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Putting the Politics Into Corporate Political Activity: A Variance Decomposition Analysis of Firm–Government Interactions Across Political Contexts J. Manag. (IF 9.3) Pub Date : 2024-09-19 Rachel Mui, Mirzokhidjon Abdurakhmonov, Aaron D. Hill, Jason Ridge
Despite the wealth of theorizing about the relationship between business and government, research on corporate political activity (CPA) has yet to comprehensively consider how political context (e.g., party ideology and the degree of united or divided party government control) may shift the salience of how CPA materializes across industry-, firm-, and executive-level factors, which can shed light on
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A Configurational Perspective on the Quality of Managers’ Counterfactual Reflections J. Manag. (IF 9.3) Pub Date : 2024-09-19 Katja Woelfl, David J. Ketchen, Lutz Kaufmann
Counterfactual reflection (CFR)—thinking about “what might have been if”—can enhance learning from experience, but only if the CFR is high-quality. Yet, what shapes differences in CFR quality remains largely unknown. Because managers typically reflect on experiences by concomitantly considering relevant factors and their collective interdependencies, we suggest that CFR quality is causally complex
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Organization Design: Current Insights and Future Research Directions J. Manag. (IF 9.3) Pub Date : 2024-09-19 John Joseph, Metin Sengul
We review the research on organization design from 2000 to 2023, inclusive. We identify four major approaches to organization design in the contemporary literature: configuration, control, channelization, and coordination. We discuss the key streams of research that characterize each of these approaches, as well as three emerging areas of research: AI and organizational decision-making, flat organizations
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The Partners of My Partners: Shared Collaborative Experience and Team Performance in Surgical Teams J. Manag. (IF 9.3) Pub Date : 2024-09-10 Marco Tonellato, Valentina Iacopino, Daniele Mascia, Alessandro Lomi
When teams in organizations are assembled to perform contingent tasks, team members carry with them experiences of prior interaction with partners in different teams. Focal team members share collaborative experiences to the extent that they worked with common external prior partners. Extending current research on team effectiveness, we investigate how shared collaborative experience (SCE) affects
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Signaling Theory: State of the Theory and Its Future J. Manag. (IF 9.3) Pub Date : 2024-09-04 Brian L. Connelly, S. Trevis Certo, Christopher R. Reutzel, Mark R. DesJardine, Yi Shi Zhou
Signaling theory is about decision-making and communication. It describes scenarios where signalers send observable signals that carry credible information about unobservable qualities. When decision-makers have incomplete or imperfect information, signals can help them make better decisions. The power of a signal, though, lies in its cost, with the best signals being highly costly for low-quality
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Categorizing the Complexity: A Scoping Review of Structures Within Organizations J. Manag. (IF 9.3) Pub Date : 2024-09-04 Maximilian K. Watson, Christopher C. Winchester, Margaret M. Luciano, Stephen E. Humphrey
Structures involve a patterned regularity of interactions and frameworks that guide what individuals work on, with whom, and who influences those decisions. A deeper understanding of structures that exist within organizations has begun to emerge and illuminate new forms of structures (over 100 of them) that drive behavior in organizations. In this scoping review, we organize the fragmented insights
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To Compare Is Human: A Review of Social Comparison Theory in Organizational Settings J. Manag. (IF 9.3) Pub Date : 2024-08-26 Michael J. Matthews, Thomas K. Kelemen
Social comparisons are one of the most ubiquitous behaviors that individuals, groups, and firms undertake. In particular, social comparison theory is based upon the premise that actors are motivated to engage in comparisons and that decisions throughout this process impact employees’ core self-evaluations, team relations, executives’ behaviors, firm prestige, and more. However, despite the prevalence
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Longing for the Past: The Dual Effects of Daily Nostalgia on Employee Performance J. Manag. (IF 9.3) Pub Date : 2024-08-23 Jessica R. Methot, Kevin W. Rockmann, Emily H. Rosado-Solomon
Employees’ daily routines (e.g., commutes, lunch breaks, conversations with coworkers or family members) are vital rituals that create order and meaning. However, employees frequently experience changes to how their work and nonwork lives operate, which can generate discontinuity and spark nostalgia—a sentimental longing for the past. In this study, we draw from theory on the dual nature of emotional
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Contextualizing Lean Startup and Alternative Approaches for New Venture Creation: Introducing the Special Issue J. Manag. (IF 9.3) Pub Date : 2024-08-05 Shaker A. Zahra, Marc Gruber, James G. Combs
The Lean Startup movement fundamentally changed entrepreneurial education and the way new ventures evolve. While Steve Blank and other founders of the movement embraced academic ideas, the movement grew among practitioners largely disconnected from academic entrepreneurship research. The purposes of this special issue are (1) to better connect Lean Startup practice to academic entrepreneurship research
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Using Augmentation-Based AI Tool at Work: A Daily Investigation of Learning-Based Benefit and Challenge J. Manag. (IF 9.3) Pub Date : 2024-07-31 Yiduo Shao, Chengquan Huang, Yifan Song, Mo Wang, Young Ho Song, Ruodan Shao
Augmentation-based artificial intelligence (AI) artifacts are increasingly being incorporated into the workplace. The coupling of employees and AI tools, given their complementary strengths, expands and expedites employees’ access to information and affords important learning opportunities. However, existing research has yet to fully understand the learning-based benefits and challenges for employees
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The Role of Time in Strategic Human Resource Management Research: A Review and Research Agenda J. Manag. (IF 9.3) Pub Date : 2024-07-31 Corine Boon, Kaifeng Jiang, Rory Eckardt
Although time is an essential component of the relationships between human resource (HR) systems and their antecedents and consequences, strategic human resource management (SHRM) research has been long criticized for not paying enough attention to the role of time in theory development and research design. To evaluate how the time issue has been addressed in this research field, we reviewed 237 empirical
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Addressing Endogeneity in Meta-Analysis: Instrumental Variable Based Meta-Analytic Structural Equation Modeling J. Manag. (IF 9.3) Pub Date : 2024-07-31 Zijun Ke, Yucheng Zhang, Zhongwei Hou, Michael J. Zyphur
In management research, meta-analysis is often used to aggregate findings from observational studies that lack random assignment to predictors (e.g., surveys), which may pose challenges in making accurate inferences due to the correlational nature of effect sizes. To improve inferential accuracy, we show how instrumental variable (IV) methods can be integrated into meta-analysis to help researchers
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Does the Predator Become the Prey? Knowledge Spillover and Protection in Alliances J. Manag. (IF 9.3) Pub Date : 2024-07-31 Jens-Christian Friedmann, Dovev Lavie, Linda Rademaker
Does a firm that successfully absorbs knowledge from an alliance partner learn to protect its own knowledge in subsequent alliances? Our analysis of 529 alliances of East Asian firms during 1999–2015 suggests that as firms more skillfully overcome their partners’ knowledge protection, they learn to better protect their own knowledge in subsequent alliances. However, such vicarious learning increases
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Gaining Perspective: Leveraging Employee Volunteering to Improve Inclusive Behavior J. Manag. (IF 9.3) Pub Date : 2024-07-28 Braydon C. Shanklin, Jessica B. Rodell, Olympia M. Nakos, Gokhan Oztunc
Research points to the importance of establishing inclusive workplaces. Yet, the same research also suggests that getting employees to buy in and engage in these sorts of inclusive behaviors can be a challenging endeavor. While the current literature offers some practical suggestions for garnering inclusion among employees, most recommendations center on programs and contexts with direct ties to inclusion
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Four Approaches to New Venture Creation: Taking Stock and Moving Forward J. Manag. (IF 9.3) Pub Date : 2024-07-28 James G. Combs, Marc Gruber, Shaker A. Zahra
Lean startup, effectuation, creation theory, and the theory-based view represent four different descriptive theories of how new ventures emerge and/or normative theories of how new ventures should be developed. We juxtapose the four approaches and describe their similarities and differences, which provides a foundation for considering complementarities among the approaches and constructing a future
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Don’t Waste My Time! The Development and Validation of the Wasted Time Perceptions Scale J. Manag. (IF 9.3) Pub Date : 2024-07-25 Brian C. Holtz, Crystal M. Harold, Harshad Puranik, Kristian Gardner
Anecdotal evidence in popular literature abounds about how perceiving that others have wasted one’s time is a common workplace experience with potentially negative consequences. Yet, there is a dearth of rigorous empirical research into the subjective nature of this psychological experience and its effect on employees. A lack of construct clarity and the absence of a validated measure to assess perceptions
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Ownership, Control, and Productivity: Family Firms in Comparative Perspective J. Manag. (IF 9.3) Pub Date : 2024-07-25 Ruth V. Aguilera, Rafel Crespi-Cladera, Alfredo Martín-Oliver, Bartolomé Pascual-Fuster
While the property right theory has gained prominence in contemporary literature, there is a notable lack of empirical research into its relevance. This study delves into the implications of the property right theory concerning family-owned businesses and their impact on productivity. Specifically, we explore how family firms’ characteristics affect the benefits and hazards derived from the rights
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Paddling Against the Tide: The Micro-Level Strategies Entrepreneurs Employ to Resist Endemic Corruption in Tanzania J. Manag. (IF 9.3) Pub Date : 2024-07-23 Neema M. Komba, Dean A. Shepherd, Joakim Wincent
This paper explores when and how entrepreneurs who operate new organizations in environments where corruption is endemic can resist it. Despite the continued scholarly interest in corruption, anticorruption efforts by micro, small, and medium enterprises have been largely overlooked. Instead, studies have focused on the intraorganizational actions of larger established organizations (local and multinational)
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Leveraging the Dominant Pole: How Champions of an Industry-Wide Environmental Alliance Navigate Coopetition Paradoxes J. Manag. (IF 9.3) Pub Date : 2024-05-30 Natalie Slawinski, Wendy K. Smith, Connie A. Van der Byl
Companies increasingly collaborate with competitors to innovate, minimize risks, and address sustainability crises. However, these alliances often falter or fail due to challenges arising from coopetition paradoxes—contradictory yet interdependent tensions between competition and cooperation. Extant research predominantly focuses on addressing these paradoxes through seeking a stable balance between
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Losing Their Religion: Organizational Identity Hybridization of British Political Parties 1950–2015 J. Manag. (IF 9.3) Pub Date : 2024-05-30 Stefan Arora-Jonsson, Filippo Carlo Wezel, Soorjith I Karthikeyan, Vitaliano Barberio
Our research addresses how organizations manage a shift from a single to a hybrid identity, a question that the identity literature still is grappling with. We address this question by reflecting on how organizations develop hybrid identities in response to institutional decline. Identity hybridization, we predict, takes place in stages via strategies that gradually hybridize the identity. We study
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The Effectiveness of Verbal Mimicry in Activist Hedge Fund Campaigns J. Manag. (IF 9.3) Pub Date : 2024-05-29 Matthias Brauer, Philipp Binder
Hedge fund activism frequently has severe consequences for target firms and their management and boards. Yet, we know little about target management and boards’ response to activist attacks. To advance our understanding in this respect, we examine how the style of target management and boards’ written communication with activists influences campaign outcomes. Building on the behavioral mimicry perspective
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Journal of Management Is Pushing the Frontiers of Qualitative Research J. Manag. (IF 9.3) Pub Date : 2024-05-23 Pratima (Tima) Bansal, Kevin Corley, Cynthia E. Devers
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On the Receiving End of Customer Creativity: Insights From Approach-Avoidance and Interpersonal Complementarity Perspectives J. Manag. (IF 9.3) Pub Date : 2024-05-16 Randy Lee, Anthony Klotz, Shawn McClean, Remus Ilies, Jack H. Zhang
Increasingly, transactions between firms and customers are typified by the co-creation of value, wherein customers play an active role in the development of new products and services. Over the past two decades, research on co-creation has flourished across multiple disciplines, largely highlighting its benefits for firms and customers. Importantly, though, while customer engagement in the creative
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Understanding Knowledge Sharing From an Identity-Based Motivational Perspective J. Manag. (IF 9.3) Pub Date : 2024-05-14 Anne Burmeister, Yifan Song, Mo Wang, Andreas Hirschi
Research typically adopted a social exchange perspective to suggest that employees share their knowledge with coworkers to reciprocate prior positive treatment to return the favor. We challenge this dominant focus on external motivational sources and adopt an identity-based motivational perspective. Our theorizing is grounded in identity theory and recognizes knowledge-sharing identity centrality as
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Strategic Alliance Governance Through Termination Provisions: Safeguard and Incentive, Flexibility and Commitment J. Manag. (IF 9.3) Pub Date : 2024-05-13 Marvin Hanisch
Termination provisions establish vital governance mechanisms in alliances, offering essential safeguards and incentives by providing the flexibility to exit (underperforming) partnerships. However, they can also foster distrust and instability by potentially undermining commitment and continuity. We argue that the motivation behind termination provisions lies in the need to address safeguarding and
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Unpacking the Star Life Cycle: Value Creation Across Stars’ Careers J. Manag. (IF 9.3) Pub Date : 2024-04-30 Matthew L. Call, Michael D. Howard, Jonathan Hendricks, Connor Idso
Extant research on stars has demonstrated stars’ immense direct and indirect contributions to value creation, yet it lags behind strategy scholarship, which has emphasized the dynamic nature of value creation associated with firms’ core resources. In particular, we lack knowledge regarding how stars’ knowledge creation varies across a star’s career. Drawing on insights from the stars and careers literatures
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Technology Emergence as a Structuring Process: A Complexity Theory Perspective on Blockchain J. Manag. (IF 9.3) Pub Date : 2024-04-30 Elona Marku, Maria Chiara Di Guardo, Gerardo Patriotta, David G. Allen
Drawing on complexity theory, we investigate the structuring processes and underlying mechanisms underpinning the emergence of a new technology. Empirically, we track the emergence of blockchain technology by examining international patents issued between 2009 and 2020. Our results indicate that technology emergence follows an evolutionary trajectory that progresses from disordered to structured interactions
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Type Diversity of Institutional Investors and Opportunistic Acquisitions J. Manag. (IF 9.3) Pub Date : 2024-04-28 Juan Bu, Wei Shi, Cheng Yin
Institutional investors of different types have been shown to exert differential influences on firm strategic decisions individually. Yet, research has largely overlooked how institutional investors of different types can collectively affect firm decision-making. This study investigates the legal type diversity of institutional ownership (hereafter “investor type diversity”) and its influence on corporate
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A Values-Complementarity Model of Social Movement Influence on Entrepreneurship J. Manag. (IF 9.3) Pub Date : 2024-04-15 J. Jeffrey Gish, Lauren Lanahan, Joshua T. Beck
Social movements have long held noteworthy effects on organizations and industries by deliberately seeking to alter firms’ actions to align with the movements’ values. In the present research, we examine the possibility of nondeliberative effects of social movements on entrepreneurial activities. We posit that social movements elevate values that enhance market conditions and encourage entrepreneurship
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Customers, Markets, and Five Archetypical Value Creation Logics: A Review of Demand-Side Research in Strategic Management J. Manag. (IF 9.3) Pub Date : 2024-04-15 Jens Schmidt, Richard Priem, Paola Zanella
Scholars have examined the role of customer preferences, and demand-side characteristics more generally, in varied core strategy areas like market entry and timing, diversification, positioning, resource reallocation, and firm adaptation, among many others. We review this diverse demand-side literature and develop an empirical classification that identifies five archetypical customer value-creation
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Narcissism at the CEO–TMT Interface: Measuring Executive Narcissism and Testing Its Effects on TMT Composition J. Manag. (IF 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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 9.3) 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