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}
Pub Date : 2025-10-18DOI: 10.1177/01492063251366209
Henrik Wesemann Lekkas, Torben Antretter, Vangelis Souitaris, Dean Shepherd, Joakim Wincent
This article explores the important but understudied topic of authenticity in investment evaluations. Building on research in authenticity and signaling theory, we theorize how visual first impressions, such as clothing, can generate perceptions of authenticity that lead investors to overlook later quality signals, including a lack of prior experience. We found support for our theory in two field studies and a randomized experiment: investors tend to perceive entrepreneurs who are casually dressed as more authentic than those formally dressed, which is associated with higher investor evaluations. Moreover, perceptions of authenticity generated by casual clothes crowd out later signals: Casually dressed entrepreneurs are evaluated highly regardless of their entrepreneurial experience, but formally dressed entrepreneurs are penalized for perceived inexperience. We discuss the implications of our findings for authenticity research, the temporal order of signals, and early-stage investments.
{"title":"Appearing Authentic: How Dress Formality Influences Perceived Authenticity in Investment Evaluations","authors":"Henrik Wesemann Lekkas, Torben Antretter, Vangelis Souitaris, Dean Shepherd, Joakim Wincent","doi":"10.1177/01492063251366209","DOIUrl":"https://doi.org/10.1177/01492063251366209","url":null,"abstract":"This article explores the important but understudied topic of authenticity in investment evaluations. Building on research in authenticity and signaling theory, we theorize how visual first impressions, such as clothing, can generate perceptions of authenticity that lead investors to overlook later quality signals, including a lack of prior experience. We found support for our theory in two field studies and a randomized experiment: investors tend to perceive entrepreneurs who are casually dressed as more authentic than those formally dressed, which is associated with higher investor evaluations. Moreover, perceptions of authenticity generated by casual clothes crowd out later signals: Casually dressed entrepreneurs are evaluated highly regardless of their entrepreneurial experience, but formally dressed entrepreneurs are penalized for perceived inexperience. We discuss the implications of our findings for authenticity research, the temporal order of signals, and early-stage investments.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"14 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145311032","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 : 2025-10-09DOI: 10.1177/01492063251368267
Pengxiang Zhang, Liang Chen, Yang Yang, Sali Li
The evolution of innovation ecosystems hinges on the effective coordination between ecosystem leaders and complementors. While ecosystem-sponsored architectural innovations create new technological opportunities for complementors, they may unintentionally disrupt the performance of complementor products that were originally developed based on legacy architectural designs. This study provides empirical evidence of these disruptive effects and explores how complementors’ alignment with the ecosystem leader mitigates such challenges. Focusing on Apple’s release of Core ML—a proprietary artificial intelligence module—in its mobile ecosystem, we employ a difference-in-differences design to investigate variations in complementor performance after adopting this ecosystem-sponsored architectural innovation. Our findings reveal that complementors’ technological and flow alignment with the ecosystem leader is critical for minimizing performance disruptions and enhancing value creation during ecosystem evolution. This study enriches our understanding of architectural changes and complementor heterogeneity in innovation ecosystems.
{"title":"Marching to the Beat: The Role of Complementor Alignment in the Architectural Evolution of Ecosystems","authors":"Pengxiang Zhang, Liang Chen, Yang Yang, Sali Li","doi":"10.1177/01492063251368267","DOIUrl":"https://doi.org/10.1177/01492063251368267","url":null,"abstract":"The evolution of innovation ecosystems hinges on the effective coordination between ecosystem leaders and complementors. While ecosystem-sponsored architectural innovations create new technological opportunities for complementors, they may unintentionally disrupt the performance of complementor products that were originally developed based on legacy architectural designs. This study provides empirical evidence of these disruptive effects and explores how complementors’ alignment with the ecosystem leader mitigates such challenges. Focusing on Apple’s release of Core ML—a proprietary artificial intelligence module—in its mobile ecosystem, we employ a difference-in-differences design to investigate variations in complementor performance after adopting this ecosystem-sponsored architectural innovation. Our findings reveal that complementors’ technological and flow alignment with the ecosystem leader is critical for minimizing performance disruptions and enhancing value creation during ecosystem evolution. This study enriches our understanding of architectural changes and complementor heterogeneity in innovation ecosystems.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"28 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145255614","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 : 2025-08-29DOI: 10.1177/01492063251359201
Christopher A. Hartwell
Doing business in an autocracy that still permits the existence of markets is fundamentally different than operating under a democracy. This variety of state capitalism, termed authoritarian capitalism, requires specific form of political connections to the regime in order to survive and, in some cases, to thrive. However, authoritarian governance has another defining feature—namely paroxysms of political violence of different modalities, a phenomenon that can harm business but may benefit those who are connected to the regime. This paper examines life under a particular authoritarian capitalist state, 19th-century tsarist Russia, via an examination of one politically connected firm, the full-service steamship firm Kavkaz i Merkurii (Caucasus and Mercury). Using never-before-utilized company archival material to examine the firm’s relationship with the tsar, I find that management directly pursued intense business linkages with the government, even appointing tsarist officials and members of the royal family to leadership positions. This behavior increased even as political violence skyrocketed throughout Russia. A formal empirical analysis shows that this strategy was mostly beneficial for the firm, as some forms of political violence were received positively by shareholders as a source of new business. However, military action that drew heavily on the firm—where the government was underpaying relative to market rates—was perceived negatively by investors, and violence, which could have threatened the regime, manifested in higher long-term volatility. This paper shows both the benefits and costs associated with political connections under authoritarian capitalism.
在一个仍然允许市场存在的专制国家做生意，与在一个民主国家做生意有着根本的不同。这种类型的国家资本主义，被称为威权资本主义，需要与政权有特定形式的政治联系，以便生存，在某些情况下，繁荣发展。然而，独裁统治还有另一个决定性的特征——即不同形式的政治暴力的发作，这种现象可能会损害商业，但可能会使那些与政权有联系的人受益。本文通过考察一家与政治有联系的公司——全方位服务轮船公司Kavkaz i Merkurii（高加索和水星），考察了在一个特定的专制资本主义国家——19世纪的沙皇俄国——下的生活。使用从未使用过的公司档案材料来检查公司与沙皇的关系，我发现管理层直接追求与政府密切的商业联系，甚至任命沙皇官员和皇室成员担任领导职务。尽管政治暴力在俄罗斯各地激增，这种行为仍在增加。一项正式的实证分析表明，这一策略主要对公司有利，因为某些形式的政治暴力被股东积极地接受为新业务的来源。然而，严重依赖公司的军事行动——相对于市场利率，政府支付的费用过低——被投资者认为是负面的，而可能威胁到政权的暴力行为，表现为更高的长期波动。本文展示了威权资本主义下与政治关系相关的收益和成本。
{"title":"Connected to a Sinking Ship? Firm Performance in a Besieged Autocracy","authors":"Christopher A. Hartwell","doi":"10.1177/01492063251359201","DOIUrl":"https://doi.org/10.1177/01492063251359201","url":null,"abstract":"Doing business in an autocracy that still permits the existence of markets is fundamentally different than operating under a democracy. This variety of state capitalism, termed authoritarian capitalism, requires specific form of political connections to the regime in order to survive and, in some cases, to thrive. However, authoritarian governance has another defining feature—namely paroxysms of political violence of different modalities, a phenomenon that can harm business but may benefit those who are connected to the regime. This paper examines life under a particular authoritarian capitalist state, 19th-century tsarist Russia, via an examination of one politically connected firm, the full-service steamship firm Kavkaz i Merkurii (Caucasus and Mercury). Using never-before-utilized company archival material to examine the firm’s relationship with the tsar, I find that management directly pursued intense business linkages with the government, even appointing tsarist officials and members of the royal family to leadership positions. This behavior increased even as political violence skyrocketed throughout Russia. A formal empirical analysis shows that this strategy was mostly beneficial for the firm, as some forms of political violence were received positively by shareholders as a source of new business. However, military action that drew heavily on the firm—where the government was underpaying relative to market rates—was perceived negatively by investors, and violence, which could have threatened the regime, manifested in higher long-term volatility. This paper shows both the benefits and costs associated with political connections under authoritarian capitalism.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"82 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144919256","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 : 2025-08-28DOI: 10.1177/01492063251359947
J. Cameron Verhaal, Samira Reis, Olga M. Khessina
A documented recent rise in the polarization of American legislative politics underscores the question of how increasing political polarization affects organizations and industries. Yet, organizational scholars have not directed significant attention to the impact of polarization. In this paper, we demonstrate that political polarization may play an important role in organizational dynamics by revealing that polarization may expedite the destigmatization of legal yet historically stigmatized industries. To this end, we develop a theory explaining how political polarization normalizes counter-normative behavior and encourages customers to become open about their engagement with stigmatized products and organizations—a key step toward industry destigmatization. We further argue that this polarization impact may vary across regional markets because of differences in local legitimation processes that can either amplify (normative legitimacy) or attenuate (regulatory legitimacy) the effect of polarization on consumer engagement with a stigmatized industry. We find empirical evidence for our theorizing in analyses of all U.S. dispensaries of medical marijuana that existed on the online platform Weedmaps.com from its beginning in 2008 to 2014. Ultimately, this paper suggests that political polarization can significantly influence organizations and industries and thus warrants more systematic investigation and attention from organizational scholars, particularly in stigmatized industries.
{"title":"Conquering the Divide? The Role of Political Polarization in the Destigmatization of a U.S. Medical Marijuana Platform Market","authors":"J. Cameron Verhaal, Samira Reis, Olga M. Khessina","doi":"10.1177/01492063251359947","DOIUrl":"https://doi.org/10.1177/01492063251359947","url":null,"abstract":"A documented recent rise in the polarization of American legislative politics underscores the question of how increasing political polarization affects organizations and industries. Yet, organizational scholars have not directed significant attention to the impact of polarization. In this paper, we demonstrate that political polarization may play an important role in organizational dynamics by revealing that polarization may expedite the destigmatization of legal yet historically stigmatized industries. To this end, we develop a theory explaining how political polarization normalizes counter-normative behavior and encourages customers to become open about their engagement with stigmatized products and organizations—a key step toward industry destigmatization. We further argue that this polarization impact may vary across regional markets because of differences in local legitimation processes that can either amplify (normative legitimacy) or attenuate (regulatory legitimacy) the effect of polarization on consumer engagement with a stigmatized industry. We find empirical evidence for our theorizing in analyses of all U.S. dispensaries of medical marijuana that existed on the online platform <jats:ext-link xmlns:xlink=\"http://www.w3.org/1999/xlink\" ext-link-type=\"uri\" xlink:href=\"http://Weedmaps.com\">Weedmaps.com</jats:ext-link> from its beginning in 2008 to 2014. Ultimately, this paper suggests that political polarization can significantly influence organizations and industries and thus warrants more systematic investigation and attention from organizational scholars, particularly in stigmatized industries.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"53 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144915537","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 : 2025-08-17DOI: 10.1177/01492063251355248
Emily Grijalva, Timothy D. Maynes, Benjamin M. Galvin, Katie L. Badura
It is not uncommon for people to recount humbling experiences that have transformed how they see themselves and approach their work. Although the benefits of humbling experiences are widely assumed, we have an incomplete understanding of what these experiences entail and how they may help forge humility. Existing research consists largely of idiosyncratic lists of events that might be humbling without deeper inquiry into what makes these experiences unique or how they are integrated into one’s identity. Our theorizing combines insights from the sensemaking and humility literatures to specify the dynamic processes through which humbling experiences are internalized, including contingency factors that limit or enhance the impact of these events. This approach adds theoretical precision to the understanding of what it means to have had a humbling experience and challenges the implicit assumption that humility is a stable quality. In addition, we inform the debate about how humility relates to negative emotions and self-views by distinguishing humility itself from the process through which it is developed. Throughout the paper, we use leadership as an illustrative context to ground our theorizing, but the processes we propose apply across organizational roles. Altogether, this work provides a foundation for better understanding how humbling experiences cultivate humility—an attribute that allows individuals to approach their roles from a more self-aware, other-oriented perspective.
{"title":"From Diminishment to Development: A Sensemaking Model of How Life Experiences Foster Humility","authors":"Emily Grijalva, Timothy D. Maynes, Benjamin M. Galvin, Katie L. Badura","doi":"10.1177/01492063251355248","DOIUrl":"https://doi.org/10.1177/01492063251355248","url":null,"abstract":"It is not uncommon for people to recount humbling experiences that have transformed how they see themselves and approach their work. Although the benefits of humbling experiences are widely assumed, we have an incomplete understanding of what these experiences entail and how they may help forge humility. Existing research consists largely of idiosyncratic lists of events that might be humbling without deeper inquiry into what makes these experiences unique or how they are integrated into one’s identity. Our theorizing combines insights from the sensemaking and humility literatures to specify the dynamic processes through which humbling experiences are internalized, including contingency factors that limit or enhance the impact of these events. This approach adds theoretical precision to the understanding of what it means to have had a humbling experience and challenges the implicit assumption that humility is a stable quality. In addition, we inform the debate about how humility relates to negative emotions and self-views by distinguishing humility itself from the process through which it is developed. Throughout the paper, we use leadership as an illustrative context to ground our theorizing, but the processes we propose apply across organizational roles. Altogether, this work provides a foundation for better understanding how humbling experiences cultivate humility—an attribute that allows individuals to approach their roles from a more self-aware, other-oriented perspective.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"52 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144898859","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 : 2025-08-15DOI: 10.1177/01492063251355251
Junhyok Yim, Trevor A. Foulk, Anthony C. Klotz, Pauline Schilpzand
The organizational rituals literature has primarily focused on simple rituals and their positive effects on participants. While generative, this focus has obscured the intricacy and potential downsides of complex rituals, such as workplace celebrations and team-building retreats. In our research, we leverage Interaction Rituals Theory (IRT) to broaden the theoretical foundation of the study of organizational rituals by examining the range of experiences that employees have within complex organizational rituals. First, we inductively identify the positive and negative experiences within complex organizational rituals and create scales to measure them. Next, drawing further from IRT, we develop a model explaining how these experiences affect employee engagement and identify the subsequent work behaviors most likely to be affected by ritual-induced changes in engagement (helping, loyal boosterism, and job search behavior). In two field studies in the United States and Germany, we test this model, first in a single complex organizational ritual (i.e., company holiday party) and then across a broader set of common complex organizational rituals. Across both studies, we find that employees’ positive experiences during an organizational ritual enhance engagement and predict subsequent work behavior, while their effects can be significantly diminished by negative ritual experiences, challenging the assumption that rituals are uniformly beneficial. By providing evidence for a more balanced perspective on the impact of organizational rituals, our work provides a more nuanced and holistic understanding of the true nature of organizational rituals.
{"title":"Is Everyone Having a Good Time? The Effects of Complex Organizational Rituals on Employee Engagement and Behavior","authors":"Junhyok Yim, Trevor A. Foulk, Anthony C. Klotz, Pauline Schilpzand","doi":"10.1177/01492063251355251","DOIUrl":"https://doi.org/10.1177/01492063251355251","url":null,"abstract":"The organizational rituals literature has primarily focused on simple rituals and their positive effects on participants. While generative, this focus has obscured the intricacy and potential downsides of complex rituals, such as workplace celebrations and team-building retreats. In our research, we leverage Interaction Rituals Theory (IRT) to broaden the theoretical foundation of the study of organizational rituals by examining the range of experiences that employees have within complex organizational rituals. First, we inductively identify the positive and negative experiences within complex organizational rituals and create scales to measure them. Next, drawing further from IRT, we develop a model explaining how these experiences affect employee engagement and identify the subsequent work behaviors most likely to be affected by ritual-induced changes in engagement (helping, loyal boosterism, and job search behavior). In two field studies in the United States and Germany, we test this model, first in a single complex organizational ritual (i.e., company holiday party) and then across a broader set of common complex organizational rituals. Across both studies, we find that employees’ positive experiences during an organizational ritual enhance engagement and predict subsequent work behavior, while their effects can be significantly diminished by negative ritual experiences, challenging the assumption that rituals are uniformly beneficial. By providing evidence for a more balanced perspective on the impact of organizational rituals, our work provides a more nuanced and holistic understanding of the true nature of organizational rituals.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"132 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144898869","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 : 2025-08-15DOI: 10.1177/01492063251358215
Mark R. DesJardine, Zhiyan Wang
A commonly held assumption is that firm-specific human capital benefits firms while constraining employees, particularly by reducing their external mobility. While this tension holds in many contexts, it overlooks the possibility that firm-specific human capital developed by one group of employees—managers—can generate positive externalities for others. Using a novel empirical setting and a 16-year panel of 19,044 establishments with 107,309 establishment-year observations, we find that an increase in managers’ firm-specific human capital is associated with improvements in workplace safety. These effects are especially pronounced in organizations with weak safety orientations and with higher proportions of lower-skill employees, who are typically more vulnerable to safety risks. Our findings reveal a previously underexplored channel through which firm-specific human capital creates value: by enabling managers to protect other employees. This challenges the prevailing view that firm-specific human capital primarily serves firm interests and highlights a broader set of beneficiaries—offering a new perspective on the role of managers’ firm-specific human capital in shaping organizational outcomes.
{"title":"When Managers Stay, Workers Are Safer: Rethinking the Value of Firm-Specific Human Capital","authors":"Mark R. DesJardine, Zhiyan Wang","doi":"10.1177/01492063251358215","DOIUrl":"https://doi.org/10.1177/01492063251358215","url":null,"abstract":"A commonly held assumption is that firm-specific human capital benefits firms while constraining employees, particularly by reducing their external mobility. While this tension holds in many contexts, it overlooks the possibility that firm-specific human capital developed by one group of employees—managers—can generate positive externalities for others. Using a novel empirical setting and a 16-year panel of 19,044 establishments with 107,309 establishment-year observations, we find that an increase in managers’ firm-specific human capital is associated with improvements in workplace safety. These effects are especially pronounced in organizations with weak safety orientations and with higher proportions of lower-skill employees, who are typically more vulnerable to safety risks. Our findings reveal a previously underexplored channel through which firm-specific human capital creates value: by enabling managers to protect other employees. This challenges the prevailing view that firm-specific human capital primarily serves firm interests and highlights a broader set of beneficiaries—offering a new perspective on the role of managers’ firm-specific human capital in shaping organizational outcomes.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"22 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144898861","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 : 2025-08-04DOI: 10.1177/01492063251355258
James J. Chrisman, Hanqing “Chevy” Fang, Vitaliy Skorodziyevskiy
Using property rights theory to examine the characteristics that enable family firms to exclude rivals from their competitive space, we explain why the family form of governance is often selected instead of the nonfamily form of governance and what determines the scale and scope of family firms. Family-centered nonpecuniary goals allow family firms to capture rights to common property opportunities that nonfamily firms find unattractive. Furthermore, the development and deployment of non-tradeable, immobile, inimitable, and indivisible human and nonhuman resources enable family firms to protect their property rights from competitors. Finally, because family members act as owners and managers, family firm governance can reduce the cost of monitoring as well as the possibility of opportunistic behavior and underinvestment of family resources.
{"title":"Toward a Property Rights Theory of the Family Firm","authors":"James J. Chrisman, Hanqing “Chevy” Fang, Vitaliy Skorodziyevskiy","doi":"10.1177/01492063251355258","DOIUrl":"https://doi.org/10.1177/01492063251355258","url":null,"abstract":"Using property rights theory to examine the characteristics that enable family firms to exclude rivals from their competitive space, we explain why the family form of governance is often selected instead of the nonfamily form of governance and what determines the scale and scope of family firms. Family-centered nonpecuniary goals allow family firms to capture rights to common property opportunities that nonfamily firms find unattractive. Furthermore, the development and deployment of non-tradeable, immobile, inimitable, and indivisible human and nonhuman resources enable family firms to protect their property rights from competitors. Finally, because family members act as owners and managers, family firm governance can reduce the cost of monitoring as well as the possibility of opportunistic behavior and underinvestment of family resources.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"28 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144769875","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 : 2025-07-31DOI: 10.1177/01492063251351911
Eduardo Meléndez, Matthew S. Wood, Chad Navis
Market categorization—the process of grouping organizations perceived as sharing core attributes and serving similar demand profiles—has become a central topic in management research, offering a theoretically rich and interdisciplinary domain of study. Scholars have examined how market categories form, develop, and decline, drawing from structural, strategic, and constructionist perspectives to explore their role in shaping firms, industries, and institutions. Despite substantial advancements, research on market categorization remains fragmented, leading to inconsistent conceptualizations, theoretical isolation, and a lack of cross-stage integration. Studies often focus on individual stages while neglecting their interconnections or apply discipline-specific lenses that limit theoretical synthesis and hinder the accumulation of knowledge. To address these gaps, we conducted a systematic review of 195 articles published between 1999 and 2024, synthesizing insights across stages and perspectives to develop an evolutionary framework of market categorization. Our analysis identifies three cross-perspective mechanisms—categories as constraints, enablers, and actor-shaped entities—that underpin categorization processes and explain their underlying dynamics. In addition, by conceptualizing transitions between categorization stages, we provide a unified foundation for future research. This evolutionary perspective clarifies the role of market categorization in shaping economic and organizational landscapes while bridging theoretical divides and guiding future empirical inquiry.
{"title":"A Review of Market Categorization Research: An Evolutionary Framework Across Perspectives and Stages","authors":"Eduardo Meléndez, Matthew S. Wood, Chad Navis","doi":"10.1177/01492063251351911","DOIUrl":"https://doi.org/10.1177/01492063251351911","url":null,"abstract":"Market categorization—the process of grouping organizations perceived as sharing core attributes and serving similar demand profiles—has become a central topic in management research, offering a theoretically rich and interdisciplinary domain of study. Scholars have examined how market categories form, develop, and decline, drawing from structural, strategic, and constructionist perspectives to explore their role in shaping firms, industries, and institutions. Despite substantial advancements, research on market categorization remains fragmented, leading to inconsistent conceptualizations, theoretical isolation, and a lack of cross-stage integration. Studies often focus on individual stages while neglecting their interconnections or apply discipline-specific lenses that limit theoretical synthesis and hinder the accumulation of knowledge. To address these gaps, we conducted a systematic review of 195 articles published between 1999 and 2024, synthesizing insights across stages and perspectives to develop an evolutionary framework of market categorization. Our analysis identifies three cross-perspective mechanisms—categories as constraints, enablers, and actor-shaped entities—that underpin categorization processes and explain their underlying dynamics. In addition, by conceptualizing transitions between categorization stages, we provide a unified foundation for future research. This evolutionary perspective clarifies the role of market categorization in shaping economic and organizational landscapes while bridging theoretical divides and guiding future empirical inquiry.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144748208","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：