Pub Date : 2025-02-01Epub Date: 2023-11-19DOI: 10.1177/01492063231206107
Ulrich Leicht-Deobald, Julia Backmann, Thomas A de Vries, Matthias Weiss, Sebastian Hohmann, Frank Walter, Gerben S van der Vegt, Martin Hoegl
Research suggests that teams can greatly enhance their performance through boundary management, which comprises activities that establish, maintain, and regulate linkages with the surrounding environment. However, such performance gains do not materialize equally in all instances, and some teams struggle to benefit from boundary management. Integrating insights from social network and team-level resource allocation theories, we develop a contingency framework that considers the internal organization of a team's boundary management (i.e., the carrier, target, and type of such activities) as a key moderating factor that accounts for the varying effects. To test this framework, we use a meta-analytic approach that synthesizes >30 years of empirical research (i.e., 85 primary studies covering 10,848 teams). Our results show a positive main effect of team boundary management on team performance. Crucially, these performance benefits are more pronounced when the target of boundary management is extraorganizational rather than inside the home organization and when the type of boundary management activities is boundary spanning (e.g., coordination, representation, or information search) rather than boundary strengthening (e.g., buffering, guarding, or sentry activities). Moreover, boundary management is more effective when executed by formal team leaders rather than team members, and our results tentatively suggest that this may reflect differences in effectiveness between leaders and members in boundary strengthening, rather than boundary spanning. Overall, our findings advance theory on team boundary management by clarifying previously ambiguous findings and illustrating how teams can design their boundary management activities to be most effective.
{"title":"A Contingency Framework for the Performance Consequences of Team Boundary Management: A Meta-Analysis of 30 Years of Research.","authors":"Ulrich Leicht-Deobald, Julia Backmann, Thomas A de Vries, Matthias Weiss, Sebastian Hohmann, Frank Walter, Gerben S van der Vegt, Martin Hoegl","doi":"10.1177/01492063231206107","DOIUrl":"https://doi.org/10.1177/01492063231206107","url":null,"abstract":"<p><p>Research suggests that teams can greatly enhance their performance through boundary management, which comprises activities that establish, maintain, and regulate linkages with the surrounding environment. However, such performance gains do not materialize equally in all instances, and some teams struggle to benefit from boundary management. Integrating insights from social network and team-level resource allocation theories, we develop a contingency framework that considers the internal organization of a team's boundary management (i.e., the carrier, target, and type of such activities) as a key moderating factor that accounts for the varying effects. To test this framework, we use a meta-analytic approach that synthesizes >30 years of empirical research (i.e., 85 primary studies covering 10,848 teams). Our results show a positive main effect of team boundary management on team performance. Crucially, these performance benefits are more pronounced when the target of boundary management is extraorganizational rather than inside the home organization and when the type of boundary management activities is boundary spanning (e.g., coordination, representation, or information search) rather than boundary strengthening (e.g., buffering, guarding, or sentry activities). Moreover, boundary management is more effective when executed by formal team leaders rather than team members, and our results tentatively suggest that this may reflect differences in effectiveness between leaders and members in boundary strengthening, rather than boundary spanning. Overall, our findings advance theory on team boundary management by clarifying previously ambiguous findings and illustrating how teams can design their boundary management activities to be most effective.</p>","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"51 2","pages":"704-747"},"PeriodicalIF":9.3,"publicationDate":"2025-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11705025/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142958908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Green innovation is an organizational strategy aimed to address climate crises and create low-carbon growth, yet, its implementation remains a significant challenge. We focus on green innovation implementation (GII) and argue that GII is a distinctive strategic process. Traditional innovation implementation, centered on short-term economic growth, can be problematic as it often decouples nature from innovation in the pursuit of profit maximization. Thus, the traditional approach fails to adequately explain GII, specifically, who implements it and how they do it. We adopt a strategy-as-practice perspective and conduct a systematic review of 224 journal articles across various management fields to synthesize existing knowledge of GII. This review makes three main contributions. First, we posit that GII is theoretically distinct with unique implementation challenges: recoupling nature with innovation implementation introduces complex antecedents and environment-inclusive benefits, requiring a long-term implementation process and a broader scope. Second, we develop a framework that synthesizes practitioners, antecedents, processes, and impact of GII from three theoretical foci: (1) resource-based perspective, (2) sustainable value-driven perspective, and (3) institutional perspective. This framework complements the traditional understanding of innovation implementation by offering diverse theoretical insights on GII. Third, we propose theoretical and methodological directions for future research to advance knowledge on green innovation and provide meaningful insights on GII.
{"title":"Green Innovation Implementation: A Systematic Review and Research Directions","authors":"Xiangru Qin, Birgit Muskat, Véronique Ambrosini, Judith Mair, Ying-Yi Chih","doi":"10.1177/01492063241312656","DOIUrl":"https://doi.org/10.1177/01492063241312656","url":null,"abstract":"Green innovation is an organizational strategy aimed to address climate crises and create low-carbon growth, yet, its implementation remains a significant challenge. We focus on green innovation implementation (GII) and argue that GII is a distinctive strategic process. Traditional innovation implementation, centered on short-term economic growth, can be problematic as it often decouples nature from innovation in the pursuit of profit maximization. Thus, the traditional approach fails to adequately explain GII, specifically, who implements it and how they do it. We adopt a strategy-as-practice perspective and conduct a systematic review of 224 journal articles across various management fields to synthesize existing knowledge of GII. This review makes three main contributions. First, we posit that GII is theoretically distinct with unique implementation challenges: recoupling nature with innovation implementation introduces complex antecedents and environment-inclusive benefits, requiring a long-term implementation process and a broader scope. Second, we develop a framework that synthesizes practitioners, antecedents, processes, and impact of GII from three theoretical foci: (1) resource-based perspective, (2) sustainable value-driven perspective, and (3) institutional perspective. This framework complements the traditional understanding of innovation implementation by offering diverse theoretical insights on GII. Third, we propose theoretical and methodological directions for future research to advance knowledge on green innovation and provide meaningful insights on GII.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"54 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143071559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-31DOI: 10.1177/01492063241311853
Diego Villalpando, Robert J. Campbell, Liliana Pérez-Nordtvedt
Given the inevitability of CEO successions and the importance of CEOs to firm performance, a stream of research explores the effects of new CEO appointments on post-succession firm performance. Yet, scholarly findings regarding the performance outcomes provoked by CEO succession are decidedly mixed. We argue that a temporal explanation, particularly one focusing on the dates at which new CEOs are appointed to their positions (i.e., when they begin their tenures), may offer critical insight into this relationship. As such, to advance the CEO succession literature, we define CEO appointment phase entrainment as timing the start day of a newly appointed CEO to coincide with the beginning of well-known zeitgebers, and we offer arguments—leveraging organizational entrainment theory—suggesting that entraining CEO appointments to the start of the calendar or fiscal year zeitgebers results in heightened operational performance. Further, we argue that entraining such appointments to these zeitgebers will be more effective when the new CEO is an outsider, young, or an occupational minority. Across numerous analyses, we find empirical evidence consistent with our theory. We therefore make important theoretical contributions to the CEO succession and organization entrainment literatures.
{"title":"The Time to Succeed: CEO Appointment Phase Entrainment and Post-Succession Firm Operational Performance","authors":"Diego Villalpando, Robert J. Campbell, Liliana Pérez-Nordtvedt","doi":"10.1177/01492063241311853","DOIUrl":"https://doi.org/10.1177/01492063241311853","url":null,"abstract":"Given the inevitability of CEO successions and the importance of CEOs to firm performance, a stream of research explores the effects of new CEO appointments on post-succession firm performance. Yet, scholarly findings regarding the performance outcomes provoked by CEO succession are decidedly mixed. We argue that a temporal explanation, particularly one focusing on the dates at which new CEOs are appointed to their positions (i.e., when they begin their tenures), may offer critical insight into this relationship. As such, to advance the CEO succession literature, we define CEO appointment phase entrainment as timing the start day of a newly appointed CEO to coincide with the beginning of well-known zeitgebers, and we offer arguments—leveraging organizational entrainment theory—suggesting that entraining CEO appointments to the start of the calendar or fiscal year zeitgebers results in heightened operational performance. Further, we argue that entraining such appointments to these zeitgebers will be more effective when the new CEO is an outsider, young, or an occupational minority. Across numerous analyses, we find empirical evidence consistent with our theory. We therefore make important theoretical contributions to the CEO succession and organization entrainment literatures.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"122 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143071562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-30DOI: 10.1177/01492063241312657
Yongyi Liang, Tingting Chen, Eric Adom Asante, Ming Yan, Jiayin Deng, Wing Lam
Previous research has predominantly focused on the overt acts of supervisory abuse or has taken a general approach that fails to differentiate between its distinctive forms. Integrating the literature on hot versus cold identity threats and identity threat appraisal, we examine how different forms of abusive supervision influence employee outcomes. We argue that active-aggressive abusive supervision, characterized by supervisors’ overt acts of abuse, embodies a hot identity threat that stimulates employees’ identity-protection responses, such as supervisor-directed aggression, a form of derogation. By contrast, passive-aggressive abusive supervision, involving covert acts of abuse, represents a cold identity threat that triggers employees’ identity-restructuring responses, manifesting as feedback seeking directed at coworkers and work withdrawal. These two pathways operate through distinct mechanisms—decreased group self-esteem and increased self-uncertainty, respectively—and are influenced by different moderators. The results from two experiments and one field study largely supported the hypothesized relationships. By differentiating between two forms of abusive supervision and examining their distinct effects, this study enhances our understanding of the nuanced nature of abusive supervision, its impacts, underlying mechanisms, and contingencies.
{"title":"An Identity Threat Appraisal Framework Explaining Distinct Reactions to Active- and Passive-Aggressive Abusive Supervision","authors":"Yongyi Liang, Tingting Chen, Eric Adom Asante, Ming Yan, Jiayin Deng, Wing Lam","doi":"10.1177/01492063241312657","DOIUrl":"https://doi.org/10.1177/01492063241312657","url":null,"abstract":"Previous research has predominantly focused on the overt acts of supervisory abuse or has taken a general approach that fails to differentiate between its distinctive forms. Integrating the literature on hot versus cold identity threats and identity threat appraisal, we examine how different forms of abusive supervision influence employee outcomes. We argue that active-aggressive abusive supervision, characterized by supervisors’ overt acts of abuse, embodies a hot identity threat that stimulates employees’ identity-protection responses, such as supervisor-directed aggression, a form of derogation. By contrast, passive-aggressive abusive supervision, involving covert acts of abuse, represents a cold identity threat that triggers employees’ identity-restructuring responses, manifesting as feedback seeking directed at coworkers and work withdrawal. These two pathways operate through distinct mechanisms—decreased group self-esteem and increased self-uncertainty, respectively—and are influenced by different moderators. The results from two experiments and one field study largely supported the hypothesized relationships. By differentiating between two forms of abusive supervision and examining their distinct effects, this study enhances our understanding of the nuanced nature of abusive supervision, its impacts, underlying mechanisms, and contingencies.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"39 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143072057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-29DOI: 10.1177/01492063241311227
Lauri Paavola, Annabelle Gawer, Mikko Hänninen
Extant empirical research on ecosystem alignment has offered little insight into how mature ecosystems align their members with a new value proposition. Our longitudinal empirical study of a seven-year hub-driven alignment initiative within the SOK led retail ecosystem in Finland explores how a mature ecosystem hub attempted to enroll its members in a value-proposition updating, ecosystem-wide initiative and the members’ reaction. We find that the mature ecosystem alignment process unfolds through four distinct sets of practices: (1) Courtship, (2) Mutual Adaptation, (3) Peer Emulation, and (4) Coercion. We describe these practices and associated mechanisms and develop a process model indicating how they unfold and interrelate. Our study provides a nuanced, empirically grounded account of mature ecosystem alignment as an iterative process of multilateral interorganizational influence that leads to, on the one hand, a convergence of actions among an expanding set of ecosystem members and, on the other hand, a divergence of views between the newly aligned members and a subset of members who become increasingly entrenched in their perception of irreconcilable differences and ultimately leave the ecosystem. Our discussion suggests that the tension between the hub’s temptation to control and the ecosystem members’ concern about preserving their autonomy propels the alignment process to its conclusion. We conclude with methodological contributions, managerial implications and avenues for future research.
{"title":"Alignment in Mature Ecosystems: An Iterative Process Of Interorganizational Influence","authors":"Lauri Paavola, Annabelle Gawer, Mikko Hänninen","doi":"10.1177/01492063241311227","DOIUrl":"https://doi.org/10.1177/01492063241311227","url":null,"abstract":"Extant empirical research on ecosystem alignment has offered little insight into how mature ecosystems align their members with a new value proposition. Our longitudinal empirical study of a seven-year hub-driven alignment initiative within the SOK led retail ecosystem in Finland explores how a mature ecosystem hub attempted to enroll its members in a value-proposition updating, ecosystem-wide initiative and the members’ reaction. We find that the mature ecosystem alignment process unfolds through four distinct sets of practices: (1) Courtship, (2) Mutual Adaptation, (3) Peer Emulation, and (4) Coercion. We describe these practices and associated mechanisms and develop a process model indicating how they unfold and interrelate. Our study provides a nuanced, empirically grounded account of mature ecosystem alignment as an iterative process of multilateral interorganizational influence that leads to, on the one hand, a convergence of actions among an expanding set of ecosystem members and, on the other hand, a divergence of views between the newly aligned members and a subset of members who become increasingly entrenched in their perception of irreconcilable differences and ultimately leave the ecosystem. Our discussion suggests that the tension between the hub’s temptation to control and the ecosystem members’ concern about preserving their autonomy propels the alignment process to its conclusion. We conclude with methodological contributions, managerial implications and avenues for future research.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"10 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143056529","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-29DOI: 10.1177/01492063241310149
Ellen Ernst Kossek, Hoda Vaziri, Matthew B. Perrigino, Brenda A. Lautsch, Benjamin R. Pratt, Eden B. King
The growing literature on family-supportive organizations (FSOs) examines work–family supports that organizations provide to employees—informal (e.g., perceptions of supervisor and coworker support, climate) and formal (e.g., policies, including those mandated in national contexts). Yet FSO research remains underintegrated with the diversity, equity, and inclusion (DEI) literature, limiting understanding of how to enhance FSO-related effects. We draw on a DEI perspective to analyze the extent and quality to which core DEI-related constructs are integrated into FSO scholarship. Results from 192 reviewed studies show that diversity (39%) and equality (35%) are the most studied constructs, although there were limitations with their conceptualization by work–family researchers. Other constructs are frequently omitted from studies and, when included, are poorly applied. These include intersectionality (15%), which is often used with a lack of attention to intersecting and multilevel influences; equity (5%), which is confounded with equality; and inclusion (12.5%) and belonging (5%), which are vaguely operationalized. Our thematic review-driven insights emphasize how improved integration of DEI constructs into the FSO literature will drive research that (1) broadens the conceptualization of who needs family support to better reflect an increasingly diverse workforce with intersecting work and family identities; (2) gives greater attention to power, stigma, and marginalization in the context of work–family dynamics; and (3) unpacks causality involving multilevel relationships across DEI and FSO constructs and links these to work–family–supportive leadership. Future research is needed to ensure that all employees experience FSO that neither intentionally nor unintentionally privileges higher-power employee groups over others.
{"title":"Reenvisioning Family-Supportive Organizations Through a Diversity, Equity, and Inclusion Perspective: A Review and Research Agenda","authors":"Ellen Ernst Kossek, Hoda Vaziri, Matthew B. Perrigino, Brenda A. Lautsch, Benjamin R. Pratt, Eden B. King","doi":"10.1177/01492063241310149","DOIUrl":"https://doi.org/10.1177/01492063241310149","url":null,"abstract":"The growing literature on family-supportive organizations (FSOs) examines work–family supports that organizations provide to employees—informal (e.g., perceptions of supervisor and coworker support, climate) and formal (e.g., policies, including those mandated in national contexts). Yet FSO research remains underintegrated with the diversity, equity, and inclusion (DEI) literature, limiting understanding of how to enhance FSO-related effects. We draw on a DEI perspective to analyze the extent and quality to which core DEI-related constructs are integrated into FSO scholarship. Results from 192 reviewed studies show that diversity (39%) and equality (35%) are the most studied constructs, although there were limitations with their conceptualization by work–family researchers. Other constructs are frequently omitted from studies and, when included, are poorly applied. These include intersectionality (15%), which is often used with a lack of attention to intersecting and multilevel influences; equity (5%), which is confounded with equality; and inclusion (12.5%) and belonging (5%), which are vaguely operationalized. Our thematic review-driven insights emphasize how improved integration of DEI constructs into the FSO literature will drive research that (1) broadens the conceptualization of who needs family support to better reflect an increasingly diverse workforce with intersecting work and family identities; (2) gives greater attention to power, stigma, and marginalization in the context of work–family dynamics; and (3) unpacks causality involving multilevel relationships across DEI and FSO constructs and links these to work–family–supportive leadership. Future research is needed to ensure that all employees experience FSO that neither intentionally nor unintentionally privileges higher-power employee groups over others.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"158 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143056531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-23DOI: 10.1177/01492063241305577
Robin Schimmelpfennig, Christian Elbæk, Panagiotis Mitkidis, Anisha Singh, Quinetta Roberson
Sampling data from organizations and humans associated with those organizations is essential to organizational research. Much of what we know about organizations is based on such work. However, this empirical foundation may be compromised, calling into question the field’s theoretical and empirical findings. Studies often sample data from relatively similar, narrow contexts, so a lack of sample diversity accumulates in the discipline. To conceptualize this lack of sample diversity and examine its prevalence across research publications, we conduct a pre-registered systematic review of articles from 2018 to 2022 in six top management journals and another systematic review of articles from 2013 to 2022 in six additional journals (not pre-registered). Our review assesses sample country diversity while also exploring within-country factors that are relatively under or oversampled, such as the size or industry of the sampled organization. We find a lack of sample diversity, for instance, a strong bias toward WEIRD (Western, educated, industrialized, rich, and democratic) samples and an underrepresentation of small and medium-sized enterprises in organizational research. Based on the findings and past work, we introduce a conceptual framework for sample diversity along three dimensions: the sample’s geographical, organizational, and personnel contexts. Additionally, we discuss factors that contribute to a lack of sample diversity and propose guidelines for authors, reviewers, and editors to enhance it. Overall, this article seeks to improve the robustness and relevance of theoretical and empirical organizational research, thereby preventing the formulation of misinformed policies and practices in both organizational settings and broader societal contexts.
{"title":"The “WEIRDEST” Organizations in the World? Assessing the Lack of Sample Diversity in Organizational Research","authors":"Robin Schimmelpfennig, Christian Elbæk, Panagiotis Mitkidis, Anisha Singh, Quinetta Roberson","doi":"10.1177/01492063241305577","DOIUrl":"https://doi.org/10.1177/01492063241305577","url":null,"abstract":"Sampling data from organizations and humans associated with those organizations is essential to organizational research. Much of what we know about organizations is based on such work. However, this empirical foundation may be compromised, calling into question the field’s theoretical and empirical findings. Studies often sample data from relatively similar, narrow contexts, so a lack of sample diversity accumulates in the discipline. To conceptualize this lack of sample diversity and examine its prevalence across research publications, we conduct a pre-registered systematic review of articles from 2018 to 2022 in six top management journals and another systematic review of articles from 2013 to 2022 in six additional journals (not pre-registered). Our review assesses sample country diversity while also exploring within-country factors that are relatively under or oversampled, such as the size or industry of the sampled organization. We find a lack of sample diversity, for instance, a strong bias toward WEIRD (Western, educated, industrialized, rich, and democratic) samples and an underrepresentation of small and medium-sized enterprises in organizational research. Based on the findings and past work, we introduce a conceptual framework for sample diversity along three dimensions: the sample’s geographical, organizational, and personnel contexts. Additionally, we discuss factors that contribute to a lack of sample diversity and propose guidelines for authors, reviewers, and editors to enhance it. Overall, this article seeks to improve the robustness and relevance of theoretical and empirical organizational research, thereby preventing the formulation of misinformed policies and practices in both organizational settings and broader societal contexts.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"49 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143026647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Corporate short-termism, defined as a managerial preference for the short term that undermines a firm’s long-term interests, has become a topic of global concern for governments, investors, and business leaders. In recent years, heightened capital market pressures to maximize shareholder value have intensified focus on the issue, raising concerns that the pursuit of short-term shareholder value may come at the expense of long-term prospects and corporate sustainability. Our review reveals that despite abundant research on short-termism, we have only a fragmented understanding of the factors driving this phenomenon and its consequences. The difficulty of operationalizing the construct and the various firm actions and outcomes examined has hindered consensus as to the specific antecedents and implications of managers’ preference for the short term. Our paper seeks to provide greater clarity on corporate short-termism and to develop a framework for understanding what motivates management to prioritize the short term over the long term and the firm-level consequences of related decisions. In doing so, we hope to advance our state of knowledge on this important issue and motivate scholars to more fully unpack the drivers and outcomes of corporate short-termism.
{"title":"Corporate Short-Termism: A Review and Research Agenda","authors":"Margarethe Wiersema, Haeyoung Koo, Weiru Chen, Yu Zhang","doi":"10.1177/01492063241303392","DOIUrl":"https://doi.org/10.1177/01492063241303392","url":null,"abstract":"Corporate short-termism, defined as a managerial preference for the short term that undermines a firm’s long-term interests, has become a topic of global concern for governments, investors, and business leaders. In recent years, heightened capital market pressures to maximize shareholder value have intensified focus on the issue, raising concerns that the pursuit of short-term shareholder value may come at the expense of long-term prospects and corporate sustainability. Our review reveals that despite abundant research on short-termism, we have only a fragmented understanding of the factors driving this phenomenon and its consequences. The difficulty of operationalizing the construct and the various firm actions and outcomes examined has hindered consensus as to the specific antecedents and implications of managers’ preference for the short term. Our paper seeks to provide greater clarity on corporate short-termism and to develop a framework for understanding what motivates management to prioritize the short term over the long term and the firm-level consequences of related decisions. In doing so, we hope to advance our state of knowledge on this important issue and motivate scholars to more fully unpack the drivers and outcomes of corporate short-termism.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"42 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142987356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-10DOI: 10.1177/01492063241301337
Eva Selenko, Miriam Schilbach, Steven A. Brieger, Anahí Van Hootegem, Hans De Witte
Work experiences and political participation outside work are intrinsically linked. Management scholars have acknowledged the role that organizations play in shaping political behavior from a firm-level perspective, but the specific working conditions and how they translate into employee political participation and attitudes outside work remain poorly understood. This paper offers an interdisciplinary review of the empirical literature from the past 25 years across the management and political science disciplines. It examines how individual work-related experiences (broadly categorized into job content, working environment, employment characteristics, and social relations at work) relate to political engagement outside of work: political participation, political attitudes, political trust, and political values. The results show that enabling work experiences (e.g., more skill use, autonomy, higher income, more social interactions) and experiences that caused grievances (e.g., more job or financial insecurity) were both related to more political participation but differed in their effect on political trust and regarding political attitudes on economic and cultural issues. We also review the main theoretical explanations and consolidate contradictions. Finally, we propose a future research agenda, calling for the expansion of theoretical lenses, a focus on individual-level explanatory mechanisms, and more multilevel research.
{"title":"The Political Consequences of Work: An Integrative Review","authors":"Eva Selenko, Miriam Schilbach, Steven A. Brieger, Anahí Van Hootegem, Hans De Witte","doi":"10.1177/01492063241301337","DOIUrl":"https://doi.org/10.1177/01492063241301337","url":null,"abstract":"Work experiences and political participation outside work are intrinsically linked. Management scholars have acknowledged the role that organizations play in shaping political behavior from a firm-level perspective, but the specific working conditions and how they translate into employee political participation and attitudes outside work remain poorly understood. This paper offers an interdisciplinary review of the empirical literature from the past 25 years across the management and political science disciplines. It examines how individual work-related experiences (broadly categorized into job content, working environment, employment characteristics, and social relations at work) relate to political engagement outside of work: political participation, political attitudes, political trust, and political values. The results show that enabling work experiences (e.g., more skill use, autonomy, higher income, more social interactions) and experiences that caused grievances (e.g., more job or financial insecurity) were both related to more political participation but differed in their effect on political trust and regarding political attitudes on economic and cultural issues. We also review the main theoretical explanations and consolidate contradictions. Finally, we propose a future research agenda, calling for the expansion of theoretical lenses, a focus on individual-level explanatory mechanisms, and more multilevel research.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"24 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142961433","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-10DOI: 10.1177/01492063241303101
Florencio F. Portocarrero, Scott L. Newbert, Maia J. Young, Lily Yuxuan Zhu
Entrepreneurial affect has emerged as a burgeoning area of study, with a wealth of articles demonstrating that affect, broadly conceptualized, plays an important part in entrepreneurial life. While a few affective phenomena, such as passion and positive and negative affect, are primarily driving the affective revolution in entrepreneurship, a wide range of additional forms of affect, from momentary feelings to enduring affective dispositions, have been found to influence entrepreneurs’ judgments, decision-making, attitudes, and behaviors in distinct parts of the entrepreneurial process. Moreover, entrepreneurs’ affective experiences and displays of these experiences influence entrepreneurial behaviors and investors’ decision-making. Although this is an exciting time for work on entrepreneurial affect, several theoretical and empirical inconsistencies impede further knowledge accumulation. To assess how and why affect is critical to entrepreneurship, to clarify the theoretical inconsistencies, and to provide an integrative framework, we conduct a systematic review of 276 published empirical and conceptual articles on entrepreneurial affect. In doing so, we analyze how various affective phenomena (e.g., emotions, moods, sentiments), along with their discrete forms (e.g., anger, grief, happiness), influence and are influenced by specific stages of the entrepreneurial process. We conclude that while this body of research confirms that entrepreneurship is an emotional endeavor, the collective approach has thus far obscured a more detailed and useful understanding of affect in each stage of the entrepreneurial process. We examine the theoretical and empirical approaches taken to date and lay out an agenda for future scholars, thus bolstering the affective revolution in entrepreneurship.
{"title":"The Affective Revolution in Entrepreneurship: An Integrative Conceptual Review and Guidelines for Future Investigation","authors":"Florencio F. Portocarrero, Scott L. Newbert, Maia J. Young, Lily Yuxuan Zhu","doi":"10.1177/01492063241303101","DOIUrl":"https://doi.org/10.1177/01492063241303101","url":null,"abstract":"Entrepreneurial affect has emerged as a burgeoning area of study, with a wealth of articles demonstrating that affect, broadly conceptualized, plays an important part in entrepreneurial life. While a few affective phenomena, such as passion and positive and negative affect, are primarily driving the affective revolution in entrepreneurship, a wide range of additional forms of affect, from momentary feelings to enduring affective dispositions, have been found to influence entrepreneurs’ judgments, decision-making, attitudes, and behaviors in distinct parts of the entrepreneurial process. Moreover, entrepreneurs’ affective experiences and displays of these experiences influence entrepreneurial behaviors and investors’ decision-making. Although this is an exciting time for work on entrepreneurial affect, several theoretical and empirical inconsistencies impede further knowledge accumulation. To assess how and why affect is critical to entrepreneurship, to clarify the theoretical inconsistencies, and to provide an integrative framework, we conduct a systematic review of 276 published empirical and conceptual articles on entrepreneurial affect. In doing so, we analyze how various affective phenomena (e.g., emotions, moods, sentiments), along with their discrete forms (e.g., anger, grief, happiness), influence and are influenced by specific stages of the entrepreneurial process. We conclude that while this body of research confirms that entrepreneurship is an emotional endeavor, the collective approach has thus far obscured a more detailed and useful understanding of affect in each stage of the entrepreneurial process. We examine the theoretical and empirical approaches taken to date and lay out an agenda for future scholars, thus bolstering the affective revolution in entrepreneurship.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"92 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142961434","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
扫码关注我们
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号