European Management Review最新文献

This article explores the pivotal role of causal identification in the domain of management research and its alignment with theory creation. It seeks to stimulate thought about how researchers can approach theories and their causal identification with a review of the canonical methods. The article first addresses the intricacies of identification and the principal methodologies that researchers have recently employed in their investigations. Subsequently, it delves into the inherent costs associated with identification, specifically the need for additional assumptions, and the potential constraints on generalizability. It also promotes a more thoroughly examination of the nature of endogeneity. Finally, it explores how the link between causal identification and theory legitimacy could generate superstitious trajectories.

This conceptual work critically examines how employees in multinational corporations (MNCs) receive performance management (PM) systems. Employee acceptance of the PM system across MNCs' subsidiaries is critical for PM effectiveness. Furthermore, the context plays a significant role in determining employee acceptance of the PM, and this varies widely across borders. The paper uses the lens of reciprocity theory to propose a conceptual PM framework to advance employee acceptability of PM. Four key steps in the framework assess the acceptability of PM at different stages, ensuring the PM system evolves and improves with each stage. These steps include analysing the context of the subsidiary, developing and applying management actions that reflect the goals of the MNC, its subsidiaries and individual employees and embedding the customised PM process across the MNC to foster trust and the perception of fairness. The framework's value for practitioners is to increase employees' probability of accepting the PM. We conclude that multinationals must pay more attention to the PM context across their borders, particularly the cultural context.

Self-transcendence as a concept is increasingly found in leadership literature—yet in diverse ways. It is this diversity that serves as the motivation for the current article in which we develop a comprehensive and coherent conceptualization of self-transcendence for leadership research. We demonstrate that self-transcendence is the cognitive orientation of accepting something other than one's self to be of highest worth. We show that this something, which is greater than the self, may take four different forms: other people, social collectives, moral principles and ideals, or metaphysical beings. We contribute to leadership research by linking each greater something to one theory: servant, transformational, moral, and spiritual leadership. Our conceptualization of self-transcendence allows us to integrate different leadership theories into a meta-perspective of self-transcendent leadership. We conclude with implications for leadership research as well as practice.

How do expectations for novel opportunities—like Amazon from the perspective of 1998—come about? To form such expectations, decision-makers need to derive plausible conclusions that go beyond the available information by interpreting it with the help of theories. I explain why asymmetric expectations among rational individuals can exist, even when information is symmetric: Differences in the willingness to question of (defined as “a preference ordering over”) elementary theoretical explanations of the novelty bring about heterogeneity in final expectations. I further argue that one source of better expectations is the skill to choose the relative willingness to question beliefs and thus the skill to integrate theories. I identify the skills of decision-makers to detect and resolve inconsistencies and to decide when to give up beliefs again as sources of advantages in forming expectations.