Pub Date : 2025-12-04DOI: 10.1177/01492063251387664
Sohrab Soleimanof, G. Tyge Payne, Curt Moore, Matthew W. Rutherford
Cronyism promotes the exchange of favors among connected parties based on relationships rather than merit, granting them undue advantages in securing opportunities and resources. This study examines the impact of cronyism on the quantity and quality of entrepreneurship. The analysis of data from 98 countries over 8 years (482 country-year observations) indicates that cronyism is negatively associated with the quantity of productive entrepreneurship, and positively associated with the prevalence of unproductive entrepreneurship. Furthermore, the results reveal that cronyism diminishes the quality of entrepreneurship productivity across countries. Interestingly, the findings suggest that a stronger rule of law exacerbates the detrimental effects of cronyism on entrepreneurship productivity. These results extend our understanding of cronyism as a crucial yet understudied informal institution with major implications for management and entrepreneurship.
{"title":"Cronyism, Rule of Law, and Entrepreneurship: A Country-Level Examination","authors":"Sohrab Soleimanof, G. Tyge Payne, Curt Moore, Matthew W. Rutherford","doi":"10.1177/01492063251387664","DOIUrl":"https://doi.org/10.1177/01492063251387664","url":null,"abstract":"Cronyism promotes the exchange of favors among connected parties based on relationships rather than merit, granting them undue advantages in securing opportunities and resources. This study examines the impact of cronyism on the quantity and quality of entrepreneurship. The analysis of data from 98 countries over 8 years (482 country-year observations) indicates that cronyism is negatively associated with the quantity of productive entrepreneurship, and positively associated with the prevalence of unproductive entrepreneurship. Furthermore, the results reveal that cronyism diminishes the quality of entrepreneurship productivity across countries. Interestingly, the findings suggest that a stronger rule of law exacerbates the detrimental effects of cronyism on entrepreneurship productivity. These results extend our understanding of cronyism as a crucial yet understudied informal institution with major implications for management and entrepreneurship.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"4 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145664426","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 : 2025-11-17DOI: 10.1177/01492063251381323
Robert Langan, Ryan Krause, Markus Menz
Prior research suggests that firm-specific human capital is important in enabling board chairs to effectively lead their boards in their oversight duties. Despite this, some boards appoint newcomer directors to the chair position. This paper seeks to explain why. Building on power circulation and faultline theories, we posit that boards characterized by strongly divided subgroups with none dominant over the board may have difficulty in agreeing on promoting a director from among their ranks to the chair position, and instead select a board newcomer as a compromise solution. We further argue that this will be moderated by factors that affect either the power dynamics or the degree of contestation on the board. Analyses on a sample of 2,199 board chair appointments at S&P 1500 firms between the years 2001 and 2017 support our hypotheses.
{"title":"Compromise Leadership: Competing Board Subgroups and the Appointment of a Newcomer Chair","authors":"Robert Langan, Ryan Krause, Markus Menz","doi":"10.1177/01492063251381323","DOIUrl":"https://doi.org/10.1177/01492063251381323","url":null,"abstract":"Prior research suggests that firm-specific human capital is important in enabling board chairs to effectively lead their boards in their oversight duties. Despite this, some boards appoint newcomer directors to the chair position. This paper seeks to explain why. Building on power circulation and faultline theories, we posit that boards characterized by strongly divided subgroups with none dominant over the board may have difficulty in agreeing on promoting a director from among their ranks to the chair position, and instead select a board newcomer as a compromise solution. We further argue that this will be moderated by factors that affect either the power dynamics or the degree of contestation on the board. Analyses on a sample of 2,199 board chair appointments at S&P 1500 firms between the years 2001 and 2017 support our hypotheses.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"120 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145531472","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 : 2025-11-17DOI: 10.1177/01492063251381314
Tine Buyl, Boris Lokshin, Christophe Boone
Narcissistic CEOs have been found to invest in corporate social responsibility (CSR) in prior research, but the empirical results are not straightforward. To address this, we bring in the institutional context as a moderator. We build on neo-institutional theory to argue that the institutional context shapes what audiences value and find legitimate in terms of CSR behaviors: Corporate philanthropy, a form of tactical CSR, is appreciated in liberal market economies (LMEs) but less so in coordinated market economies (CMEs), whereas strategic CSR, which requires a long-term horizon and substantial resource investments, is considered legitimate in CMEs but less so in LMEs. We theorize that narcissistic CEOs will try to pursue excellence (among their peers) in CSR activities that align with the norms and expectations in their institutional context in order to gain praise and avoid disapproval from their audiences and to bolster their moral superiority. Hence, we expect that the institutional context will moderate the relationship between CEO narcissism and CSR behavior such that in LMEs narcissistic CEOs will engage more in philanthropy than their peers but not in strategic CSR, whereas in CMEs they will invest more in strategic CSR but not in philanthropy. We test our predictions using panel data (2002-2023) from 148 large firms and 493 CEOs operating in 18 countries. Our pattern of findings supports our theory. By developing and testing a theoretical mechanism that connects macro-level institutional context with micro-level firm and CEO behavior, we contribute to both strategic leadership and CSR literature.
{"title":"How Institutional Context Affects Narcissistic CEOs’ CSR Activities","authors":"Tine Buyl, Boris Lokshin, Christophe Boone","doi":"10.1177/01492063251381314","DOIUrl":"https://doi.org/10.1177/01492063251381314","url":null,"abstract":"Narcissistic CEOs have been found to invest in corporate social responsibility (CSR) in prior research, but the empirical results are not straightforward. To address this, we bring in the institutional context as a moderator. We build on neo-institutional theory to argue that the institutional context shapes what audiences value and find legitimate in terms of CSR behaviors: Corporate philanthropy, a form of tactical CSR, is appreciated in liberal market economies (LMEs) but less so in coordinated market economies (CMEs), whereas strategic CSR, which requires a long-term horizon and substantial resource investments, is considered legitimate in CMEs but less so in LMEs. We theorize that narcissistic CEOs will try to pursue excellence (among their peers) in CSR activities that align with the norms and expectations in their institutional context in order to gain praise and avoid disapproval from their audiences and to bolster their moral superiority. Hence, we expect that the institutional context will moderate the relationship between CEO narcissism and CSR behavior such that in LMEs narcissistic CEOs will engage more in philanthropy than their peers but not in strategic CSR, whereas in CMEs they will invest more in strategic CSR but not in philanthropy. We test our predictions using panel data (2002-2023) from 148 large firms and 493 CEOs operating in 18 countries. Our pattern of findings supports our theory. By developing and testing a theoretical mechanism that connects macro-level institutional context with micro-level firm and CEO behavior, we contribute to both strategic leadership and CSR literature.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"170 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145531614","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 : 2025-11-15DOI: 10.1177/01492063251383806
Xin Li
The literature on organizational paradoxes emphasizes the importance of both/and thinking and action. Yet, while often treated as a unitary concept, both/and has been interpreted and operationalized in diverse ways—such as ambidexterity, transcendence, Yin-Yang balancing, and Zhong-Yong middle way. To enhance conceptual clarity and coherence, this paper decomposes the notion of both/and and identifies generic strategies for simultaneously engaging paradoxical opposites. I begin by reviewing individual responses and prior classifications of responses to paradoxical tensions, which reveals five distinct responses beyond either/or logics. Building on these, I develop a typology that specifies and relates five variants of both/and thinking. These are organized into five ideal types—superficial Either-And, multiversal Both-Or, ambivalent Both-And, reconciliatory Both-Nor, and transcendent Neither-And—collectively forming the acronym SMART. I illustrate the application of the SMART framework by analyzing how organizations navigate the profitability versus responsibility tension, a paradox central to modern business practice. I conclude the paper by identifying the limitations of the present study and avenues for future research.
{"title":"Microstructure of “Both/And”: SMART Strategies for Simultaneously Engaging Paradoxical Opposites","authors":"Xin Li","doi":"10.1177/01492063251383806","DOIUrl":"https://doi.org/10.1177/01492063251383806","url":null,"abstract":"The literature on organizational paradoxes emphasizes the importance of both/and thinking and action. Yet, while often treated as a unitary concept, both/and has been interpreted and operationalized in diverse ways—such as ambidexterity, transcendence, Yin-Yang balancing, and Zhong-Yong middle way. To enhance conceptual clarity and coherence, this paper decomposes the notion of both/and and identifies generic strategies for simultaneously engaging paradoxical opposites. I begin by reviewing individual responses and prior classifications of responses to paradoxical tensions, which reveals five distinct responses beyond either/or logics. Building on these, I develop a typology that specifies and relates five variants of both/and thinking. These are organized into five ideal types—superficial Either-And, multiversal Both-Or, ambivalent Both-And, reconciliatory Both-Nor, and transcendent Neither-And—collectively forming the acronym SMART. I illustrate the application of the SMART framework by analyzing how organizations navigate the profitability versus responsibility tension, a paradox central to modern business practice. I conclude the paper by identifying the limitations of the present study and avenues for future research.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"26 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145515788","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 : 2025-11-13DOI: 10.1177/01492063251386745
Lindsey M. Greco, Anna C. Lennard, Jayci R. Pickering, Nikolaos Dimotakis, Sherry (Qiang) Fu
Employees identify with multiple groups at work, each with distinct values and behavioral expectations. Though the identification literature argues that the relative effects of different identification groups vary depending on their subjective importance and situational relevance, identification is still largely conceptualized as stable, independent, and static. This ignores how different identifications might fluctuate in salience throughout the day and how they might influence each other. We extend the identification literature through the development of a theoretical model of dynamic identification—demonstrating that workplace conflict is a primary mechanism through which identification fluctuates, as well as the simultaneous effects of different identifications (i.e., team and organization) on important workplace outcomes. In a multistudy approach including two ESM studies and supplemental experiments, we demonstrate that increased conflict in a focal group reduced focal group identification salience and that this effect was strengthened when nonfocal group conflict was low, such that the nonfocal identification represented a “greener pasture” compared to the focal group.
{"title":"Dynamic Identification: Situational Relevance and Fluctuations in Team and Organizational Identification Salience Across the Workday","authors":"Lindsey M. Greco, Anna C. Lennard, Jayci R. Pickering, Nikolaos Dimotakis, Sherry (Qiang) Fu","doi":"10.1177/01492063251386745","DOIUrl":"https://doi.org/10.1177/01492063251386745","url":null,"abstract":"Employees identify with multiple groups at work, each with distinct values and behavioral expectations. Though the identification literature argues that the relative effects of different identification groups vary depending on their subjective importance and situational relevance, identification is still largely conceptualized as stable, independent, and static. This ignores how different identifications might fluctuate in salience throughout the day and how they might influence each other. We extend the identification literature through the development of a theoretical model of dynamic identification—demonstrating that workplace conflict is a primary mechanism through which identification fluctuates, as well as the simultaneous effects of different identifications (i.e., team and organization) on important workplace outcomes. In a multistudy approach including two ESM studies and supplemental experiments, we demonstrate that increased conflict in a focal group reduced focal group identification salience and that this effect was strengthened when nonfocal group conflict was low, such that the nonfocal identification represented a “greener pasture” compared to the focal group.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"181 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145499047","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 : 2025-11-12DOI: 10.1177/01492063251383826
Sharon B. Sheridan, Dejun Tony Kong, Liuba Y. Belkin, Maureen L. Ambrose, William J. Becker
Feeling appreciated is integral to developing and sustaining high-quality relationships, yet many employees do not feel appreciated at work. Drawing on risk regulation theory for interdependent relationships, we developed a risk regulation model of supervisor gratitude expression, felt appreciation, and subordinate voice. We propose that when a supervisor’s agentic or communal gratitude expression aligns with a subordinate’s preference, the subordinate will experience greater felt appreciation and thus engage more in voice—a relationally risky behavior. First, we followed a five-step scale-development process using four distinct samples to create and validate measures of supervisors’ agentic and communal gratitude expression and subordinates’ corresponding preferences. We then tested our model in a multiwave, multisource field survey with 124 supervisor–subordinate dyads. We found that the congruence (incongruence) between supervisor gratitude expression and subordinate preference was positively (negatively) related to subordinate felt appreciation and subsequent voice, with distinct patterns emerging for supervisor agentic and communal expression. Further, in two supplementary experiments, we demonstrated that felt appreciation promotes voice via perceived regard and perceived reduction of relational risk. We discuss the theoretical and practical implications, highlighting the importance of distinguishing the two types of supervisor gratitude expressions and their responsiveness to subordinate preferences while outlining promising avenues for research on gratitude and felt appreciation at work.
{"title":"More Than Words: A Risk Regulation Model of Supervisor Gratitude Expression, Felt Appreciation, and Subordinate Voice","authors":"Sharon B. Sheridan, Dejun Tony Kong, Liuba Y. Belkin, Maureen L. Ambrose, William J. Becker","doi":"10.1177/01492063251383826","DOIUrl":"https://doi.org/10.1177/01492063251383826","url":null,"abstract":"Feeling appreciated is integral to developing and sustaining high-quality relationships, yet many employees do not feel appreciated at work. Drawing on risk regulation theory for interdependent relationships, we developed a risk regulation model of supervisor gratitude expression, felt appreciation, and subordinate voice. We propose that when a supervisor’s agentic or communal gratitude expression aligns with a subordinate’s preference, the subordinate will experience greater felt appreciation and thus engage more in voice—a relationally risky behavior. First, we followed a five-step scale-development process using four distinct samples to create and validate measures of supervisors’ agentic and communal gratitude expression and subordinates’ corresponding preferences. We then tested our model in a multiwave, multisource field survey with 124 supervisor–subordinate dyads. We found that the congruence (incongruence) between supervisor gratitude expression and subordinate preference was positively (negatively) related to subordinate felt appreciation and subsequent voice, with distinct patterns emerging for supervisor agentic and communal expression. Further, in two supplementary experiments, we demonstrated that felt appreciation promotes voice via perceived regard and perceived reduction of relational risk. We discuss the theoretical and practical implications, highlighting the importance of distinguishing the two types of supervisor gratitude expressions and their responsiveness to subordinate preferences while outlining promising avenues for research on gratitude and felt appreciation at work.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"22 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145491814","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 : 2025-11-11DOI: 10.1177/01492063251378092
Catherine Midel Deen, Christian Kiewitz, Jun-Yeob Kim, Simon Lloyd D. Restubog, Ying-Yi Chih, Robert L. Tang
Micromanagement (MM) is a popular topic in management circles, where its negative reputation is palpable, and yet academics have not shared this interest. As a result, our understanding of MM is deficient, marred by disjointed definitions and paradoxical views. Our research aims to clarify the construct and measurement of MM through a series of five studies that (1) define the MM construct, (2) develop a psychometrically reliable and valid measure, and (3) validate a preliminary nomological network. Based on combined deductive and inductive approaches, we establish a comprehensive construct definition of MM. Subsequently, we develop and validate a nine-item Micromanagement Scale (MMS-9). Drawing on data from eight distinct samples encompassing 1,723 individuals employed across diverse industries, we found that (a) MM is a hierarchical construct comprising three related core attributes (i.e., controlling, close monitoring, detail focus) and three key features (i.e., excessive, sustained, unnecessary), (b) the MMS-9 exhibits nomological validity, as evidenced by its significant relationships with theorized antecedents (e.g., low trust and leader-member exchange) and consequences (e.g., high turnover intentions and emotional exhaustion), and (c) the MMS-9 demonstrates discriminant and incremental validity against relevant orbiting leadership constructs (i.e., authoritarian leadership, participative leadership, empowering leadership, initiating structure, directive leadership, and abusive supervision). We discuss the implications of the MMS-9’s availability for advancing the study of micromanagement, with particular focus on potential avenues for future research.
{"title":"Helicopter Bosses: Development and Validation of the Micromanagement Scale","authors":"Catherine Midel Deen, Christian Kiewitz, Jun-Yeob Kim, Simon Lloyd D. Restubog, Ying-Yi Chih, Robert L. Tang","doi":"10.1177/01492063251378092","DOIUrl":"https://doi.org/10.1177/01492063251378092","url":null,"abstract":"Micromanagement (MM) is a popular topic in management circles, where its negative reputation is palpable, and yet academics have not shared this interest. As a result, our understanding of MM is deficient, marred by disjointed definitions and paradoxical views. Our research aims to clarify the construct and measurement of MM through a series of five studies that (1) define the MM construct, (2) develop a psychometrically reliable and valid measure, and (3) validate a preliminary nomological network. Based on combined deductive and inductive approaches, we establish a comprehensive construct definition of MM. Subsequently, we develop and validate a nine-item Micromanagement Scale (MMS-9). Drawing on data from eight distinct samples encompassing 1,723 individuals employed across diverse industries, we found that (a) MM is a hierarchical construct comprising three related core attributes (i.e., controlling, close monitoring, detail focus) and three key features (i.e., excessive, sustained, unnecessary), (b) the MMS-9 exhibits nomological validity, as evidenced by its significant relationships with theorized antecedents (e.g., low trust and leader-member exchange) and consequences (e.g., high turnover intentions and emotional exhaustion), and (c) the MMS-9 demonstrates discriminant and incremental validity against relevant orbiting leadership constructs (i.e., authoritarian leadership, participative leadership, empowering leadership, initiating structure, directive leadership, and abusive supervision). We discuss the implications of the MMS-9’s availability for advancing the study of micromanagement, with particular focus on potential avenues for future research.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"110 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145485662","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}
Although some scholars in strategic human resource management (SHRM) research have suggested that HRM investments can be effective in reducing the negative repercussions of employee downsizing, other scholars have argued that such HRM investments could convey contradictory messages to employees, resulting in more negative employee reactions and decreased firm performance. In this research, we addressed this unsettled question by looking into the mergers and acquisitions (M&A) context, where we theorized that the acquiring firm’s HRM investments can positively moderate the negative effect of employee downsizing on firm performance by invoking positive sensemaking processes from remaining acquired firm employees. Moreover, the positive sensemaking effects of HRM investments extend beyond remaining acquired firm employees to influence the overall performance of the merged firm. We examined established HRM investments by acquiring firms prior to the M&A and additional HRM investments made after the M&A. Using a representative sample of 5,467 firm-year observations from 1,214 U.S. publicly traded firms between 2002 and 2018, we found that both pre- and post-acquisition HRM investments by acquiring firms mitigate the negative effect of employee downsizing following M&A on firm performance. We discuss the implications of these findings for both research and practice.
{"title":"It’s Different: Examining the Effect of HRM Investments on Employee Downsizing Following Mergers and Acquisitions","authors":"Pingshu Li, Mengwei Li, Hyesook Chung, Clint Chadwick","doi":"10.1177/01492063251382856","DOIUrl":"https://doi.org/10.1177/01492063251382856","url":null,"abstract":"Although some scholars in strategic human resource management (SHRM) research have suggested that HRM investments can be effective in reducing the negative repercussions of employee downsizing, other scholars have argued that such HRM investments could convey contradictory messages to employees, resulting in more negative employee reactions and decreased firm performance. In this research, we addressed this unsettled question by looking into the mergers and acquisitions (M&A) context, where we theorized that the acquiring firm’s HRM investments can positively moderate the negative effect of employee downsizing on firm performance by invoking positive sensemaking processes from remaining acquired firm employees. Moreover, the positive sensemaking effects of HRM investments extend beyond remaining acquired firm employees to influence the overall performance of the merged firm. We examined established HRM investments by acquiring firms prior to the M&A and additional HRM investments made after the M&A. Using a representative sample of 5,467 firm-year observations from 1,214 U.S. publicly traded firms between 2002 and 2018, we found that both pre- and post-acquisition HRM investments by acquiring firms mitigate the negative effect of employee downsizing following M&A on firm performance. We discuss the implications of these findings for both research and practice.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"1 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145485661","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 : 2025-11-08DOI: 10.1177/01492063251368810
Ruolian Fang, Wen-Dong Li, Daniel J. Brass
Despite the recognition that newcomers’ ego networks facilitate their adjustment, little is known about changes in their ego-network structures over time and potential drivers for the network changes. Drawing on coevolutionary theory of network dynamics and integrating insights from research on socialization dynamics, we examine the change-related, reciprocal relationships between perceived supervisor behaviors—specifically support and undermining—and structural holes in newcomers’ ego networks (i.e., the extent to which newcomers connect otherwise disconnected individuals). Using latent change score (LCS) modeling in a longitudinal study of new employees, we found evidence of coevolution: perceived supervisor undermining hindered their development of ego networks with increasingly more structural holes; in turn, newcomers who spanned structural holes in their ego networks experienced increasingly more supervisor undermining. Additionally, those whose networks are rich in structural holes perceived increasingly less supervisor support over time. These findings have implications for research on socialization and structural holes.
{"title":"Coevolution of Newcomer Network Structures and Supervisor Support and Undermining: A Latent Change Score Approach","authors":"Ruolian Fang, Wen-Dong Li, Daniel J. Brass","doi":"10.1177/01492063251368810","DOIUrl":"https://doi.org/10.1177/01492063251368810","url":null,"abstract":"Despite the recognition that newcomers’ ego networks facilitate their adjustment, little is known about changes in their ego-network structures over time and potential drivers for the network changes. Drawing on coevolutionary theory of network dynamics and integrating insights from research on socialization dynamics, we examine the change-related, reciprocal relationships between perceived supervisor behaviors—specifically support and undermining—and structural holes in newcomers’ ego networks (i.e., the extent to which newcomers connect otherwise disconnected individuals). Using latent change score (LCS) modeling in a longitudinal study of new employees, we found evidence of coevolution: perceived supervisor undermining hindered their development of ego networks with increasingly more structural holes; in turn, newcomers who spanned structural holes in their ego networks experienced increasingly more supervisor undermining. Additionally, those whose networks are rich in structural holes perceived increasingly less supervisor support over time. These findings have implications for research on socialization and structural holes.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"29 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145472968","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 : 2025-11-08DOI: 10.1177/01492063251377402
Liangting Zhang, Peter Bamberger, Man-Nok Wong, Ningyu Tang
While those transitioning into a new work role often rely on others to assist them, over time they are likely to also provide assistance to others. Accordingly, we examine the trajectories that the provision of such help by those transitioning take over time, as well as key trajectory determinants and socialization-related outcomes. Extending the Temporal Theory of Organizational Citizenship Behavior (TTOCB), we argue and find that such trajectories vary as a function of both the nature of the transition (i.e., transitioning as an organizational incumbent versus as an organizational newcomer), as well as the leadership and normative characteristics of the unit joined. Specifically, we propose and find that both newcomers and transitioning incumbents exhibit an inverted U-shaped helping trajectory, with the trajectory being significantly flatter for transitioning incumbents. Moreover, unit-level supportive leadership and peer descriptive helping norms moderate these trajectories. For both newcomers and transitioning incumbents, the helping trajectory is flatter in units with higher levels of supportive leadership or peer descriptive helping norms. Consistent with these dynamics, we hypothesize and find that variations in helping trajectories are associated with different levels of task performance, social integration, and turnover intentions one year after role entry. Specifically, individuals exhibiting higher and flatter helping trajectories demonstrate higher task performance, greater social integration, and lower turnover intentions. Theoretical and practical implications are discussed.
{"title":"Helping Trajectories During Role Transitions: How They Vary and Why It Matters","authors":"Liangting Zhang, Peter Bamberger, Man-Nok Wong, Ningyu Tang","doi":"10.1177/01492063251377402","DOIUrl":"https://doi.org/10.1177/01492063251377402","url":null,"abstract":"While those transitioning into a new work role often rely on others to assist them, over time they are likely to also provide assistance to others. Accordingly, we examine the trajectories that the provision of such help by those transitioning take over time, as well as key trajectory determinants and socialization-related outcomes. Extending the Temporal Theory of Organizational Citizenship Behavior (TTOCB), we argue and find that such trajectories vary as a function of both the nature of the transition (i.e., transitioning as an organizational incumbent versus as an organizational newcomer), as well as the leadership and normative characteristics of the unit joined. Specifically, we propose and find that both newcomers and transitioning incumbents exhibit an inverted U-shaped helping trajectory, with the trajectory being significantly flatter for transitioning incumbents. Moreover, unit-level supportive leadership and peer descriptive helping norms moderate these trajectories. For both newcomers and transitioning incumbents, the helping trajectory is flatter in units with higher levels of supportive leadership or peer descriptive helping norms. Consistent with these dynamics, we hypothesize and find that variations in helping trajectories are associated with different levels of task performance, social integration, and turnover intentions one year after role entry. Specifically, individuals exhibiting higher and flatter helping trajectories demonstrate higher task performance, greater social integration, and lower turnover intentions. Theoretical and practical implications are discussed.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"82 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145472985","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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