Pub Date : 2025-02-11DOI: 10.1177/01492063241313316
Hyunjung (Elle) Yoon, Daniel L. Gamache, Michael D. Pfarrer, Jason Kiley
In this study, we advance organizational impression management research by focusing on agent-oriented impression management—which reflects attempts to create value for the firm by publicizing individuals or groups who are agents of the firm. Although prevalent in practice, agent-oriented impression management remains unexplored in scholarly research. Specifically, we introduce the concept of new CEO prominence in firm communication (PFC), defined as the frequency and centrality of new CEO mentions in firm press releases and social media. We argue that new CEO PFC is distinct from traditional impression management tactics because CEOs are agents of the firm that will personally benefit from these impression management strategies. Thus, our research addresses the question: Who captures the value associated with new CEO PFC? We theorize that firms benefit from featuring new CEOs in firm communication through improved external stakeholder evaluations (i.e., analyst ratings). However, these efforts may also create value for the CEOs, as evidenced by increased compensation, more outside directorships, and decreased turnover rates. Our empirical study of efforts to publicize a new CEO following 557 succession events strongly supports our theory.
{"title":"Agent-Oriented Impression Management: Who Wins When Firms Publicize Their New CEOs?","authors":"Hyunjung (Elle) Yoon, Daniel L. Gamache, Michael D. Pfarrer, Jason Kiley","doi":"10.1177/01492063241313316","DOIUrl":"https://doi.org/10.1177/01492063241313316","url":null,"abstract":"In this study, we advance organizational impression management research by focusing on agent-oriented impression management—which reflects attempts to create value for the firm by publicizing individuals or groups who are agents of the firm. Although prevalent in practice, agent-oriented impression management remains unexplored in scholarly research. Specifically, we introduce the concept of new CEO prominence in firm communication (PFC), defined as the frequency and centrality of new CEO mentions in firm press releases and social media. We argue that new CEO PFC is distinct from traditional impression management tactics because CEOs are agents of the firm that will personally benefit from these impression management strategies. Thus, our research addresses the question: Who captures the value associated with new CEO PFC? We theorize that firms benefit from featuring new CEOs in firm communication through improved external stakeholder evaluations (i.e., analyst ratings). However, these efforts may also create value for the CEOs, as evidenced by increased compensation, more outside directorships, and decreased turnover rates. Our empirical study of efforts to publicize a new CEO following 557 succession events strongly supports our theory.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"129 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143393501","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 : 2025-02-08DOI: 10.1177/01492063241311234
Sian Kelly, Lisa van der Werff, Yseult Freeney
Interpersonal trusting relationships frequently experience relational threats that require both parties to engage actively in trust maintenance efforts. Yet, trust research has tended to focus on trust formation, or trust repair in the case of a violation, and offers us little insight regarding how these more ambiguous threats to trusting relationships are experienced and overcome relationally. To provide novel insight on this topic, this exploratory study gathers dyadic interview data from 26 manager–employee trusting relationships regarding their experience of relational threats and their proactive efforts to overcome these negative relational experiences. Findings show that the experience of a relational threat triggers a three-stage trust maintenance process that includes an assessment phase, an active maintenance phase, and an outcome phase. Threats are assessed at the individual level via cognitive and affective sensemaking, while trust maintenance efforts (creating a shared mental model, cognitive and structural reassurance, and dyadic problem solving) require dyadic counterparts to act with mutual agency to overcome the relational threat and avoid a loss of trust. Trust maintenance processes support dyads to either maintain or strengthen their existing trusting relationships. Our findings advance our theoretical understanding of interpersonal trust maintenance by demonstrating that this process unfolds across three phases and can lead to different outcomes for dyads’ trusting relationships. We offer practical guidelines to safeguard existing trusting relationships, as well as a new agenda for trust scholars to extend our theorizing.
{"title":"Plain Sailing or Choppy Water? Maintaining Interpersonal Trusting Relationships in Times of Uncertainty","authors":"Sian Kelly, Lisa van der Werff, Yseult Freeney","doi":"10.1177/01492063241311234","DOIUrl":"https://doi.org/10.1177/01492063241311234","url":null,"abstract":"Interpersonal trusting relationships frequently experience relational threats that require both parties to engage actively in trust maintenance efforts. Yet, trust research has tended to focus on trust formation, or trust repair in the case of a violation, and offers us little insight regarding how these more ambiguous threats to trusting relationships are experienced and overcome relationally. To provide novel insight on this topic, this exploratory study gathers dyadic interview data from 26 manager–employee trusting relationships regarding their experience of relational threats and their proactive efforts to overcome these negative relational experiences. Findings show that the experience of a relational threat triggers a three-stage trust maintenance process that includes an assessment phase, an active maintenance phase, and an outcome phase. Threats are assessed at the individual level via cognitive and affective sensemaking, while trust maintenance efforts (creating a shared mental model, cognitive and structural reassurance, and dyadic problem solving) require dyadic counterparts to act with mutual agency to overcome the relational threat and avoid a loss of trust. Trust maintenance processes support dyads to either maintain or strengthen their existing trusting relationships. Our findings advance our theoretical understanding of interpersonal trust maintenance by demonstrating that this process unfolds across three phases and can lead to different outcomes for dyads’ trusting relationships. We offer practical guidelines to safeguard existing trusting relationships, as well as a new agenda for trust scholars to extend our theorizing.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"29 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143371501","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 : 2025-02-06DOI: 10.1177/01492063241311865
Luis R. Gómez-Mejía, Francesco Chirico, Michael C. Withers, Geoffrey P. Martin, Robert M. Wiseman
We leverage research on socioemotional wealth (SEW) and implicit theories to develop a novel blended SEW-implicit theory framework that explains why some family firms are more risk seeking or more risk averse. According to implicit theory, individuals perceive reality through their interpretative cognitive filters. Those with an entity theory orientation see reality as relatively fixed or uncontrollable, while those with an incremental-implicit theory orientation tend to perceive reality as malleable and change as leading to positive outcomes. We theorize that family firms with high SEW intensity tend to adopt an entity orientation, whereas those with low SEW intensity tend to adopt an incremental orientation. Accordingly, we propose that the likelihood that family owners hold either orientation is shaped by organizational features associated with SEW intensity, namely (a) the salience of family versus business identity, (b) family founder imprinting, (c) generational stage, and (d) favorable path dependence. In turn, family owners with an entity orientation are less likely to take risks compared to family owners with an incremental orientation. Furthermore, we theorize that a firm’s performance hazard can shift family owners’ implicit orientation from entity-based to incremental and vice versa, thereby impacting their risk-taking behavior.
{"title":"Are Family Owners Willing to Risk “Rocking the Boat”? A Blended Socioemotional Wealth-Implicit Theory Framework","authors":"Luis R. Gómez-Mejía, Francesco Chirico, Michael C. Withers, Geoffrey P. Martin, Robert M. Wiseman","doi":"10.1177/01492063241311865","DOIUrl":"https://doi.org/10.1177/01492063241311865","url":null,"abstract":"We leverage research on socioemotional wealth (SEW) and implicit theories to develop a novel blended SEW-implicit theory framework that explains why some family firms are more risk seeking or more risk averse. According to implicit theory, individuals perceive reality through their interpretative cognitive filters. Those with an entity theory orientation see reality as relatively fixed or uncontrollable, while those with an incremental-implicit theory orientation tend to perceive reality as malleable and change as leading to positive outcomes. We theorize that family firms with high SEW intensity tend to adopt an entity orientation, whereas those with low SEW intensity tend to adopt an incremental orientation. Accordingly, we propose that the likelihood that family owners hold either orientation is shaped by organizational features associated with SEW intensity, namely (a) the salience of family versus business identity, (b) family founder imprinting, (c) generational stage, and (d) favorable path dependence. In turn, family owners with an entity orientation are less likely to take risks compared to family owners with an incremental orientation. Furthermore, we theorize that a firm’s performance hazard can shift family owners’ implicit orientation from entity-based to incremental and vice versa, thereby impacting their risk-taking behavior.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"11 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143258482","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 : 2025-02-05DOI: 10.1177/01492063241311855
Michael J. Matthews, Runkun Su, Lindsey Yonish, Shawn McClean, Joel Koopman, Kai Chi Yam
With the arrival of the Fourth Industrial Revolution, intelligent machines are affecting the daily lives of multiple organizational stakeholders. However, despite the continued expansion of intelligent machines in society, management scholarship has generally lagged, and current frameworks are under-equipped to offer meaningful guidance regarding the intersection of intelligent machines and organizations. We address this issue via a multidisciplinary review and a novel framework of intelligent machines and value creation. First, we discuss the characteristics of intelligent machines (i.e., autonomy, learning, inscrutability, and materiality) and how variation in these characteristics impacts their affordances and, subsequently, the value offered to stakeholders. We also advance the notion of value contingencies, which captures the idea that the value afforded by intelligent machines is conditional and that stakeholders’ dispositions and exploitation of intelligent machines must be considered when assessing value creation. Building on our framework, we offer recommendations for future research. Overall, we forward the literature by showcasing how intelligent machines often create both advantages and disadvantages for stakeholders and demonstrate how practitioners, policymakers, and management scholars may consider this moving forward.
{"title":"A Review of Artificial Intelligence, Algorithms, and Robots Through the Lens of Stakeholder Theory","authors":"Michael J. Matthews, Runkun Su, Lindsey Yonish, Shawn McClean, Joel Koopman, Kai Chi Yam","doi":"10.1177/01492063241311855","DOIUrl":"https://doi.org/10.1177/01492063241311855","url":null,"abstract":"With the arrival of the Fourth Industrial Revolution, intelligent machines are affecting the daily lives of multiple organizational stakeholders. However, despite the continued expansion of intelligent machines in society, management scholarship has generally lagged, and current frameworks are under-equipped to offer meaningful guidance regarding the intersection of intelligent machines and organizations. We address this issue via a multidisciplinary review and a novel framework of intelligent machines and value creation. First, we discuss the characteristics of intelligent machines (i.e., autonomy, learning, inscrutability, and materiality) and how variation in these characteristics impacts their affordances and, subsequently, the value offered to stakeholders. We also advance the notion of value contingencies, which captures the idea that the value afforded by intelligent machines is conditional and that stakeholders’ dispositions and exploitation of intelligent machines must be considered when assessing value creation. Building on our framework, we offer recommendations for future research. Overall, we forward the literature by showcasing how intelligent machines often create both advantages and disadvantages for stakeholders and demonstrate how practitioners, policymakers, and management scholars may consider this moving forward.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"40 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143191910","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 : 2025-02-05DOI: 10.1177/01492063241312658
Kata Isenring, Rodolphe Durand, Tomi Laamanen
Producers’ resource allocation, performance, and survival depend on how market audiences identify, evaluate, and value them. While research has focused on producers’ heterogeneity, it has not consistently addressed audiences’ heterogeneity despite its critical consequences on producers’ decisions and market dynamics. This review integrates three research perspectives—ecological, socio-cognitive, and optimal distinctiveness—to offer a clearer comprehension of audience heterogeneity. It distinguishes between-audience heterogeneity from within-audience heterogeneity and regroups existing but scattered findings under two audience heterogeneity dimensions: audience plasticity and audience multiplexity. Avenues for research build on these distinctions and underscore the relationships between audience heterogeneity and market temporality, individual reactions (e.g., rooted in ideology and emotions), and technology (in particular AI-enhanced categorization).
{"title":"An Audience Heterogeneity View of Markets: Contributions, Tensions, and Agenda for Future Research","authors":"Kata Isenring, Rodolphe Durand, Tomi Laamanen","doi":"10.1177/01492063241312658","DOIUrl":"https://doi.org/10.1177/01492063241312658","url":null,"abstract":"Producers’ resource allocation, performance, and survival depend on how market audiences identify, evaluate, and value them. While research has focused on producers’ heterogeneity, it has not consistently addressed audiences’ heterogeneity despite its critical consequences on producers’ decisions and market dynamics. This review integrates three research perspectives—ecological, socio-cognitive, and optimal distinctiveness—to offer a clearer comprehension of audience heterogeneity. It distinguishes between-audience heterogeneity from within-audience heterogeneity and regroups existing but scattered findings under two audience heterogeneity dimensions: audience plasticity and audience multiplexity. Avenues for research build on these distinctions and underscore the relationships between audience heterogeneity and market temporality, individual reactions (e.g., rooted in ideology and emotions), and technology (in particular AI-enhanced categorization).","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"136 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143191911","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 : 2025-02-01Epub 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.
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