Journal of Management Studies最新文献

Existing research has suggested seemingly contradictory conclusions about the efficacy of impression management (IM) tactics. While a growing body of research highlights the potential benefits of IM, other studies imply that the effectiveness of these tactics in shaping stakeholder perceptions may be limited. Our study advances theory on IM by drawing upon expectancy violations theory to develop a contingency theory of IM efficacy. Concentrating on CEOs’ positive portrayal of merger and acquisition (M&A) activity, we hypothesize that the effectiveness of this IM tactic hinges on factors related to the communicator (CEO duality), context (acquisition foreshadowing), and audience (investor type). Our results indicate that investor reactions to CEOs’ positive portrayal are more favourable when M&A activity has been foreshadowed or when the institutional investor is transient. Conversely, reactions are less favourable for CEOs also serving as board chair. Our findings provide novel insights into IM theory, suggesting that potential expectancy violations associated with IM tactics could be shaped by the attributes of communicator, context, and audience.

Research has examined creative self-efficacy and intrinsic motivation for creativity as important antecedents to employee creativity, but little is known about how the two antecedents influence each other to foster employee creativity. This study proposes two theoretical possibilities. First, by enhancing resilience, creative self-efficacy can promote intrinsic motivation for creativity, which in turn boosts employee creativity. Task difficulty further strengthens creative self-efficacy's effect on intrinsic motivation for creativity and employee creativity (via resilience). Second, by fostering creative process engagement, intrinsic motivation for creativity can promote creative self-efficacy, which in turn boosts employee creativity. Task variability further amplifies the effect of intrinsic motivation for creativity on creative self-efficacy and employee creativity (via creative process engagement). Results from two experiments and two field studies largely supported the hypothesized relationships. We extend the creativity literature by untangling the interrelationships between creative self-efficacy and intrinsic motivation for creativity in shaping employee creativity.

This study investigates dynamics of subnational regions in determining firm performance over time and by ownership type. We explain theoretically how subnational regions affect firm performance over time in the context of path dependence and the institution-based view and test these predictions using annual data of manufacturing firms in China from 2000 to 2014 – before and after a major negative institutional shock (2008 financial crisis). Consistent with path dependence, regional institutional quality diverges across regions before 2008, a pattern that is disrupted post-2008. Firm performance is increasing in institutional quality so that location effects are increasingly important before the financial crisis but less so post-crisis. These effects are greater for private- than state-owned enterprises consistent with differences in organizational objectives under the institution-based view.

In response to the burgeoning interest in CEOs’ pre-career experience, this study focuses on their pre-career exposure to religion. We argue that CEOs who were exposed to religion before starting their professional career will be imbued with the values that prioritize social obligations. Moreover, these imprinted values become activated in the context of corporate tax payment, such that firms with a CEO who attended a religious university are less likely to avoid tax. We further explore how CEOs’ present social context, including political corruption, corporate social performance and present exposure to religion, provides situational cues that moderate the baseline relationship. An analysis of a sample of US listed firms from 2000 to 2019 provides general support for our predictions.

During acquisitions, middle managers (MMs) play a crucial role in facilitating the integration of two previously separate organizations, thereby facing the challenge of balancing competing needs for strategic interdependence and organizational autonomy. Drawing on interviews with acquiring and acquired MMs, this study explores the unfolding dynamics of framing the relationships between both groups. We introduce the concept of actionable intersubjectivity as a core ability of MMs to take into account the presence of the other while accomplishing integration tasks. We propose a grounded process model that traces how actionable intersubjectivity is developed to varying degrees throughout the MMs’ relational dynamics occurring in the various interaction spaces provided at each acquisition stage by getting a sense of the other (pre-acquisition), by deciphering how the other think (approval), by experiencing how the other act and react (post-acquisition I) and by putting oneself in the place of the other (post-acquisition II). Our paper contributes to mergers and acquisitions research in two ways: (1) by unpacking the relational dynamics between MMs and introducing actionable intersubjectivity as a crucial ability in the context of acquisitions and (2) by extending our understanding of MMs’ role in balancing strategic interdependence and organizational autonomy during the acquisition process.

We complete a meta-analytic investigation across two phases to increase understanding about team learning, an important process that is a challenge for teams to enact. In the first phase, we create a meta-analytic database of 198 independent samples (N = 15,536 teams) to summarize the strength of the relationships between learning and team antecedents and outcomes. Motivational emergent states (e.g., potency) exhibited the strongest relationship with learning, followed by affective (e.g., psychological safety) and cognitive (e.g., trust) emergent states. Our results also highlight the positive relationship between learning and various antecedents, including team structure, supportive organizational context, environmental uncertainty, cognitive diversity, and gender diversity. In the second phase, we create an additional meta-analytic database with 53 independent samples (N = 4,468 teams) to test a serial mediation model, demonstrating that psychological safety and learning serially mediate the relationships between team learning orientation and salient team outcomes (i.e., performance and innovation).