{"title":"Mobile Money as a Stepping Stone to Financial Inclusion: How Digital Multisided Platforms Fill Institutional Voids","authors":"Aparajita Agarwal, Valentina A. Assenova","doi":"10.1287/orsc.2022.16562","DOIUrl":"https://doi.org/10.1287/orsc.2022.16562","url":null,"abstract":"Organization Science, Ahead of Print. <br/>","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138545999","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}
Hendrik Wilhelm, Norbert Steigenberger, Clarissa E. Weber, Jouni K. Juntunen, Mark Ebers
Organization Science, Ahead of Print.
组织科学，领先于印刷。
{"title":"(No) Time for Change: When and Why Entrepreneurs Act During Underperforming Fundraising Attempts","authors":"Hendrik Wilhelm, Norbert Steigenberger, Clarissa E. Weber, Jouni K. Juntunen, Mark Ebers","doi":"10.1287/orsc.2020.13803","DOIUrl":"https://doi.org/10.1287/orsc.2020.13803","url":null,"abstract":"Organization Science, Ahead of Print. <br/>","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2023-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138529921","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":"More Than Meets the Eye: The Unintended Consequence of Leader Dominance Orientation on Subordinate Ethicality","authors":"Garrett L. Brady, Niro Sivanathan","doi":"10.1287/orsc.2021.15640","DOIUrl":"https://doi.org/10.1287/orsc.2021.15640","url":null,"abstract":"Organization Science, Ahead of Print. <br/>","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138529916","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}
Sheen S. Levine, Oliver Schilke, Olenka Kacperczyk, Lynne G. Zucker
Organization Science, Ahead of Print.
组织科学，领先于印刷。
{"title":"Primer for Experimental Methods in Organization Theory","authors":"Sheen S. Levine, Oliver Schilke, Olenka Kacperczyk, Lynne G. Zucker","doi":"10.1287/orsc.2023.18093","DOIUrl":"https://doi.org/10.1287/orsc.2023.18093","url":null,"abstract":"Organization Science, Ahead of Print. <br/>","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2023-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138529932","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":"Network Referrals and Self-Presentation in the High-Tech Labor Market","authors":"Santiago Campero, Aleksandra (Olenka) Kacperczyk","doi":"10.1287/orsc.2022.16674","DOIUrl":"https://doi.org/10.1287/orsc.2022.16674","url":null,"abstract":"Organization Science, Ahead of Print. <br/>","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2023-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138529922","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}
Category theory finds that markets partition producers into categories and producers who do not fit one specific category—or who span multiple categories—perform worse than their single-category peers. The dominant thread of this work argues that this miscategorization penalty arises when cognitive limits of categorization cause individual members of the market’s audience to exclude or denigrate ill-fitting producers. I present a null model of markets in which a miscategorization penalty appears without being caused by a market audience: drawing on cognitive science and research on rugged landscapes, the model shows that producer herding behavior generates a spurious correlation between market outcomes and miscategorizations. The model further predicts the dynamics of categorical emergence and change over time. I establish these results in a simulation and discuss strategies by which this landscape model can be empirically distinguished or integrated with the standard account of an audience-driven penalty. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2020.13770 .
{"title":"The Natural Emergence of Category Effects on Rugged Landscapes","authors":"Anthony Vashevko","doi":"10.1287/orsc.2020.13770","DOIUrl":"https://doi.org/10.1287/orsc.2020.13770","url":null,"abstract":"Category theory finds that markets partition producers into categories and producers who do not fit one specific category—or who span multiple categories—perform worse than their single-category peers. The dominant thread of this work argues that this miscategorization penalty arises when cognitive limits of categorization cause individual members of the market’s audience to exclude or denigrate ill-fitting producers. I present a null model of markets in which a miscategorization penalty appears without being caused by a market audience: drawing on cognitive science and research on rugged landscapes, the model shows that producer herding behavior generates a spurious correlation between market outcomes and miscategorizations. The model further predicts the dynamics of categorical emergence and change over time. I establish these results in a simulation and discuss strategies by which this landscape model can be empirically distinguished or integrated with the standard account of an audience-driven penalty. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2020.13770 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135634346","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}
Daniella Laureiro-Martinez, Jose Pablo Arrieta, Stefano Brusoni
Organizations use a plethora of methods and tools to help their members solve problems effectively. Yet the specifics of how individuals solve problems remain largely unexplored. We propose and test a cognitive model of problem solving that integrates dual process theories into the attention-based view. The model suggests that diverse problem-solving strategies emerge in response to how individuals deliberate. Three studies provide observational and causal evidence in support of our model. The first study explores the strategies managers use to solve problems. We use think-aloud protocols combined with content, sequence, and cluster analyses to extract the key differences in how experienced managers solve problems. Two problem-solving strategies emerge from the data: one emphasizes mental activities related to framing, and the other emphasizes mental activities related to implementation. In the second study, we use a mixed factorial experimental design and mouse-tracking analysis to uncover the causal mechanism that explains the emergence of these two strategies. We then retest our hypotheses in a third, preregistered, study. We find that manipulating attention toward mental activities related to framing increases deliberation aimed at restructuring the problem elements. In contrast, directing attention toward mental activities related to implementation increases deliberation on the potential contingencies and consequences of the solution. Our findings provide empirical evidence about how problems are actually solved and support the idea that attentional processes are malleable enough to affect the choice of problem-solving strategies. Funding: For Study 1, funding from EC NEST-2006-PATH-Cul, CID-Cultural and Innovation Dynamics: FP6-043345 is gratefully acknowledged. Supplemental Material: The supplemental material is available at https://doi.org/10.1287/orsc.2019.13213 .
{"title":"Microfoundations of Problem Solving: Attentional Engagement Predicts Problem-Solving Strategies","authors":"Daniella Laureiro-Martinez, Jose Pablo Arrieta, Stefano Brusoni","doi":"10.1287/orsc.2019.13213","DOIUrl":"https://doi.org/10.1287/orsc.2019.13213","url":null,"abstract":"Organizations use a plethora of methods and tools to help their members solve problems effectively. Yet the specifics of how individuals solve problems remain largely unexplored. We propose and test a cognitive model of problem solving that integrates dual process theories into the attention-based view. The model suggests that diverse problem-solving strategies emerge in response to how individuals deliberate. Three studies provide observational and causal evidence in support of our model. The first study explores the strategies managers use to solve problems. We use think-aloud protocols combined with content, sequence, and cluster analyses to extract the key differences in how experienced managers solve problems. Two problem-solving strategies emerge from the data: one emphasizes mental activities related to framing, and the other emphasizes mental activities related to implementation. In the second study, we use a mixed factorial experimental design and mouse-tracking analysis to uncover the causal mechanism that explains the emergence of these two strategies. We then retest our hypotheses in a third, preregistered, study. We find that manipulating attention toward mental activities related to framing increases deliberation aimed at restructuring the problem elements. In contrast, directing attention toward mental activities related to implementation increases deliberation on the potential contingencies and consequences of the solution. Our findings provide empirical evidence about how problems are actually solved and support the idea that attentional processes are malleable enough to affect the choice of problem-solving strategies. Funding: For Study 1, funding from EC NEST-2006-PATH-Cul, CID-Cultural and Innovation Dynamics: FP6-043345 is gratefully acknowledged. Supplemental Material: The supplemental material is available at https://doi.org/10.1287/orsc.2019.13213 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135636706","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}
Women experience chronically inferior returns in organizations. One common recommendation is to form instrumental network ties with high-status others in groups. We integrate research on social status, social perceptions, and gender issues in social networks to suggest that, despite the theoretical and empirical appeal of this approach, instrumental ties to high-status network contacts (versus ties to lower-status network contacts) in groups may incur hidden social status costs for women in intragroup status-conferral processes. Instrumental ties to high-status network contacts may be perceived as a sign of agency of the focal person, which violates feminine gender norms. Women with these high-status network contacts in groups may therefore be perceived as less communal, thus subsequently lowering their status in the eyes of other group members compared with women with lower-status network contacts. Studies 1–4, across cross-sectional, longitudinal, and experimental designs, support our model. Study 5 suggests that signaling a group-oriented goal may mitigate the interpersonal, social perceptual costs of instrumental ties to high-status network contacts for women. The effect of ties with high-status network contacts for men is relatively inconsistent. This research reveals a potential social-network dilemma for women: Instrumental ties to high-status network contacts in groups and organizations are necessary for success and should be encouraged, yet they may also create an extra social perceptual hurdle for women. Organizations need to investigate social and structural solutions that harness the benefits of high-status network contacts for women, while minimizing any potential social perceptual costs. Funding: Financial support from the Jones Graduate School of Business, Rice University, is gratefully acknowledged. Supplemental Material: The online appendix and data files are available at https://doi.org/10.1287/orsc.2020.14640 .
{"title":"The Company She Seeks: How the Prismatic Effects of Ties to High-Status Network Contacts Can Reduce Status for Women in Groups","authors":"Siyu Yu, Catherine Shea","doi":"10.1287/orsc.2020.14640","DOIUrl":"https://doi.org/10.1287/orsc.2020.14640","url":null,"abstract":"Women experience chronically inferior returns in organizations. One common recommendation is to form instrumental network ties with high-status others in groups. We integrate research on social status, social perceptions, and gender issues in social networks to suggest that, despite the theoretical and empirical appeal of this approach, instrumental ties to high-status network contacts (versus ties to lower-status network contacts) in groups may incur hidden social status costs for women in intragroup status-conferral processes. Instrumental ties to high-status network contacts may be perceived as a sign of agency of the focal person, which violates feminine gender norms. Women with these high-status network contacts in groups may therefore be perceived as less communal, thus subsequently lowering their status in the eyes of other group members compared with women with lower-status network contacts. Studies 1–4, across cross-sectional, longitudinal, and experimental designs, support our model. Study 5 suggests that signaling a group-oriented goal may mitigate the interpersonal, social perceptual costs of instrumental ties to high-status network contacts for women. The effect of ties with high-status network contacts for men is relatively inconsistent. This research reveals a potential social-network dilemma for women: Instrumental ties to high-status network contacts in groups and organizations are necessary for success and should be encouraged, yet they may also create an extra social perceptual hurdle for women. Organizations need to investigate social and structural solutions that harness the benefits of high-status network contacts for women, while minimizing any potential social perceptual costs. Funding: Financial support from the Jones Graduate School of Business, Rice University, is gratefully acknowledged. Supplemental Material: The online appendix and data files are available at https://doi.org/10.1287/orsc.2020.14640 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135819891","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}
We study the relationship between firm centralization and organizational reproduction in satellite locations. For decentralized firms, the ethnic compositions of inventors in satellite locations mostly resemble their host cities with little link to the inventor composition of their parent firms’ research and development headquarters. For highly centralized firms, by contrast, organizational reproduction has an explanatory power equal to half or more of the host city effect. Reproduction is strongest when a firm exhibits a hands-on approach to the satellite facility, such as cross-facility team collaboration or internal talent mobility. Funding: W. R. Kerr thanks the National Science Foundation, Harvard Business School, the Smith Richardson Foundation, and the Ewing Marion Kauffman Foundation for financial support that made this research possible. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.16070 .
本文研究了卫星区位下企业集中化与组织再生产的关系。对于分散的公司来说，卫星地点的发明者的种族构成大多与其主办城市相似，与其母公司研发总部的发明者构成几乎没有联系。相比之下，对于高度集中的企业，组织再生产的解释力相当于主办城市效应的一半或更多。当公司对卫星设施采取亲力亲为的方式时，如跨设施团队协作或内部人才流动，复制能力最强。资助:W. R. Kerr感谢美国国家科学基金会、哈佛商学院、史密斯·理查森基金会和尤因·马里昂·考夫曼基金会的财政支持，使这项研究成为可能。补充材料:在线附录可在https://doi.org/10.1287/orsc.2021.16070上获得。
{"title":"Centralization and Organization Reproduction: Ethnic Innovation in R&D Centers and Satellite Locations","authors":"William R. Kerr","doi":"10.1287/orsc.2021.16070","DOIUrl":"https://doi.org/10.1287/orsc.2021.16070","url":null,"abstract":"We study the relationship between firm centralization and organizational reproduction in satellite locations. For decentralized firms, the ethnic compositions of inventors in satellite locations mostly resemble their host cities with little link to the inventor composition of their parent firms’ research and development headquarters. For highly centralized firms, by contrast, organizational reproduction has an explanatory power equal to half or more of the host city effect. Reproduction is strongest when a firm exhibits a hands-on approach to the satellite facility, such as cross-facility team collaboration or internal talent mobility. Funding: W. R. Kerr thanks the National Science Foundation, Harvard Business School, the Smith Richardson Foundation, and the Ewing Marion Kauffman Foundation for financial support that made this research possible. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.16070 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135267886","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}
Vijaya Venkataramani, Rellie Derfler-Rozin, Xin Liu, Jih-Yu Mao
Although employees come up with creative (i.e., novel and useful) ideas, many of those ideas are not endorsed or implemented by managers. In shedding light on this phenomenon, we propose that managers who have lower social status in the organization are more likely to reject employees’ novel (but still useful) ideas. Guided by associative-propositional evaluation theory (AP-E) and the literature on the psychology of having low status, we hypothesize that when employees propose novel (compared with more mundane) ideas, it triggers greater feelings of insecurity and threat in low-status (versus high-status) managers, who perceive that these employees, if successful, could potentially infringe on their own domains at work. In turn, such low-status managers feel the need to be territorial—that is, to maintain and protect their existing work domains from potential infringement by others—and therefore refrain from endorsing their employees’ novel, yet useful ideas. However, we suggest that such negative effects are attenuated when low-status managers have high levels of organizational identification, allowing them to subordinate their self-interest to the interests of the broader organization. We demonstrate these effects in four preregistered studies—three laboratory experiments and a field study (with real employee ideas provided to managers for their assessment). We discuss the implications for the literature on the receiving side of creativity, territoriality, and status in organizations. Funding: This research was partly supported by the National Natural Science Foundation of China [Grant 72002214, 72372151 and 72302122] and Humanities and Social Sciences Research of Ministry of Education of China [Grant 22YJC630105]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.15132 .
{"title":"Keep Off My Turf! Low-Status Managers’ Territoriality as a Response to Employees’ Novel Ideas","authors":"Vijaya Venkataramani, Rellie Derfler-Rozin, Xin Liu, Jih-Yu Mao","doi":"10.1287/orsc.2021.15132","DOIUrl":"https://doi.org/10.1287/orsc.2021.15132","url":null,"abstract":"Although employees come up with creative (i.e., novel and useful) ideas, many of those ideas are not endorsed or implemented by managers. In shedding light on this phenomenon, we propose that managers who have lower social status in the organization are more likely to reject employees’ novel (but still useful) ideas. Guided by associative-propositional evaluation theory (AP-E) and the literature on the psychology of having low status, we hypothesize that when employees propose novel (compared with more mundane) ideas, it triggers greater feelings of insecurity and threat in low-status (versus high-status) managers, who perceive that these employees, if successful, could potentially infringe on their own domains at work. In turn, such low-status managers feel the need to be territorial—that is, to maintain and protect their existing work domains from potential infringement by others—and therefore refrain from endorsing their employees’ novel, yet useful ideas. However, we suggest that such negative effects are attenuated when low-status managers have high levels of organizational identification, allowing them to subordinate their self-interest to the interests of the broader organization. We demonstrate these effects in four preregistered studies—three laboratory experiments and a field study (with real employee ideas provided to managers for their assessment). We discuss the implications for the literature on the receiving side of creativity, territoriality, and status in organizations. Funding: This research was partly supported by the National Natural Science Foundation of China [Grant 72002214, 72372151 and 72302122] and Humanities and Social Sciences Research of Ministry of Education of China [Grant 22YJC630105]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.15132 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135779085","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：