Pub Date : 2024-05-14DOI: 10.1177/01492063241248106
Anne Burmeister, Yifan Song, Mo Wang, Andreas Hirschi
Research typically adopted a social exchange perspective to suggest that employees share their knowledge with coworkers to reciprocate prior positive treatment to return the favor. We challenge this dominant focus on external motivational sources and adopt an identity-based motivational perspective. Our theorizing is grounded in identity theory and recognizes knowledge-sharing identity centrality as an internal source of motivation for knowledge sharing. We also decipher how employees express their knowledge-sharing identity centrality through self-regulatory mechanisms by incorporating key premises from social cognitive theory. Specifically, we argue that knowledge-sharing identity centrality triggers a self-verification process that facilitates knowledge sharing through knowledge-sharing envisioning and knowledge-sharing self-efficacy. We further argue that the positive effects of knowledge-sharing identity centrality are strengthened by employee self-verification striving. We adopted a multistudy design and conducted two studies to understand why, how, and when employees share knowledge. Specifically, in a within-person field experiment (Study 1), we showed that improving knowledge-sharing identity centrality increased an employee’s daily knowledge sharing via knowledge-sharing envisioning and knowledge-sharing self-efficacy. In a between-person field study with time-lagged data (Study 2), we replicated the within-person findings and further demonstrated self-verification striving as a moderator strengthening the effects of knowledge-sharing identity centrality. Our findings advance research on employee knowledge-sharing motivation, unveiling the internal identity-driven motivation processes. We further provide practitioners with an effective knowledge-sharing intervention.
{"title":"Understanding Knowledge Sharing From an Identity-Based Motivational Perspective","authors":"Anne Burmeister, Yifan Song, Mo Wang, Andreas Hirschi","doi":"10.1177/01492063241248106","DOIUrl":"https://doi.org/10.1177/01492063241248106","url":null,"abstract":"Research typically adopted a social exchange perspective to suggest that employees share their knowledge with coworkers to reciprocate prior positive treatment to return the favor. We challenge this dominant focus on external motivational sources and adopt an identity-based motivational perspective. Our theorizing is grounded in identity theory and recognizes knowledge-sharing identity centrality as an internal source of motivation for knowledge sharing. We also decipher how employees express their knowledge-sharing identity centrality through self-regulatory mechanisms by incorporating key premises from social cognitive theory. Specifically, we argue that knowledge-sharing identity centrality triggers a self-verification process that facilitates knowledge sharing through knowledge-sharing envisioning and knowledge-sharing self-efficacy. We further argue that the positive effects of knowledge-sharing identity centrality are strengthened by employee self-verification striving. We adopted a multistudy design and conducted two studies to understand why, how, and when employees share knowledge. Specifically, in a within-person field experiment (Study 1), we showed that improving knowledge-sharing identity centrality increased an employee’s daily knowledge sharing via knowledge-sharing envisioning and knowledge-sharing self-efficacy. In a between-person field study with time-lagged data (Study 2), we replicated the within-person findings and further demonstrated self-verification striving as a moderator strengthening the effects of knowledge-sharing identity centrality. Our findings advance research on employee knowledge-sharing motivation, unveiling the internal identity-driven motivation processes. We further provide practitioners with an effective knowledge-sharing intervention.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"17 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140942987","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 : 2024-05-13DOI: 10.1177/01492063241247495
Marvin Hanisch
Termination provisions establish vital governance mechanisms in alliances, offering essential safeguards and incentives by providing the flexibility to exit (underperforming) partnerships. However, they can also foster distrust and instability by potentially undermining commitment and continuity. We argue that the motivation behind termination provisions lies in the need to address safeguarding and flexibility concerns arising from increases in alliance scope, upfront payments, and technological uncertainty. Conversely, alliances with strong relational commitment and social embeddedness stemming from prior and indirect ties tend to omit termination provisions. Drawing on an analysis of 1,576 biopharmaceutical alliance contracts, we scrutinize various conditional and unconditional termination rights, along with their partner-specific allocations. Among other findings, we observe a positive association between broad alliance scope and termination rights for patent challenge, for lack of reasonable effort, and for specific countries assigned to the research and development (R&D) firm contributing technological expertise and, furthermore, termination rights for convenience for the client firm sponsoring the alliance. Larger unilateral upfront payments increase the likelihood that the client firm receives termination rights for lack of reasonable effort and for convenience. Higher technological uncertainty is associated with termination rights for convenience for the client or R&D firm. In contrast, prior ties negatively correlate with termination rights for convenience for the client firm, while indirect ties show a negative association with termination rights for convenience and specific countries for the R&D firm. Conceptually, our study highlights the relevance of termination provisions as elastic governance mechanisms that enable partners to accommodate postcontractual disturbances.
{"title":"Strategic Alliance Governance Through Termination Provisions: Safeguard and Incentive, Flexibility and Commitment","authors":"Marvin Hanisch","doi":"10.1177/01492063241247495","DOIUrl":"https://doi.org/10.1177/01492063241247495","url":null,"abstract":"Termination provisions establish vital governance mechanisms in alliances, offering essential safeguards and incentives by providing the flexibility to exit (underperforming) partnerships. However, they can also foster distrust and instability by potentially undermining commitment and continuity. We argue that the motivation behind termination provisions lies in the need to address safeguarding and flexibility concerns arising from increases in alliance scope, upfront payments, and technological uncertainty. Conversely, alliances with strong relational commitment and social embeddedness stemming from prior and indirect ties tend to omit termination provisions. Drawing on an analysis of 1,576 biopharmaceutical alliance contracts, we scrutinize various conditional and unconditional termination rights, along with their partner-specific allocations. Among other findings, we observe a positive association between broad alliance scope and termination rights for patent challenge, for lack of reasonable effort, and for specific countries assigned to the research and development (R&D) firm contributing technological expertise and, furthermore, termination rights for convenience for the client firm sponsoring the alliance. Larger unilateral upfront payments increase the likelihood that the client firm receives termination rights for lack of reasonable effort and for convenience. Higher technological uncertainty is associated with termination rights for convenience for the client or R&D firm. In contrast, prior ties negatively correlate with termination rights for convenience for the client firm, while indirect ties show a negative association with termination rights for convenience and specific countries for the R&D firm. Conceptually, our study highlights the relevance of termination provisions as elastic governance mechanisms that enable partners to accommodate postcontractual disturbances.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"27 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140919867","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 : 2024-04-30DOI: 10.1177/01492063241245934
Matthew L. Call, Michael D. Howard, Jonathan Hendricks, Connor Idso
Extant research on stars has demonstrated stars’ immense direct and indirect contributions to value creation, yet it lags behind strategy scholarship, which has emphasized the dynamic nature of value creation associated with firms’ core resources. In particular, we lack knowledge regarding how stars’ knowledge creation varies across a star’s career. Drawing on insights from the stars and careers literatures, we develop theoretical arguments that suggest that over their careers, stars shift focus from emphasizing personal attainment and status to prioritizing legacy building—shifts that we predict will correspond to decreases in stars’ relative individual productivity and conveyance of explicit knowledge spillovers to collaborators (which reinforce stars’ status) and increases in stars’ relative conveyance of tacit knowledge spillovers (that aid in colleagues’ development) as stars advance in career tenure. We test our hypotheses through the analysis of patenting activities spanning the years 2000-2022, 291 firms, and 214,398 inventors, cumulating to more than 1,210,989 inventor-year observations. Through the integration of temporal and psychological perspectives in our consideration of stars’ multiple contributions to knowledge creation over their careers, we bring our understanding of stars into alignment with insights related to the dynamic value creation associated with firms’ resources and advance knowledge on stars’ roles in the micro-foundations of human capital-based competitive advantage.
{"title":"Unpacking the Star Life Cycle: Value Creation Across Stars’ Careers","authors":"Matthew L. Call, Michael D. Howard, Jonathan Hendricks, Connor Idso","doi":"10.1177/01492063241245934","DOIUrl":"https://doi.org/10.1177/01492063241245934","url":null,"abstract":"Extant research on stars has demonstrated stars’ immense direct and indirect contributions to value creation, yet it lags behind strategy scholarship, which has emphasized the dynamic nature of value creation associated with firms’ core resources. In particular, we lack knowledge regarding how stars’ knowledge creation varies across a star’s career. Drawing on insights from the stars and careers literatures, we develop theoretical arguments that suggest that over their careers, stars shift focus from emphasizing personal attainment and status to prioritizing legacy building—shifts that we predict will correspond to decreases in stars’ relative individual productivity and conveyance of explicit knowledge spillovers to collaborators (which reinforce stars’ status) and increases in stars’ relative conveyance of tacit knowledge spillovers (that aid in colleagues’ development) as stars advance in career tenure. We test our hypotheses through the analysis of patenting activities spanning the years 2000-2022, 291 firms, and 214,398 inventors, cumulating to more than 1,210,989 inventor-year observations. Through the integration of temporal and psychological perspectives in our consideration of stars’ multiple contributions to knowledge creation over their careers, we bring our understanding of stars into alignment with insights related to the dynamic value creation associated with firms’ resources and advance knowledge on stars’ roles in the micro-foundations of human capital-based competitive advantage.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"10 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140818109","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 : 2024-04-30DOI: 10.1177/01492063241247496
Elona Marku, Maria Chiara Di Guardo, Gerardo Patriotta, David G. Allen
Drawing on complexity theory, we investigate the structuring processes and underlying mechanisms underpinning the emergence of a new technology. Empirically, we track the emergence of blockchain technology by examining international patents issued between 2009 and 2020. Our results indicate that technology emergence follows an evolutionary trajectory that progresses from disordered to structured interactions among the technological elements, culminating in the formation of a technological core that acts as a pole of attraction for further interactions and delineates boundaries within the technological domain. Technology structuring is fueled by what we term “technology fitness” and “self-reinforcing” mechanisms that progressively transform primitive structures into more complex, self-organized configurations. Our study offers a novel framework of technology emergence, highlighting how dispersed bits of technological knowledge gradually aggregate into complex structures that define the specific trajectory of a particular domain.
{"title":"Technology Emergence as a Structuring Process: A Complexity Theory Perspective on Blockchain","authors":"Elona Marku, Maria Chiara Di Guardo, Gerardo Patriotta, David G. Allen","doi":"10.1177/01492063241247496","DOIUrl":"https://doi.org/10.1177/01492063241247496","url":null,"abstract":"Drawing on complexity theory, we investigate the structuring processes and underlying mechanisms underpinning the emergence of a new technology. Empirically, we track the emergence of blockchain technology by examining international patents issued between 2009 and 2020. Our results indicate that technology emergence follows an evolutionary trajectory that progresses from disordered to structured interactions among the technological elements, culminating in the formation of a technological core that acts as a pole of attraction for further interactions and delineates boundaries within the technological domain. Technology structuring is fueled by what we term “technology fitness” and “self-reinforcing” mechanisms that progressively transform primitive structures into more complex, self-organized configurations. Our study offers a novel framework of technology emergence, highlighting how dispersed bits of technological knowledge gradually aggregate into complex structures that define the specific trajectory of a particular domain.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140818108","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 : 2024-04-28DOI: 10.1177/01492063241244716
Juan Bu, Wei Shi, Cheng Yin
Institutional investors of different types have been shown to exert differential influences on firm strategic decisions individually. Yet, research has largely overlooked how institutional investors of different types can collectively affect firm decision-making. This study investigates the legal type diversity of institutional ownership (hereafter “investor type diversity”) and its influence on corporate acquisitions. Because institutional investors with different legal types have distinct interests and objectives, investor type diversity can create principal–principal conflicts and prevent institutional investors from undertaking coordinated actions, weakening their collective power and ability to play a governance role. We posit that investor type diversity will be positively associated with CEOs’ opportunistic acquisitions because the dilution of shareholder governance, resulting from investor type diversity, grants CEOs the leeway to champion acquisitions aligned more with their personal gains. We also argue that the positive influence of investor type diversity on opportunistic acquisitions will be stronger when CEOs possess a higher level of general managerial ability. However, acquisitions pursued in the presence of higher investor type diversity will be associated with poorer performance. Findings from a sample of 2,106 U.S. firms lend support to our arguments. This study advances strategy research by highlighting the importance of investor type diversity in shaping shareholder governance effectiveness.
{"title":"Type Diversity of Institutional Investors and Opportunistic Acquisitions","authors":"Juan Bu, Wei Shi, Cheng Yin","doi":"10.1177/01492063241244716","DOIUrl":"https://doi.org/10.1177/01492063241244716","url":null,"abstract":"Institutional investors of different types have been shown to exert differential influences on firm strategic decisions individually. Yet, research has largely overlooked how institutional investors of different types can collectively affect firm decision-making. This study investigates the legal type diversity of institutional ownership (hereafter “investor type diversity”) and its influence on corporate acquisitions. Because institutional investors with different legal types have distinct interests and objectives, investor type diversity can create principal–principal conflicts and prevent institutional investors from undertaking coordinated actions, weakening their collective power and ability to play a governance role. We posit that investor type diversity will be positively associated with CEOs’ opportunistic acquisitions because the dilution of shareholder governance, resulting from investor type diversity, grants CEOs the leeway to champion acquisitions aligned more with their personal gains. We also argue that the positive influence of investor type diversity on opportunistic acquisitions will be stronger when CEOs possess a higher level of general managerial ability. However, acquisitions pursued in the presence of higher investor type diversity will be associated with poorer performance. Findings from a sample of 2,106 U.S. firms lend support to our arguments. This study advances strategy research by highlighting the importance of investor type diversity in shaping shareholder governance effectiveness.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"70 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140808492","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 : 2024-04-15DOI: 10.1177/01492063241237226
J. Jeffrey Gish, Lauren Lanahan, Joshua T. Beck
Social movements have long held noteworthy effects on organizations and industries by deliberately seeking to alter firms’ actions to align with the movements’ values. In the present research, we examine the possibility of nondeliberative effects of social movements on entrepreneurial activities. We posit that social movements elevate values that enhance market conditions and encourage entrepreneurship in unexpected ways. We examine this values-complementarity process in the context of the 2011 Occupy Wall Street movement. Although the movement intended to delegitimize large corporations, we find evidence that it also had the complementary effect of increasing small-scale, people-centered, and community-oriented values. As such, this enhanced congruent forms of entrepreneurship. We find consistent effects of Occupy on startup growth across a range of industries. Moreover, using brewing as an illustrative setting, we identify distinctive emergent themes confirming the shift and alignment of microbreweries toward stronger community values after Occupy protests. We discuss implications for the social movement and organization literatures.
{"title":"A Values-Complementarity Model of Social Movement Influence on Entrepreneurship","authors":"J. Jeffrey Gish, Lauren Lanahan, Joshua T. Beck","doi":"10.1177/01492063241237226","DOIUrl":"https://doi.org/10.1177/01492063241237226","url":null,"abstract":"Social movements have long held noteworthy effects on organizations and industries by deliberately seeking to alter firms’ actions to align with the movements’ values. In the present research, we examine the possibility of nondeliberative effects of social movements on entrepreneurial activities. We posit that social movements elevate values that enhance market conditions and encourage entrepreneurship in unexpected ways. We examine this values-complementarity process in the context of the 2011 Occupy Wall Street movement. Although the movement intended to delegitimize large corporations, we find evidence that it also had the complementary effect of increasing small-scale, people-centered, and community-oriented values. As such, this enhanced congruent forms of entrepreneurship. We find consistent effects of Occupy on startup growth across a range of industries. Moreover, using brewing as an illustrative setting, we identify distinctive emergent themes confirming the shift and alignment of microbreweries toward stronger community values after Occupy protests. We discuss implications for the social movement and organization literatures.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"108 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140557313","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 : 2024-04-15DOI: 10.1177/01492063241227157
Jens Schmidt, Richard Priem, Paola Zanella
Scholars have examined the role of customer preferences, and demand-side characteristics more generally, in varied core strategy areas like market entry and timing, diversification, positioning, resource reallocation, and firm adaptation, among many others. We review this diverse demand-side literature and develop an empirical classification that identifies five archetypical customer value-creation logics seen in the literature to date. To apply each of these logics, a firm must look downstream with the intent of matching, leveraging, adapting, learning, or shaping customer preferences or market characteristics to create value for customers. For each value-creation logic, we detail the logic itself, how the demand side is characterized, how specific strategic decisions allow for value creation following the logic, literature gaps in the logic, and opportunities for future research. Opportunities include extending the work on existing logics, examining the combined effects of multiple logics, identifying understudied demand-side characteristics, and studying strategy applications for which demand-side attributes have received comparatively little attention to date. These include business models, corporate social responsibility (CSR), corporate governance, and demand-side shocks. Finally, we address implications for managerial practice.
{"title":"Customers, Markets, and Five Archetypical Value Creation Logics: A Review of Demand-Side Research in Strategic Management","authors":"Jens Schmidt, Richard Priem, Paola Zanella","doi":"10.1177/01492063241227157","DOIUrl":"https://doi.org/10.1177/01492063241227157","url":null,"abstract":"Scholars have examined the role of customer preferences, and demand-side characteristics more generally, in varied core strategy areas like market entry and timing, diversification, positioning, resource reallocation, and firm adaptation, among many others. We review this diverse demand-side literature and develop an empirical classification that identifies five archetypical customer value-creation logics seen in the literature to date. To apply each of these logics, a firm must look downstream with the intent of matching, leveraging, adapting, learning, or shaping customer preferences or market characteristics to create value for customers. For each value-creation logic, we detail the logic itself, how the demand side is characterized, how specific strategic decisions allow for value creation following the logic, literature gaps in the logic, and opportunities for future research. Opportunities include extending the work on existing logics, examining the combined effects of multiple logics, identifying understudied demand-side characteristics, and studying strategy applications for which demand-side attributes have received comparatively little attention to date. These include business models, corporate social responsibility (CSR), corporate governance, and demand-side shocks. Finally, we address implications for managerial practice.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"44 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140557293","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 : 2024-04-13DOI: 10.1177/01492063241226904
Sebastian Junge, Lorenz Graf-Vlachy, Moritz Hagen, Franziska Schlichte
Extant strategic leadership literature has established the substantial and nuanced implications of narcissism in chief executive officers (CEOs) for firm outcomes, and psychological research on narcissism in groups highlights the importance of narcissism for interpersonal dynamics. However, there is little research on strategic leaders’ narcissism and the CEO–top management team (TMT) interface, especially related to its configuration by way of TMT composition. In this article, we therefore study two issues. First, we examine how CEO narcissism directly affects two aspects of TMT composition—the narcissism of newly appointed TMT members and TMT turnover. Second, we consider the moderating effect of TMT narcissism on the relationship between CEO narcissism and TMT turnover. To be able to test our theory, we develop and extensively validate a novel measure based on LinkedIn profiles that allows us to capture the narcissism of non-CEO executives. We find substantial support for our predictions in a large sample of executives of S&P 1500 corporations across a 5-year time frame. We discuss the contributions and implications of our findings for the literatures on executive narcissism, TMT composition, and the CEO–TMT interface.
{"title":"Narcissism at the CEO–TMT Interface: Measuring Executive Narcissism and Testing Its Effects on TMT Composition","authors":"Sebastian Junge, Lorenz Graf-Vlachy, Moritz Hagen, Franziska Schlichte","doi":"10.1177/01492063241226904","DOIUrl":"https://doi.org/10.1177/01492063241226904","url":null,"abstract":"Extant strategic leadership literature has established the substantial and nuanced implications of narcissism in chief executive officers (CEOs) for firm outcomes, and psychological research on narcissism in groups highlights the importance of narcissism for interpersonal dynamics. However, there is little research on strategic leaders’ narcissism and the CEO–top management team (TMT) interface, especially related to its configuration by way of TMT composition. In this article, we therefore study two issues. First, we examine how CEO narcissism directly affects two aspects of TMT composition—the narcissism of newly appointed TMT members and TMT turnover. Second, we consider the moderating effect of TMT narcissism on the relationship between CEO narcissism and TMT turnover. To be able to test our theory, we develop and extensively validate a novel measure based on LinkedIn profiles that allows us to capture the narcissism of non-CEO executives. We find substantial support for our predictions in a large sample of executives of S&P 1500 corporations across a 5-year time frame. We discuss the contributions and implications of our findings for the literatures on executive narcissism, TMT composition, and the CEO–TMT interface.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"28 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140551973","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 : 2024-04-10DOI: 10.1177/01492063241239897
Patricia Klopf, Johann Fortwengel, Michael Etter
The formation of boundaries between established and emergent categories is a complex social process. Therein, our understanding of how symbolic boundaries translate into regulatory boundaries is underdeveloped. Extant research either treats laws and regulations for categories as given or assumes a seamless translation of a symbolic into a regulatory boundary. This sidelines that market participants actively contest and shape boundaries between categories. To address this lacuna, we open the black box of how symbolic boundaries are translated into regulatory boundaries. We adopt a discursive perspective and conduct a longitudinal study of the contestation around the categories of home sharing and short-term rental in Europe. Our analysis shows how symbolic and regulatory boundaries are formed in a causal sequential process, driven by shifts in the field positioning of market actors and in the discursive accounts they mobilize. We develop a theoretical model of the discursive foundation of category boundary formation. At the heart of our theorization are discursive accounts and how shifting coalitions of market participants mobilize them to shape the evolving symbolic and regulatory boundaries between an emergent and an established category. We contribute to category research by unearthing the interdependent formation of symbolic and regulatory boundaries and the role of discursive accounts in these processes.
{"title":"Interdependent Formation of Symbolic and Regulatory Boundaries: The Discursive Contestation Around the Home-Sharing Category","authors":"Patricia Klopf, Johann Fortwengel, Michael Etter","doi":"10.1177/01492063241239897","DOIUrl":"https://doi.org/10.1177/01492063241239897","url":null,"abstract":"The formation of boundaries between established and emergent categories is a complex social process. Therein, our understanding of how symbolic boundaries translate into regulatory boundaries is underdeveloped. Extant research either treats laws and regulations for categories as given or assumes a seamless translation of a symbolic into a regulatory boundary. This sidelines that market participants actively contest and shape boundaries between categories. To address this lacuna, we open the black box of how symbolic boundaries are translated into regulatory boundaries. We adopt a discursive perspective and conduct a longitudinal study of the contestation around the categories of home sharing and short-term rental in Europe. Our analysis shows how symbolic and regulatory boundaries are formed in a causal sequential process, driven by shifts in the field positioning of market actors and in the discursive accounts they mobilize. We develop a theoretical model of the discursive foundation of category boundary formation. At the heart of our theorization are discursive accounts and how shifting coalitions of market participants mobilize them to shape the evolving symbolic and regulatory boundaries between an emergent and an established category. We contribute to category research by unearthing the interdependent formation of symbolic and regulatory boundaries and the role of discursive accounts in these processes.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"41 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140545540","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 : 2024-04-08DOI: 10.1177/01492063241237221
Tina Kiefer, Laurie J. Barclay, Neil Conway
Decades of research have examined how employees experience organizational-level change events (e.g., “the merger”). However, employees can also experience “everyday change events” that occur at the individual-level as the change becomes routinized for their jobs. That is, individuals can react to organizational change events that are occurring at different hierarchical levels. Drawing on event system theory, we argue that employees’ commitment to the organizational-level change event can shape how employees anticipate and experience subsequent everyday change events. These negative and positive everyday change events can impact (a) how employees engage with their work, impacting their performance and (b) whether employees perceive that they are fairly treated, impacting their subsequent evaluations of organizational-level change. Our hypotheses were generally supported in a field sample in which employees were surveyed immediately after a merger was announced, participated in a daily diary study as the merger was implemented, and completed a second survey 2 weeks after the diary study. By applying event system theory to organizational change, we provide important theoretical and practical insights, including how an organizational-level event can exert top-down direct effects by impacting how employees anticipate and experience change on an everyday basis as well as how everyday negative and positive change events can subsequently impact employees’ commitment to the organizational-level change, creating bottom-up direct effects. We also illuminate the importance of considering the frequency and strength of both negative and positive events to understand what it is about everyday negative and positive events that has implications for employees and organizations.
{"title":"Applying Event System Theory to Organizational Change: The Importance of Everyday Positive and Negative Events","authors":"Tina Kiefer, Laurie J. Barclay, Neil Conway","doi":"10.1177/01492063241237221","DOIUrl":"https://doi.org/10.1177/01492063241237221","url":null,"abstract":"Decades of research have examined how employees experience organizational-level change events (e.g., “the merger”). However, employees can also experience “everyday change events” that occur at the individual-level as the change becomes routinized for their jobs. That is, individuals can react to organizational change events that are occurring at different hierarchical levels. Drawing on event system theory, we argue that employees’ commitment to the organizational-level change event can shape how employees anticipate and experience subsequent everyday change events. These negative and positive everyday change events can impact (a) how employees engage with their work, impacting their performance and (b) whether employees perceive that they are fairly treated, impacting their subsequent evaluations of organizational-level change. Our hypotheses were generally supported in a field sample in which employees were surveyed immediately after a merger was announced, participated in a daily diary study as the merger was implemented, and completed a second survey 2 weeks after the diary study. By applying event system theory to organizational change, we provide important theoretical and practical insights, including how an organizational-level event can exert top-down direct effects by impacting how employees anticipate and experience change on an everyday basis as well as how everyday negative and positive change events can subsequently impact employees’ commitment to the organizational-level change, creating bottom-up direct effects. We also illuminate the importance of considering the frequency and strength of both negative and positive events to understand what it is about everyday negative and positive events that has implications for employees and organizations.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"36 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140539061","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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