Canadian Journal of Administrative Sciences-Revue Canadienne Des Sciences De L Administration最新文献

This is a qualitative study of the career perspectives of early female leaders in Canada whose careers emerged from the second-wave feminist movement and who ascended to executive leadership positions. Using a discourse analytic lens, we analyze their perspectives on women's limited presence in executive leadership roles. The research participants suggested that women lacked the necessary resilience or personality; women lacked requisite political skills; affirmative action policies have hindered women's career advancement; and women have been unable to put their careers over family in the way that is required for executive leadership. The views expressed by these participants are often contrarian to current thinking about gender and leadership but underline the gendered nature of persistent barriers to executive leadership past and present.

This paper aims to present the importance of qualitative vignettes based on real cases in organizational research and b) to show how to create such vignettes from our experience researching collective decision-making at a university senate. We defend that qualitative vignette based on real cases are a promising methodological resource in organizational research because they open space for people to reflect on what they do, evoking their actions and the dynamic of social practices of groups they are involved. We concluded that vignettes based on real cases increase the trustworthiness of data generated by the research and are also a good option to be combined with other qualitative methods.

Across three experiments, we examined the impact of both corporate social responsibility (CSR) and corporate social irresponsibility (CSIR) on consumer taste evaluations. The current research demonstrates that CSIR information consistently negatively impacts perceptions of taste across both hedonic and utilitarian food products. Specifically, it translates to perceptions of inferior taste in food products, an effect mediated by both guilt and quality perceptions. Notably, the majority of CSR research focuses on attitudes toward the firm versus actual product experiences. Accordingly, firms should consider how information related to CSR/CSIR can impact not only attitudes toward the firm but the consumption experiences with specific products.

This paper presents evidence that Canada's 2011 adoption of IFRS improved Canadian firms' access to external financing. We use a matched sample of Canadian and US firms and find that the marginal value of cash decreased significantly in Canadian firms following mandatory IFRS adoption in Canada. The post-IFRS decrease in the marginal value of cash is most evident for firms that have a larger number of similar firms in non-Canadian IFRS regimes. This is consistent with IFRS creating a uniform set of accounting standards that lowers the information costs of cross-border financing. We also find larger IFRS-related decreases in the value of cash for firms with high growth potential and low availability of internal cash.

Are share units a better compensation tool than stock options? This paper studies the impact of a transition within the compensation structures of CEOs of companies listed on the TSX Composite Index. Specifically, we ask whether replacing options with units-based compensation reduces the volatility of these companies' stock prices while promoting better returns. Our findings show that a shift to share units reduces large-cap Canadian companies' total risk through its idiosyncratic component. This transition is also accompanied by an increase in their risk-adjusted accounting and market performance. This suggests that share units are better for compensation contracts.

This paper examines how the concepts of social structure and social change are interpreted in sociological theory today. Social structures are commonly defined in opposition with agency and accordingly as constraints on action. Concomitantly, social change is understood as emancipation or the removal of such constraint through the exercise of agency (and for it). Against this common understanding, the paper develops an alternative approach so as first to articulate a more sophisticated model of social change, one that does not boil to an over-dramatic opposition between constraint and release from constraint, and second to distinguish between different types of social structures, metric and nonmetric, thereby making room for a variety of social changes depending on how structures interact with other structures.

This study offers a retrospective review of the Canadian Journal of Administrative Sciences (CJAS). Using bibliometric analysis, we analyze the performance (productivity, impact) and intellectual structure (major themes) of CJAS. We find that CJAS has grown in terms of its publications (productivity) and citations (impact), with a majority of its publications coming from Canada and its content being cited by many high-quality management outlets. We also discover 10 major themes in the intellectual structure of CJAS, which include customer behaviour and organizational strategy; financial and information management; organizational ethics and legitimacy; corporate governance and risk management; organizational behaviour, growth, and development; external environment and organizational responses; organizational capabilities, resources, and performance; leadership and human resource management; international business and operations; and innovation, networks, and technology. Noteworthily, the journal's collaboration network has globally expanded and its thematic diversity has increased over time.

Three studies examine the utility and validity of the Turkish version of the leader apology measure using organizational samples from several industries. Study 1 (N = 263) indicated that four distinct and internally consistent factors shaped employee response to the leader apology measure. The proposed four-factor structure of leader apology was confirmed by confirmatory factor analysis in Study 2 (N = 207). Leader apology measure was positively associated with authentic leadership, employees' organizational identification, and work engagement. Study 3 (N = 166) provided concurrent evidence that leader apology is positively associated with follower job satisfaction, and transformational leadership mediates this relationship. The results suggest that manager–employee relationships may benefit from leader apology.

This study focuses on a unique business phenomenon, legacy divestitures, which refers to the sale or spinoff of a firm's original business. I argue that firms may be prevented from engaging in legacy divestiture by organizational inertia, which become increasingly stronger as the legacy business gets older. I also examine factors that help firms overcome the constraints of inertial forces on firms' legacy divestitures. Hypotheses are tested using a sample of 108 diversified American companies, 27 of which divested legacy businesses between 1980 and 2017. Firms are less likely to divest their legacy businesses as the legacy units get older. The negative relationship is weakened by two factors, performance–aspiration gaps and R&D intensity.

Using two-wave time-lagged multi-source data in two studies, we examine how Dark Triad personality (DTP) interacts with contextual variables to influence psychological detachment and discretionary behaviours. In Study 1 (N = 288), we examine the combined effects of DTP and perceived injustice on psychological detachment and organizational citizenship behaviours (OCBs). In Study 2 (N = 461), we examine the combined effects of DTP and perceived organizational politics (POP) on counterproductive work behaviours (CWB) and psychological detachment. We found that Dark Triad personality was positively related to psychological detachment and CWBs and negatively related to OCBs. The effects of the DTP on psychological detachment, OCBs, and CWBs were stronger when perceived injustice and POP was high.