This paper investigates how entrepreneurs achieve a sense of purpose or, more precisely, eudaimonic well-being—the experience of a good and meaningful life. We explore this in the context of women entrepreneurs participating in a business training program in Nigeria. Specifically, we conduct mixed-methods research, starting with an inductive qualitative Study 1 of what eudaimonic well-being means for these entrepreneurs. We find that, in the context of their enterprises, eudaimonic well-being implies opportunities to experience self-cultivation, mastery, social recognition, and to benefit others in the community. Unexpectedly, the women in our study also experience eudaimonic well-being related to their households. These initial insights inform theory in Study 2 on how enterprise-related learning (i.e., acquiring and assimilating knowledge regarding the enterprise) and household-related learning (acquiring and assimilating knowledge regarding the household) influence their eudaimonic well-being, itself driven by strong social ties with other women entrepreneurs in the training program. Hypotheses testing through a quantitative study of 484 women entrepreneurs in Nigeria over time corroborates the theory. Our research provides a contextualized perspective of “purpose” in entrepreneurship and how to achieve it: by developing strong social ties, enabling enterprise- and household-related learning, women entrepreneurs in our context initiate greater eudaimonic well-being, beyond improving firm performance. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2021.15341 .
{"title":"How Entrepreneurs Achieve Purpose Beyond Profit: The Case of Women Entrepreneurs in Nigeria","authors":"H. Barkema, Uta K. Bindl, Lamees Tanveer","doi":"10.1287/orsc.2021.15341","DOIUrl":"https://doi.org/10.1287/orsc.2021.15341","url":null,"abstract":"This paper investigates how entrepreneurs achieve a sense of purpose or, more precisely, eudaimonic well-being—the experience of a good and meaningful life. We explore this in the context of women entrepreneurs participating in a business training program in Nigeria. Specifically, we conduct mixed-methods research, starting with an inductive qualitative Study 1 of what eudaimonic well-being means for these entrepreneurs. We find that, in the context of their enterprises, eudaimonic well-being implies opportunities to experience self-cultivation, mastery, social recognition, and to benefit others in the community. Unexpectedly, the women in our study also experience eudaimonic well-being related to their households. These initial insights inform theory in Study 2 on how enterprise-related learning (i.e., acquiring and assimilating knowledge regarding the enterprise) and household-related learning (acquiring and assimilating knowledge regarding the household) influence their eudaimonic well-being, itself driven by strong social ties with other women entrepreneurs in the training program. Hypotheses testing through a quantitative study of 484 women entrepreneurs in Nigeria over time corroborates the theory. Our research provides a contextualized perspective of “purpose” in entrepreneurship and how to achieve it: by developing strong social ties, enabling enterprise- and household-related learning, women entrepreneurs in our context initiate greater eudaimonic well-being, beyond improving firm performance. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2021.15341 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"13 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89561654","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
M. Hanisch, J. Reuer, Carolin Haeussler, Shivaram V. Devarakonda
Steering committees are pivotal for governing complex collaborations by consensus to facilitate coordination and knowledge sharing. Although consensus-based governance promotes mutuality, it can also cause deadlocks, stalling expeditious decision making. We examine the conditions under which alliance partners delegate decision-making authority to steering committees as well as the conditions under which authority over discordant matters can be relocated to one of the alliance partners. We argue that joint coordination concerns increase the likelihood of authority delegation, whereas the higher costs and stakes associated with decision stalemates provide grounds for authority reversion. Empirical analyses of strategic alliances in the biopharmaceutical industry support our arguments. Our paper demonstrates the versatility of contractually defined administrative interfaces in alliance governance, allowing partners to coordinate bilaterally and adapt hierarchically as and when required.
{"title":"Hybrid Administrative Interfaces: Authority Delegation and Reversion in Strategic Alliances","authors":"M. Hanisch, J. Reuer, Carolin Haeussler, Shivaram V. Devarakonda","doi":"10.1287/orsc.2023.1687","DOIUrl":"https://doi.org/10.1287/orsc.2023.1687","url":null,"abstract":"Steering committees are pivotal for governing complex collaborations by consensus to facilitate coordination and knowledge sharing. Although consensus-based governance promotes mutuality, it can also cause deadlocks, stalling expeditious decision making. We examine the conditions under which alliance partners delegate decision-making authority to steering committees as well as the conditions under which authority over discordant matters can be relocated to one of the alliance partners. We argue that joint coordination concerns increase the likelihood of authority delegation, whereas the higher costs and stakes associated with decision stalemates provide grounds for authority reversion. Empirical analyses of strategic alliances in the biopharmaceutical industry support our arguments. Our paper demonstrates the versatility of contractually defined administrative interfaces in alliance governance, allowing partners to coordinate bilaterally and adapt hierarchically as and when required.","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"131 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90398944","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
New technologies create a dilemma for senior members of occupations. Traditionally, practical expertise and position are considered correlates, yet when new technologies arrive, they may be knocked out of alignment. This means that senior members must develop new expertise lest their position be threatened. However, because position often signifies expertise, developing new practical expertise may be challenging. Indeed, senior members face strong pressures not to appear to nor actually devote time to comprehensive formal training as they are booked with complex problems using prior methods, they are responsible for the learning of junior members, and they have passed early career training windows. Through comparative ethnographic field studies of urological surgery and investment banking, we show that “inverted apprenticeships,” defined as configured struggle and restructured interactions with junior members that allow senior members to develop practical expertise with new technologies while maintaining their position, resolve this dilemma. We identify four pathways that senior experts took to structure these inverted apprenticeships, including seeking, stalling, leveraging, and confronting. We uncover the conditions of each pathway and trace their consequences. Although these pathways allowed senior members to enhance or preserve their position, they generated widely varying practical expertise with the new technology. Furthermore, the majority of these pathways undermined the learning of those most junior, who were supposed to be developing expertise through their interactions with seniors. Funding: This work was supported by the Strategic Management Society [Grant SRF-2015DP-0063] and the Social Science and Humanities Research Council of Canada [Grant 752-2014-0378].
{"title":"Inverted Apprenticeship: How Senior Occupational Members Develop Practical Expertise and Preserve Their Position When New Technologies Arrive","authors":"Matthew I. Beane, Callen Anthony","doi":"10.1287/orsc.2023.1688","DOIUrl":"https://doi.org/10.1287/orsc.2023.1688","url":null,"abstract":"New technologies create a dilemma for senior members of occupations. Traditionally, practical expertise and position are considered correlates, yet when new technologies arrive, they may be knocked out of alignment. This means that senior members must develop new expertise lest their position be threatened. However, because position often signifies expertise, developing new practical expertise may be challenging. Indeed, senior members face strong pressures not to appear to nor actually devote time to comprehensive formal training as they are booked with complex problems using prior methods, they are responsible for the learning of junior members, and they have passed early career training windows. Through comparative ethnographic field studies of urological surgery and investment banking, we show that “inverted apprenticeships,” defined as configured struggle and restructured interactions with junior members that allow senior members to develop practical expertise with new technologies while maintaining their position, resolve this dilemma. We identify four pathways that senior experts took to structure these inverted apprenticeships, including seeking, stalling, leveraging, and confronting. We uncover the conditions of each pathway and trace their consequences. Although these pathways allowed senior members to enhance or preserve their position, they generated widely varying practical expertise with the new technology. Furthermore, the majority of these pathways undermined the learning of those most junior, who were supposed to be developing expertise through their interactions with seniors. Funding: This work was supported by the Strategic Management Society [Grant SRF-2015DP-0063] and the Social Science and Humanities Research Council of Canada [Grant 752-2014-0378].","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"243 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91318799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jakob Stollberger, Yves R. F. Guillaume, D. van Knippenberg
Moods and emotions are an important influence on creativity at work, and recent developments point to emotional complexity as a particularly relevant influence in this respect. We develop this line of research by shifting focus from emotional complexity as an intrapersonal influence to emotional complexity as an interpersonal influence between leader and subordinate. Specifically, we integrate the social-functional approach to emotions with theory on self-regulation to shed light on the effects of leader emotional complexity (LEC), operationalized as alternations between leader displays of happiness and anger, on follower creativity. Three studies, two video experiments (Studies 1 and 2) and a multisource experience sampling study (Study 3), revealed that, on one hand, LEC stimulated creativity by enhancing the cognitive flexibility of followers; on the other hand, LEC led to heightened self-regulatory resource depletion, which compromised follower creativity. Our results also showed that trait epistemic motivation strengthened the positive effects of LEC on creativity via cognitive flexibility, the negative effects via self-regulatory resource depletion were also stronger for followers with higher trait epistemic motivation. Combined, results suggest that leader displays of emotional complexity can be tiring but are even more inspiring. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2019.13152 .
{"title":"Inspiring, Yet Tiring: How Leader Emotional Complexity Shapes Follower Creativity","authors":"Jakob Stollberger, Yves R. F. Guillaume, D. van Knippenberg","doi":"10.1287/orsc.2019.13152","DOIUrl":"https://doi.org/10.1287/orsc.2019.13152","url":null,"abstract":"Moods and emotions are an important influence on creativity at work, and recent developments point to emotional complexity as a particularly relevant influence in this respect. We develop this line of research by shifting focus from emotional complexity as an intrapersonal influence to emotional complexity as an interpersonal influence between leader and subordinate. Specifically, we integrate the social-functional approach to emotions with theory on self-regulation to shed light on the effects of leader emotional complexity (LEC), operationalized as alternations between leader displays of happiness and anger, on follower creativity. Three studies, two video experiments (Studies 1 and 2) and a multisource experience sampling study (Study 3), revealed that, on one hand, LEC stimulated creativity by enhancing the cognitive flexibility of followers; on the other hand, LEC led to heightened self-regulatory resource depletion, which compromised follower creativity. Our results also showed that trait epistemic motivation strengthened the positive effects of LEC on creativity via cognitive flexibility, the negative effects via self-regulatory resource depletion were also stronger for followers with higher trait epistemic motivation. Combined, results suggest that leader displays of emotional complexity can be tiring but are even more inspiring. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2019.13152 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"104 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76662800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study presents moral cost as a novel behavioral constraint on firm resource adjustment, specifically layoff decisions that can cause severe harm to employees. Revising the prevailing negative view of managers as purely self-interested, we propose that managers care about their employees and incur moral cost from layoffs. We leverage expansions in unemployment insurance as a quasi-natural experiment that reduces economic hardship for laid-off workers and, in turn, the moral cost of layoffs to managers. We find that these expansions license larger layoffs. The effects are stronger for chief executive officers (CEOs) with stronger prosocial preferences who dismiss fewer workers despite low performance, such as non-Republican, internally promoted, small town, or family firm CEOs, and weaker for CEOs who lack the discretion to avoid moral cost due to shareholder or financial pressures. Our findings suggest that the role of moral cost is substantial but also highly heterogeneous and readily suppressed by external pressures. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2022.16734 .
{"title":"License to Layoff? Unemployment Insurance and the Moral Cost of Layoffs","authors":"D. D. Keum, Stephan Meier","doi":"10.1287/orsc.2022.16734","DOIUrl":"https://doi.org/10.1287/orsc.2022.16734","url":null,"abstract":"This study presents moral cost as a novel behavioral constraint on firm resource adjustment, specifically layoff decisions that can cause severe harm to employees. Revising the prevailing negative view of managers as purely self-interested, we propose that managers care about their employees and incur moral cost from layoffs. We leverage expansions in unemployment insurance as a quasi-natural experiment that reduces economic hardship for laid-off workers and, in turn, the moral cost of layoffs to managers. We find that these expansions license larger layoffs. The effects are stronger for chief executive officers (CEOs) with stronger prosocial preferences who dismiss fewer workers despite low performance, such as non-Republican, internally promoted, small town, or family firm CEOs, and weaker for CEOs who lack the discretion to avoid moral cost due to shareholder or financial pressures. Our findings suggest that the role of moral cost is substantial but also highly heterogeneous and readily suppressed by external pressures. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2022.16734 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"61 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88103536","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Uncertainty and Immigrant Entrepreneurship: Evidence from Brexit","authors":"Camilo Acosta, Astrid Marinoni","doi":"10.1287/orsc.2021.16011","DOIUrl":"https://doi.org/10.1287/orsc.2021.16011","url":null,"abstract":"Organization Science, Ahead of Print. <br/>","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"27 3","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138509504","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Peter Belmi, Kelly Raz, M. Neale, Melissa C. Thomas-Hunt
College is regarded as the great equalizer. People with four-year degrees expect to reap the rewards of their education. This paper examines the pivotal transition from college to the labor market. How do candidates fare when they reveal to prospective employers that they are “first-gen”? Based on the literature, one may advance two competing predictions. One perspective predicts the possibility of a first-gen advantage. This view predicts that revealing one’s first-gen status can help applicants, by making them seem motivated, committed, responsible, and hardworking. It also makes for a compelling narrative; many Americans love stories of “bootstrapped” success. In contrast, a competing perspective predicts the possibility of a first-generation disadvantage. According to this view, there are forces that block decision makers from recognizing the strengths of first-gen students. We tested these two perspectives with an audit study (n = 1,783) and four follow-up studies (n = 4,920). The results supported the first-gen disadvantage hypothesis. Even in the mainstream labor market, first-gen students were evaluated less favorably. We traced this bias to the impact of one possible mechanism: deficit thinking. Despite overcoming hardships, first-gen students were often viewed through the lens of deficits. As a consequence, they were often denied opportunities to gain entry into organizations. Importantly, we found that a mindset shift can help ameliorate the problem. When we nudged decision makers to adopt a strengths-based lens, they became more receptive to hiring first-gen applicants. This work extends knowledge on the mechanisms that drive social class gaps in hiring. It also invites a reassessment of how to study social class in organizations. Deficit models dominate the study of social class. However, as we demonstrated, focusing on deficits can exacerbate inequality. It is important to consider people’s experiences and humanity holistically. Supplemental Material: The e-companion is available at https://doi.org/10.1287/orsc.2023.1682 .
{"title":"The Consequences of Revealing First-Generational Status","authors":"Peter Belmi, Kelly Raz, M. Neale, Melissa C. Thomas-Hunt","doi":"10.1287/orsc.2023.1682","DOIUrl":"https://doi.org/10.1287/orsc.2023.1682","url":null,"abstract":"College is regarded as the great equalizer. People with four-year degrees expect to reap the rewards of their education. This paper examines the pivotal transition from college to the labor market. How do candidates fare when they reveal to prospective employers that they are “first-gen”? Based on the literature, one may advance two competing predictions. One perspective predicts the possibility of a first-gen advantage. This view predicts that revealing one’s first-gen status can help applicants, by making them seem motivated, committed, responsible, and hardworking. It also makes for a compelling narrative; many Americans love stories of “bootstrapped” success. In contrast, a competing perspective predicts the possibility of a first-generation disadvantage. According to this view, there are forces that block decision makers from recognizing the strengths of first-gen students. We tested these two perspectives with an audit study (n = 1,783) and four follow-up studies (n = 4,920). The results supported the first-gen disadvantage hypothesis. Even in the mainstream labor market, first-gen students were evaluated less favorably. We traced this bias to the impact of one possible mechanism: deficit thinking. Despite overcoming hardships, first-gen students were often viewed through the lens of deficits. As a consequence, they were often denied opportunities to gain entry into organizations. Importantly, we found that a mindset shift can help ameliorate the problem. When we nudged decision makers to adopt a strengths-based lens, they became more receptive to hiring first-gen applicants. This work extends knowledge on the mechanisms that drive social class gaps in hiring. It also invites a reassessment of how to study social class in organizations. Deficit models dominate the study of social class. However, as we demonstrated, focusing on deficits can exacerbate inequality. It is important to consider people’s experiences and humanity holistically. Supplemental Material: The e-companion is available at https://doi.org/10.1287/orsc.2023.1682 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"85 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77026931","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Existing research depicts occupational learning as predominantly happening through formal education, situated learning, or a combination of the two. How career switchers might develop occupational skills outside of these established learning pathways is understudied. This paper examines how novice outsiders break into a skilled occupation by looking at the case of aspiring software developers attending coding bootcamps. Drawing on 17 months of fieldwork in the San Francisco Bay area, I find that bootcamps did not resemble either schools or workplaces, the two institutions that facilitate occupational learning. Instead, bootcamps scaffolded learning collectives—groups composed of peers and near peers who learn collaboratively and purposefully to reach a shared goal. Within learning collectives, aspirants progressed from novice outsiders to hirable software developers, despite limited access to proximate experts to learn from or legitimate peripheral participation opportunities. Three scaffoldings facilitated learning at bootcamps. First, peer team structures turned what is normally a solitary activity—writing code—into a collaborative endeavor and facilitated peer-to-peer knowledge exchange. Second, near-peer role structures engaged recent graduates in teaching and mentorship relationships with novices so that aspirants could access knowledge quickly and easily. Third, bootcamps encouraged aspirants to self-learn by reaching out to the expertise of the broader occupational community. This third scaffolding prepared aspirants for learning beyond the bootcamp curriculum and socialized them for an occupation with high learning demands. The outcome of this process was that novices pursuing an alternative mode of occupational entry developed both occupational skills and new self-conceptions as software developers. Funding: This work was supported by a grant from Stanford Cyber Initiative.
现有的研究表明，职业学习主要是通过正规教育、情境学习或两者的结合进行的。职业转换者如何在这些既定的学习途径之外发展职业技能还没有得到充分的研究。本文通过观察有抱负的软件开发人员参加编码训练营的案例，研究了新手如何进入一个熟练的职业。我在旧金山湾区(San Francisco Bay area)进行了17个月的实地考察，发现训练营既不像学校，也不像工作场所，而这两种机构是促进职业学习的场所。相反，训练营搭建了学习集体——由同龄人和近同龄人组成的小组，他们合作学习，有目的地达到一个共同的目标。在学习集体中，有抱负的人从新手外来者发展为可雇佣的软件开发人员，尽管可以向附近的专家学习或合法的外围参与机会有限。三个脚手架为训练营的学习提供了便利。首先，对等团队结构将通常是一个单独的活动——编写代码——变成了一个协作的努力，并促进了对等知识的交换。其次，近乎对等的角色结构让刚毕业的学生参与教学，并与新手建立师徒关系，这样有志者就能快速、轻松地获取知识。第三，训练营鼓励有志者通过接触更广泛的职业社区的专业知识来自学。第三个脚手架为有志者准备了超越训练营课程的学习，并使他们适应高学习要求的职业。这个过程的结果是，追求职业进入的另一种模式的新手发展了作为软件开发人员的职业技能和新的自我概念。经费:这项工作是由斯坦福网络倡议资助的。
{"title":"Leveraging Learning Collectives: How Novice Outsiders Break into an Occupation","authors":"Ece Kaynak","doi":"10.1287/orsc.2020.14214","DOIUrl":"https://doi.org/10.1287/orsc.2020.14214","url":null,"abstract":"Existing research depicts occupational learning as predominantly happening through formal education, situated learning, or a combination of the two. How career switchers might develop occupational skills outside of these established learning pathways is understudied. This paper examines how novice outsiders break into a skilled occupation by looking at the case of aspiring software developers attending coding bootcamps. Drawing on 17 months of fieldwork in the San Francisco Bay area, I find that bootcamps did not resemble either schools or workplaces, the two institutions that facilitate occupational learning. Instead, bootcamps scaffolded learning collectives—groups composed of peers and near peers who learn collaboratively and purposefully to reach a shared goal. Within learning collectives, aspirants progressed from novice outsiders to hirable software developers, despite limited access to proximate experts to learn from or legitimate peripheral participation opportunities. Three scaffoldings facilitated learning at bootcamps. First, peer team structures turned what is normally a solitary activity—writing code—into a collaborative endeavor and facilitated peer-to-peer knowledge exchange. Second, near-peer role structures engaged recent graduates in teaching and mentorship relationships with novices so that aspirants could access knowledge quickly and easily. Third, bootcamps encouraged aspirants to self-learn by reaching out to the expertise of the broader occupational community. This third scaffolding prepared aspirants for learning beyond the bootcamp curriculum and socialized them for an occupation with high learning demands. The outcome of this process was that novices pursuing an alternative mode of occupational entry developed both occupational skills and new self-conceptions as software developers. Funding: This work was supported by a grant from Stanford Cyber Initiative.","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"100 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88542753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Competition is one of the defining features of organizational life. In this research, we identify a prevalent but overlooked type of competition—covert competition, which we define as behaviors with the intention to win (i.e., advancing one’s interest/position while disregarding or hurting the other party’s interest/position) that are unclear to or hidden from the other party. We argue that one’s relative power in dyadic social relationships influences covert competition. Based on the theory of power dependence, we expect that lower-power individuals are more likely than higher-power individuals to compete covertly. This is because lower-power individuals fear the potential negative repercussions of revealing their competitiveness, which motivates them to engage in more covert competition. Lower-power individuals’ ability to escape from the current relationship mitigates the effects of having lower power on such fear and on their subsequent covert competition. With five experiments and a three-wave longitudinal survey study, we find support for our hypotheses. This research calls attention to the understudied covert form of competition and emphasizes the nuanced relationships between power and competitive behaviors. Supplemental Material: The online supplemental material is available at https://doi.org/10.1287/orsc.2023.1684 .
{"title":"Do Lower-Power Individuals Really Compete Less? An Investigation of Covert Competition","authors":"Yufei Zhong, H. Li","doi":"10.1287/orsc.2023.1684","DOIUrl":"https://doi.org/10.1287/orsc.2023.1684","url":null,"abstract":"Competition is one of the defining features of organizational life. In this research, we identify a prevalent but overlooked type of competition—covert competition, which we define as behaviors with the intention to win (i.e., advancing one’s interest/position while disregarding or hurting the other party’s interest/position) that are unclear to or hidden from the other party. We argue that one’s relative power in dyadic social relationships influences covert competition. Based on the theory of power dependence, we expect that lower-power individuals are more likely than higher-power individuals to compete covertly. This is because lower-power individuals fear the potential negative repercussions of revealing their competitiveness, which motivates them to engage in more covert competition. Lower-power individuals’ ability to escape from the current relationship mitigates the effects of having lower power on such fear and on their subsequent covert competition. With five experiments and a three-wave longitudinal survey study, we find support for our hypotheses. This research calls attention to the understudied covert form of competition and emphasizes the nuanced relationships between power and competitive behaviors. Supplemental Material: The online supplemental material is available at https://doi.org/10.1287/orsc.2023.1684 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"59 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90192972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Felipe A. Csaszar, Diana Jue-Rajasingh, Michael Jensen
Discrimination is a pervasive aspect of modern society and human relations. Statistical discrimination theory suggests that profit-maximizing employers should use all the information about job candidates, including information about group membership (e.g., race or gender), to make accurate predictions. In contrast, research on heuristics in psychology suggests that using less information can be better. Drawing on research on heuristics, we show that even small amounts of inconsistency can make predictions using group membership less accurate than predictions that do not use this information. That is, whereas statistical discrimination theory implies that better predictions can be achieved by using all available information about an individual (including group characteristics that may be correlated with but do not cause performance), our model shows that using all available information only improves predictive accuracy under a very specific set of conditions, thus suggesting that statistical discrimination often results in worse predictions. By understanding when statistical discrimination improves or worsens predictions, our work cautions decision makers and uncovers paths toward reducing the occurrence of situations in which statistical discrimination benefits predictive accuracy, thus reducing its pervasiveness in society. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1626 .
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