Abstract The decision to disclose or not disclose a diagnosis of mental illness (MI) is complex and influenced by a variety of factors. Research into MI disclosure has commonly focused on investigating the singular parts of the disclosure process, thus failing to capture an understanding of the individual’s holistic experience of MI disclosure. This paper seeks to gain an understanding of the phenomenon of workplace MI disclosure from the perspective of the disclosing employee. By doing so we gain an understanding of how they make sense of this experience which should help shape MI workplace policies and practices. Using a qualitative research approach and interpretative phenomenological analysis (IPA), interviews took place with three Irish women who had previously disclosed a mental illness in the workplace. Within the findings, three superordinate themes emerged: (1) Antecedents of Disclosure, (2) Disclosure Outcomes and the Organisation (3) Disclosure Outcomes and the Self. Without an understanding of the consequent impact of disclosure on employees’ post-disclosure work-life, appropriate resources and supports cannot be developed.
{"title":"Mental health disclosure in the workplace – An interpretative phenomenological analysis of the employee experience","authors":"Niamh Kavanagh, Margaret Heffernan","doi":"10.2478/ijm-2023-0013","DOIUrl":"https://doi.org/10.2478/ijm-2023-0013","url":null,"abstract":"Abstract The decision to disclose or not disclose a diagnosis of mental illness (MI) is complex and influenced by a variety of factors. Research into MI disclosure has commonly focused on investigating the singular parts of the disclosure process, thus failing to capture an understanding of the individual’s holistic experience of MI disclosure. This paper seeks to gain an understanding of the phenomenon of workplace MI disclosure from the perspective of the disclosing employee. By doing so we gain an understanding of how they make sense of this experience which should help shape MI workplace policies and practices. Using a qualitative research approach and interpretative phenomenological analysis (IPA), interviews took place with three Irish women who had previously disclosed a mental illness in the workplace. Within the findings, three superordinate themes emerged: (1) Antecedents of Disclosure, (2) Disclosure Outcomes and the Organisation (3) Disclosure Outcomes and the Self. Without an understanding of the consequent impact of disclosure on employees’ post-disclosure work-life, appropriate resources and supports cannot be developed.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"239 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135900269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-08DOI: 10.1177/01492063231196553
Marie S. Mitchell, A. Hetrick, Mary B. Mawritz, Bryan D. Edwards, Rebecca L. Greenbaum
Prior work on supervisor bottom-line mentality (SBLM) has suggested it represents a static, unbending focus, with supervisors so focused on the bottom line that they discount ethical considerations. We propose that SBLM varies, within-person, given various factors in a supervisor's work life that pull and push their attention to and away from the bottom line across their workweeks. We theorize that the varying nature of SBLM elicits anxiety in employees that is exhausting because, on the days supervisors give greater emphasis to the bottom line, employees must abandon the comfort of their routines to produce bottom-line results. Ultimately, this experience motivates employee unethical behavior (i.e., coworker undermining). We also predict that, by providing employees support and guidance, supervisors’ steadfast commitment to ethics (i.e., between-person ethical leadership perceptions) influences the degree to which exhausted employees undermine their coworkers. Results from three experience-sampling methodology studies using diverse samples of working adults support our predictions. In Study 3, we also test assumptions in our theorizing with research questions about potential antecedents of SBLM variability and the moderating effects of ethical leadership. These results revealed that supervisor daily ratings of their leader's BLM and the supervisor's own job demands prompted SBLM variation. In addition, supervisor daily ratings of their own BLM were related to employee-rated daily SBLM. Second, while ethical leadership varies within-person, within-person perceptions did not moderate effects; only between-person perceptions (or employee perceptions of their supervisor's general commitment to ethics) did. Implications for theory and research are provided.
{"title":"Oh the Anxiety! The Anxiety of Supervisor Bottom-Line Mentality and Mitigating Effects of Ethical Leadership","authors":"Marie S. Mitchell, A. Hetrick, Mary B. Mawritz, Bryan D. Edwards, Rebecca L. Greenbaum","doi":"10.1177/01492063231196553","DOIUrl":"https://doi.org/10.1177/01492063231196553","url":null,"abstract":"Prior work on supervisor bottom-line mentality (SBLM) has suggested it represents a static, unbending focus, with supervisors so focused on the bottom line that they discount ethical considerations. We propose that SBLM varies, within-person, given various factors in a supervisor's work life that pull and push their attention to and away from the bottom line across their workweeks. We theorize that the varying nature of SBLM elicits anxiety in employees that is exhausting because, on the days supervisors give greater emphasis to the bottom line, employees must abandon the comfort of their routines to produce bottom-line results. Ultimately, this experience motivates employee unethical behavior (i.e., coworker undermining). We also predict that, by providing employees support and guidance, supervisors’ steadfast commitment to ethics (i.e., between-person ethical leadership perceptions) influences the degree to which exhausted employees undermine their coworkers. Results from three experience-sampling methodology studies using diverse samples of working adults support our predictions. In Study 3, we also test assumptions in our theorizing with research questions about potential antecedents of SBLM variability and the moderating effects of ethical leadership. These results revealed that supervisor daily ratings of their leader's BLM and the supervisor's own job demands prompted SBLM variation. In addition, supervisor daily ratings of their own BLM were related to employee-rated daily SBLM. Second, while ethical leadership varies within-person, within-person perceptions did not moderate effects; only between-person perceptions (or employee perceptions of their supervisor's general commitment to ethics) did. Implications for theory and research are provided.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"41 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77479719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-07DOI: 10.1177/01492063231196556
L. Weber, Angelique Slade Shantz, Geoffrey M. Kistruck, Robert B. Lount
An intractable conflict environment (ICE) is an extreme context in which deep, unsolvable conflict between groups is central to the actors within it. While non-ICEs are typically assumed in organizational research, ICEs are increasingly common contexts for organizations. Moreover, this context influences peoples’ interpretation of potential organizational conflict incidents inside the organization and therefore the likelihood and emotional intensity of organizational conflict events. Whereas a potential conflict incident, such as a disagreement over how to complete a task, may be perceived as benign in a more typical environment, the same incident is more likely to be interpreted as much more negative and emotionally intense when taking place in an ICE, increasing the frequency of conflict events (conflictual behavior). Prior work suggests that, in a typical environment, promotion-framed (achieving positives) interventions reduce conflict more than prevention-framed (avoiding negatives) interventions by temporarily inducing promotion orientations that reduce the likelihood of interpreting conflict. However, we argue an ICE induces a strong prevention focus, which overrides promotion-framed interventions. Instead, we argue in an ICE, a prevention- rather than promotion-framed intervention is likely to be more effective because it “matches” the strong prevention focus. To test this prediction, we examine the difference in number of conflict events in farming cooperatives in rural Ghana (an ICE) after instituting prevention- versus promotion-framed interventions aimed at addressing conflict. Quantitative and qualitative findings from a 9-month field experiment support our hypothesis.
{"title":"Give Peace a Chance? How Regulatory Foci Influence Organizational Conflict Events in Intractable Conflict Environments","authors":"L. Weber, Angelique Slade Shantz, Geoffrey M. Kistruck, Robert B. Lount","doi":"10.1177/01492063231196556","DOIUrl":"https://doi.org/10.1177/01492063231196556","url":null,"abstract":"An intractable conflict environment (ICE) is an extreme context in which deep, unsolvable conflict between groups is central to the actors within it. While non-ICEs are typically assumed in organizational research, ICEs are increasingly common contexts for organizations. Moreover, this context influences peoples’ interpretation of potential organizational conflict incidents inside the organization and therefore the likelihood and emotional intensity of organizational conflict events. Whereas a potential conflict incident, such as a disagreement over how to complete a task, may be perceived as benign in a more typical environment, the same incident is more likely to be interpreted as much more negative and emotionally intense when taking place in an ICE, increasing the frequency of conflict events (conflictual behavior). Prior work suggests that, in a typical environment, promotion-framed (achieving positives) interventions reduce conflict more than prevention-framed (avoiding negatives) interventions by temporarily inducing promotion orientations that reduce the likelihood of interpreting conflict. However, we argue an ICE induces a strong prevention focus, which overrides promotion-framed interventions. Instead, we argue in an ICE, a prevention- rather than promotion-framed intervention is likely to be more effective because it “matches” the strong prevention focus. To test this prediction, we examine the difference in number of conflict events in farming cooperatives in rural Ghana (an ICE) after instituting prevention- versus promotion-framed interventions aimed at addressing conflict. Quantitative and qualitative findings from a 9-month field experiment support our hypothesis.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"12 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91002588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-05DOI: 10.1177/01492063231197390
Xiyi Yang, Heli Wang, Xiaoping Zhou
In this study, we develop the argument that geographic distance between the state and local governments undermines the state's capacity to influence the implementation of state policies by local organizations. Drawing from information economics and the attention-based view, we propose that physical distance reduces the state's monitoring effectiveness through two interrelated mechanisms: information asymmetry and state leaders’ inattention to distant issues. Using data of Chinese public firms’ implementation of environmental activities between 2008 and 2016, we find that firms conduct fewer environmental activities required by the state when they are regulated by local governments that are more geographically distant to Beijing. This distance effect is, however, attenuated in regions with higher levels of gross domestic product growth and Internet activism. Furthermore, firm characteristics that draw the direct attention of state leaders and provide alternative information channels—namely, firm visibility and government subsidy received—negatively moderate the effect of geographic distance. This study contributes to the literatures by identifying a geography-based view of state capacity in shaping organizational behaviors and its underlying mechanisms.
{"title":"Geographic Distance and State's Grip: Information Asymmetry, State Inattention, and Firm Implementation of State Policy","authors":"Xiyi Yang, Heli Wang, Xiaoping Zhou","doi":"10.1177/01492063231197390","DOIUrl":"https://doi.org/10.1177/01492063231197390","url":null,"abstract":"In this study, we develop the argument that geographic distance between the state and local governments undermines the state's capacity to influence the implementation of state policies by local organizations. Drawing from information economics and the attention-based view, we propose that physical distance reduces the state's monitoring effectiveness through two interrelated mechanisms: information asymmetry and state leaders’ inattention to distant issues. Using data of Chinese public firms’ implementation of environmental activities between 2008 and 2016, we find that firms conduct fewer environmental activities required by the state when they are regulated by local governments that are more geographically distant to Beijing. This distance effect is, however, attenuated in regions with higher levels of gross domestic product growth and Internet activism. Furthermore, firm characteristics that draw the direct attention of state leaders and provide alternative information channels—namely, firm visibility and government subsidy received—negatively moderate the effect of geographic distance. This study contributes to the literatures by identifying a geography-based view of state capacity in shaping organizational behaviors and its underlying mechanisms.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"18 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80866782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-04DOI: 10.1177/01492063231195596
Yang Yang, G. Jiang, Alison M. Konrad
Although researchers have suggested that work–life programs (WLPs) help increase the representation of women in management (WIM), stigmatization and gender stereotyping can prevent this beneficial effect. We adopt a contingency approach by taking the roles of time, gender context, and the purposes of different practices into consideration and examine the effects of WLPs on WIM longitudinally. Our analysis of a sample of Japanese public firms spanning 14 years addresses endogeneity concerns and shows that: (1) increases in WLPs are weakly associated with subsequent increases in the proportion of WIM within firms; (2) this positive effect is stronger in organizations where the percentage of female employees is growing; and (3) there is no evidence to suggest an effect in the opposite direction. We further propose different temporal patterns by which the effects of flexibility practices (e.g., remote work) and resource practices (e.g., childcare benefits) emerge due to the varying degree of changes in job structures and work norms involved in their implementation. Our analysis provides supportive evidence that the effects of flexibility practices that require more changes inconveniencing decision-makers, users, and coworkers take longer to emerge compared to resource practices that incur fewer changes and inconveniences. These findings contribute to a more detailed understanding of the WLPs–WIM relationship and offer insights for research on WLPs and women's career advancement.
{"title":"From Home to Corner Office: How Work–Life Programs Influence Women's Managerial Representation in Japan","authors":"Yang Yang, G. Jiang, Alison M. Konrad","doi":"10.1177/01492063231195596","DOIUrl":"https://doi.org/10.1177/01492063231195596","url":null,"abstract":"Although researchers have suggested that work–life programs (WLPs) help increase the representation of women in management (WIM), stigmatization and gender stereotyping can prevent this beneficial effect. We adopt a contingency approach by taking the roles of time, gender context, and the purposes of different practices into consideration and examine the effects of WLPs on WIM longitudinally. Our analysis of a sample of Japanese public firms spanning 14 years addresses endogeneity concerns and shows that: (1) increases in WLPs are weakly associated with subsequent increases in the proportion of WIM within firms; (2) this positive effect is stronger in organizations where the percentage of female employees is growing; and (3) there is no evidence to suggest an effect in the opposite direction. We further propose different temporal patterns by which the effects of flexibility practices (e.g., remote work) and resource practices (e.g., childcare benefits) emerge due to the varying degree of changes in job structures and work norms involved in their implementation. Our analysis provides supportive evidence that the effects of flexibility practices that require more changes inconveniencing decision-makers, users, and coworkers take longer to emerge compared to resource practices that incur fewer changes and inconveniences. These findings contribute to a more detailed understanding of the WLPs–WIM relationship and offer insights for research on WLPs and women's career advancement.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"93 11 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87755366","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-03DOI: 10.1177/01492063231195592
M. Bolino, Sarah E. Henry, Jacob M. Whitney
On March 11, 2020, the World Health Organization declared COVID-19 a global pandemic, and organizational life around the world changed dramatically overnight. In response, there has been a flurry of management research that seeks to understand the wide-ranging implications of this crisis. In this article, we summarize a scoping review of 69 articles that focused on management issues during the pandemic to understand how it affected individuals, teams, leaders, organizations, and society at large. We also identify and discuss the theoretical perspectives that were prominent in these investigations. We conclude by identifying directions for future inquiry with a mind toward research questions that are likely to be relevant in a postpandemic workplace and note some implications for management scholarship as well.
{"title":"Management Implications of the COVID-19 Pandemic: A Scoping Review","authors":"M. Bolino, Sarah E. Henry, Jacob M. Whitney","doi":"10.1177/01492063231195592","DOIUrl":"https://doi.org/10.1177/01492063231195592","url":null,"abstract":"On March 11, 2020, the World Health Organization declared COVID-19 a global pandemic, and organizational life around the world changed dramatically overnight. In response, there has been a flurry of management research that seeks to understand the wide-ranging implications of this crisis. In this article, we summarize a scoping review of 69 articles that focused on management issues during the pandemic to understand how it affected individuals, teams, leaders, organizations, and society at large. We also identify and discuss the theoretical perspectives that were prominent in these investigations. We conclude by identifying directions for future inquiry with a mind toward research questions that are likely to be relevant in a postpandemic workplace and note some implications for management scholarship as well.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"21 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72519552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-30DOI: 10.1177/01492063231194973
M. Howard, Marjorie A. Lyles, Hyunjung (Elle) Yoon
Research on CEO overconfidence establishes its important effects on organizational strategy and performance. It can lead CEOs to overestimate their firm's capabilities and inaccurately assess the risk of new actions. Due to these effects, we argue that in need of the access to external knowledge, CEOs exhibiting greater overconfidence are more likely to pursue alliances. We also contribute to this ongoing conversation by linking CEO overconfidence to the suboptimal selection of alliance partners in the pursuit of external knowledge. Specifically, we demonstrate how greater overconfidence leads CEOs to discount organizational characteristics that have been shown to be beneficial in the alliance literature—greater knowledge base, knowledge impact, technology experience, and their own firm's knowledge dependence on potential alliance partners. With empirical tests of a broad sample of firms in healthcare-related industries tracked from 2001 to 2021, our work helps to integrate concepts of CEO overconfidence with the dynamics of partner selection in the knowledge and innovation domain.
{"title":"Right Dance Wrong Partner: CEO Overconfidence and Organizational Knowledge Characteristics in Alliance Partner Selection","authors":"M. Howard, Marjorie A. Lyles, Hyunjung (Elle) Yoon","doi":"10.1177/01492063231194973","DOIUrl":"https://doi.org/10.1177/01492063231194973","url":null,"abstract":"Research on CEO overconfidence establishes its important effects on organizational strategy and performance. It can lead CEOs to overestimate their firm's capabilities and inaccurately assess the risk of new actions. Due to these effects, we argue that in need of the access to external knowledge, CEOs exhibiting greater overconfidence are more likely to pursue alliances. We also contribute to this ongoing conversation by linking CEO overconfidence to the suboptimal selection of alliance partners in the pursuit of external knowledge. Specifically, we demonstrate how greater overconfidence leads CEOs to discount organizational characteristics that have been shown to be beneficial in the alliance literature—greater knowledge base, knowledge impact, technology experience, and their own firm's knowledge dependence on potential alliance partners. With empirical tests of a broad sample of firms in healthcare-related industries tracked from 2001 to 2021, our work helps to integrate concepts of CEO overconfidence with the dynamics of partner selection in the knowledge and innovation domain.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"19 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81843766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-30DOI: 10.1177/01492063231195590
C. Qian, David H. Weng, L. Lu, Xuejun Jiang
This study examines the relationship between government corruption and corporate social responsibility (CSR). While existing research in CSR has suggested that reduced moral incentive is a key reason for firms’ low CSR engagement in regions with high government corruption, we postulate that government corruption in the region where a firm is headquartered also decreases its instrumental motivation to engage in CSR. The instrumental value of CSR will significantly decrease due to the diminished returns, which come from decreased stakeholder reciprocation and increased risk of becoming a rent-seeking target of corrupt officials. We furthermore suggest that the negative effect of government corruption on CSR may change depending on the levels of firm political risk, financial performance, and firm sales to government, which alter the returns of CSR. The findings, based on a sample of publicly listed US firms and political corruption data from the US Department of Justice during the 2003 through 2013 period, support our arguments. Our study contributes to CSR literature by highlighting and testing the instrumental perspective to examine the influence of government corruption on CSR.
{"title":"Government Corruption and Corporate Social Responsibility: An Instrumental Perspective","authors":"C. Qian, David H. Weng, L. Lu, Xuejun Jiang","doi":"10.1177/01492063231195590","DOIUrl":"https://doi.org/10.1177/01492063231195590","url":null,"abstract":"This study examines the relationship between government corruption and corporate social responsibility (CSR). While existing research in CSR has suggested that reduced moral incentive is a key reason for firms’ low CSR engagement in regions with high government corruption, we postulate that government corruption in the region where a firm is headquartered also decreases its instrumental motivation to engage in CSR. The instrumental value of CSR will significantly decrease due to the diminished returns, which come from decreased stakeholder reciprocation and increased risk of becoming a rent-seeking target of corrupt officials. We furthermore suggest that the negative effect of government corruption on CSR may change depending on the levels of firm political risk, financial performance, and firm sales to government, which alter the returns of CSR. The findings, based on a sample of publicly listed US firms and political corruption data from the US Department of Justice during the 2003 through 2013 period, support our arguments. Our study contributes to CSR literature by highlighting and testing the instrumental perspective to examine the influence of government corruption on CSR.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"1 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81100634","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-25DOI: 10.1177/01492063231172757
G. Ertug, Ilya R. P. Cuypers, Douglas Dow, Jesper Edman
We examine how nationalism influences governance choice in cross-border collaborations. While nationalism has historically been within the purview of political scientists, we demonstrate its relevance to management scholars by theorizing how nationalist attitudes and behaviors among decision-makers might shape strategic decisions about collaborations with foreign partners. Drawing on insights from the social psychology literature, we theorize how two attitudes commonly associated with nationalism, that is, lower levels of trust and an unwillingness to work with foreigners, may increase decision-makers’ concerns about opportunistic behavior and invasiveness in cross-border collaborations. Integrating these insights into two key theories of governance choice—transaction cost economics (TCE) and resource dependence theory (RDT)—we derive two competing effects of nationalism: TCE suggests that a heightened concern about opportunistic behavior will make equity alliances preferable, whereas RDT predicts that a greater sensitivity to invasiveness would prioritize non-equity alliances. Examining 11,469 cross-border collaborations over a 25-year period, we find, in line with the RDT-based prediction, that firms from countries with stronger nationalist sentiments prefer non-equity alliances. We also find that cross-country dissimilarities and prior conflict between the firms’ home countries strengthen this negative association. Our findings advance research on cross-border collaborations by demonstrating why and when nationalism may influence governance mode choice. We also contribute to efforts to establish nationalism, specifically in the form of nationalist sentiments, as an important theoretical concept within the management literature.
{"title":"The Effect of Nationalism on Governance Choices in Cross-Border Collaborations","authors":"G. Ertug, Ilya R. P. Cuypers, Douglas Dow, Jesper Edman","doi":"10.1177/01492063231172757","DOIUrl":"https://doi.org/10.1177/01492063231172757","url":null,"abstract":"We examine how nationalism influences governance choice in cross-border collaborations. While nationalism has historically been within the purview of political scientists, we demonstrate its relevance to management scholars by theorizing how nationalist attitudes and behaviors among decision-makers might shape strategic decisions about collaborations with foreign partners. Drawing on insights from the social psychology literature, we theorize how two attitudes commonly associated with nationalism, that is, lower levels of trust and an unwillingness to work with foreigners, may increase decision-makers’ concerns about opportunistic behavior and invasiveness in cross-border collaborations. Integrating these insights into two key theories of governance choice—transaction cost economics (TCE) and resource dependence theory (RDT)—we derive two competing effects of nationalism: TCE suggests that a heightened concern about opportunistic behavior will make equity alliances preferable, whereas RDT predicts that a greater sensitivity to invasiveness would prioritize non-equity alliances. Examining 11,469 cross-border collaborations over a 25-year period, we find, in line with the RDT-based prediction, that firms from countries with stronger nationalist sentiments prefer non-equity alliances. We also find that cross-country dissimilarities and prior conflict between the firms’ home countries strengthen this negative association. Our findings advance research on cross-border collaborations by demonstrating why and when nationalism may influence governance mode choice. We also contribute to efforts to establish nationalism, specifically in the form of nationalist sentiments, as an important theoretical concept within the management literature.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"24 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87849353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-21DOI: 10.1177/01492063231194562
Q. Roberson, Enrica N. Ruggs, Shaun Pichler, Oscar Holmes
Building on a body of management research that explores strategies for addressing issues of prejudice and discrimination against persons who are lesbian, gay, bisexual, transgender or queer (LGBTQ), we introduce a conceptual framework for creating and maintaining LGBTQ-supportive climates in organizations. Based on a review of theory and research on LGBTQ-policies and practices, we highlight limits to our current understanding of their associated effects and the processes through which such effects occur. We draw from key propositions from the strategic human resource management literature to conceptualize LGBTQ systems and advance insight into the mechanisms through which they influence the development of supportive workplace environments. Specifically, we propose the formation of LGBTQ practice bundles and articulate how system components of content and strength can be leveraged to enable sensemaking about an organization's commitment to sexual orientation and gender identity diversity that can amplify the impact of LGBTQ policies and practices in organizations. We conclude by offering an agenda for a more systemic approach to the study of LGBTQ policies and practices as well as a more purposeful approach to their implementation to better understand and address sexual orientation and gender identity as hidden inequalities in organizations.
{"title":"LGBTQ Systems: A Framework and Future Research Agenda","authors":"Q. Roberson, Enrica N. Ruggs, Shaun Pichler, Oscar Holmes","doi":"10.1177/01492063231194562","DOIUrl":"https://doi.org/10.1177/01492063231194562","url":null,"abstract":"Building on a body of management research that explores strategies for addressing issues of prejudice and discrimination against persons who are lesbian, gay, bisexual, transgender or queer (LGBTQ), we introduce a conceptual framework for creating and maintaining LGBTQ-supportive climates in organizations. Based on a review of theory and research on LGBTQ-policies and practices, we highlight limits to our current understanding of their associated effects and the processes through which such effects occur. We draw from key propositions from the strategic human resource management literature to conceptualize LGBTQ systems and advance insight into the mechanisms through which they influence the development of supportive workplace environments. Specifically, we propose the formation of LGBTQ practice bundles and articulate how system components of content and strength can be leveraged to enable sensemaking about an organization's commitment to sexual orientation and gender identity diversity that can amplify the impact of LGBTQ policies and practices in organizations. We conclude by offering an agenda for a more systemic approach to the study of LGBTQ policies and practices as well as a more purposeful approach to their implementation to better understand and address sexual orientation and gender identity as hidden inequalities in organizations.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"7 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89743695","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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