Nina Hampl, Werner H. Hoffmann, Tobias Knoll, Jeffrey J. Reuer
Empirical evidence shows that firms engaging in alliance re‐evaluation are able to increase their alliances’ performance. However, extant literature largely treats alliance re‐evaluation as a ‘black box’. In this paper, we develop a conceptual model of alliance re‐evaluation to gain better insight on this important phase of the alliance lifecycle. Further, in a decision experiment, we study alliance managers’ heuristics applied to the decision of whether to pursue an outside partnering opportunity during the course of an alliance re‐evaluation. Our results show that in their decision heuristics alliance managers rate value creation‐related partner characteristics more highly than commitment‐related partner characteristics. However, the importance of commitment‐related characteristics is contingent on the level and dimension of uncertainty present in the managers’ environment. Thus, our findings call for a more nuanced perspective on environmental uncertainty in alliance re‐evaluation decision making. Implications for research on alliances and managerial heuristics are discussed.
{"title":"Alliance Re‐Evaluation in the Context of Outside Partnering Opportunities: Decision Heuristics and the Impact of Environmental Uncertainty","authors":"Nina Hampl, Werner H. Hoffmann, Tobias Knoll, Jeffrey J. Reuer","doi":"10.1111/joms.13090","DOIUrl":"https://doi.org/10.1111/joms.13090","url":null,"abstract":"Empirical evidence shows that firms engaging in alliance re‐evaluation are able to increase their alliances’ performance. However, extant literature largely treats alliance re‐evaluation as a ‘black box’. In this paper, we develop a conceptual model of alliance re‐evaluation to gain better insight on this important phase of the alliance lifecycle. Further, in a decision experiment, we study alliance managers’ heuristics applied to the decision of whether to pursue an outside partnering opportunity during the course of an alliance re‐evaluation. Our results show that in their decision heuristics alliance managers rate value creation‐related partner characteristics more highly than commitment‐related partner characteristics. However, the importance of commitment‐related characteristics is contingent on the level and dimension of uncertainty present in the managers’ environment. Thus, our findings call for a more nuanced perspective on environmental uncertainty in alliance re‐evaluation decision making. Implications for research on alliances and managerial heuristics are discussed.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"123 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141198107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research commonly assumes that performance gap relative to aspirations (manifested in the difference between a firm's actual ROA and its prior ROA as a referent) exerts a similar influence on organizational change as the performance gap relative to analysts’ earnings forecasts (reflected in the difference between a firm's actual earnings and earnings forecasts as a referent). However, these distinct types of referents from different sources are conceptually unique and operate differently, which could give rise to dissimilar behaviours. Because corporate performance information can emanate internally from agency‐driven firms and externally from financial analysts, we examine both in a unified framework. To facilitate a deeper understanding of these relationships, we investigate how alternate income streams from business unit (BU) performance at a lower level in the organizational structure moderate the way corporate managers remedy corporate performance shortfalls at a higher level. Our study contributes to the behavioural theory by examining distinct influences of corporate performance goals derived from internally‐ versus externally imposed referents and their interactions with BU performance on new market entry activities. Empirical evidence from a sample of multiunit firms publicly listed in the information and communication technology (ICT) sector over the period 1998–2016 supported the hypotheses.
{"title":"Balancing Multiple Goals: The Effects of Performance Shortfalls Relative to Aspirations vs. Analysts' Earnings Forecasts","authors":"Elizabeth Lim","doi":"10.1111/joms.13111","DOIUrl":"https://doi.org/10.1111/joms.13111","url":null,"abstract":"Research commonly assumes that performance gap relative to aspirations (manifested in the difference between a firm's actual ROA and its prior ROA as a referent) exerts a similar influence on organizational change as the performance gap relative to analysts’ earnings forecasts (reflected in the difference between a firm's actual earnings and earnings forecasts as a referent). However, these distinct types of referents from different sources are conceptually unique and operate differently, which could give rise to dissimilar behaviours. Because corporate performance information can emanate internally from agency‐driven firms and externally from financial analysts, we examine both in a unified framework. To facilitate a deeper understanding of these relationships, we investigate how alternate income streams from business unit (BU) performance at a lower level in the organizational structure moderate the way corporate managers remedy corporate performance shortfalls at a higher level. Our study contributes to the behavioural theory by examining distinct influences of corporate performance goals derived from internally‐ versus externally imposed referents and their interactions with BU performance on new market entry activities. Empirical evidence from a sample of multiunit firms publicly listed in the information and communication technology (ICT) sector over the period 1998–2016 supported the hypotheses.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"26 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141191073","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Self‐determination theory (SDT) continues to be among the most popular need‐based theories of motivation in psychology and the organizational sciences. In their interesting and wide‐ranging work, Gagné and Hewett (2024, this issue) contrast the assumptions and presumed mechanisms of SDT with the restrictive assumptions of agency theory. They also offer several suggestions for implementing SDT principles in practice, business school curricula, and public policy. In this counterpoint, I highlight areas of agreement with the authors, but also offer thoughts on SDT limitations and blind spots. My conclusion is a large‐scale adoption of SDT – to the exclusion or minimization of other views – would not be advisable. I base this conclusion on the logic that needs vary in importance across individuals and needs are broader than those encompassed by SDT. Moreover, scholars and practitioners should embrace the notion that factors beyond the needs in SDT (e.g., values, fairness, quasi‐rational calculations, and rewards) also play important roles in determining motivation.
{"title":"A Cautionary Tale: On the Adoption of Self‐Determination Theory Principles for Practice","authors":"Jason D. Shaw","doi":"10.1111/joms.13112","DOIUrl":"https://doi.org/10.1111/joms.13112","url":null,"abstract":"Self‐determination theory (SDT) continues to be among the most popular need‐based theories of motivation in psychology and the organizational sciences. In their interesting and wide‐ranging work, Gagné and Hewett (2024, this issue) contrast the assumptions and presumed mechanisms of SDT with the restrictive assumptions of agency theory. They also offer several suggestions for implementing SDT principles in practice, business school curricula, and public policy. In this counterpoint, I highlight areas of agreement with the authors, but also offer thoughts on SDT limitations and blind spots. My conclusion is a large‐scale adoption of SDT – to the exclusion or minimization of other views – would not be advisable. I base this conclusion on the logic that needs vary in importance across individuals and needs are broader than those encompassed by SDT. Moreover, scholars and practitioners should embrace the notion that factors beyond the needs in SDT (e.g., values, fairness, quasi‐rational calculations, and rewards) also play important roles in determining motivation.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"41 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190878","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Agency theory and self‐determination theory have contrasting assumptions about what motivates human beings and, accordingly, suggest differing methods of motivating others – from extrinsic rewards aimed at controlling agency to facilitating human agentic behaviour. These different assumptions are consequential – organizations and societies would look wildly different with the adoption of the one or other perspectives, with important implications for human welfare and wellbeing. The introduction to this Point and Counterpoint (PCP) calls on prominent scholars in both perspectives to clarify as well as question their assumptions about human motivation. An invitation to take a step back and clarify one's beliefs with precision, elucidating both the ideas and the data they are based on. At the same time, this PCP constitutes an invitation to explore how one's own personal preferences or values might be guiding their own (selection of) research and argumentation. We hope such internal reflection and external dialogue moves the conversation from us‐versus‐them to shared passion, from contradictory to paradoxical, and from stalemates to practical solutions that are sufficiently integrative to address today's complex societal challenges.
{"title":"Motivating People to Work: The Value Behind Diverse Assumptions","authors":"Hannes Leroy","doi":"10.1111/joms.13109","DOIUrl":"https://doi.org/10.1111/joms.13109","url":null,"abstract":"Agency theory and self‐determination theory have contrasting assumptions about what motivates human beings and, accordingly, suggest differing methods of motivating others – from extrinsic rewards aimed at controlling agency to facilitating human agentic behaviour. These different assumptions are consequential – organizations and societies would look wildly different with the adoption of the one or other perspectives, with important implications for human welfare and wellbeing. The introduction to this <jats:italic>Point</jats:italic> and <jats:italic>Counterpoint</jats:italic> (PCP) calls on prominent scholars in both perspectives to clarify as well as question their assumptions about human motivation. An invitation to take a step back and clarify one's beliefs with precision, elucidating both the ideas and the data they are based on. At the same time, this PCP constitutes an invitation to explore how one's own personal preferences or values might be guiding their own (selection of) research and argumentation. We hope such internal reflection and external dialogue moves the conversation from us‐versus‐them to shared passion, from contradictory to paradoxical, and from stalemates to practical solutions that are sufficiently integrative to address today's complex societal challenges.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"91 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190996","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Road Less Travelled: Sabbaticals as Pathways for Engagement and Impact","authors":"Thomas J. Fewer","doi":"10.1111/joms.13110","DOIUrl":"https://doi.org/10.1111/joms.13110","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"39 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141198108","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The loose spatial and temporal coordination of national and transnational governmental corporate social responsibility (CSR) strategies enables multinational corporations (MNCs) to externalize irresponsible behaviours. Political CSR (PCSR) and ‘government and CSR’ studies show how governmental authority shapes CSR at the domestic and transnational levels but provide only limited insights into how to govern MNCs across levels and over time. Combining the concept of orchestration with insights from power transition theory, we theorize cross‐level governmental orchestration as power‐imbued, dynamic, and involving multiple modes of orchestration. Through an analysis of how the South Korean state has deployed CSR domestic and transnational strategies over 30 years, we induce three configurations of cross‐level governmental orchestration, blending coercive, directive, delegative and facilitative modes of orchestration, and identify the mechanisms behind Korea's transition from one configuration to another. Our results: (1) contribute to PCSR and ‘government and CSR’ studies by conceptualizing a systemic and dynamic view of cross‐level orchestration of governmental CSR strategies; (2) advance transnational governance studies by consolidating orchestration theories and considering coercive power, and (3) add to power transition theory by explaining how regulatory capacity‐building enables shifts of cross‐level orchestration configurations.
{"title":"Governing Corporations in National and Transnational Spaces: Cross‐Level Governmental Orchestration of Corporate Social Responsibility in South Korea","authors":"Hyemi Shin, Jean‐Pascal Gond","doi":"10.1111/joms.13082","DOIUrl":"https://doi.org/10.1111/joms.13082","url":null,"abstract":"The loose spatial and temporal coordination of national and transnational governmental corporate social responsibility (CSR) strategies enables multinational corporations (MNCs) to externalize irresponsible behaviours. Political CSR (PCSR) and ‘government and CSR’ studies show how governmental authority shapes CSR at the domestic <jats:italic>and</jats:italic> transnational levels but provide only limited insights into how to govern MNCs <jats:italic>across</jats:italic> levels and <jats:italic>over time</jats:italic>. Combining the concept of orchestration with insights from power transition theory, we theorize cross‐level governmental orchestration as power‐imbued, dynamic, and involving multiple modes of orchestration. Through an analysis of how the South Korean state has deployed CSR domestic and transnational strategies over 30 years, we induce three configurations of cross‐level governmental orchestration, blending coercive, directive, delegative and facilitative modes of orchestration, and identify the mechanisms behind Korea's transition from one configuration to another. Our results: (1) contribute to PCSR and ‘government and CSR’ studies by conceptualizing a systemic and dynamic view of cross‐level orchestration of governmental CSR strategies; (2) advance transnational governance studies by consolidating orchestration theories and considering coercive power, and (3) add to power transition theory by explaining how regulatory capacity‐building enables shifts of cross‐level orchestration configurations.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"111 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Bansal et al.'s Point piece, "Strategy's Ecological Fallacy: How strategy scholars have contributed to the ecological crisis and what we can do about it," calls for reforming the strategy field to focus on the natural environment, ecological cycles, and interconnections across natural and social levels, in service of value creation for ‘a defined ecosystem that comprises respect for the natural environment’. We doubt that such new foundations are necessary or useful. We argue that Bansal et al. misconstrue the evolution and content of strategy thinking; downplay the usefulness of existing tools for dealing with their issues of concern; overlook problems of measurement, collective action, government failure, and cronyism encouraged by their preferred policies; embrace an unnecessarily alarmist worldview; and underappreciate the social benefits of the market‐based institutions they criticize. We suggest instead that a market system based on clearly delineated property rights, prices that freely adjust to reflect scarcities, and an institutional environment that encourages entrepreneurship and innovation remains an underappreciated instrument for protection of the natural environment, one that is superior to centralized and regulatory alternatives.
{"title":"Do we Need a ‘New Strategy Paradigm’? No","authors":"Nicolai J. Foss, Peter G. Klein","doi":"10.1111/joms.13081","DOIUrl":"https://doi.org/10.1111/joms.13081","url":null,"abstract":"Bansal et al.'s Point piece, \"Strategy's Ecological Fallacy: How strategy scholars have contributed to the ecological crisis and what we can do about it,\" calls for reforming the strategy field to focus on the natural environment, ecological cycles, and interconnections across natural and social levels, in service of value creation for ‘a defined ecosystem that comprises respect for the natural environment’. We doubt that such new foundations are necessary or useful. We argue that Bansal et al. misconstrue the evolution and content of strategy thinking; downplay the usefulness of existing tools for dealing with their issues of concern; overlook problems of measurement, collective action, government failure, and cronyism encouraged by their preferred policies; embrace an unnecessarily alarmist worldview; and underappreciate the social benefits of the market‐based institutions they criticize. We suggest instead that a market system based on clearly delineated property rights, prices that freely adjust to reflect scarcities, and an institutional environment that encourages entrepreneurship and innovation remains an underappreciated instrument for protection of the natural environment, one that is superior to centralized and regulatory alternatives.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"44 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934098","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Issue Information - Notes for Contributors","authors":"","doi":"10.1111/joms.12948","DOIUrl":"https://doi.org/10.1111/joms.12948","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"61 4","pages":"1731-1735"},"PeriodicalIF":10.5,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12948","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140844710","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As natural commons vital to selves, organizations, and institutions collapse under cumulative anthropogenic pressures, can human agency still reverse some of the damage already done? This article explores how emerging forms of social symbolic work regenerate degenerated natural commons. Using a five‐year multi‐sited immersive ethnography of natural commons that had collapsed, we explain how actors (re)turn to the biophysical roots of socio‐ecological systems to take care, work with, and care for nature. We show how actors’ comprehension develops over time by connecting their social‐symbolic construction of natural commons post collapse with three sets of practices we label biomanipulation, biofacilitation, and bioaffiliation. We inductively theorize biocentric work as a processual form of social‐symbolic work that connects three cycles of material abduction, relational intercession, and discursive grounding. Our tri‐cyclical process model underscores the biophysical foundations of social‐symbolic work in the Anthropocene by explicitly and iteratively situating self, organizations and institutions in the states and dynamics of natural commons.
{"title":"Biocentric Work in the Anthropocene: How Actors Regenerate Degenerated Natural Commons","authors":"Laura Albareda, Oana Branzei","doi":"10.1111/joms.13080","DOIUrl":"https://doi.org/10.1111/joms.13080","url":null,"abstract":"As natural commons vital to selves, organizations, and institutions collapse under cumulative anthropogenic pressures, can human agency still reverse some of the damage already done? This article explores how emerging forms of social symbolic work regenerate degenerated natural commons. Using a five‐year multi‐sited immersive ethnography of natural commons that had collapsed, we explain how actors (re)turn to the biophysical roots of socio‐ecological systems to take care, work with, and care for nature. We show how actors’ comprehension develops over time by connecting their social‐symbolic construction of natural commons post collapse with three sets of practices we label biomanipulation, biofacilitation, and bioaffiliation. We inductively theorize biocentric work as a processual form of social‐symbolic work that connects three cycles of material abduction, relational intercession, and discursive grounding. Our tri‐cyclical process model underscores the biophysical foundations of social‐symbolic work in the Anthropocene by explicitly and iteratively situating self, organizations and institutions in the states and dynamics of natural commons.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"26 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140838637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How should academic fields take on the existential risks created by the climate crisis? What can business schools do to accelerate the decarbonization of business required to save our species? In their Point, Bansal et al. argue that the field of strategic management is complicit in bringing about our current crisis, and they propose to reformulate the field's very foundations to help get us out. In our Counterpoint, we show why we agree with the diagnosis but argue why we are sceptical of the cure. Strategic management incubated in business schools devoted to creating shareholder value, and its central frameworks commit it to this mission, making it fundamentally impossible to reform. The adjustments suggested by Bansal et al. might nudge what is published in journals but will not solve the bigger challenge. If we are to turn back from the climate disaster and begin the process of mitigation and remediation, we need to equip firms to decarbonize their operations as quickly as possible, and to create new kinds of enterprise to bring about the clean energy transition. Given its history and methods, organization theory may be better equipped to take on this role.
{"title":"Can Strategy Address the Climate Crisis Without Losing its Essence?","authors":"Gerald F. Davis, Theodore DeWitt","doi":"10.1111/joms.13083","DOIUrl":"https://doi.org/10.1111/joms.13083","url":null,"abstract":"How should academic fields take on the existential risks created by the climate crisis? What can business schools do to accelerate the decarbonization of business required to save our species? In their <jats:italic>Point</jats:italic>, Bansal et al. argue that the field of strategic management is complicit in bringing about our current crisis, and they propose to reformulate the field's very foundations to help get us out. In our <jats:italic>Counterpoint</jats:italic>, we show why we agree with the diagnosis but argue why we are sceptical of the cure. Strategic management incubated in business schools devoted to creating shareholder value, and its central frameworks commit it to this mission, making it fundamentally impossible to reform. The adjustments suggested by Bansal et al. might nudge what is published in journals but will not solve the bigger challenge. If we are to turn back from the climate disaster and begin the process of mitigation and remediation, we need to equip firms to decarbonize their operations as quickly as possible, and to create new kinds of enterprise to bring about the clean energy transition. Given its history and methods, organization theory may be better equipped to take on this role.","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"11 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140838699","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"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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