Pub Date : 2025-06-19DOI: 10.1177/01492063251342190
Mina Beigi, Melika Shirmohammadi, Mostafa Ayoobzadeh, Amir Hedayati Mehdiabadi, Wee Chan Au, Huainan Wang, Qingyang Xu, Yafan Yu, Jane Parry, Ben Whitburn
In recent years, the management field has witnessed a surge in studies examining career success among workers from historically marginalized minority groups. However, to date, insights gained from this research remain fragmented and have not been integrated into the existing career success frameworks. We aim to complement career success scholarship and contribute to its inclusivity by conducting a systematic review that synthesizes the factors and pathways contributing to the career success of four historically underrepresented minority groups: women, racial and ethnic minorities, individuals with disabilities, and the LGBTQ+ community. Evidencing that career success disparity can be attributed to minority status, we propose a framework that highlights the career advancement and human and psychological resources associated with minority groups’ career success, as well as the systemic barriers limiting access to and use of such resources. We suggest hypervisibility, invisibility, and managed visibility as distinguishable forms of identity-based mechanisms that offer theoretical explanations for the influence of marginalized identity status on career success. Our framework integrates manifestations of subjective career success—accounting for survival, the collective good, and adjustability in addition to what extant literature has shown—emphasizing that membership in marginalized groups, communities, and other identity-relevant contexts shapes the subjective meaning of career success. Our review has practical implications for decision makers and organizations intending to bridge minority and nonminority groups’ career success disparity.
{"title":"Career Success and Minority Status: A Review and Conceptual Framework","authors":"Mina Beigi, Melika Shirmohammadi, Mostafa Ayoobzadeh, Amir Hedayati Mehdiabadi, Wee Chan Au, Huainan Wang, Qingyang Xu, Yafan Yu, Jane Parry, Ben Whitburn","doi":"10.1177/01492063251342190","DOIUrl":"https://doi.org/10.1177/01492063251342190","url":null,"abstract":"In recent years, the management field has witnessed a surge in studies examining career success among workers from historically marginalized minority groups. However, to date, insights gained from this research remain fragmented and have not been integrated into the existing career success frameworks. We aim to complement career success scholarship and contribute to its inclusivity by conducting a systematic review that synthesizes the factors and pathways contributing to the career success of four historically underrepresented minority groups: women, racial and ethnic minorities, individuals with disabilities, and the LGBTQ+ community. Evidencing that career success disparity can be attributed to minority status, we propose a framework that highlights the career advancement and human and psychological resources associated with minority groups’ career success, as well as the systemic barriers limiting access to and use of such resources. We suggest hypervisibility, invisibility, and managed visibility as distinguishable forms of identity-based mechanisms that offer theoretical explanations for the influence of marginalized identity status on career success. Our framework integrates manifestations of subjective career success—accounting for survival, the collective good, and adjustability in addition to what extant literature has shown—emphasizing that membership in marginalized groups, communities, and other identity-relevant contexts shapes the subjective meaning of career success. Our review has practical implications for decision makers and organizations intending to bridge minority and nonminority groups’ career success disparity.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"24 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144328854","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 : 2025-06-19DOI: 10.1177/01492063251337067
Mai Al-Naemi, Hyun-Jung Lee, Carol Reade
While the corporate lingua franca mandate aims to facilitate communications among linguistically diverse employees, evidence shows that it creates more problems than it solves, often negatively affecting social integration and knowledge sharing in the workplace. Our study is driven by the phenomenon of high language diversity and low lingua franca proficiency, emerging characteristics of workplaces around the globe given increasing migration. We adopt a mixed-methods, longitudinal design involving participant observations, interviews, social network surveys, and company data. Our analysis revealed the existence and prevalence of an informal language advice network (LAN) in which individuals with varying levels of English proficiency actively engage in voluntary language-related knowledge-seeking and sharing. We found more positive interpersonal interactions and consequences of LAN than typically reported in extant studies. We leverage the social networks and generalized exchange literature to explain the processes and consequences of LAN for individuals and the organization. Management recognition was found to be important for sustaining LAN in a context of high language diversity. Our integrative analytical framework offers a valuable lens for scholarship on future workplaces that are being shaped by rapidly shifting ethnic, cultural, and linguistic demography.
{"title":"The Unexpected Upside of High Language Diversity: Social Integration Through Language Advice Networks","authors":"Mai Al-Naemi, Hyun-Jung Lee, Carol Reade","doi":"10.1177/01492063251337067","DOIUrl":"https://doi.org/10.1177/01492063251337067","url":null,"abstract":"While the corporate lingua franca mandate aims to facilitate communications among linguistically diverse employees, evidence shows that it creates more problems than it solves, often negatively affecting social integration and knowledge sharing in the workplace. Our study is driven by the phenomenon of high language diversity and low lingua franca proficiency, emerging characteristics of workplaces around the globe given increasing migration. We adopt a mixed-methods, longitudinal design involving participant observations, interviews, social network surveys, and company data. Our analysis revealed the existence and prevalence of an informal language advice network (LAN) in which individuals with varying levels of English proficiency actively engage in voluntary language-related knowledge-seeking and sharing. We found more positive interpersonal interactions and consequences of LAN than typically reported in extant studies. We leverage the social networks and generalized exchange literature to explain the processes and consequences of LAN for individuals and the organization. Management recognition was found to be important for sustaining LAN in a context of high language diversity. Our integrative analytical framework offers a valuable lens for scholarship on future workplaces that are being shaped by rapidly shifting ethnic, cultural, and linguistic demography.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"14 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144328658","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 : 2025-06-06DOI: 10.1177/01492063251335563
Samantha C. Paustian-Underdahl, Richard A. Devine, Ivona Hideg, R. Michael Holmes, Bruce T. Lamont, Janice Y. Lam
An important challenge faced by women CEOs is that their firms tend to receive more shareholder activism than firms with men CEOs. Frequently, this activism represents attempts by shareholders to direct or override the decisions made by the firms’ leaders. The current paper integrates micro and macro perspectives to explore the factors influencing gender differences in shareholder activism. Drawing on social psychology research, we examine gender role expectations and perceived lack of fit as underlying psychological mechanisms, and we use industry gender type (i.e., men- or women-dominated industry) as an important structural factor that shapes the effects of these psychological mechanisms and women CEOs’ propensity to be targeted by shareholder activism. We test the hypotheses using archival data of shareholder activism at S&P 1500 companies. We also use two vignette-based experiments to examine the underlying mechanisms for why CEO gender relates to shareholder activism differently across industries. Implications and directions for future research are discussed.
{"title":"Mind the Gap: A Psychological and Structural Perspective on Activist Shareholders’ Targeting of Women CEOs","authors":"Samantha C. Paustian-Underdahl, Richard A. Devine, Ivona Hideg, R. Michael Holmes, Bruce T. Lamont, Janice Y. Lam","doi":"10.1177/01492063251335563","DOIUrl":"https://doi.org/10.1177/01492063251335563","url":null,"abstract":"An important challenge faced by women CEOs is that their firms tend to receive more shareholder activism than firms with men CEOs. Frequently, this activism represents attempts by shareholders to direct or override the decisions made by the firms’ leaders. The current paper integrates micro and macro perspectives to explore the factors influencing gender differences in shareholder activism. Drawing on social psychology research, we examine gender role expectations and perceived lack of fit as underlying psychological mechanisms, and we use industry gender type (i.e., men- or women-dominated industry) as an important structural factor that shapes the effects of these psychological mechanisms and women CEOs’ propensity to be targeted by shareholder activism. We test the hypotheses using archival data of shareholder activism at S&P 1500 companies. We also use two vignette-based experiments to examine the underlying mechanisms for why CEO gender relates to shareholder activism differently across industries. Implications and directions for future research are discussed.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"59 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144236916","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 : 2025-05-30DOI: 10.1177/01492063251339412
Matthias Brauer, Louis Vandepoele
Strategy research usually assumes that displays of weakness are disadvantageous for firms. In this study, we challenge this assumption. We propose that deliberate displays of weakness can help firms preserve stakeholder approval when taking controversial decisions. To test this proposition, we examine the use and effectiveness of organizational supplication in the context of workforce downsizing. Building on impression management theory, we predict that firms portray themselves as weak through downward earnings management before workforce downsizing announcements, and that this supplication tactic helps attenuate investors’ negative reactions. Moreover, we posit that supplication paired with an efficiency-focused verbal justification for the downsizing is particularly effective at attenuating negative investor reactions to downsizing announcements, as an additional verbal justification lends authenticity to the downsizing firm’s supplication attempt. Yet, we also theorize that organizational supplication through downward earnings management is less effective if positive firm evaluations by security analysts and the business media make it appear inauthentic. The empirical analysis of nearly 600 workforce downsizing announcements by the largest listed U.S. firms between 2001 and 2020 supports our theoretical predictions.
{"title":"The Strength of Showing Weakness: Organizational Supplication and Investor Reactions to Workforce Downsizing","authors":"Matthias Brauer, Louis Vandepoele","doi":"10.1177/01492063251339412","DOIUrl":"https://doi.org/10.1177/01492063251339412","url":null,"abstract":"Strategy research usually assumes that displays of weakness are disadvantageous for firms. In this study, we challenge this assumption. We propose that deliberate displays of weakness can help firms preserve stakeholder approval when taking controversial decisions. To test this proposition, we examine the use and effectiveness of organizational supplication in the context of workforce downsizing. Building on impression management theory, we predict that firms portray themselves as weak through downward earnings management before workforce downsizing announcements, and that this supplication tactic helps attenuate investors’ negative reactions. Moreover, we posit that supplication paired with an efficiency-focused verbal justification for the downsizing is particularly effective at attenuating negative investor reactions to downsizing announcements, as an additional verbal justification lends authenticity to the downsizing firm’s supplication attempt. Yet, we also theorize that organizational supplication through downward earnings management is less effective if positive firm evaluations by security analysts and the business media make it appear inauthentic. The empirical analysis of nearly 600 workforce downsizing announcements by the largest listed U.S. firms between 2001 and 2020 supports our theoretical predictions.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"15 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144193136","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 : 2025-05-14DOI: 10.1177/01492063251334560
Kayla S. Stajkovic, Alexander D. Stajkovic
Mounting information processing demands in contemporary organizations spotlight the need to better understand how to maintain and improve performance without increasing cognitive load. Research in organizational behavior suggests that primed goals provide performance benefits similar to assigned goals but with little cost to attention. Yet, some research in social psychology suggests that any form of goal use, including primed goals, usurps attention. To reconcile these viewpoints, we examined the relationships among assigned and primed goals, performance, and demands on attention (measured as cognitive load) in three experiments. Experiment 1 (n = 233) showed that when a primed goal is aligned with an assigned goal, performance improved without increasing cognitive load. In contrast, Experiment 2 (n = 515) demonstrated that when a primed goal is misaligned with an assigned goal, performance worsened and cognitive load increased. Study 3, a quasi-field experiment with 315 working professionals, added internal and external validities to the prior experiments. We also examined task novelty and complexity as boundary conditions. For novel tasks (Experiments 1 and 2), when perceptions of task complexity increased, the positive effect of an aligned primed goal diminished. However, for a well-practiced task (Experiment 3), increased task complexity did not diminish the positive effect of aligned goals.
{"title":"Improving Human Sustainability at Work by Focusing on Cognitive Load of Task Performance","authors":"Kayla S. Stajkovic, Alexander D. Stajkovic","doi":"10.1177/01492063251334560","DOIUrl":"https://doi.org/10.1177/01492063251334560","url":null,"abstract":"Mounting information processing demands in contemporary organizations spotlight the need to better understand how to maintain and improve performance without increasing cognitive load. Research in organizational behavior suggests that primed goals provide performance benefits similar to assigned goals but with little cost to attention. Yet, some research in social psychology suggests that any form of goal use, including primed goals, usurps attention. To reconcile these viewpoints, we examined the relationships among assigned and primed goals, performance, and demands on attention (measured as cognitive load) in three experiments. Experiment 1 (n = 233) showed that when a primed goal is aligned with an assigned goal, performance improved without increasing cognitive load. In contrast, Experiment 2 (n = 515) demonstrated that when a primed goal is misaligned with an assigned goal, performance worsened and cognitive load increased. Study 3, a quasi-field experiment with 315 working professionals, added internal and external validities to the prior experiments. We also examined task novelty and complexity as boundary conditions. For novel tasks (Experiments 1 and 2), when perceptions of task complexity increased, the positive effect of an aligned primed goal diminished. However, for a well-practiced task (Experiment 3), increased task complexity did not diminish the positive effect of aligned goals.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"39 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143979376","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 : 2025-05-13DOI: 10.1177/01492063251330199
Stephen H. Courtright, Gary R. Thurgood, Huiyao Liao, Timothy J. Morgan, Jiexin Wang
Leader emergence is a critical organizational phenomenon, influenced by various individual attributes. One such attribute—often overlooked by scholars and practitioners—is physical attractiveness. This study provides a comprehensive meta-analysis of the beauty bias and its relationship to leader emergence. We first review implicit leadership and status generalization theories as the dominant frameworks explaining this bias. Next, we assess the magnitude of the physical attractiveness–leader emergence relationship and test the “beauty is beastly” effect by evaluating leader gender as a moderator. We also identify two key mechanisms—perceived warmth and perceived competence—that explain this relationship. Additionally, we explore the robustness of the beauty bias across different contexts, including observer characteristics, leadership roles, and national culture. Our findings confirm that physical attractiveness is significantly related to leader emergence, primarily through perceptions of warmth, but also through perceptions of competence. This relationship holds equally for male and female leaders and is stronger in informal leadership contexts. It is slightly more pronounced among college students than full-time employees and in collectivist rather than individualistic national cultures, yet remains equally strong across executive and non-executive leadership roles. Overall, our findings highlight the strength and consistency of the physical attractiveness–leader emergence relationship, underscoring the need for organizations to mitigate the beauty bias from influencing decisions around leader emergence.
{"title":"The Beauty Bias and Leader Emergence: A Theoretical Integration, Extension, and Meta-Analysis","authors":"Stephen H. Courtright, Gary R. Thurgood, Huiyao Liao, Timothy J. Morgan, Jiexin Wang","doi":"10.1177/01492063251330199","DOIUrl":"https://doi.org/10.1177/01492063251330199","url":null,"abstract":"Leader emergence is a critical organizational phenomenon, influenced by various individual attributes. One such attribute—often overlooked by scholars and practitioners—is physical attractiveness. This study provides a comprehensive meta-analysis of the beauty bias and its relationship to leader emergence. We first review implicit leadership and status generalization theories as the dominant frameworks explaining this bias. Next, we assess the magnitude of the physical attractiveness–leader emergence relationship and test the “beauty is beastly” effect by evaluating leader gender as a moderator. We also identify two key mechanisms—perceived warmth and perceived competence—that explain this relationship. Additionally, we explore the robustness of the beauty bias across different contexts, including observer characteristics, leadership roles, and national culture. Our findings confirm that physical attractiveness is significantly related to leader emergence, primarily through perceptions of warmth, but also through perceptions of competence. This relationship holds equally for male and female leaders and is stronger in informal leadership contexts. It is slightly more pronounced among college students than full-time employees and in collectivist rather than individualistic national cultures, yet remains equally strong across executive and non-executive leadership roles. Overall, our findings highlight the strength and consistency of the physical attractiveness–leader emergence relationship, underscoring the need for organizations to mitigate the beauty bias from influencing decisions around leader emergence.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"17 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143945746","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 : 2025-05-06DOI: 10.1177/01492063251331910
Szu-Han (Joanna) Lin, Emily C. Poulton, Russell E. Johnson
Existing research assumes that supervisors invariably feel bad after engaging in abusive behaviors. We challenge this assumption by proposing that supervisors’ motives of abusive supervision shape their post-abuse experiences. Drawing on the social interactionist theory of aggression and theories of self-regulation, we suggest that instrumental (or goal-driven) abusive behaviors provide a temporary sense of fulfillment, whereas spontaneous (or reactive, emotionally-driven) abusive behaviors diminish need satisfaction and foster negative outcomes. Using an exploratory study and an event-contingent experiencing sampling study, we found that supervisors may justify their abuse with effecting compliance motives when subordinates perform poorly, which fulfills task achievement needs and increases next-day work engagement. Similarly, supervisors may also justify their abuse with identity maintenance motives when subordinates are disrespectful, thus enhancing social identity needs and next-day organizational-based self-esteem. We also found that when supervisors justify their abusive behaviors with spontaneous motives (i.e., depletion and negative affect), it has negative implications for need satisfaction and outcomes. Lastly, we highlight supervisor’s psychological power as a boundary condition of these effects. All told, our findings indicate that, at the within-person level, supervisors’ daily motives for abusive behaviors matter, given that certain motives actually yield short-term benefits for supervisors.
{"title":"Short-Term Fulfillment: How Supervisors’ Motives for Abusive Behaviors Influence Need Satisfaction and Daily Outcomes","authors":"Szu-Han (Joanna) Lin, Emily C. Poulton, Russell E. Johnson","doi":"10.1177/01492063251331910","DOIUrl":"https://doi.org/10.1177/01492063251331910","url":null,"abstract":"Existing research assumes that supervisors invariably feel bad after engaging in abusive behaviors. We challenge this assumption by proposing that supervisors’ motives of abusive supervision shape their post-abuse experiences. Drawing on the social interactionist theory of aggression and theories of self-regulation, we suggest that instrumental (or goal-driven) abusive behaviors provide a temporary sense of fulfillment, whereas spontaneous (or reactive, emotionally-driven) abusive behaviors diminish need satisfaction and foster negative outcomes. Using an exploratory study and an event-contingent experiencing sampling study, we found that supervisors may justify their abuse with effecting compliance motives when subordinates perform poorly, which fulfills task achievement needs and increases next-day work engagement. Similarly, supervisors may also justify their abuse with identity maintenance motives when subordinates are disrespectful, thus enhancing social identity needs and next-day organizational-based self-esteem. We also found that when supervisors justify their abusive behaviors with spontaneous motives (i.e., depletion and negative affect), it has negative implications for need satisfaction and outcomes. Lastly, we highlight supervisor’s psychological power as a boundary condition of these effects. All told, our findings indicate that, at the within-person level, supervisors’ daily motives for abusive behaviors matter, given that certain motives actually yield short-term benefits for supervisors.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"142 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143915966","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 : 2025-05-04DOI: 10.1177/01492063251333791
Afonso Almeida Costa, Javier Gimeno
The view that a business unit can better compete against product-market rivals if granted funding from its parent firm’s internal capital market (ICM) has lost traction within strategy, despite conflicting evidence. We develop a theory to explain when funding from a parent firm’s ICM should enable a business unit to more effectively capture value (i.e., profit) from its investment opportunities under product-market competition. We depart from prior theories by examining how opportunities relate to competition. Specifically, we propose a typology of opportunities along two strategic dimensions. The first dimension is firm-specificity, a concept derived from the resource-based view. It refers to whether an opportunity stems from unique firm resources and capabilities and is therefore exclusive to a business unit rather than shared with (and contestable by) its product-market rivals. The second dimension is uncertainty about the investment path, a concept derived from the literature on investment under uncertainty and real options. When present, it is impossible (and undesirable) to commit upfront to a fully predetermined set of investments in an opportunity. These dimensions imply that different opportunities may have distinct critical needs in terms of funding—such as secrecy, timeliness, and reliability—that must be satisfied for a business unit to capture value. Ultimately, our theory indicates that receiving funding from a parent firm’s ICM increases a business unit’s chances of capturing value when those critical needs are present, suggesting that units with ICM funding may prevail in some competitive environments.
{"title":"Capturing Value From Investment Opportunities Under Product-Market Competition: When Do Internal Capital Markets Matter?","authors":"Afonso Almeida Costa, Javier Gimeno","doi":"10.1177/01492063251333791","DOIUrl":"https://doi.org/10.1177/01492063251333791","url":null,"abstract":"The view that a business unit can better compete against product-market rivals if granted funding from its parent firm’s internal capital market (ICM) has lost traction within strategy, despite conflicting evidence. We develop a theory to explain when funding from a parent firm’s ICM should enable a business unit to more effectively capture value (i.e., profit) from its investment opportunities under product-market competition. We depart from prior theories by examining how opportunities relate to competition. Specifically, we propose a typology of opportunities along two strategic dimensions. The first dimension is firm-specificity, a concept derived from the resource-based view. It refers to whether an opportunity stems from unique firm resources and capabilities and is therefore exclusive to a business unit rather than shared with (and contestable by) its product-market rivals. The second dimension is uncertainty about the investment path, a concept derived from the literature on investment under uncertainty and real options. When present, it is impossible (and undesirable) to commit upfront to a fully predetermined set of investments in an opportunity. These dimensions imply that different opportunities may have distinct critical needs in terms of funding—such as secrecy, timeliness, and reliability—that must be satisfied for a business unit to capture value. Ultimately, our theory indicates that receiving funding from a parent firm’s ICM increases a business unit’s chances of capturing value when those critical needs are present, suggesting that units with ICM funding may prevail in some competitive environments.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"52 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143909874","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 : 2025-04-30DOI: 10.1177/01492063251330268
Jason L. Huang, Zhonghao Wang, Ran Huang, Dongyuan Wu, Huijie Shi
Insufficient effort responding (IER) presents a significant challenge in management research, potentially leading to flawed inferences. This review critically examines IER practices in 17 leading management journals from 2012 to 2023, highlighting inconsistencies in screening methods, cutoffs, and reporting. We find that IER screening is more prevalent in studies using online paid samples, experimental tasks, and computerized data collection. However, researchers’ IER-related practices, specifically the use of multiple detection methods, predicted IER removal rate above and beyond these study characteristics. Our review revealed that, despite increasing awareness, IER detection and reporting remain unstandardized, with varied practices across studies. While attention checks are frequently used, details about their implementation are often inadequately reported, and multiple detection methods, though recommended, are inconsistently applied. Variability in cutoffs and reliance on single-item checks raise concerns about the risk of retaining IER cases or mistakenly excluding attentive respondents. Our assessment of the impact of IER removal suggests that while it generally improves reliability and model fit, its effect can vary widely across measures and studies. We call on methodologists to resolve existing inconsistencies by developing clearer, empirically derived guidelines for IER detection and removal. We urge researchers to adopt more comprehensive and transparent reporting practices to enhance replicability and methodological rigor, with a flowchart to guide research design and method communication. This review underscores the need for a more systematic approach to IER mitigation in management research to enhance data quality and research validity.
{"title":"Insufficient Effort Responding in Management Research: A Critical Review and Future Directions","authors":"Jason L. Huang, Zhonghao Wang, Ran Huang, Dongyuan Wu, Huijie Shi","doi":"10.1177/01492063251330268","DOIUrl":"https://doi.org/10.1177/01492063251330268","url":null,"abstract":"Insufficient effort responding (IER) presents a significant challenge in management research, potentially leading to flawed inferences. This review critically examines IER practices in 17 leading management journals from 2012 to 2023, highlighting inconsistencies in screening methods, cutoffs, and reporting. We find that IER screening is more prevalent in studies using online paid samples, experimental tasks, and computerized data collection. However, researchers’ IER-related practices, specifically the use of multiple detection methods, predicted IER removal rate above and beyond these study characteristics. Our review revealed that, despite increasing awareness, IER detection and reporting remain unstandardized, with varied practices across studies. While attention checks are frequently used, details about their implementation are often inadequately reported, and multiple detection methods, though recommended, are inconsistently applied. Variability in cutoffs and reliance on single-item checks raise concerns about the risk of retaining IER cases or mistakenly excluding attentive respondents. Our assessment of the impact of IER removal suggests that while it generally improves reliability and model fit, its effect can vary widely across measures and studies. We call on methodologists to resolve existing inconsistencies by developing clearer, empirically derived guidelines for IER detection and removal. We urge researchers to adopt more comprehensive and transparent reporting practices to enhance replicability and methodological rigor, with a flowchart to guide research design and method communication. This review underscores the need for a more systematic approach to IER mitigation in management research to enhance data quality and research validity.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"20 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143893471","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 : 2025-04-28DOI: 10.1177/01492063251332551
Xiaoming He, Di Fan, Xinli Huang, Mike W. Peng
The internationalization of emerging market firms (EMFs) has attracted substantial research attention. Yet, how EMFs engage in diversification and innovation during internationalization remains underexplored. Drawing insights from a geographic relational perspective, we perform a fuzzy-set qualitative comparative analysis (fsQCA) on a sample of EMFs. Our findings suggest that EMFs can choose from multiple equifinal internationalization pathways to capture growth opportunities in diversification and/or innovation. These new insights emphasize that achieving diversification or innovation requires a combination of organizational contextuality, international path dependence, and geographic practice attributes. We further develop a taxonomy of five EMFs’ geographic relational configurations for diversification and/or innovation: entrenching specialist, niche explorer, global adapter, transnational agent, and strategic aspirant. Overall, by unleashing the power of configurational analysis, this paper reveals what is behind the intriguing internationalization of EMFs with a focus on diversification and innovation.
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