Pub Date : 2022-09-22DOI: 10.1177/10564926221127852
Fabrice Lumineau, Oliver Schilke, Wenqian Wang
In this essay, we argue that the advent of the Fourth Industrial Revolution calls for a reexamination of trust patterns within and across organizations. We identify fundamental changes in terms of (1) what form organizational trust takes, (2) how it is produced, and (3) who needs to be trusted. First, and most broadly, trust is likely to become more impersonal and systemic. Trust between actors is increasingly substituted by trust in a system based on digital technology. Second, in terms of trust production modes, characteristic- and institution-based trust production will gain in importance. Third, despite the move toward system trust, there will nonetheless be a need to trust certain individuals; however, these trustees are no longer the counterparts to the interaction but rather third parties in charge of the technological systems and data. Thus, the focal targets of interpersonal trust are changing.
{"title":"Organizational Trust in the Age of the Fourth Industrial Revolution: Shifts in the Form, Production, and Targets of Trust","authors":"Fabrice Lumineau, Oliver Schilke, Wenqian Wang","doi":"10.1177/10564926221127852","DOIUrl":"https://doi.org/10.1177/10564926221127852","url":null,"abstract":"In this essay, we argue that the advent of the Fourth Industrial Revolution calls for a reexamination of trust patterns within and across organizations. We identify fundamental changes in terms of (1) what form organizational trust takes, (2) how it is produced, and (3) who needs to be trusted. First, and most broadly, trust is likely to become more impersonal and systemic. Trust between actors is increasingly substituted by trust in a system based on digital technology. Second, in terms of trust production modes, characteristic- and institution-based trust production will gain in importance. Third, despite the move toward system trust, there will nonetheless be a need to trust certain individuals; however, these trustees are no longer the counterparts to the interaction but rather third parties in charge of the technological systems and data. Thus, the focal targets of interpersonal trust are changing.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"21 - 34"},"PeriodicalIF":3.1,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47244456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-25DOI: 10.1177/10564926221119395
P. Adler, Amr Adly, D. Armanios, J. Battilana, Zlatko Bodrožić, S. Clegg, G. Davis, Claudine Gartenberg, Maryann Glynn, Ali Aslan Gümüsay, Heather A. Haveman, P. Leonardi, M. Lounsbury, A. McGahan, Renate E. Meyer, N. Phillips, Kara Sheppard-Jones
To the surprise of many in the West, the fall of the USSR in 1991 did not lead to the adoption of liberal democratic government around the world and the much anticipated “end of history.” In fact, authoritarianism has made a comeback, and liberal democracy has been on the retreat for at least the last 15 years culminating in the unthinkable: the invasion of a democratic European country by an authoritarian regime. But why does authoritarianism continue to spread, not only as an alternative to liberal democracy, but also within many liberal democracies where authoritarian leaders continue to gain strength and popularity? In this curated piece, contributors discuss some of the potential contributions of management scholarship to understanding authoritarianism, as well as highlight a number of directions for management research in this area.
{"title":"Authoritarianism, Populism, and the Global Retreat of Democracy: A Curated Discussion","authors":"P. Adler, Amr Adly, D. Armanios, J. Battilana, Zlatko Bodrožić, S. Clegg, G. Davis, Claudine Gartenberg, Maryann Glynn, Ali Aslan Gümüsay, Heather A. Haveman, P. Leonardi, M. Lounsbury, A. McGahan, Renate E. Meyer, N. Phillips, Kara Sheppard-Jones","doi":"10.1177/10564926221119395","DOIUrl":"https://doi.org/10.1177/10564926221119395","url":null,"abstract":"To the surprise of many in the West, the fall of the USSR in 1991 did not lead to the adoption of liberal democratic government around the world and the much anticipated “end of history.” In fact, authoritarianism has made a comeback, and liberal democracy has been on the retreat for at least the last 15 years culminating in the unthinkable: the invasion of a democratic European country by an authoritarian regime. But why does authoritarianism continue to spread, not only as an alternative to liberal democracy, but also within many liberal democracies where authoritarian leaders continue to gain strength and popularity? In this curated piece, contributors discuss some of the potential contributions of management scholarship to understanding authoritarianism, as well as highlight a number of directions for management research in this area.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"3 - 20"},"PeriodicalIF":3.1,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45780875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-27DOI: 10.1177/10564926221114600
Victoria Whooper
{"title":"An Intersectional Viewpoint: Being Black and Queer in Academia","authors":"Victoria Whooper","doi":"10.1177/10564926221114600","DOIUrl":"https://doi.org/10.1177/10564926221114600","url":null,"abstract":"","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 1","pages":"423 - 426"},"PeriodicalIF":3.1,"publicationDate":"2022-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49376372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-01DOI: 10.1177/10564926221092343
Gabriel Rivera
program during a pandemic. Now that you are either a new faculty member, an incipient faculty member, or an old-guard faculty member, I hope you will be able to better appreciate the lot of so many doctoral students, as you enact the myriad paradoxes that modern doctoral students are forced to confront and reconcile. I wish you good luck in that little enterprise. But, if you want to hear from a person living with such paradoxes, read Gaby ’ s forthright essay.
{"title":"Making Sense of the New PhD Student Experience: Adapting to the First Year of Doctoral Studies Program","authors":"Gabriel Rivera","doi":"10.1177/10564926221092343","DOIUrl":"https://doi.org/10.1177/10564926221092343","url":null,"abstract":"program during a pandemic. Now that you are either a new faculty member, an incipient faculty member, or an old-guard faculty member, I hope you will be able to better appreciate the lot of so many doctoral students, as you enact the myriad paradoxes that modern doctoral students are forced to confront and reconcile. I wish you good luck in that little enterprise. But, if you want to hear from a person living with such paradoxes, read Gaby ’ s forthright essay.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 1","pages":"331 - 334"},"PeriodicalIF":3.1,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43390476","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-01Epub Date: 2021-02-25DOI: 10.1177/1056492621994904
Andrew Crane, Genevieve LeBaron, Kam Phung, Laya Behbahani, Jean Allain
Despite growing attention from companies and regulators looking to eradicate modern slavery, we know little about how slavery works from a business perspective. We address this gap by empirically examining innovations in the business models of modern slavery, focusing on how the business models of slavery in advanced economies have evolved since slavery was legally abolished. While continuities exist, novel business models have emerged based on new actors, activities, and linkages. We categorize these as four innovative models per actors involved (producer/intermediary) and how value is created and captured (revenue generation/cost reduction), and discuss implications for research, policy, and practice.
{"title":"Confronting the Business Models of Modern Slavery.","authors":"Andrew Crane, Genevieve LeBaron, Kam Phung, Laya Behbahani, Jean Allain","doi":"10.1177/1056492621994904","DOIUrl":"https://doi.org/10.1177/1056492621994904","url":null,"abstract":"<p><p>Despite growing attention from companies and regulators looking to eradicate modern slavery, we know little about how slavery works from a business perspective. We address this gap by empirically examining innovations in the business models of modern slavery, focusing on how the business models of slavery in advanced economies have evolved since slavery was legally abolished. While continuities exist, novel business models have emerged based on new actors, activities, and linkages. We categorize these as four innovative models per actors involved (producer/intermediary) and how value is created and captured (revenue generation/cost reduction), and discuss implications for research, policy, and practice.</p>","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 3","pages":"264-285"},"PeriodicalIF":3.1,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1056492621994904","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40580306","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-19DOI: 10.1177/10564926221109481
Agota Szabo, R. Ruotsalainen
The literature on how organizations respond to institutional pressure has shown that the individual decision-makers’ interpretation of institutional pressure played an important role in developing organizational responses. However, it has paid less attention to how this interpretation ultimately contributes to their range of organizational decisions when responding to the same institutional pressure. We address this gap by interviewing board members of U.S. and Dutch hospitals involved in adopting best practices regarding board evaluation. We found four qualitatively different cognitive frames that board members relied on to interpret institutional pressure, and which shaped their organizational response. We contribute to the literature on organizational response to institutional pressure by empirically investigating how decision-makers interpret institutional pressure, by suggesting prior experience and role definition as moderating factors of multidimensional cognitive frames, and by showing how these cognitive frames influence board members’ response to the same institutional pressure.
{"title":"In the Boardroom: How Do Cognitive Frames Shape American and Dutch Hospitals’ Responses to the Pressure of Adopting Governance Best Practices?","authors":"Agota Szabo, R. Ruotsalainen","doi":"10.1177/10564926221109481","DOIUrl":"https://doi.org/10.1177/10564926221109481","url":null,"abstract":"The literature on how organizations respond to institutional pressure has shown that the individual decision-makers’ interpretation of institutional pressure played an important role in developing organizational responses. However, it has paid less attention to how this interpretation ultimately contributes to their range of organizational decisions when responding to the same institutional pressure. We address this gap by interviewing board members of U.S. and Dutch hospitals involved in adopting best practices regarding board evaluation. We found four qualitatively different cognitive frames that board members relied on to interpret institutional pressure, and which shaped their organizational response. We contribute to the literature on organizational response to institutional pressure by empirically investigating how decision-makers interpret institutional pressure, by suggesting prior experience and role definition as moderating factors of multidimensional cognitive frames, and by showing how these cognitive frames influence board members’ response to the same institutional pressure.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"313 - 330"},"PeriodicalIF":3.1,"publicationDate":"2022-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45770361","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-15DOI: 10.1177/10564926221103484
W. Ocasio, Basak Yakis-Douglas, D. Boynton, T. Laamanen, Claus Rerup, E. Vaara, R. Whittington
In this Dialog, seven scholars consider the theoretical implications and research opportunities a changing environment presents for the Attention-Based View (ABV). With its roots in the 1950s Carnegie School, ABV is expanding and evolving in ways that accommodate the changes in the corporate context characterized by distributed, porous structures of organizational networks such as ecosystems and platforms. The authors emphasize a shift toward a more dynamic orientation of this research, one that addresses the challenges of sustaining coherent attention and sensemaking, a shift from quantity to quality of attention, and how corporate communications ranging from formalized strategy presentations to less formal social media communications can spin attention in ways that lead to intended as well as unintended outcomes. Emerging organizational trends open up radically different perspectives on attention: today's superstar firms draw new kinds of attention and many new business models are based upon the attraction and selling of customer attention.
{"title":"It's a Different World: A Dialog on the Attention-Based View in a Post-Chandlerian World","authors":"W. Ocasio, Basak Yakis-Douglas, D. Boynton, T. Laamanen, Claus Rerup, E. Vaara, R. Whittington","doi":"10.1177/10564926221103484","DOIUrl":"https://doi.org/10.1177/10564926221103484","url":null,"abstract":"In this Dialog, seven scholars consider the theoretical implications and research opportunities a changing environment presents for the Attention-Based View (ABV). With its roots in the 1950s Carnegie School, ABV is expanding and evolving in ways that accommodate the changes in the corporate context characterized by distributed, porous structures of organizational networks such as ecosystems and platforms. The authors emphasize a shift toward a more dynamic orientation of this research, one that addresses the challenges of sustaining coherent attention and sensemaking, a shift from quantity to quality of attention, and how corporate communications ranging from formalized strategy presentations to less formal social media communications can spin attention in ways that lead to intended as well as unintended outcomes. Emerging organizational trends open up radically different perspectives on attention: today's superstar firms draw new kinds of attention and many new business models are based upon the attraction and selling of customer attention.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"107 - 119"},"PeriodicalIF":3.1,"publicationDate":"2022-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41751279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-31DOI: 10.1177/10564926221103480
Ana María Peredo, S. Abdelnour, Paul K. Adler, Bobby Banerjee, Hari Bapuji, M. Calás, Ekaterina Chertkovskaya, Rick Colbourne, A. Contu, A. Crane, Michelle M Evans, P. Hirsch, Arturo E. Osorio, Banu Ozkazanc-Pan, L. Smircich, Gabriel Weber
COVID-19 is the most immediate of several crises we face as human beings: crises that expose deeply-rooted matters of social injustice in our societies. Management scholars have not been encouraged to address the role that business, as we conduct it and consider it as scholars, has played in creating the crises and fostering the injustices our crises are laying bare. Contributors to this article draw attention to the way that the pandemic has highlighted long-standing examples of injustice, from inequality to racism, gender, and social discrimination through environmental injustice to migratory workers and modern slaves. They consider the fact that few management scholars have raised their voices in protest, at least partly because of the ideological underpinnings of the discipline, and the fact these need to be challenged.
{"title":"We Are Boiling: Management Scholars Speaking Out on COVID-19 and Social Justice","authors":"Ana María Peredo, S. Abdelnour, Paul K. Adler, Bobby Banerjee, Hari Bapuji, M. Calás, Ekaterina Chertkovskaya, Rick Colbourne, A. Contu, A. Crane, Michelle M Evans, P. Hirsch, Arturo E. Osorio, Banu Ozkazanc-Pan, L. Smircich, Gabriel Weber","doi":"10.1177/10564926221103480","DOIUrl":"https://doi.org/10.1177/10564926221103480","url":null,"abstract":"COVID-19 is the most immediate of several crises we face as human beings: crises that expose deeply-rooted matters of social injustice in our societies. Management scholars have not been encouraged to address the role that business, as we conduct it and consider it as scholars, has played in creating the crises and fostering the injustices our crises are laying bare. Contributors to this article draw attention to the way that the pandemic has highlighted long-standing examples of injustice, from inequality to racism, gender, and social discrimination through environmental injustice to migratory workers and modern slaves. They consider the fact that few management scholars have raised their voices in protest, at least partly because of the ideological underpinnings of the discipline, and the fact these need to be challenged.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"1 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46720548","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-12DOI: 10.1177/10564926221098955
Dennis A. Gioia, Kevin G. Corley, K. Eisenhardt, M. Feldman, A. Langley, J. Lê, K. Golden-Biddle, Karen Locke, Jacqueline Mees-Buss, R. Piekkari, Davide Ravasi, Claus Rerup, Torsten Schmid, D. Silverman, Catherine Welch
One of the raging debates in organization study concerns the use of “templates” in qualitative research. This curated debate brings together many of the players in that debate, who make statements of position relative to the issues involved and trade accusations and counter-accusations about statements they have made that in their view have been misinterpreted or misconstrued. Overall, it is quite a lively debate that reveals positions, points of tension and grounds for disagreement. Denny Gioia wrote the triggering essay that prompted other players to weigh in with their personal and professional views.
{"title":"A Curated Debate: On Using “Templates” in Qualitative Research","authors":"Dennis A. Gioia, Kevin G. Corley, K. Eisenhardt, M. Feldman, A. Langley, J. Lê, K. Golden-Biddle, Karen Locke, Jacqueline Mees-Buss, R. Piekkari, Davide Ravasi, Claus Rerup, Torsten Schmid, D. Silverman, Catherine Welch","doi":"10.1177/10564926221098955","DOIUrl":"https://doi.org/10.1177/10564926221098955","url":null,"abstract":"One of the raging debates in organization study concerns the use of “templates” in qualitative research. This curated debate brings together many of the players in that debate, who make statements of position relative to the issues involved and trade accusations and counter-accusations about statements they have made that in their view have been misinterpreted or misconstrued. Overall, it is quite a lively debate that reveals positions, points of tension and grounds for disagreement. Denny Gioia wrote the triggering essay that prompted other players to weigh in with their personal and professional views.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"31 1","pages":"231 - 252"},"PeriodicalIF":3.1,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48456665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-09DOI: 10.1177/10564926221099424
Hee‐Chan Song
Historical narrative studies suggest that history can be strategically manipulated and narrated by current actors to facilitate change. The studies emphasize that history can be used as a source of narratives to serve present purposes. Building on the studies, this research investigates how leaders use history as a set of narratives to delegitimize a dominant logic, thus facilitating institutional change. The empirical context of this study is a Korean Buddhist organizational field during and after Japanese colonization between 1910 and 1962. This context allows to examine how a group of Korean monks with a peripheral logic (meditation logic) proactively used past stories, legends, and myths to delegitimize a dominant logic (service logic). Their narrative strategies are conceptualized in this study as reviving history, stigmatizing history, and invoking leaders from the past. In integrating the findings with the relevant literature, this research aims to contribute to historical narrative and institutional research.
{"title":"How Buddhist Monks Use Historical Narratives to Delegitimize a Dominant Institutional Logic: The Case of a Korean Buddhist Organizational Field, 1910–1962","authors":"Hee‐Chan Song","doi":"10.1177/10564926221099424","DOIUrl":"https://doi.org/10.1177/10564926221099424","url":null,"abstract":"Historical narrative studies suggest that history can be strategically manipulated and narrated by current actors to facilitate change. The studies emphasize that history can be used as a source of narratives to serve present purposes. Building on the studies, this research investigates how leaders use history as a set of narratives to delegitimize a dominant logic, thus facilitating institutional change. The empirical context of this study is a Korean Buddhist organizational field during and after Japanese colonization between 1910 and 1962. This context allows to examine how a group of Korean monks with a peripheral logic (meditation logic) proactively used past stories, legends, and myths to delegitimize a dominant logic (service logic). Their narrative strategies are conceptualized in this study as reviving history, stigmatizing history, and invoking leaders from the past. In integrating the findings with the relevant literature, this research aims to contribute to historical narrative and institutional research.","PeriodicalId":47877,"journal":{"name":"Journal of Management Inquiry","volume":"32 1","pages":"295 - 312"},"PeriodicalIF":3.1,"publicationDate":"2022-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65716505","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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