Academy of Management Review, Volume 0, Issue ja, -Not available-.

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Academy of Management Review, Volume 48, Issue 1, Page 1-10, January 2023.

Research on dynamic capabilities (DCs) has focused primarily on reactive DC deployment (i.e., opportunity discovery) with less attention being paid to proactive DC deployment (i.e., opportunity creation). Drawing on the opportunity creation perspective in entrepreneurship, we argue that proactive DC deployment is characterized by uncertainty, which makes deductive reasoning less effective and thus

We develop a model of how emotions shape the participation of professions’ clients in episodes of jurisdictional contestation. Our model begins with a framing contest between a social movement that disrupts a profession’s jurisdictional control and the profession that defends it. We theorize how, through adversarial framing efforts, the movement and profession each seek to evoke emotions in particular

As research on employee voice proliferates, there is an emerging interest in understanding the kinds of voice that have greater potential to enhance performance – i.e., the productivity and quality of unit and organizational outputs. Yet existing work in this area has focused primarily on characteristics of voice that appear valued by recipients, falling short in specifying the dimensions that contribute

Where we work – our workplaces – have enormous effects on our work attitudes and behaviors. As workplaces become increasingly mobile, remote, multiple, and uncoupled from the organization for which the work is done, individuals – and their employers – struggle with the question of “how does this place affect me and what I do?” We need new theoretical insights into how workplaces shape our experience

Diversity training is situated in a cultural context characterized by sociopolitical polarization, complex and fluid social identities, social movements, and debates over its appropriateness. Yet, we lack theories on the drivers of diversity learning and transfer that consider both unique workforce composition characteristics and contextual changes. Diversity training researchers have focused primarily

Building on ecological economics and the firm growth literature, I propose a model of real growth through entrepreneurial resourcefulness to determine whether an isolated firm can grow if it can capture only the value it creates. I then use Andy Weir’s bestseller The Martian to illustrate my arguments. The model contributes to the entrepreneurial resourcefulness literature by explaining how and under

To explain wavering empirical support for a female leadership penalty, we introduce a novel stakeholder-oriented framework that highlights variance in the application and expression of gender bias in the upper echelons. Directed by their relationship with the firm’s leadership, we theorize that stakeholders’ appraisals of top female leaders map onto a category-complexity continuum. At the “category”

Crises are harmful events that can influence organizational outcomes, leading to significant scholarly and practitioner interest in crisis management. A limitation of this line of inquiry, however, is that it typically glosses over stakeholders’ multiple concerns and the multiple factors that comprise organizations’ response strategies. To address this limitation, we delineate stakeholders’ crisis

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Expressions about opportunities are used unproblematically in everyday contexts. Yet, the question “What is an opportunity?” has posed a difficult riddle in the academic study of entrepreneurship. Drawing on the philosophy of Ludwig Wittgenstein, we explain that such perplexities are common when words are removed from ordinary language and intellectuals try to grasp what they name. Approaching the

Academy of Management Review, Volume 47, Issue 4, Page 521-527, October 2022.

We develop a stakeholder theory of corporate governance grounded in classical property rights theory, adopting the view that governance should help free individuals to maximize their collective welfare. In contrast to the agency view of corporate governance, we submit that the central problem in corporate governance is to devise coalitional contracting solutions to the collective action problems inherent

The phenomenon of organizations breaking laws and norms in the pursuit of strategic advantage has received substantial attention in recent years. Such transgressions generally elicit the intervention of social control agents seeking to curb deviant behavior and defend the status quo. In some cases, their efforts result in the deviant behavior being suppressed; in other occasions, however, organizational

Organizations involve joint production where members engage in purposive coordination and cooperation with others. Scholars have often noted the importance of “moral factors” in facilitating such collaboration but previous research has not adequately explained the nature of these moral factors, how they are embodied within joint production, or why organization members willingly adhere to them. We draw

The Academy of Management (AOM) is emerging from the pandemic strongly because we are an engaged, caring, and committed global community of 20,000 members residing in 115 countries—including 5,600 student members. I describe four broad themes considered most critical by AOM members and initiatives addressing each: (a) Environmental sustainability, (b) inclusion, (c) research credibility, and (d) research

People routinely conceive of themselves in their career in both stable and dynamic ways. Individuals may draw common threads across their various career experiences and aspirations to form a stable anchor for their career identity, yet at the same time, dynamically adapt their self-concept in the context of their career. In this paper, we call attention to the anchoring and evolving forces that people

Disruptions such as COVID-19 – and the subsequent flux they trigger in organizations and society – have become commonplace. In order to advance our understanding of (and adaptation to) future discontinuities and crises, we argue that we require a reconceptualization of how disruption occurs. To do so, we draw on Event Systems Theory (EST): in contrast to previous work viewing disruption as the outcome

Academy of Management Review, Volume 47, Issue 3, Page 341-357, July 2022.

Academy of Management Review, Volume 47, Issue 3, Page 339-340, July 2022.

review essay - no abstract required

We develop a computational simulation to examine what we call the program of experimentation — a sequentially interdependent set of experiments and pivot decisions undertaken as an entrepreneur seeks to develop a viable business idea. We focus on two dimensions of the program design: the number of experiments to run and the pivot threshold for evaluating experimental outcomes. We address two critical

Star performers do not always sustain their performance edge after moving to new organizations. We offer an important explanation for whether star performers may flourish or flounder when they join a new team. Integrating insights from attribution theory and social comparison research, we present a process model explaining how incumbents make sense of star newcomer status. We propose that incumbents

Building from recent criticisms that mainstream Political Corporate Social Responsibility (PCSR) has failed to effectively grapple with the potential expansion of corporate influence in society, we advance a new conceptualization of CSR inspired by American federalist political theory. As federalism has served as a prevailing American theory for arranging governmental political power for the advancement

In leading strategy theories like industry analysis and value capture theory, maximizing bargaining power with transaction partners is a critical driver of profitability. But in recent years, a new business model has emerged that contradicts this fundamental precept: With pay-what-you-want (PWYW) pricing, a seller allows a buyer to name any non-negative price, even zero, for the seller’s product or

A central idea in the behavioral theory of the firm is that when an organization’s performance falls below aspirations, a search is triggered. While this aspiration-based model has dominated the empirical literature, it is only one of two Carnegie School accounts of how firms use performance feedback to regulate behavior. We call the second account the belief-based model. This model focuses on the

In this article, I examine the model minority—a specific, understudied racialized other. To make sense of the position of the model minority in the contemporary workplace, I analyze the Netflix original series, The Chair. Juxtaposing The Chair against germane discourses related to the model minority, I consider some of the salient, though not fully understood, challenges to inclusion at work. I develop

In markets, individuals use three main evaluation modes to categorize and subsequently value organizations based on received organizational cues: prototype-based, exemplar-based, and goal-based evaluation. Starting with the premise that individual audience members use prototype-based evaluation as a default evaluation mode when receiving expected organizational cues, this paper derives a theory that

Management and organization studies have long been interested in the social contexts and enduring consequences of individual and collective action. Yet empirically observing both the situated nature of actions and their ultimate consequences remains challenging. In this paper, we describe microhistory as a complementary approach to grounded and longitudinal studies that reconciles situated action in

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The emerging processual view of institutions has eroded the assumption of institutional stability in favor of a more dynamic view of institutions as ongoing processes, thereby foregrounding the question of institutional stabilization. Grounded in a process ontology, we conceptualize institutions as ever-becoming yet enduring social processes that are meaningful and carry prescriptions for actors’ legitimate

We are delighted at the explosion of research advancing and applying paradox theory in the past 10 years and deeply honored to receive the 2021 Academy of Management Review Decade Award for the publication “Toward a Theory of Paradox: A Dynamic Equilibrium Model of Organizing”. In this paper, we reflect on the background story to writing this article and suggest that the success of paradox theory,

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Academy of Management Review, Volume 47, Issue 2, Page 210-213, April 2022.

As the lead officer on the Academy of Management’s board of governors, which is accountable for conducting the organization’s activities in a manner that ensures accomplishment of its mission and objectives, the president has a range of duties and responsibilities. Because one of the most daunting of these responsibilities is to deliver a presidential address to the membership at the annual meeting

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Paradoxical leadership, the integration of leadership behaviors that are seemingly contradictory, but nevertheless interdependent, is becoming increasingly important in today’s complex and turbulent business environments. Despite evidence for the positive consequences of paradoxical leadership, little research has examined how and when leaders can effectively integrate or reconcile opposing leadership

At a time when the world is increasingly connected, we applaud Lau & Shaffer’s (2021) effort to shed novel light on the impact of globalization on domestic employees. Despite its merits, we observe two critical theoretical omissions, and interrelated conceptual irregularities in the authors’ treatment of domestic employees and their resources, that may threaten the utility of their work. Overlooking

Academy of Management Review, Volume 0, Issue ja, -Not available-.

A fundamental organization design principle is to group interdependent roles into the same sub-units to minimize coordination costs. However, observations in organizations, as well as theorizing in other sub-fields, such as corporate governance, indicate that interdependent roles sometimes perform conflicting functions, suggesting that they should be separated rather than integrated. Building on work

We address a key theoretical issue in the literature of dominant coalitions by explaining why, contrary to conventional wisdom, we observe the emergence of different coalitions under identical equity holdings of shareholders. Shifting the focus from exploring drivers of dominant coalition configurations in isolation (e.g., equity holdings), we expand on a relational perspective to explore how relational

The paper unpacks the “black box” of informal institutions and theorize about the role of informal networks in channeling continuity and change in informal institutions. Specifically, we argue that when informal institutions are enacted by informal networks that are “relatively affective” and “relatively closed,” their persistence is higher than the persistence of informal institutions that are enacted

Creativity has long been defined in terms of novelty and usefulness. Surprisingly, however, there is relatively little agreement about the precise meaning of either dimension, the relationship between them, or the process through which they are produced. In this paper, we explore how novelty and usefulness have been used explicitly and implicitly in the creativity literature to reveal three ways to

Academy of Management Review, Volume 0, Issue ja, -Not available-.

Entrepreneurship scholars often lament the lack of economic growth in impoverished informal economies. We propose that this dismal assessment – and subsequent prescriptions to address it – flows from a narrow epistemological approach to informality based on absence, where the lack of (Western) market-supporting legal and regulatory institutions explain missing economic growth at the firm level. In

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Academy of Management Review, Volume 0, Issue ja, -Not available-.

In this review paper I examine the ancient wisdom on how to make good leadership decisions that Antigone offers. Creon, Antigone's ruler, preconizes the traditionally masculine leadership conduct, with hubristic tyrannical tendencies, that deliver tragic consequences. Antigone schools Creon and its audience, firstly, by identifying the behaviors and circumstances that favor bad and untimely leadership

The ability of teams to self-organize and engage in spontaneous collaboration is crucial to 21st-century organizations. The large extent of nonroutine activities in such organizations hampers the effectiveness of traditional management instruments, such as monitoring effort and performance levels and exercising fiat — resulting in increasingly important self-organized collaboration. To explain how

We review three books that examine three interrelated grand challenges: climate change, abusive power in the workplace, and unfair international trading relations. The main take-away is that decision makers’ moral compass is centrally important to bring about more equitable and sustainable outcomes. Although the three books differ in structure and style, the shared wisdom that emerges from them is

As jobs become increasingly unstable and contingent and employees are increasingly geographically separated and likely to communicate via technology, employees may find it more difficult to feel connected with each other and to navigate work interactions. We theorize that, given such circumstances, employees are likely to engage in work-related imagined interactions, mental simulations of interactions

Academy of Management Review, Volume 0, Issue ja, -Not available-.

The value of human capital resources (HCR) is widely recognized, but relatively little is known about their creation. Research conceptualizes HCR emergence as enabled through shared states which form in response to environmental conditions. Although this view implies that social interactions play a role in creating HCR, theory currently fails to clarify how social interactions act as key facilitators

Academy of Management Review, Volume 0, Issue ja, -Not available-.

**there is no abstract for Dialogues** If one is required, please let me know, and I will provide one.

Academy of Management Review, Volume 46, Issue 4, Page 660-666, October 2021.