Research on the influence of internal and external stakeholders on diversity outcomes within organizations has grown in the past decade. Across multiple macro and micro theoretical domains, this body of research has examined various diversity outcomes at different organizational levels. Through an integrative review of literature from management, sociology, psychology, and entrepreneurship, we highlight the channels and pathways of influence and the underlying mechanisms through which four major stakeholder groups—organizational actors, resource exchange partners, institutional actors, and societal forces—impact diversity outcomes in organizations. We discuss future research directions, empirical and conceptual, and present a promising path for future studies to unpack the complex relationships between stakeholders and organizations regarding diversity issues, particularly at the intersection of multiple stakeholders and diversity aspects.
{"title":"A Stakeholder Perspective on Diversity Within Organizations","authors":"Priyanka Dwivedi, Yashodhara Basuthakur, Sridhar Polineni, Srikanth Paruchuri, Aparna Joshi","doi":"10.1177/01492063241280718","DOIUrl":"https://doi.org/10.1177/01492063241280718","url":null,"abstract":"Research on the influence of internal and external stakeholders on diversity outcomes within organizations has grown in the past decade. Across multiple macro and micro theoretical domains, this body of research has examined various diversity outcomes at different organizational levels. Through an integrative review of literature from management, sociology, psychology, and entrepreneurship, we highlight the channels and pathways of influence and the underlying mechanisms through which four major stakeholder groups—organizational actors, resource exchange partners, institutional actors, and societal forces—impact diversity outcomes in organizations. We discuss future research directions, empirical and conceptual, and present a promising path for future studies to unpack the complex relationships between stakeholders and organizations regarding diversity issues, particularly at the intersection of multiple stakeholders and diversity aspects.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"42 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142440188","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 : 2024-10-10DOI: 10.1177/01492063241281466
Anastasia Kukula, Max Reinwald, Rouven Kanitz, Martin Hoegl
Organizations launch diversity initiatives to promote diversity within their ranks, improve the work experiences of underrepresented groups, and satisfy growing demands for diversity in workplace settings. While typically welcomed by the target group, diversity initiatives can be compromised when employees who are not the initiative’s targets—for example, men in the case of gender diversity initiatives—withhold their support. Particularly organizations that are mostly composed of nontargets may thus struggle with a lack of support for their diversity initiatives. To understand how organizations can successfully implement diversity initiatives while preserving nontarget support, we take an uncertainty management perspective and examine the interactive effects of diversity practice type (identity-conscious vs. identity-blind) and leader continuity rhetoric (high vs. low vision of continuity) on nontarget support. In Study 1, using data from a 2 × 2 between-person field experiment in a firefighter organization, we find that framing the initiative under a vision of high (vs. low) continuity preserves nontargets’ anticipatory distributive justice in the face of identity-conscious (vs. identity-blind) practices and thereby promotes initiative support. Study 2, a vignette experiment, replicates our findings and shows that other justice dimensions above and beyond distributive justice appear secondary in this context. Our work has important implications for managing the initiation phase of diversity initiatives in organizations primarily composed of nontargets in a way that fosters nontargets’ perceived justice and support.
{"title":"Bridging the Past, or Breaking From It? Leader Continuity Rhetoric and Nontarget Employee Diversity Initiative Support","authors":"Anastasia Kukula, Max Reinwald, Rouven Kanitz, Martin Hoegl","doi":"10.1177/01492063241281466","DOIUrl":"https://doi.org/10.1177/01492063241281466","url":null,"abstract":"Organizations launch diversity initiatives to promote diversity within their ranks, improve the work experiences of underrepresented groups, and satisfy growing demands for diversity in workplace settings. While typically welcomed by the target group, diversity initiatives can be compromised when employees who are not the initiative’s targets—for example, men in the case of gender diversity initiatives—withhold their support. Particularly organizations that are mostly composed of nontargets may thus struggle with a lack of support for their diversity initiatives. To understand how organizations can successfully implement diversity initiatives while preserving nontarget support, we take an uncertainty management perspective and examine the interactive effects of diversity practice type (identity-conscious vs. identity-blind) and leader continuity rhetoric (high vs. low vision of continuity) on nontarget support. In Study 1, using data from a 2 × 2 between-person field experiment in a firefighter organization, we find that framing the initiative under a vision of high (vs. low) continuity preserves nontargets’ anticipatory distributive justice in the face of identity-conscious (vs. identity-blind) practices and thereby promotes initiative support. Study 2, a vignette experiment, replicates our findings and shows that other justice dimensions above and beyond distributive justice appear secondary in this context. Our work has important implications for managing the initiation phase of diversity initiatives in organizations primarily composed of nontargets in a way that fosters nontargets’ perceived justice and support.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"74 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142397851","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 : 2024-10-09DOI: 10.1177/01492063241281457
Tomke J. Augustin, Markus Pudelko, Bradley Kirkman
Research has identified the usefulness of multicultural and multilingual employees in overcoming cultural and language barriers in international work contexts, but still needs to clarify why and how these employees engage in bridging behavior. Based on in-depth analyses of 154 interviews, we inductively develop a comprehensive model of bridging behaviors with novel and counterintuitive insights. We show that bridging behaviors are not only based on individual strengths, which multiculturals and multilinguals possess, but also—paradoxically—on their weaknesses. Multiculturals’ and multilinguals’ strengths and experience with weaknesses result in different determinants and enactments of bridging. Grounded in our inductive theory building, we propose four bridging behaviors: cultural teaching, language teaching, cultural facilitating, and language facilitating. Multiculturals and multilinguals cycle between these bridging behaviors depending on their capabilities and motivations in specific situations. We provide theoretical and practical implications of our findings.
{"title":"Examining Multiculturals’ and Multilinguals’ Paradoxical Bridging Behaviors in Overcoming Cultural and Language Barriers in Organizations","authors":"Tomke J. Augustin, Markus Pudelko, Bradley Kirkman","doi":"10.1177/01492063241281457","DOIUrl":"https://doi.org/10.1177/01492063241281457","url":null,"abstract":"Research has identified the usefulness of multicultural and multilingual employees in overcoming cultural and language barriers in international work contexts, but still needs to clarify why and how these employees engage in bridging behavior. Based on in-depth analyses of 154 interviews, we inductively develop a comprehensive model of bridging behaviors with novel and counterintuitive insights. We show that bridging behaviors are not only based on individual strengths, which multiculturals and multilinguals possess, but also—paradoxically—on their weaknesses. Multiculturals’ and multilinguals’ strengths and experience with weaknesses result in different determinants and enactments of bridging. Grounded in our inductive theory building, we propose four bridging behaviors: cultural teaching, language teaching, cultural facilitating, and language facilitating. Multiculturals and multilinguals cycle between these bridging behaviors depending on their capabilities and motivations in specific situations. We provide theoretical and practical implications of our findings.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142397854","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 : 2024-10-05DOI: 10.1177/01492063241282649
Shihan Li, David Krackhardt, Nynke M. D. Niezink
Employees’ career trajectories in project-based organizations are closely associated with their project participation history. Yet, little is known about what features make a project stand out as a career booster for its participants and who obtains more career benefits than others from working on “hotshot” projects. In this study, we focus on a unique feature of projects—project status—and theorize about potential network-related sources from which it derives. Specifically, we develop arguments for how the pattern of a project’s social relations with other projects in the project network reflects the project’s status. Then, we deduce hypotheses regarding the impact of project status on employees’ career advancement and the moderating role of one’s hierarchical level in this relationship, drawing on the literature on status diffusion, endorsement, evaluative uncertainty, and attribution. Our empirical examinations entailed two studies. Study 1 provides evidence for the validity of using a network structural feature of a project to indicate its status using data from a high-tech company’s R&D projects. Study 2 tested our hypotheses by leveraging a sample of over 1,000 IT specialists in a multinational accounting firm tracked over five years. We found that employees assigned to higher-status projects received faster promotions. This career advantage was moderated by a person’s organizational hierarchical level in a complex way such that middle-level people obtained more rapid promotions when assigned to high-status projects than their bottom- or top-level counterparts.
{"title":"The Importance of Project Status for Career Success: A Network Perspective","authors":"Shihan Li, David Krackhardt, Nynke M. D. Niezink","doi":"10.1177/01492063241282649","DOIUrl":"https://doi.org/10.1177/01492063241282649","url":null,"abstract":"Employees’ career trajectories in project-based organizations are closely associated with their project participation history. Yet, little is known about what features make a project stand out as a career booster for its participants and who obtains more career benefits than others from working on “hotshot” projects. In this study, we focus on a unique feature of projects—project status—and theorize about potential network-related sources from which it derives. Specifically, we develop arguments for how the pattern of a project’s social relations with other projects in the project network reflects the project’s status. Then, we deduce hypotheses regarding the impact of project status on employees’ career advancement and the moderating role of one’s hierarchical level in this relationship, drawing on the literature on status diffusion, endorsement, evaluative uncertainty, and attribution. Our empirical examinations entailed two studies. Study 1 provides evidence for the validity of using a network structural feature of a project to indicate its status using data from a high-tech company’s R&D projects. Study 2 tested our hypotheses by leveraging a sample of over 1,000 IT specialists in a multinational accounting firm tracked over five years. We found that employees assigned to higher-status projects received faster promotions. This career advantage was moderated by a person’s organizational hierarchical level in a complex way such that middle-level people obtained more rapid promotions when assigned to high-status projects than their bottom- or top-level counterparts.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"224 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142383719","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 : 2024-09-30DOI: 10.1177/01492063241281467
Thomas K. Kelemen, Michael J. Matthews, Mark C. Bolino, Allison S. Gabriel, Mahira L. Ganster
Despite the personal, financial, and social implications of divorce for employees, research on the intersection of divorce and work has been mainly conducted across disparate literatures, with limited attention paid within the organizational sciences. In this review, we bring together research on employee divorce across multiple disciplines, including sociology, public health, legal studies, economics, family studies, and psychology. We identify three major areas of prior research that can be applied to our understanding of divorce within organizational contexts: interrole interdependencies, economic dependency, and social dynamics. We also highlight overarching themes that emerge from prior research on divorce and work. Building on our review, we then provide recommendations about how to theoretically and empirically advance research on divorce and work. Finally, we discuss the practical implications of our review.
{"title":"Understanding the Relationships Between Divorce and Work: A Conceptual Framework and Research Agenda","authors":"Thomas K. Kelemen, Michael J. Matthews, Mark C. Bolino, Allison S. Gabriel, Mahira L. Ganster","doi":"10.1177/01492063241281467","DOIUrl":"https://doi.org/10.1177/01492063241281467","url":null,"abstract":"Despite the personal, financial, and social implications of divorce for employees, research on the intersection of divorce and work has been mainly conducted across disparate literatures, with limited attention paid within the organizational sciences. In this review, we bring together research on employee divorce across multiple disciplines, including sociology, public health, legal studies, economics, family studies, and psychology. We identify three major areas of prior research that can be applied to our understanding of divorce within organizational contexts: interrole interdependencies, economic dependency, and social dynamics. We also highlight overarching themes that emerge from prior research on divorce and work. Building on our review, we then provide recommendations about how to theoretically and empirically advance research on divorce and work. Finally, we discuss the practical implications of our review.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"111 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360216","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 : 2024-09-30DOI: 10.1177/01492063241282640
Li Dai, Michael A. Hitt, Chunhui Huo, Christine M. Chan
Research on subnational institutions is largely motivated by the observation that formal and informal institutions within countries are unevenly configured over geographical space. Although diverse, this relatively nascent body of work has yet to explicate firm activity across subnational locales that exhibit institutional dissimilarity and isomorphism with both proximate and distant centers of political-economic power. To characterize firm activity over such spatially continuous institutional landscapes within countries, we synthesize insights from the subnational institutions literature by introducing a topography framework with its characteristic dimensions comprised of (1) polycentricity, (2) elevation, and (3) slope. We discuss theoretical contributions from using this framework to review 92 articles in the period 1999 to 2024 from 24 journals before concluding with directions for future research. This work integrates knowledge on subnational institutions across management sub-fields, including, but not limited to, international business, strategic management, and entrepreneurship.
{"title":"Institutional Topography: A Review of Subnational Institutions","authors":"Li Dai, Michael A. Hitt, Chunhui Huo, Christine M. Chan","doi":"10.1177/01492063241282640","DOIUrl":"https://doi.org/10.1177/01492063241282640","url":null,"abstract":"Research on subnational institutions is largely motivated by the observation that formal and informal institutions within countries are unevenly configured over geographical space. Although diverse, this relatively nascent body of work has yet to explicate firm activity across subnational locales that exhibit institutional dissimilarity and isomorphism with both proximate and distant centers of political-economic power. To characterize firm activity over such spatially continuous institutional landscapes within countries, we synthesize insights from the subnational institutions literature by introducing a topography framework with its characteristic dimensions comprised of (1) polycentricity, (2) elevation, and (3) slope. We discuss theoretical contributions from using this framework to review 92 articles in the period 1999 to 2024 from 24 journals before concluding with directions for future research. This work integrates knowledge on subnational institutions across management sub-fields, including, but not limited to, international business, strategic management, and entrepreneurship.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"58 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360219","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 : 2024-09-30DOI: 10.1177/01492063241278803
Amanda Williams, John N. Parker, Steve Kennedy, Gail Whiteman
Cross-sector partnerships formed to address societal challenges are widely advocated and increasingly common. Joint goal setting is an essential phase in the collaborative process that can determine the course of a partnership. Yet, little is known about how cross-sector goals change and evolve because goal alignment between partners is often taken for granted. In this article, we qualitatively investigate a case of goal setting within a high-profile partnership across the academic and business sectors called Action2020, which aimed at accelerating global corporate sustainability action based on the planetary boundaries framework. We find that cross-sector goal setting is an iterative, multiphase process complicated by deep-seated sectoral differences that trigger paradoxes and conflict. Our main contribution is a process model of cross-sector goal setting comprising three phases: coalescing, protecting, and reconciling sectoral interests. Our model offers three unique insights that advance the cross-sector paradox literature: Altering the cross-sector goal can harness new opportunities of key turning points in the collaboration, shifting the opposing poles of paradoxes may be a necessary management approach to overcome collaborative barriers, and intermediaries may dampen the ambition of collaborative goals in order to temper paradoxes. We also contribute to the corporate sustainability literature and discuss the implications of moving from organization-centric to systems-based sustainability targets.
{"title":"A Process Study of Evolving Paradoxes and Cross-Sector Goals: A Partnership to Accelerate Global Sustainability","authors":"Amanda Williams, John N. Parker, Steve Kennedy, Gail Whiteman","doi":"10.1177/01492063241278803","DOIUrl":"https://doi.org/10.1177/01492063241278803","url":null,"abstract":"Cross-sector partnerships formed to address societal challenges are widely advocated and increasingly common. Joint goal setting is an essential phase in the collaborative process that can determine the course of a partnership. Yet, little is known about how cross-sector goals change and evolve because goal alignment between partners is often taken for granted. In this article, we qualitatively investigate a case of goal setting within a high-profile partnership across the academic and business sectors called Action2020, which aimed at accelerating global corporate sustainability action based on the planetary boundaries framework. We find that cross-sector goal setting is an iterative, multiphase process complicated by deep-seated sectoral differences that trigger paradoxes and conflict. Our main contribution is a process model of cross-sector goal setting comprising three phases: coalescing, protecting, and reconciling sectoral interests. Our model offers three unique insights that advance the cross-sector paradox literature: Altering the cross-sector goal can harness new opportunities of key turning points in the collaboration, shifting the opposing poles of paradoxes may be a necessary management approach to overcome collaborative barriers, and intermediaries may dampen the ambition of collaborative goals in order to temper paradoxes. We also contribute to the corporate sustainability literature and discuss the implications of moving from organization-centric to systems-based sustainability targets.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"34 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360217","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 : 2024-09-26DOI: 10.1177/01492063241274284
Qiang (John) Li, Songcui Hu, Wei Shi
This study examines the influence of firms’ internal control weakness (ICW) reported under the Sarbanes-Oxley Act (SOX) on their subsequent divestiture decisions and the performance of these decisions. We argue that following ICW disclosure, firms are inclined to pursue corporate divestitures because such divestitures can reduce organizational complexity and help remedy firms’ ICW. We also propose that the positive influence of ICW disclosure on divestitures is stronger when a firm has recently appointed a CEO but weaker when there is a higher prevalence of ICW within the industry. Furthermore, we investigate the dual performance implications of divestitures following ICW disclosure. Although these divestitures, compared to divestitures not following ICW disclosure, are associated with higher stock market performance, they are also associated with slower sales growth for firms’ core businesses. We present empirical evidence that supports our arguments using a sample of S&P 1500 firms from 2003 to 2020. This study advances corporate strategy research by highlighting the role of ICW in shaping corporate divestiture decisions and documenting the multifaceted performance implications of such divestitures.
{"title":"Internal Control Weakness and Corporate Divestitures","authors":"Qiang (John) Li, Songcui Hu, Wei Shi","doi":"10.1177/01492063241274284","DOIUrl":"https://doi.org/10.1177/01492063241274284","url":null,"abstract":"This study examines the influence of firms’ internal control weakness (ICW) reported under the Sarbanes-Oxley Act (SOX) on their subsequent divestiture decisions and the performance of these decisions. We argue that following ICW disclosure, firms are inclined to pursue corporate divestitures because such divestitures can reduce organizational complexity and help remedy firms’ ICW. We also propose that the positive influence of ICW disclosure on divestitures is stronger when a firm has recently appointed a CEO but weaker when there is a higher prevalence of ICW within the industry. Furthermore, we investigate the dual performance implications of divestitures following ICW disclosure. Although these divestitures, compared to divestitures not following ICW disclosure, are associated with higher stock market performance, they are also associated with slower sales growth for firms’ core businesses. We present empirical evidence that supports our arguments using a sample of S&P 1500 firms from 2003 to 2020. This study advances corporate strategy research by highlighting the role of ICW in shaping corporate divestiture decisions and documenting the multifaceted performance implications of such divestitures.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"33 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142325471","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}
New roles birthed by organizational inclusion initiatives present an interesting puzzle. On the one hand, they hold the promise to foster inclusion objectives more directly through their formalization in the organizational structure. On the other hand, they tend to be ambiguous as to what occupants are expected to do and how to reconcile this with existing organizational goals and processes. Therefore, they create a burden for their occupants to create a role identity that legitimizes who they are and what they do. To address this puzzle, we draw on a qualitative study of early occupants of the newly created role of lady officer within the Indian military. We find that their role identity construction involved negotiating an optimal balance between professional and inclusion-informed identities through discursive and embodied identity work. Role occupants’ identity work initially emphasized elements of their professional identity and subsequently infused elements of departure informed by their views of the role. In doing so, they sought to shape interpretations of the role and craft a sense of role legitimacy. Our key contribution lies in developing an emergent theory of identity construction by occupants of inclusion-focused roles, illustrating their efforts to craft a role identity and a sense of legitimacy for their role and themselves in it amid challenges posed by role ambiguity and by societal and organizational tensions.
{"title":"Tokens or Trailblazers: Identity Construction of Occupants of New Inclusion-Driven Roles","authors":"Federica Pazzaglia, Karan Sonpar, Mukta Kulkarni, Navya Maheshwari","doi":"10.1177/01492063241282762","DOIUrl":"https://doi.org/10.1177/01492063241282762","url":null,"abstract":"New roles birthed by organizational inclusion initiatives present an interesting puzzle. On the one hand, they hold the promise to foster inclusion objectives more directly through their formalization in the organizational structure. On the other hand, they tend to be ambiguous as to what occupants are expected to do and how to reconcile this with existing organizational goals and processes. Therefore, they create a burden for their occupants to create a role identity that legitimizes who they are and what they do. To address this puzzle, we draw on a qualitative study of early occupants of the newly created role of lady officer within the Indian military. We find that their role identity construction involved negotiating an optimal balance between professional and inclusion-informed identities through discursive and embodied identity work. Role occupants’ identity work initially emphasized elements of their professional identity and subsequently infused elements of departure informed by their views of the role. In doing so, they sought to shape interpretations of the role and craft a sense of role legitimacy. Our key contribution lies in developing an emergent theory of identity construction by occupants of inclusion-focused roles, illustrating their efforts to craft a role identity and a sense of legitimacy for their role and themselves in it amid challenges posed by role ambiguity and by societal and organizational tensions.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142325472","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 : 2024-09-20DOI: 10.1177/01492063241277168
Talya N. Bauer, Berrin Erdogan, Allison M. Ellis, Donald M. Truxillo, Grant M. Brady, Todd Bodner
The effective socialization of newcomers into organizations is critical for employee and organizational success. As such, ensuring successful onboarding has become even more pivotal for newcomer adjustment, performance, and retention. The literature has seen significant growth and incorporated new theoretical perspectives, such as resource-based approaches since the most recent comprehensive meta-analytic review of the literature. Therefore, we extended earlier reviews by presenting an updated model of the socialization process, reviewing the literature, and examining this updated model via meta-analysis. In all, we identified 256 studies that met our meta-analytic inclusion criteria, and 183 with sufficient k across construct categories were included in our meta-analysis. At the correlational level, we analyzed antecedents to proximal adjustment indicators and proximal adjustment to distal outcomes. We examined a potential moderator, whether the study took place in a horizontal-individualistic (HI) versus vertical-collectivistic (VC) culture. Last, we analyzed a path model to identify unique relationships between specific antecedents (age, full-time work experience, organizational tenure, proactive personality, information seeking, organizational tactics, insider mentoring/supporting), proximal adjustment indicators (social acceptance, role clarity, task mastery, perceived fit), and distal outcomes (job satisfaction, organizational commitment, turnover intentions, other-rated performance, and well-being). Our analyses uncover the role of proactive personality and proactive newcomer behaviors in newcomer adjustment and the importance of social acceptance for newcomers. They also identify perceptions of fit as an important but relatively under-examined adjustment indicator and newcomer well-being as an additional socialization outcome. We develop future directions for socialization theory and research methods.
让新人有效融入组织对于员工和组织的成功至关重要。因此，确保成功的入职对于新人的适应、绩效和留任变得更加重要。自最近一次对文献进行全面的元分析综述以来，相关文献有了长足的发展，并纳入了新的理论视角，如基于资源的方法。因此，我们对之前的综述进行了扩展，提出了社会化过程的最新模型，对文献进行了综述，并通过元分析对这一最新模型进行了研究。我们总共确定了 256 项符合荟萃分析纳入标准的研究，其中 183 项研究具有足够的跨构建类别 k 值，被纳入荟萃分析。在相关层面上，我们分析了近端适应指标的前因和远端结果的近端适应。我们还研究了一个潜在的调节因素，即研究是在横向个人主义（HI）文化还是纵向集体主义（VC）文化中进行的。最后，我们分析了一个路径模型，以确定特定前因（年龄、全职工作经验、组织任期、积极主动型人格、信息寻求、组织策略、内部指导/支持）、近端适应指标（社会认可度、角色清晰度、任务掌握度、感知契合度）和远端结果（工作满意度、组织承诺、离职意向、其他绩效和幸福感）之间的独特关系。我们的分析揭示了积极主动的个性和积极主动的新人行为在新人适应中的作用，以及社会接纳对新人的重要性。此外，我们还发现，适应感是一个重要的适应指标，但对其的研究相对较少，而新人的幸福感则是另一个社会化结果。我们提出了社会化理论和研究方法的未来发展方向。
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