with prediction and control as its axes. The CAVE framework accommodates a wide
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Organizational Engagement With Poverty: A Review and Reorientation J. Manag. (IF 13.5) Pub Date : 2024-03-26 Vivek Soundararajan, Sreevas Sahasranamam, Michael Rogerson, Hari Bapuji, Laura J. Spence, Jason D Shaw
Recognizing the potential contributions businesses can make to address the grand challenge of global poverty, management scholars have increasingly turned research attention to poverty. We conducted an integrative review of poverty studies in the organizational literature spanning from 1985 to 2022. Based on the review, we clarify poverty as a significant lack of market-oriented resources, opportunities
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From Intent to Impact: A Proactive Event Approach for Amplifying Sustainability Across Time J. Manag. (IF 13.5) Pub Date : 2024-03-23 Patrick J. Flynn, Amrou Awaysheh, Paul D. Bliese, Barbara B. Flynn
We extend event system theory (EST) to conceptualize proactive events and examine how event duration, timing, criticality, and disruption are related to two phases of change associated with an organizationally initiated event. Specifically, we explore the impact of a new sustainability monitoring system on energy consumption using longitudinal archival data from 87 manufacturing units of a Fortune
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What Constitutes a Contribution at JOM? J. Manag. (IF 13.5) Pub Date : 2024-03-22 Gerry McNamara, Deidra J. Schleicher
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“You Don’t Want My Help?” The Negative and Positive Consequences of Help Offer Rejection J. Manag. (IF 13.5) Pub Date : 2024-03-21 Andrea L. Hetrick, Trevor M. Spoelma, Daniel W. Newton, Alexander C. Romney
Helping is ubiquitous in organizations and vital to individual and organizational effectiveness. Yet, for various reasons, offers to help are sometimes rejected. Help offeror reactions to help offer rejection, or how employees respond to coworkers refusing their propositions to assist with work tasks, is an important but overlooked area of inquiry in organizational research. Although negative reactions
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It’s Unexpected but Good: Leader Traditionality Fuels Greater Follower Reciprocation to Servant Leadership J. Manag. (IF 13.5) Pub Date : 2024-03-19 Chenwei Liao, Junfeng Wu, Sandy J. Wayne, Robert C. Liden, Lynda Jiwen Song
Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors
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The Minimum Viable Product (MVP): Theory and Practice J. Manag. (IF 13.5) Pub Date : 2024-03-19 Regan Stevenson, Devin Burnell, Greg Fisher
Building and deploying a minimum viable product (MVP) is often considered a necessary step in the venture development process. Although MVPs are ubiquitous in practice, foundational scholarly work on MVPs is virtually nonexistent. We leverage and build upon the lean start-up literature and the scientific approach to entrepreneurship to develop theory related to the dimensionality, forms, risks, and
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To Toe the Party Line? The Impact of Firm and CEO Partisanship on Corporate Mass-Media Normative Legitimacy J. Manag. (IF 13.5) Pub Date : 2024-03-18 Michael Hadani
Corporate political activity (CPA) research has traditionally focused on instrumental and strategic value, explicitly ignoring how external stakeholders, specifically the public, view the legitimacy implications of CPA, in particular with regard to partisan forms of CPA. Yet, recent research has begun introducing normative considerations into CPA, highlighting the impact of public evaluations on CPA
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A Summer of Protest: Using Event System Theory To Test an Intersectional Leadership Advantage J. Manag. (IF 13.5) Pub Date : 2024-03-16 Alexander D. Stajkovic, Kayla Stajkovic
Widespread social unrest occurred in the United States in the Summer of 2020. Citizens took to the streets to challenge the prevailing social justice framework. According to event systemstheory, these Black Lives Matter (BLM) protests were high-strength, as they represented novel, critical, and disruptive events. They were also mega-threats as they focused on threats to the social identities of the
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Business Models and Lean Startup J. Manag. (IF 13.5) Pub Date : 2024-03-16 Christoph Zott, Raphael Amit
We explore the intersection between the lean startup methodology and research on business models. We note that both perspectives are anchored on a systematic approach to needs discovery and highlight the importance of value creation (vs. value appropriation). However, while the lean startup is centered on creating value for customers through discovery of product-market fit, research on business models
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Resilience Within Constraints: An Event Oriented Approach to Crisis Response J. Manag. (IF 13.5) Pub Date : 2024-03-15 Maria Minniti, Zachary Rodriguez, Trent A. Williams
Scholars have started unpacking how individuals, organizations, and communities interact to build a shared capacity for resilience. This research, however, has not yet examined how the institutional environment influences local responses to crises. This is an important omission since crises do not occur in a vacuum—decisions of actors, at one level, constrain or catalyze the resilience responses of
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A Review of Virtual Impression Management Behaviors and Outcomes J. Manag. (IF 13.5) Pub Date : 2024-03-15 Hayley Blunden, Andrew Brodsky
Over the past half century, virtual interactions have become a mainstay of contemporary organizations, whether leveraged for formal job interviews or day-to-day communication. Despite this central role, there is a lack of a holistic understanding of how employees make and manage impressions in these virtual contexts. In this article, we review, organize, and evaluate the state of the growing body of
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Many Roads to Success: Broadening Our Views of Academic Career Paths and Advice J. Manag. (IF 13.5) Pub Date : 2024-03-05 Beth Livingston, Jamie L. Gloor, A. K. Ward, Allison S. Gabriel, Joanna T. Campbell, Emily Block, Dorothy Carter, Kimberly A. French, Rachel Frieder, Annika Hillebrandt, Jia (Jasmine) Hu, Kristen P. Jones, Dana L. Joseph, Nina M. Junker, Ashley Mandeville, Sarah M. G. Otner, Amanda S. Patel, Samantha Paustian-Underdahl, Manuela Priesemuth, Kristen M. Shockley, Mindy Shoss
Advice is often given to junior scholars in the field of organization science to ostensibly facilitate their career success. In this commentary, we discuss insights from 19 elite scholars (i.e., Fellows and top journal editors) about the advice they received–and, often, did not follow–throughout their careers. We highlight some of the pitfalls from the current, all-too-common, and often singular advice
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Firm Formalization Strategy: The Interaction of Entrepreneurs and Government Officials in the Enforcement of Regulation J. Manag. (IF 13.5) Pub Date : 2024-03-05 Ashenafi Biru, Pia Arenius, Garry Bruton, David Gilbert
This research investigates how entrepreneurs in an early-stage market economy decide their level of compliance with formal rules and finds the manner in which they interact with government officials to operate on a continuum of formality. Focusing on the nonmarket strategy approaches entrepreneurs employ to establish relationships with government officials, we build a model that shows how entrepreneurs
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Governance Failure and Governance Under Failure: Reviewing the Role of Directors in Organizational Misconduct J. Manag. (IF 13.5) Pub Date : 2024-03-01 Srikanth Paruchuri, Erik A. Hoempler, Amanda P. Cowen, Albert A. Cannella, Peter Inho Nahm
Research on organizational misconduct has mostly evolved independently from the literature on corporate governance. Yet, our survey of research on the role of directors in organizational misconduct contexts yielded more than 110 articles in the last 17 years across the management, accounting, marketing, operations, public relations, and finance literatures, showing that research on the role of corporate
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Reputation-Damaging Events Over a Long Time Horizon: An Event-System Model of Substantive Reputation Repair J. Manag. (IF 13.5) Pub Date : 2024-03-01 Jarrod P. Vassallo, Yeonji Seo, Shahzad (Shaz) Ansari
Current models of substantive reputation repair primarily focus on isolated reputation-damaging events (RDEs) and corresponding responses by firms within short time frames. Nevertheless, evidence suggests that firms encounter numerous RDEs over extended periods while only sporadically and intermittently engaging in top-down substantive repair. To investigate this event-response asynchrony, we adopt
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A Scientific Method for Startups J. Manag. (IF 13.5) Pub Date : 2024-03-01 Teppo Felin, Alfonso Gambardella, Elena Novelli, Todd Zenger
Recent scholarship has sought to develop a “scientific method” for startups. In this paper we contrast two approaches: lean startup and the theory-based view of startups. The lean startup movement has served an important function in calling for a normative and scientific approach to startups and venture creation. The theory-based view shares this agenda. But there are differences in the underlying
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Breaking News: JOM Wants Your Theory Papers J. Manag. (IF 13.5) Pub Date : 2024-02-29 Sherry M. B. Thatcher, Michael D. Pfarrer, Cynthia E. Devers
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Peer Response to Regulatory Enforcement: Lobbying by Non-Sanctioned Firms J. Manag. (IF 13.5) Pub Date : 2024-02-29 Sergei Kolomeitsev, Kristie J. N. Moergen, Jason W. Ridge, Dan L. Worrell, Scott Kuban
Government agencies rely on general deterrence to protect the public. Firms utilize lobbying for influence and information purposes. This paper explores the intersection of general deterrence and lobbying by firms while investigating whether general deterrence efforts of regulators are met with a lobbying response. Specifically, we propose that following a competitor firm being sanctioned, the non-sanctioned
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Discursive Legitimation: An Integrative Theoretical Framework and Agenda for Future Research J. Manag. (IF 13.5) Pub Date : 2024-02-27 Eero Vaara, Ana M. Aranda, Helen Etchanchu
In recent years, we have seen a proliferation of research on discursive legitimation, which has shed light on how legitimacy is established through communication. However, this body of work remains fragmented, and there is a need to synthesize and develop a more comprehensive and in-depth theoretical understanding of this vibrant area of research. This article aims to address this need by providing
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Corporate Scandals as Punctuating Events That Change Human Resource Roles J. Manag. (IF 13.5) Pub Date : 2024-02-23 Elaine Farndale, Jaap Paauwe, Paul Boselie, Sven Horak
Corporate scandals disrupt the landscape for organizational leaders and employees, providing a burning platform that creates new momentum for change. Here, we explore the implications for the human resources (HR) function as organization-level responses to scandals cannot occur without individual-level changes in employee behaviors—the domain of HR. We apply event systems theorizing to uncover the
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The Social Context of Mistreatment: An Integrative Review J. Manag. (IF 13.5) Pub Date : 2023-05-08 Shota Kawasaki, Jason D. Shaw
Management scholars have examined various kinds of workplace mistreatment. These investigations and empirical summaries of the literature show that personal experience of mistreatment at work creat...
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Outshined by Creative Stars: A Dual-Pathway Model of Leader Reactions to Employees’ Reputation for Creativity J. Manag. (IF 13.5) Pub Date : 2023-05-04 Joel B. Carnevale, Lei Huang, Lynne C. Vincent, Lingtao Yu, Wei He
Establishing a reputation for creativity can endow employees with considerable social advantages as others look to them as a source of assistance, inspiration, and guidance. Yet, as leaders often e...
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Rising Every Time We Fall: Organizational Fortitude and Response to Adversities J. Manag. (IF 13.5) Pub Date : 2023-04-25 Celina Smith, Emanuela Rondi, Alfredo De Massis, Mattias Nordqvist
The role of organizational resilience enabling firms to respond to adversity and survive has become ever more critical in the wake of an increasingly unpredictable external environment. Yet, while ...
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The Effect of Incoming Board Interlocks With Public Firms on Private Firms’ Survival: Large-Scale Evidence From India J. Manag. (IF 13.5) Pub Date : 2023-04-24 Mirko H. Benischke, Ajay Bhaskarabhatla, Rajani Singh
How private firms can overcome their unique governance challenges remains an important but understudied topic. Using novel data on more than 28,000 private firms in India from 1988 to 2017, we exam...
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Event-Oriented Organizational Behavior Research: A Multilevel Review and Agenda for Future Research J. Manag. (IF 13.5) Pub Date : 2023-04-20 Dong Liu, Frederick P. Morgeson, Jinlong Zhu, Xueqing Fan
A large and growing body of organizational behavior (OB) research has adopted what can be termed an “event-oriented” perspective. Broadly speaking, this stream of research focuses on discrete, chan...
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The Lean Startup as an Actionable Theory of Entrepreneurship J. Manag. (IF 13.5) Pub Date : 2023-04-18 Steve Blank, Jonathan T. Eckhardt
Academic theories of entrepreneurship and applied theories of entrepreneurship have historically been siloed. In this article, we connect the Lean Startup, a widely used and applied approach toward...
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Strategic Leaders and Corporate Social Responsibility: A Meta-Analytic Review J. Manag. (IF 13.5) Pub Date : 2023-04-18 Gang Wang, Richard A. Devine, Gonzalo Molina-Sieiro, R. Michael Holmes, Jr.
A large body of literature has focused on strategic leaders’ (i.e., CEOs’, TMT members’, and board directors’) influence on corporate social responsibility (CSR). However, inconsistent findings hav...
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Reinforcing Political Inequality Through Diversity Initiatives: A Field-Level Perspective J. Manag. (IF 13.5) Pub Date : 2023-04-05 Linda Jakob Sadeh, Johanna Mair
Although diversity initiatives are considered prominent vessels for addressing inequality and despite massive investments in them, inequality inside organizations persists. Assessments of diversity...
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Closing the Revolving Door: What if Board Political Connections Are Permanently Broken? J. Manag. (IF 13.5) Pub Date : 2023-04-02 Jyun-Ying Fu, Pei Sun
Politically connected firms critically rely on their sociopolitical capital to compete; however, a policy-induced loss of board political connections may pose a serious challenge for focal firms an...
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Loaded Down From Speaking Up: A Resource-Based Examination of Voicer Regret Following Supervisor Delegation J. Manag. (IF 13.5) Pub Date : 2023-03-29 Daniel W. Newton, Hudson Sessions, Chak Fu Lam, David T. Welsh, Wen Wu
As the target of employee voice, supervisors have been depicted as the driving force behind enacting employee input. In reality, voicing employees often remain key players in the enactment process ...
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The Regulation of Religion by Secular Work Practice: Exploring Muslim Employees’ Performance of Religious Practice J. Manag. (IF 13.5) Pub Date : 2023-03-28 Koen Van Laer, Caroline Essers
Adopting a practice lens, this study contributes to debates on the reproduction of religious inequalities in the workplace by going beyond the literature's dominant focus on the role of discourse i...
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Hitting the “Grass Ceiling”: Golfing CEOs, Exclusionary Schema, and Career Outcomes for Female Executives J. Manag. (IF 13.5) Pub Date : 2023-03-20 Lee E. Biggerstaff, Joanna T. Campbell, Bradley A. Goldie
There are many complex reasons for the underrepresentation of women among executive ranks, both on the supply side (that is, women opting out of the executive track or career experiences that put t...
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A Socio-Cognitive Explanation of Organizational Grouping Decisions: Multidivisional Firms and the Formation of Their Divisions J. Manag. (IF 13.5) Pub Date : 2023-03-20 Metin Sengul, Tieying Yu
We advance a socio-cognitive explanation of the grouping of a firm's activities into distinct divisions, each responsible for a specific set of activities. We argue that categorization creates expe...
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Relieving the Pressure: Team Familiarity Attenuates External Conformity Pressure on Team Member Decisions J. Manag. (IF 13.5) Pub Date : 2023-03-15 Amanda J. Ferguson, Patrick E. Downes, Rhett Andrew Brymer, Marilla G. Hayman, Adam C. Stoverink
Decisions in organizations are often made by individuals acting as members or representatives of teams, and such decisions may be unduly influenced by the preferences of people outside their teams....
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Employee Incentives and Family Firm Innovation: A Configurational Approach J. Manag. (IF 13.5) Pub Date : 2023-03-09 Elisa Villani, Christian Linder, Alfredo De Massis, Kimberly A. Eddleston
According to family business theory and practice, family firms often face a paradoxical tension between their anchorage to the past and the need to renew and innovate to remain competitive, which o...
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The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going J. Manag. (IF 13.5) Pub Date : 2023-03-06 Rebecca L. Greenbaum, Mary B. Mawritz, Nazifa N. Zaman
A growing body of research has examined the construct of bottom-line mentality (BLM), which captures a tunnel vision focus on securing bottom-line outcomes to the disregard of competing work priori...
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Strengthening the Theoretical Perspective on Action in Routines Research With the Analytical Philosophy of Agency J. Manag. (IF 13.5) Pub Date : 2023-03-05 Piotr Tomasz Makowski
This conceptual paper presents the analytical theory of agency (ATA), an overlooked philosophical approach to the concept of action, to develop its theoretical basis in routines research in which t...
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Contextual Inequality in the Performance Costs of Financial Precarity J. Manag. (IF 13.5) Pub Date : 2023-03-02 Jirs Meuris, Joe Gladstone
A substantial proportion of the workforce experiences financial precarity, which is defined as persistent concern about one's personal financial welfare. Research suggests that financial precarity ...
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The Presenter's Paradox: More Is Not Always Better J. Manag. (IF 13.5) Pub Date : 2023-02-27 Brian L. Connelly, David J. Ketchen, Yi Shi Zhou
The presenter's paradox is a phenomenon wherein adding low-value information alongside high-value information reduces the overall effectiveness of communication. This is because receivers tend to e...
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Coworker Injustices and Their Delegated Authority: Developing an Indirect Actor Model of Supervisor Justice J. Manag. (IF 13.5) Pub Date : 2023-02-27 Jeffrey J. Haynie, Hettie A. Richardson, Bryan Fuller, Christopher L. Martin, John Bush
Supervisors directly influence employees’ perceptions of supervisor justice and subsequent supervisor-supportive behaviors by displaying just treatment through ongoing work interactions. Using a tw...
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Cleansing or Licensing? Corporate Social Responsibility Reconciles the Competing Effects of Unethical Pro-Organizational Behavior on Moral Self-Regulation J. Manag. (IF 13.5) Pub Date : 2023-02-13 Zhenyu Liao, Kai Chi Yam, Hun Whee Lee, Russell E. Johnson, Pok Man Tang
Although emerging actor-centric research has revealed that performing morally laden behaviors shapes how employees behave subsequently, less is known about what work behaviors may emerge following ...
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Now It Makes More Sense: How Narratives Can Help Atypical Actors Increase Market Appeal J. Manag. (IF 13.5) Pub Date : 2023-02-06 Donato Cutolo, Simone Ferriani
Extensive research shows that atypical actors who defy established contextual standards and norms are subject to skepticism and face a higher risk of rejection. Indeed, atypical actors combine feat...
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Shareholder Politics: The Influence of Investors’ Political Affiliations on Corporate Social Responsibility J. Manag. (IF 13.5) Pub Date : 2023-01-31 Mark R. DesJardine, Wei Shi, James Westphal
Many institutional investors are active political donors, but the impact that their political partisanship has on corporate practices and policies has mostly eluded academic examination. As politic...
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Partnering for Grand Challenges: A Review of Organizational Design Considerations in Public–Private Collaborations J. Manag. (IF 13.5) Pub Date : 2023-01-27 Gerard George, Thomas J. Fewer, Sergio Lazzarini, Anita M. McGahan, Phanish Puranam
We conduct a theory-guided review of the literatures on public–private partnerships and grand challenges (GCs). We adopt an organization design approach to review and identify constructs in public–...
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Not Like the Rest of Us? How CEO Celebrity Affects Quarterly Earnings Call Language J. Manag. (IF 13.5) Pub Date : 2023-01-24 Timothy G. Pollock, Roberto Ragozzino, Dane P. Blevins
In this study we explore whether celebrity CEOs use certain types of language that affect stakeholders’ perceptions more than noncelebrity CEOs do during earnings calls. We focus specifically on th...
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Better Safe Than Sorry: CEO Regulatory Focus and Workplace Safety J. Manag. (IF 13.5) Pub Date : 2023-01-12 Cuili Qian, Pavithra Balaji, Donal Crilly, Yilin Liu
Research shows that CEOs who are sensitive to maximizing gains (promotion focus) engage in more socially oriented initiatives, while CEOs who are sensitive to avoiding losses or harm (prevention fo...