Pub Date : 2026-02-12DOI: 10.1177/01492063261416425
François Neville, G. Alessandra Rizzi, Jeffrey B. Lovelace
Secondary stakeholder demands represent increasingly important strategic issues for firms. However, the principal drivers of firm response remain poorly understood. We extend research on firm responsiveness to secondary stakeholders by introducing a new theoretical perspective to detail the cognitive processes through which key CEO attributes—namely, personal values and passion—shape the trajectories of firm responsiveness. We first outline key aspects of secondary stakeholder demands to explain why CEO values and passion are important determinants of a firm’s response to secondary stakeholder demands. We then explain how a CEO’s values and passion influence the process of firm responsiveness. Finally, we extend our arguments to illustrate how values and passion-infused responses may influence social (dis)approval among key organizational stakeholders. By focusing on the cognitive processes of CEOs, we offer novel theoretical contributions to stakeholder theory, strategic leadership research, and the literature on firm social evaluations.
{"title":"A CEO-Driven Process Model of Firm Responsiveness to Secondary Stakeholder Demands: The Roles of CEO Values and Passion","authors":"François Neville, G. Alessandra Rizzi, Jeffrey B. Lovelace","doi":"10.1177/01492063261416425","DOIUrl":"https://doi.org/10.1177/01492063261416425","url":null,"abstract":"Secondary stakeholder demands represent increasingly important strategic issues for firms. However, the principal drivers of firm response remain poorly understood. We extend research on firm responsiveness to secondary stakeholders by introducing a new theoretical perspective to detail the cognitive processes through which key CEO attributes—namely, personal values and passion—shape the trajectories of firm responsiveness. We first outline key aspects of secondary stakeholder demands to explain why CEO values and passion are important determinants of a firm’s response to secondary stakeholder demands. We then explain how a CEO’s values and passion influence the process of firm responsiveness. Finally, we extend our arguments to illustrate how values and passion-infused responses may influence social (dis)approval among key organizational stakeholders. By focusing on the cognitive processes of CEOs, we offer novel theoretical contributions to stakeholder theory, strategic leadership research, and the literature on firm social evaluations.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"207 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146169594","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 : 2026-02-08DOI: 10.1177/01492063251397362
Jun Xu, Jerayr (John) Haleblian, Guoli Chen, Jamie Yixing Tong
Overconfident CEOs are frequently criticized for making value-destroying corporate acquisitions in which they acquire excessively and overpay for their acquisitions. By contrast, we argue that overconfident CEOs can deliver higher returns in acquisition waves because the motivation and the requirement for action speed that occur in acquisition waves are different from other acquisition contexts. Specifically, we hypothesize and find that overconfident CEOs are more likely to capture preemption opportunities by acting earlier in acquisition waves, and such rapid moves enable overconfident CEOs to achieve higher acquisition returns. In addition, drawing upon organizational learning research, we hypothesize and find that in acquisition waves, pre-wave experience with large and related acquisitions facilitates overconfident CEOs to pursue acquisitions even more quickly during acquisition waves, which further enhances acquisition returns. Contributions to the acquisitions and CEO overconfidence literatures are discussed.
{"title":"When Overconfident CEOs Deliver Higher Returns: Evidence From Acquisition Waves","authors":"Jun Xu, Jerayr (John) Haleblian, Guoli Chen, Jamie Yixing Tong","doi":"10.1177/01492063251397362","DOIUrl":"https://doi.org/10.1177/01492063251397362","url":null,"abstract":"Overconfident CEOs are frequently criticized for making value-destroying corporate acquisitions in which they acquire excessively and overpay for their acquisitions. By contrast, we argue that overconfident CEOs can deliver higher returns in acquisition waves because the motivation and the requirement for action speed that occur in acquisition waves are different from other acquisition contexts. Specifically, we hypothesize and find that overconfident CEOs are more likely to capture preemption opportunities by acting earlier in acquisition waves, and such rapid moves enable overconfident CEOs to achieve higher acquisition returns. In addition, drawing upon organizational learning research, we hypothesize and find that in acquisition waves, pre-wave experience with large and related acquisitions facilitates overconfident CEOs to pursue acquisitions even more quickly during acquisition waves, which further enhances acquisition returns. Contributions to the acquisitions and CEO overconfidence literatures are discussed.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"182 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146138268","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 : 2026-02-01DOI: 10.1177/01492063251398783
Katrin M. Smolka, Pursey P. M. A. R. Heugens
Careers in creative crafts are perceived to be precarious: workers face constant rejection and receive low and erratic pay. Yet, some creative craft workers handle these challenges better than others. Precarity sometimes subsides as careers progress, and the core-periphery structure that typifies creative craft production systems is navigable. This raises the question of how creative craft workers can cope productively with the precarity of craft work. We research a prominent creative craft worker collective: country music songwriters. Our study captures the voices of 90 creative craft workers, drawing on secondary interviews with 66 songwriters working at the core of Nashville’s highly corporatized country music production system, and 24 operating at its social and spatial periphery. We find that the key to coping with precarity lies in achieving supportive patterns of social embeddedness by investing in primary craft skills, advancing higher-order vocational skills, and navigating the core-periphery structure of the creative craft production system. As apprentice songwriters practice their craft and learn how to organize their songwriting routines, they become increasingly vested in the system. Once they become master songwriters, they broaden their networks by liaising more with other industry stakeholders and engage with the system more reflexively to ensure their continued relevance. Peripheral workers engage in allyship and develop ties with workers positioned at the system’s core. We incorporate these social strategies in a grounded theoretical model capturing how songwriters cope with precarity. We conjecture that elements of the model generalize theoretically towards other corporatized creative craft production systems.
{"title":"“I Hold On”: How Country Music Songwriters Cope With the Precarity of Craft Work","authors":"Katrin M. Smolka, Pursey P. M. A. R. Heugens","doi":"10.1177/01492063251398783","DOIUrl":"https://doi.org/10.1177/01492063251398783","url":null,"abstract":"Careers in creative crafts are perceived to be precarious: workers face constant rejection and receive low and erratic pay. Yet, some creative craft workers handle these challenges better than others. Precarity sometimes subsides as careers progress, and the core-periphery structure that typifies creative craft production systems is navigable. This raises the question of how creative craft workers can cope productively with the precarity of craft work. We research a prominent creative craft worker collective: country music songwriters. Our study captures the voices of 90 creative craft workers, drawing on secondary interviews with 66 songwriters working at the core of Nashville’s highly corporatized country music production system, and 24 operating at its social and spatial periphery. We find that the key to coping with precarity lies in achieving supportive patterns of social embeddedness by investing in primary craft skills, advancing higher-order vocational skills, and navigating the core-periphery structure of the creative craft production system. As apprentice songwriters practice their craft and learn how to organize their songwriting routines, they become increasingly vested in the system. Once they become master songwriters, they broaden their networks by liaising more with other industry stakeholders and engage with the system more reflexively to ensure their continued relevance. Peripheral workers engage in allyship and develop ties with workers positioned at the system’s core. We incorporate these social strategies in a grounded theoretical model capturing how songwriters cope with precarity. We conjecture that elements of the model generalize theoretically towards other corporatized creative craft production systems.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"26 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146098404","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 : 2026-01-29DOI: 10.1177/01492063251410193
Sergio Grove, Brian C. Fox, Rebecca Ranucci, Manjot S. Bhussar, David Souder
Parties in an alliance aim to capture both common and private benefits. As they transfer and jointly create knowledge to generate common gains, differences in private benefits can arise due to asymmetric knowledge spillovers. Our model of alliance structural choices incorporates the alliance itself—the channel through which partner knowledge flows—to reflect the fact that partners and the alliance may operate in different industry contexts. We propose that partners select structural governance mechanisms (equity governance and alliance scope) to enable valuable knowledge flows while protecting themselves from unwanted spillovers. Analyzing a large sample of U.S. alliances from 1985 to 2024, we find that asymmetric distance predicts these governance choices and that it is linked to the simultaneous use of multiple structural safeguards, including equity governance and a narrow alliance scope.
{"title":"Structural Choices at Alliance Formation: Accounting for Partner Asymmetry in Industry Distance","authors":"Sergio Grove, Brian C. Fox, Rebecca Ranucci, Manjot S. Bhussar, David Souder","doi":"10.1177/01492063251410193","DOIUrl":"https://doi.org/10.1177/01492063251410193","url":null,"abstract":"Parties in an alliance aim to capture both common and private benefits. As they transfer and jointly create knowledge to generate common gains, differences in private benefits can arise due to asymmetric knowledge spillovers. Our model of alliance structural choices incorporates the alliance itself—the channel through which partner knowledge flows—to reflect the fact that partners and the alliance may operate in different industry contexts. We propose that partners select structural governance mechanisms (equity governance and alliance scope) to enable valuable knowledge flows while protecting themselves from unwanted spillovers. Analyzing a large sample of U.S. alliances from 1985 to 2024, we find that asymmetric distance predicts these governance choices and that it is linked to the simultaneous use of multiple structural safeguards, including equity governance and a narrow alliance scope.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"77 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146089861","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 : 2026-01-29DOI: 10.1177/01492063251411873
Niken Putri, Michael Etter, Rhonda K. Reger, Md Ziad Haidar
Social media have fundamentally reshaped how organizations and audiences interact, challenging theoretical assumptions in the management literature. With this integrative literature review, we take stock of a fragmented body of research, based on an analysis of 647 articles across 9 disciplines. Our synthesis identifies three dominant perspectives: an organization-centric perspective that views social media as tools for strategic action; an audience-centric perspective that emphasizes audience empowerment and contestation; and a platform-centric perspective that highlights how platform features and algorithms condition organizational outcomes and audience interactions. Building on these perspectives, we develop an integrative framework of organizational enablement, audience empowerment, and platform mediation that captures how social media extend and redirect established theories. We distill five major research areas—identity and community, social evaluations, corporate social responsibility, false narratives, and organizational outcome drivers—that capture the core themes of management scholarship to date. Our analysis shows how social media distinctiveness—heightened emotionality, many-to-many diffusion, and expanded actor visibility—has generated theoretical extensions while leaving key debates unresolved. We argue that management research must better integrate across perspectives, expand attention to platform mediation, and incorporate insights from related fields. We conclude with a bold future research agenda for researchers who aim to advance theorizing on organization audience relationships in a complex media ecosystem.
{"title":"Social Media and Organizations: An Integrative Review and Future Research Directions","authors":"Niken Putri, Michael Etter, Rhonda K. Reger, Md Ziad Haidar","doi":"10.1177/01492063251411873","DOIUrl":"https://doi.org/10.1177/01492063251411873","url":null,"abstract":"Social media have fundamentally reshaped how organizations and audiences interact, challenging theoretical assumptions in the management literature. With this integrative literature review, we take stock of a fragmented body of research, based on an analysis of 647 articles across 9 disciplines. Our synthesis identifies three dominant perspectives: an organization-centric perspective that views social media as tools for strategic action; an audience-centric perspective that emphasizes audience empowerment and contestation; and a platform-centric perspective that highlights how platform features and algorithms condition organizational outcomes and audience interactions. Building on these perspectives, we develop an integrative framework of organizational enablement, audience empowerment, and platform mediation that captures how social media extend and redirect established theories. We distill five major research areas—identity and community, social evaluations, corporate social responsibility, false narratives, and organizational outcome drivers—that capture the core themes of management scholarship to date. Our analysis shows how social media distinctiveness—heightened emotionality, many-to-many diffusion, and expanded actor visibility—has generated theoretical extensions while leaving key debates unresolved. We argue that management research must better integrate across perspectives, expand attention to platform mediation, and incorporate insights from related fields. We conclude with a bold future research agenda for researchers who aim to advance theorizing on organization audience relationships in a complex media ecosystem.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"210 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146089874","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 : 2026-01-22DOI: 10.1177/01492063251406535
Wyatt E. Lee, Ashley Y. Roccapriore, Franz T. Lohrke, Christopher R. Reutzel
In the United States, more than a quarter of the working-age population experiences physical disabilities that shape workplace participation and career outcomes. Drawing on 168 articles, we synthesize the management literature to develop a unifying framework of focal mechanisms, workplace outcomes, and boundary conditions. In doing so, we offer a clear definition of physical disability, long absent from management research. We also highlight the fragmented theoretical and methodological landscape, in which most studies aggregate disability types, overlooking critical heterogeneity. Our review charts a path forward by identifying key gaps, outlining directions for future scholarship, and emphasizing the need for stronger theoretical grounding and methodological rigor. Finally, we discuss implications for policy and practice, underscoring how greater inclusion of persons with physical disabilities can advance various workplace outcomes.
{"title":"Physical Disability in the Workplace: A Comprehensive Review and Unifying Framework","authors":"Wyatt E. Lee, Ashley Y. Roccapriore, Franz T. Lohrke, Christopher R. Reutzel","doi":"10.1177/01492063251406535","DOIUrl":"https://doi.org/10.1177/01492063251406535","url":null,"abstract":"In the United States, more than a quarter of the working-age population experiences physical disabilities that shape workplace participation and career outcomes. Drawing on 168 articles, we synthesize the management literature to develop a unifying framework of focal mechanisms, workplace outcomes, and boundary conditions. In doing so, we offer a clear definition of physical disability, long absent from management research. We also highlight the fragmented theoretical and methodological landscape, in which most studies aggregate disability types, overlooking critical heterogeneity. Our review charts a path forward by identifying key gaps, outlining directions for future scholarship, and emphasizing the need for stronger theoretical grounding and methodological rigor. Finally, we discuss implications for policy and practice, underscoring how greater inclusion of persons with physical disabilities can advance various workplace outcomes.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"222 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146021921","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 : 2026-01-14DOI: 10.1177/01492063251390855
Helen M. Haugh, Timur Alexandrov, Thomas Roulet
Custodians are integral to institutional maintenance, and instrumental to preserving institutionally significant places. Yet when institutional decline impacts institutionally significant places, we do not know how custodians manage the tensions between preservation efforts aimed at saving these places and the need for adaptation. Using a rich qualitative dataset of interviews with custodians from and participant observation at 26 rural church buildings in England, we examine custodian responses when institutional decline in belief in Christian religion impacts sacred church buildings. We find that in response to experiencing place materiality, relational, and practices tensions, custodians are torn between preserving the institutional role of place and the need to find resources to maintain such places. Custodians manage these tensions by deliberatively evaluating materiality alterations and adopting innovative practices within the bounds of institutional appropriateness and resource constraints. The process we flesh out leads to distinct outcomes: place augmentation, practices augmentation, and, in a few instances, no augmentation. Our model portrays the pathways followed by institutional custodians that are rooted in the tensions they experience between the attachment to the institutional role of place and the need for change in response to institutional decline. Our study contributes to research on custodianship and place by uncovering divergent custodian responses when institutional decline impacts institutionally significant places and place as an institutional carrier and the locus of custodian place work.
{"title":"Custodians at the Crossroads: Managing Change at Institutionally Significant Places","authors":"Helen M. Haugh, Timur Alexandrov, Thomas Roulet","doi":"10.1177/01492063251390855","DOIUrl":"https://doi.org/10.1177/01492063251390855","url":null,"abstract":"Custodians are integral to institutional maintenance, and instrumental to preserving institutionally significant places. Yet when institutional decline impacts institutionally significant places, we do not know how custodians manage the tensions between preservation efforts aimed at saving these places and the need for adaptation. Using a rich qualitative dataset of interviews with custodians from and participant observation at 26 rural church buildings in England, we examine custodian responses when institutional decline in belief in Christian religion impacts sacred church buildings. We find that in response to experiencing place materiality, relational, and practices tensions, custodians are torn between preserving the institutional role of place and the need to find resources to maintain such places. Custodians manage these tensions by deliberatively evaluating materiality alterations and adopting innovative practices within the bounds of institutional appropriateness and resource constraints. The process we flesh out leads to distinct outcomes: place augmentation, practices augmentation, and, in a few instances, no augmentation. Our model portrays the pathways followed by institutional custodians that are rooted in the tensions they experience between the attachment to the institutional role of place and the need for change in response to institutional decline. Our study contributes to research on custodianship and place by uncovering divergent custodian responses when institutional decline impacts institutionally significant places and place as an institutional carrier and the locus of custodian place work.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"53 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-01-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145961884","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 : 2026-01-01DOI: 10.1177/01492063251398785
Mark R. DesJardine, Jimi Kim, Pratima Bansal
This paper examines how the rate of firm growth influences corporate social responsibility (CSR). Periods of rapid growth can place substantial financial and managerial demands on firms, requiring leaders to prioritize the allocation of limited resources toward managing expansion. We propose that when firms grow quickly, managers may limit CSR investments—not because they undervalue CSR, but because growth itself consumes financial and attentional capacity. Using 19 years of data from 4,305 firms across 46 countries, we find that faster firm growth is associated with lower levels of CSR activity. This relationship is moderated by firms’ financial and attentional resources: firms with greater financial slack and managerial bandwidth maintain stronger CSR engagement even while growing rapidly. Overall, our results suggest that the relationship between growth and CSR reflects a pragmatic balancing of competing demands.
{"title":"Firm Growth and Corporate Social Responsibility","authors":"Mark R. DesJardine, Jimi Kim, Pratima Bansal","doi":"10.1177/01492063251398785","DOIUrl":"https://doi.org/10.1177/01492063251398785","url":null,"abstract":"This paper examines how the rate of firm growth influences corporate social responsibility (CSR). Periods of rapid growth can place substantial financial and managerial demands on firms, requiring leaders to prioritize the allocation of limited resources toward managing expansion. We propose that when firms grow quickly, managers may limit CSR investments—not because they undervalue CSR, but because growth itself consumes financial and attentional capacity. Using 19 years of data from 4,305 firms across 46 countries, we find that faster firm growth is associated with lower levels of CSR activity. This relationship is moderated by firms’ financial and attentional resources: firms with greater financial slack and managerial bandwidth maintain stronger CSR engagement even while growing rapidly. Overall, our results suggest that the relationship between growth and CSR reflects a pragmatic balancing of competing demands.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"8 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145893939","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 : 2025-12-31DOI: 10.1177/01492063251397380
Sarah R. Chase, Dean A. Shepherd, Vinit Parida, Holger Patzelt, Joakim Wincent
Individuals in impoverished communities often face considerable adversity. Under such circumstances, they can turn to illegal entrepreneurship. However, from a gendered perspective, women are typically considered incongruent with the masculinity of crime and entrepreneurship and, thus, illegal entrepreneurship. In this study, we were interested in exploring how women navigate their society’s gender role expectations to engage in illegal entrepreneurship. We adopted a qualitative, inductive approach to explore the cognitive processes through which women entrepreneurs navigate these tensions to manufacture and sell illegal alcohol within their impoverished communities throughout India. Our resulting gendered model of the cognitive processes underlying illegal entrepreneurship in impoverished communities offers new insights into how women entrepreneurs use cognitive carve-outs to navigate potentially conflicting societal expectations regarding gender and entrepreneurial roles. Further, we explore how entrepreneurship is influenced by construals, particularly in contexts of resource scarcity and gendered constraints. Finally, in line with the dark side of entrepreneurship, we shed light on how women can justify to themselves and others entrepreneurial action that, while shielding themselves from immediate personal repercussions, imposes substantial costs on many members of their impoverished communities.
{"title":"The Glass Is Half Full: A Gendered Model of Illegal Entrepreneurship","authors":"Sarah R. Chase, Dean A. Shepherd, Vinit Parida, Holger Patzelt, Joakim Wincent","doi":"10.1177/01492063251397380","DOIUrl":"https://doi.org/10.1177/01492063251397380","url":null,"abstract":"Individuals in impoverished communities often face considerable adversity. Under such circumstances, they can turn to illegal entrepreneurship. However, from a gendered perspective, women are typically considered incongruent with the masculinity of crime and entrepreneurship and, thus, illegal entrepreneurship. In this study, we were interested in exploring how women navigate their society’s gender role expectations to engage in illegal entrepreneurship. We adopted a qualitative, inductive approach to explore the cognitive processes through which women entrepreneurs navigate these tensions to manufacture and sell illegal alcohol within their impoverished communities throughout India. Our resulting gendered model of the cognitive processes underlying illegal entrepreneurship in impoverished communities offers new insights into how women entrepreneurs use cognitive carve-outs to navigate potentially conflicting societal expectations regarding gender and entrepreneurial roles. Further, we explore how entrepreneurship is influenced by construals, particularly in contexts of resource scarcity and gendered constraints. Finally, in line with the dark side of entrepreneurship, we shed light on how women can justify to themselves and others entrepreneurial action that, while shielding themselves from immediate personal repercussions, imposes substantial costs on many members of their impoverished communities.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"28 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145893941","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 : 2025-12-31DOI: 10.1177/01492063251395670
Christina N. Lacerenza, Shannon L. Marlow, Caton Weinberger, Dorothy R. Carter
Theory describing the development, functioning, and performance of work teams emphasizes their dynamic nature. For many years, empirical research on teams has failed to keep pace with theory, impeding understanding of how teamwork unfolds over time and teams as a whole. However, over the past several decades, research examining the onset and functioning of change in teams has significantly increased. Our review distinguishes two primary theoretical perspectives that have dominated the field’s understanding of team development and provides a foundation for integrating both perspectives, which would allow for a more nuanced understanding. With the overarching goal of summarizing findings from this burgeoning literature, we conduct a systematic review of 110 articles (116 studies) that examine team development and teams over time. We synthesize evidence to illustrate how team phenomena (i.e., composition, leadership, emergent states, processes, and outcomes) change over time and interact dynamically with one another. We conclude by offering several high-level critiques of the literature, along with proposed solutions to address these issues. In doing so, we move beyond a general call for more research on team dynamics toward a more precise account of the decisions and considerations that should guide future work. Taken together, our manuscript provides scholars with a detailed account of how teams develop over time, challenging the long-held assumption that there is a dearth of work in this domain, and a foundation to position future work within a more integrated understanding of team development.
{"title":"Missing Team Dynamics? An Integrative Review of Research on Team Development Over Time","authors":"Christina N. Lacerenza, Shannon L. Marlow, Caton Weinberger, Dorothy R. Carter","doi":"10.1177/01492063251395670","DOIUrl":"https://doi.org/10.1177/01492063251395670","url":null,"abstract":"Theory describing the development, functioning, and performance of work teams emphasizes their dynamic nature. For many years, empirical research on teams has failed to keep pace with theory, impeding understanding of how teamwork unfolds over time and teams as a whole. However, over the past several decades, research examining the onset and functioning of change in teams has significantly increased. Our review distinguishes two primary theoretical perspectives that have dominated the field’s understanding of team development and provides a foundation for integrating both perspectives, which would allow for a more nuanced understanding. With the overarching goal of summarizing findings from this burgeoning literature, we conduct a systematic review of 110 articles (116 studies) that examine team development and teams over time. We synthesize evidence to illustrate how team phenomena (i.e., composition, leadership, emergent states, processes, and outcomes) change over time and interact dynamically with one another. We conclude by offering several high-level critiques of the literature, along with proposed solutions to address these issues. In doing so, we move beyond a general call for more research on team dynamics toward a more precise account of the decisions and considerations that should guide future work. Taken together, our manuscript provides scholars with a detailed account of how teams develop over time, challenging the long-held assumption that there is a dearth of work in this domain, and a foundation to position future work within a more integrated understanding of team development.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"73 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145893940","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}
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