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}
As robots become more integrated into the workplace, leaders are increasingly engaging in behaviors that anthropomorphize robots. Given that this form of leader behavior remains undertheorized, we conceptualize it as leader anthropomorphizing behavior toward robots (LABR)—an observable behavior through which leaders endow robots with human-like characteristics. Although practical wisdom and previous studies have highlighted a prevailing optimism about adopting LABR to manage human–robot teams, such optimism may be premature. Drawing on objectification theory, we develop a model that uncovers the detrimental effects of LABR on employees who observe such behavior. To test our model, we developed and validated a LABR scale (Study 1) and conducted five subsequent studies (Studies 2a–5) using vignette-based experiments and field surveys. The results showed that employees who observed LABR were more likely to perceive themselves as being objectified by their leaders, which in turn increased their likelihood of engaging in workplace deviance. By theorizing LABR and revealing its potential dark sides, we contribute to the literature on leader behavior, robot anthropomorphism, human–robot teams, and objectification.
{"title":"Leader Anthropomorphizing Behavior Toward Robots: Conceptualization, Measurement, and Implications for Perceived Objectification and Workplace Deviance","authors":"Limei Cao, Hansen Zhou, Puchu Zhao, Luyuan Jiang, Yaoqi Li, Juncheng Shang, Xin Qin","doi":"10.1177/01492063251350938","DOIUrl":"https://doi.org/10.1177/01492063251350938","url":null,"abstract":"As robots become more integrated into the workplace, leaders are increasingly engaging in behaviors that anthropomorphize robots. Given that this form of leader behavior remains undertheorized, we conceptualize it as leader anthropomorphizing behavior toward robots (LABR)—an observable behavior through which leaders endow robots with human-like characteristics. Although practical wisdom and previous studies have highlighted a prevailing optimism about adopting LABR to manage human–robot teams, such optimism may be premature. Drawing on objectification theory, we develop a model that uncovers the detrimental effects of LABR on employees who observe such behavior. To test our model, we developed and validated a LABR scale (Study 1) and conducted five subsequent studies (Studies 2a–5) using vignette-based experiments and field surveys. The results showed that employees who observed LABR were more likely to perceive themselves as being objectified by their leaders, which in turn increased their likelihood of engaging in workplace deviance. By theorizing LABR and revealing its potential dark sides, we contribute to the literature on leader behavior, robot anthropomorphism, human–robot teams, and objectification.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"25 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144748210","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 : 2025-07-29DOI: 10.1177/01492063251345482
Sumeet Malik, Taiyuan Wang, Geoff Martin, Luis Gomez-Mejia
Executive compensation is a key topic in management research, focusing on how firms use incentives to align CEOs’ decisions with shareholders’ interests. Yet, we know little about the influence of stock-option compensation—a major component of CEO pay—on CEO decisions facing adverse events involving multiple stakeholders. Analyzing U.S. medical device recalls between 2004 and 2017, we examine how stock options induce CEOs to protect their existing wealth while pursuing potential gains. We find that CEOs with greater current option wealth are more likely to adopt short-term impression management (IM) tactics, such as strategically timing recalls and maintaining silence in press releases, which can harm shareholders and stakeholders. In contrast, CEOs with higher prospective option wealth are less inclined to employ these tactics. Moreover, negative media scrutiny discourages CEOs with substantial current option wealth from using IM tactics, and encourages those with greater prospective option wealth to further avoid them. These findings highlight the powerful role of executive compensation, particularly stock options, in shaping CEO decisions facing adverse events.
{"title":"Mixed Gambles in Product Recalls: How CEO Stock Options Drive Impression Management Tactics","authors":"Sumeet Malik, Taiyuan Wang, Geoff Martin, Luis Gomez-Mejia","doi":"10.1177/01492063251345482","DOIUrl":"https://doi.org/10.1177/01492063251345482","url":null,"abstract":"Executive compensation is a key topic in management research, focusing on how firms use incentives to align CEOs’ decisions with shareholders’ interests. Yet, we know little about the influence of stock-option compensation—a major component of CEO pay—on CEO decisions facing adverse events involving multiple stakeholders. Analyzing U.S. medical device recalls between 2004 and 2017, we examine how stock options induce CEOs to protect their existing wealth while pursuing potential gains. We find that CEOs with greater current option wealth are more likely to adopt short-term impression management (IM) tactics, such as strategically timing recalls and maintaining silence in press releases, which can harm shareholders and stakeholders. In contrast, CEOs with higher prospective option wealth are less inclined to employ these tactics. Moreover, negative media scrutiny discourages CEOs with substantial current option wealth from using IM tactics, and encourages those with greater prospective option wealth to further avoid them. These findings highlight the powerful role of executive compensation, particularly stock options, in shaping CEO decisions facing adverse events.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"27 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144748211","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 : 2025-07-24DOI: 10.1177/01492063251346406
Tsvetomira V. Bilgili, Holly Loncarich, Debmalya Mukherjee, Erin E. Makarius
The perils of legitimacy threats for CBAs are widely acknowledged in the literature. However, prior research has focused on legitimacy threats stemming from factors not in the direct control of MNEs. In this study, we explore if and how acquirers’ CSI salience, a legitimacy threat stemming directly from the past actions and behaviors of the focal firm, influences a critical international expansion decision—the level of ownership obtained in cross-border acquisitions (CBAs). Drawing on neo-institutional theory, we argue that CSI salience reduces the level of ownership obtained in CBAs as it captures more stakeholder attention and is factored into their legitimacy evaluations. In addition, we examine how characteristics of the host country’s legitimating environment may attenuate or accentuate the legitimacy threat from CSI as they reflect how host country stakeholders notice, assess, and respond to CSI and the capacity of host institutions to monitor and enforce compliance. We find support for our hypotheses in a sample of 16,650 CBAs by 10,738 unique acquirers, and offer valuable insights into the interplay of CSI salience, legitimacy, and CBA ownership to research and practice.
{"title":"Corporate Social Irresponsibility and Ownership Level in Cross-Border Acquisitions","authors":"Tsvetomira V. Bilgili, Holly Loncarich, Debmalya Mukherjee, Erin E. Makarius","doi":"10.1177/01492063251346406","DOIUrl":"https://doi.org/10.1177/01492063251346406","url":null,"abstract":"The perils of legitimacy threats for CBAs are widely acknowledged in the literature. However, prior research has focused on legitimacy threats stemming from factors not in the direct control of MNEs. In this study, we explore if and how acquirers’ CSI salience, a legitimacy threat stemming directly from the past actions and behaviors of the focal firm, influences a critical international expansion decision—the level of ownership obtained in cross-border acquisitions (CBAs). Drawing on neo-institutional theory, we argue that CSI salience reduces the level of ownership obtained in CBAs as it captures more stakeholder attention and is factored into their legitimacy evaluations. In addition, we examine how characteristics of the host country’s legitimating environment may attenuate or accentuate the legitimacy threat from CSI as they reflect how host country stakeholders notice, assess, and respond to CSI and the capacity of host institutions to monitor and enforce compliance. We find support for our hypotheses in a sample of 16,650 CBAs by 10,738 unique acquirers, and offer valuable insights into the interplay of CSI salience, legitimacy, and CBA ownership to research and practice.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"14 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144701926","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 : 2025-07-21DOI: 10.1177/01492063251346401
Kaylee J. Hackney, Gary R. Thurgood, Dawn S. Carlson, Merideth J. Thompson
Using signaling theory, this research examines the role that social support during pregnancy plays in reducing work–family guilt upon returning to work after maternity leave. Specifically, we consider four sources of social support (two from the work domain: supervisor and coworkers; and two from the non-work domain: spouse and friends) and the signaling effect they have on a mother’s work–family guilt upon returning to work after maternity leave and her subsequent job and family satisfaction. Based on a sample of 247 women who completed surveys both before taking maternity leave and upon returning to the workforce, we found that supervisor, coworker, and friend support enhanced job satisfaction through reduced work-induced guilt. Further, both supervisor and spouse support contributed to family satisfaction through reduced family-induced guilt. Spouse support reduced family-induced guilt significantly more than coworker support, offering some modest support for domain specificity. Further, when considering the interaction of within-domain effects, we found that the work domain sources of support interact to provide a stronger effect on job satisfaction, but the non-work domain sources do not interact significantly. This provides an enlightening look at social support’s different roles in working mom guilt during a pivotal time in a woman’s life, her return to work after childbirth.
{"title":"How We Can Help Working Moms “Win”: The Impact of Social Support During Pregnancy on Postpartum Working Mom Guilt","authors":"Kaylee J. Hackney, Gary R. Thurgood, Dawn S. Carlson, Merideth J. Thompson","doi":"10.1177/01492063251346401","DOIUrl":"https://doi.org/10.1177/01492063251346401","url":null,"abstract":"Using signaling theory, this research examines the role that social support during pregnancy plays in reducing work–family guilt upon returning to work after maternity leave. Specifically, we consider four sources of social support (two from the work domain: supervisor and coworkers; and two from the non-work domain: spouse and friends) and the signaling effect they have on a mother’s work–family guilt upon returning to work after maternity leave and her subsequent job and family satisfaction. Based on a sample of 247 women who completed surveys both before taking maternity leave and upon returning to the workforce, we found that supervisor, coworker, and friend support enhanced job satisfaction through reduced work-induced guilt. Further, both supervisor and spouse support contributed to family satisfaction through reduced family-induced guilt. Spouse support reduced family-induced guilt significantly more than coworker support, offering some modest support for domain specificity. Further, when considering the interaction of within-domain effects, we found that the work domain sources of support interact to provide a stronger effect on job satisfaction, but the non-work domain sources do not interact significantly. This provides an enlightening look at social support’s different roles in working mom guilt during a pivotal time in a woman’s life, her return to work after childbirth.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"84 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144669686","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 : 2025-07-11DOI: 10.1177/01492063251348410
Erik Dane, Markus Baer, Hannes Leroy, Richard Swartz, Aleksandra Wrobel
Epiphanies—sudden realizations that transform how people see themselves—have the potential to infuse people’s personal and professional lives with a renewed sense of purpose. Yet, the prominence and potency of epiphanies as purpose-giving vehicles has largely been overlooked in management and organization studies. In the research reported here, we investigate epiphanies and their psychological foundations. Specifically, we build and test theory on what types of individuals, psychologically speaking, are more likely to experience epiphanies of greater strength related to their work and careers. We evaluate the strength of the work-related epiphanies that people experienced over the course of their lives (Study 1) and in the context of a leadership development program (Study 2) and a leadership coaching workshop (Study 3). Consistent with our theorizing, we find that people who engage in a form of mind wandering known as “problem-solving daydreaming” are more likely to experience work-related epiphanies of greater strength. Furthermore, we find that people who engage in problem-solving daydreaming are especially likely to experience work-related epiphanies of greater strength when they possess a form of curiosity that compels them to solve their problems (“deprivation sensitivity”). Work-related epiphany strength, in turn, transmits this conditional effect onto people’s sense of purpose in their careers via psychological tension resolution. These results illuminate psychological phenomena underlying sudden shifts in how people view themselves and open new windows into how a heightened sense of career purpose can emerge among individuals on a managerial career path.
{"title":"Gaining Career Purpose Through Lightning Bolts: Examining the Strength and Psychological Foundations of Work-Related Epiphanies","authors":"Erik Dane, Markus Baer, Hannes Leroy, Richard Swartz, Aleksandra Wrobel","doi":"10.1177/01492063251348410","DOIUrl":"https://doi.org/10.1177/01492063251348410","url":null,"abstract":"Epiphanies—sudden realizations that transform how people see themselves—have the potential to infuse people’s personal and professional lives with a renewed sense of purpose. Yet, the prominence and potency of epiphanies as purpose-giving vehicles has largely been overlooked in management and organization studies. In the research reported here, we investigate epiphanies and their psychological foundations. Specifically, we build and test theory on what types of individuals, psychologically speaking, are more likely to experience epiphanies of greater strength related to their work and careers. We evaluate the strength of the work-related epiphanies that people experienced over the course of their lives (Study 1) and in the context of a leadership development program (Study 2) and a leadership coaching workshop (Study 3). Consistent with our theorizing, we find that people who engage in a form of mind wandering known as “problem-solving daydreaming” are more likely to experience work-related epiphanies of greater strength. Furthermore, we find that people who engage in problem-solving daydreaming are especially likely to experience work-related epiphanies of greater strength when they possess a form of curiosity that compels them to solve their problems (“deprivation sensitivity”). Work-related epiphany strength, in turn, transmits this conditional effect onto people’s sense of purpose in their careers via psychological tension resolution. These results illuminate psychological phenomena underlying sudden shifts in how people view themselves and open new windows into how a heightened sense of career purpose can emerge among individuals on a managerial career path.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"14 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144603128","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 : 2025-07-05DOI: 10.1177/01492063251342209
Silja Hartmann, Matthias Weiss, Martin Hoegl
Research on psychological resilience in the workplace is on the rise, aiming to better understand how to successfully manage adverse events. Although scholars have started to explore the concept of team resilience, the focus of the theory on team resilience has been largely on cognitive mechanisms. However, neglecting the role of relational mechanisms discounts the collaboration and social interaction that are necessary for successful teamwork, especially in the face of adverse events. To address this research gap, we conducted a qualitative study with a palliative care team that experienced work-related adverse events. Based on our data and applying conservation of resources theory, we develop a process model of team resilience. This model specifies the experience of adverse events as loss events and illustrates how teams can counteract these losses and enact team resilience through the relational process of caring. Caring in teams can be enacted through four dimensions, which we refer to as understanding, being with, doing for, and enabling. By enacting these caring dimensions, teams can heal social safety and collective action capabilities and can moreover build valuable resources, which may buffer resource loss and fuel resource growth in subsequent team resilience episodes. Our findings provide a better understanding of the role of relational processes in team resilience enactment and specify caring as a core relational mechanism that enables team resilient outcomes. Overall, we provide a nuanced understanding of the different elements within a team resilience process.
{"title":"Yes, We (Still) Can! A Qualitative Study on the Dynamic Process of Team Resilience","authors":"Silja Hartmann, Matthias Weiss, Martin Hoegl","doi":"10.1177/01492063251342209","DOIUrl":"https://doi.org/10.1177/01492063251342209","url":null,"abstract":"Research on psychological resilience in the workplace is on the rise, aiming to better understand how to successfully manage adverse events. Although scholars have started to explore the concept of team resilience, the focus of the theory on team resilience has been largely on cognitive mechanisms. However, neglecting the role of relational mechanisms discounts the collaboration and social interaction that are necessary for successful teamwork, especially in the face of adverse events. To address this research gap, we conducted a qualitative study with a palliative care team that experienced work-related adverse events. Based on our data and applying conservation of resources theory, we develop a process model of team resilience. This model specifies the experience of adverse events as loss events and illustrates how teams can counteract these losses and enact team resilience through the relational process of caring. Caring in teams can be enacted through four dimensions, which we refer to as understanding, being with, doing for, and enabling. By enacting these caring dimensions, teams can heal social safety and collective action capabilities and can moreover build valuable resources, which may buffer resource loss and fuel resource growth in subsequent team resilience episodes. Our findings provide a better understanding of the role of relational processes in team resilience enactment and specify caring as a core relational mechanism that enables team resilient outcomes. Overall, we provide a nuanced understanding of the different elements within a team resilience process.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"7 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144565751","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 : 2025-07-04DOI: 10.1177/01492063251346400
Joohyung (Jenny) Kim, Marie S. Mitchell, David A. Waldman, Donald S. Siegel
Although prior research has noted the stress-reducing effects of leaders’ initiating structure and consideration, these behaviors are often gendered, with initiating structure as agentic, masculine behavior and consideration as communal, feminine behavior. Given these gender-role expectations, we examine whether there are different implications of women and men leaders’ initiating structure and consideration in relation to employee stress and well-being. Integrating expectancy violation theory and stress appraisal theory, we argue that perceived leader behaviors that violate gender roles (i.e., initiating structure by women leaders and consideration by men leaders) will be more powerful in reducing employee threat appraisals, which then reduces self-regulation depletion and in turn enriches employee well-being. Two studies—a time-separated field study and a set of experiments—support our proposals. Implications for theory and practice are discussed.
{"title":"Do Gender-Role Violations in Initiating Structure and Consideration Help or Harm Employee Stress and Well-Being?","authors":"Joohyung (Jenny) Kim, Marie S. Mitchell, David A. Waldman, Donald S. Siegel","doi":"10.1177/01492063251346400","DOIUrl":"https://doi.org/10.1177/01492063251346400","url":null,"abstract":"Although prior research has noted the stress-reducing effects of leaders’ initiating structure and consideration, these behaviors are often gendered, with initiating structure as agentic, masculine behavior and consideration as communal, feminine behavior. Given these gender-role expectations, we examine whether there are different implications of women and men leaders’ initiating structure and consideration in relation to employee stress and well-being. Integrating expectancy violation theory and stress appraisal theory, we argue that perceived leader behaviors that violate gender roles (i.e., initiating structure by women leaders and consideration by men leaders) will be more powerful in reducing employee threat appraisals, which then reduces self-regulation depletion and in turn enriches employee well-being. Two studies—a time-separated field study and a set of experiments—support our proposals. Implications for theory and practice are discussed.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"70 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144565672","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 : 2025-06-26DOI: 10.1177/01492063251342807
Louis Mulotte, Simon Porcher
Studies of organizational learning show that experience enables firms to utilize specific governance structures effectively. Nevertheless, little attention has been given to comparing the effects of learning-by-doing across different structures. In this paper we investigate whether the duration of operation influences performance differently in two structures utilized in public services: in-house provision and external contracting. An analysis of water supply data in France from 1998 to 2008 suggests that the learning advantages are greater in external contracting due to its high-powered incentives, but these benefits decrease as the technological complexity and environmental uncertainty of public services increase. We contribute to organizational learning theory, extend research on governance structures, and provide critical insights into the sustainable management of natural resources.
{"title":"Comparing Learning-by-Doing Between In-House Provision and External Contracting in Public Service Provision","authors":"Louis Mulotte, Simon Porcher","doi":"10.1177/01492063251342807","DOIUrl":"https://doi.org/10.1177/01492063251342807","url":null,"abstract":"Studies of organizational learning show that experience enables firms to utilize specific governance structures effectively. Nevertheless, little attention has been given to comparing the effects of learning-by-doing across different structures. In this paper we investigate whether the duration of operation influences performance differently in two structures utilized in public services: in-house provision and external contracting. An analysis of water supply data in France from 1998 to 2008 suggests that the learning advantages are greater in external contracting due to its high-powered incentives, but these benefits decrease as the technological complexity and environmental uncertainty of public services increase. We contribute to organizational learning theory, extend research on governance structures, and provide critical insights into the sustainable management of natural resources.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"70 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144513272","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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