Pub Date : 2024-03-27DOI: 10.1177/01492063241237225
Christina B. Hymer, Anne D. Smith
“Exceptions” refers to data obtained from a nontraditional context and/or data that emerge during data analysis that substantially deviate from other data present within a study. Both qualitative and quantitative research acknowledge exceptions; however, approaches for handling and discussing exceptions vary across these two perspectives and are rarely integrated. We provide a two-decade review of exception usages across 930 empirical articles in six leading management journals. Through our review, we identify two types of exceptions: planned and emergent. “Planned exceptions” describes unique data or phenomenon used to motivate a study design. “Emergent exceptions” describes nonconforming data that arise during data analysis. We review on-diagonal and off-diagonal patterns in exception uses across qualitative and quantitative research, pointing to varied ways that exceptions are used to further management theory. Based on insights gleaned from our review, we provide suggestions for researchers in handling exceptions across different phases of the research process: study design, data analysis, and findings presentation.
{"title":"Making Exceptions Exceptional: A Cross-Methodological Review and Future Research Agenda","authors":"Christina B. Hymer, Anne D. Smith","doi":"10.1177/01492063241237225","DOIUrl":"https://doi.org/10.1177/01492063241237225","url":null,"abstract":"“Exceptions” refers to data obtained from a nontraditional context and/or data that emerge during data analysis that substantially deviate from other data present within a study. Both qualitative and quantitative research acknowledge exceptions; however, approaches for handling and discussing exceptions vary across these two perspectives and are rarely integrated. We provide a two-decade review of exception usages across 930 empirical articles in six leading management journals. Through our review, we identify two types of exceptions: planned and emergent. “Planned exceptions” describes unique data or phenomenon used to motivate a study design. “Emergent exceptions” describes nonconforming data that arise during data analysis. We review on-diagonal and off-diagonal patterns in exception uses across qualitative and quantitative research, pointing to varied ways that exceptions are used to further management theory. Based on insights gleaned from our review, we provide suggestions for researchers in handling exceptions across different phases of the research process: study design, data analysis, and findings presentation.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"34 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140317200","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 : 2024-03-26DOI: 10.1177/01492063241234663
Vivek Soundararajan, Sreevas Sahasranamam, Michael Rogerson, Hari Bapuji, Laura J. Spence, Jason D Shaw
Recognizing the potential contributions businesses can make to address the grand challenge of global poverty, management scholars have increasingly turned research attention to poverty. We conducted an integrative review of poverty studies in the organizational literature spanning from 1985 to 2022. Based on the review, we clarify poverty as a significant lack of market-oriented resources, opportunities, and capabilities. Further, we develop a framework that captures the ways in which organizational practices offer the poor, or deprive them of, resources, opportunities, and capabilities, and thereby contribute to poverty alleviation or aggravation respectively. Moreover, our framework identifies the necessary support conditions for an organization to effectively combat poverty. We conclude by proposing a research agenda aimed at advancing management scholarship on poverty.
{"title":"Organizational Engagement With Poverty: A Review and Reorientation","authors":"Vivek Soundararajan, Sreevas Sahasranamam, Michael Rogerson, Hari Bapuji, Laura J. Spence, Jason D Shaw","doi":"10.1177/01492063241234663","DOIUrl":"https://doi.org/10.1177/01492063241234663","url":null,"abstract":"Recognizing the potential contributions businesses can make to address the grand challenge of global poverty, management scholars have increasingly turned research attention to poverty. We conducted an integrative review of poverty studies in the organizational literature spanning from 1985 to 2022. Based on the review, we clarify poverty as a significant lack of market-oriented resources, opportunities, and capabilities. Further, we develop a framework that captures the ways in which organizational practices offer the poor, or deprive them of, resources, opportunities, and capabilities, and thereby contribute to poverty alleviation or aggravation respectively. Moreover, our framework identifies the necessary support conditions for an organization to effectively combat poverty. We conclude by proposing a research agenda aimed at advancing management scholarship on poverty.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"34 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140317205","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 : 2024-03-23DOI: 10.1177/01492063231224370
Patrick J. Flynn, Amrou Awaysheh, Paul D. Bliese, Barbara B. Flynn
We extend event system theory (EST) to conceptualize proactive events and examine how event duration, timing, criticality, and disruption are related to two phases of change associated with an organizationally initiated event. Specifically, we explore the impact of a new sustainability monitoring system on energy consumption using longitudinal archival data from 87 manufacturing units of a Fortune 200 multinational firm. We use a variant of mixed-effects discontinuous growth modeling (DGM) to test EST propositions related to initial and longer-term changes associated with implementing the monitoring system. Results indicate that while the new sustainability monitoring system is effective in reducing within-unit energy consumption on average, there are significant differences in change magnitude between units. The magnitude of change during the pre-post phase was related to between-unit differences in event duration, timing, criticality, and disruption. Longer-term change patterns were related to between-unit differences in managerial criticality behaviors. The results empirically validate several of EST’s core propositions and provide an illustration of how DGM can be modified to study events that vary in onset and duration across entities.
我们扩展了事件系统理论（EST），将主动事件概念化，并研究了事件持续时间、时机、关键性和破坏性与组织发起的事件相关的两个变革阶段之间的关系。具体来说，我们利用一家财富 200 强跨国公司 87 个制造单位的纵向档案数据，探讨了新的可持续发展监控系统对能源消耗的影响。我们使用混合效应不连续增长模型（DGM）的变体来检验与实施监控系统相关的初始和长期变化有关的 EST 命题。结果表明，虽然新的可持续发展监测系统平均有效地降低了单位内部的能源消耗，但不同单位之间的变化幅度存在显著差异。预后阶段的变化幅度与单位之间在事件持续时间、时间、关键性和中断方面的差异有关。较长期的变化模式与单位间在管理关键性行为方面的差异有关。研究结果从经验上验证了 EST 的几个核心命题，并说明了如何对 DGM 进行修改，以研究不同实体之间在起始时间和持续时间上存在差异的事件。
{"title":"From Intent to Impact: A Proactive Event Approach for Amplifying Sustainability Across Time","authors":"Patrick J. Flynn, Amrou Awaysheh, Paul D. Bliese, Barbara B. Flynn","doi":"10.1177/01492063231224370","DOIUrl":"https://doi.org/10.1177/01492063231224370","url":null,"abstract":"We extend event system theory (EST) to conceptualize proactive events and examine how event duration, timing, criticality, and disruption are related to two phases of change associated with an organizationally initiated event. Specifically, we explore the impact of a new sustainability monitoring system on energy consumption using longitudinal archival data from 87 manufacturing units of a Fortune 200 multinational firm. We use a variant of mixed-effects discontinuous growth modeling (DGM) to test EST propositions related to initial and longer-term changes associated with implementing the monitoring system. Results indicate that while the new sustainability monitoring system is effective in reducing within-unit energy consumption on average, there are significant differences in change magnitude between units. The magnitude of change during the pre-post phase was related to between-unit differences in event duration, timing, criticality, and disruption. Longer-term change patterns were related to between-unit differences in managerial criticality behaviors. The results empirically validate several of EST’s core propositions and provide an illustration of how DGM can be modified to study events that vary in onset and duration across entities.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"24 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140200351","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 : 2024-03-22DOI: 10.1177/01492063241238701
Gerry McNamara, Deidra J. Schleicher
{"title":"What Constitutes a Contribution at JOM?","authors":"Gerry McNamara, Deidra J. Schleicher","doi":"10.1177/01492063241238701","DOIUrl":"https://doi.org/10.1177/01492063241238701","url":null,"abstract":"","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"20 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140192775","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 : 2024-03-21DOI: 10.1177/01492063231224375
Andrea L. Hetrick, Trevor M. Spoelma, Daniel W. Newton, Alexander C. Romney
Helping is ubiquitous in organizations and vital to individual and organizational effectiveness. Yet, for various reasons, offers to help are sometimes rejected. Help offeror reactions to help offer rejection, or how employees respond to coworkers refusing their propositions to assist with work tasks, is an important but overlooked area of inquiry in organizational research. Although negative reactions to having help rejected might seem intuitive, help offer rejection may also produce positive outcomes for help offerors. Drawing upon sociometer and sensemaking theories, we present a theoretical model in which help offer rejection indirectly reduces subsequent helping through reduced organization-based self-esteem (OBSE) and indirectly increases subsequent creativity through enhanced sensemaking. We propose that the strength of these effects is moderated by coworkers’ explanation sensitivity such that coworkers’ sensitive and sincere communication reduces the negative effect on OBSE and enhances the positive effect on sensemaking. We test and find general support for this conceptual model in two multiwave, multisource field studies of full-time workers and in an experimental vignette study. We discuss the theoretical and practical implications of our findings and suggest fruitful avenues for future research.
{"title":"“You Don’t Want My Help?” The Negative and Positive Consequences of Help Offer Rejection","authors":"Andrea L. Hetrick, Trevor M. Spoelma, Daniel W. Newton, Alexander C. Romney","doi":"10.1177/01492063231224375","DOIUrl":"https://doi.org/10.1177/01492063231224375","url":null,"abstract":"Helping is ubiquitous in organizations and vital to individual and organizational effectiveness. Yet, for various reasons, offers to help are sometimes rejected. Help offeror reactions to help offer rejection, or how employees respond to coworkers refusing their propositions to assist with work tasks, is an important but overlooked area of inquiry in organizational research. Although negative reactions to having help rejected might seem intuitive, help offer rejection may also produce positive outcomes for help offerors. Drawing upon sociometer and sensemaking theories, we present a theoretical model in which help offer rejection indirectly reduces subsequent helping through reduced organization-based self-esteem (OBSE) and indirectly increases subsequent creativity through enhanced sensemaking. We propose that the strength of these effects is moderated by coworkers’ explanation sensitivity such that coworkers’ sensitive and sincere communication reduces the negative effect on OBSE and enhances the positive effect on sensemaking. We test and find general support for this conceptual model in two multiwave, multisource field studies of full-time workers and in an experimental vignette study. We discuss the theoretical and practical implications of our findings and suggest fruitful avenues for future research.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"70 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140192808","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 : 2024-03-19DOI: 10.1177/01492063231221979
Chenwei Liao, Junfeng Wu, Sandy J. Wayne, Robert C. Liden, Lynda Jiwen Song
Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors compared with leaders who are low in traditionality. Further, we test our full model in an experiment (Study 2) and find support for our hypothesis that the relationship between servant leadership, follower trust in the leader, and subsequent follower organizational citizenship behavior is stronger for leaders higher (vs. lower) in traditional values. Replicating the findings from Study 2, we conduct a field investigation (Study 3) with multiwave and multisource data from a Fortune 500 company and obtain full support for our model. The consistent findings across our studies provide strong support for the role of leader traditionality in altering the social exchange relationship between servant leaders and their followers.
{"title":"It’s Unexpected but Good: Leader Traditionality Fuels Greater Follower Reciprocation to Servant Leadership","authors":"Chenwei Liao, Junfeng Wu, Sandy J. Wayne, Robert C. Liden, Lynda Jiwen Song","doi":"10.1177/01492063231221979","DOIUrl":"https://doi.org/10.1177/01492063231221979","url":null,"abstract":"Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors compared with leaders who are low in traditionality. Further, we test our full model in an experiment (Study 2) and find support for our hypothesis that the relationship between servant leadership, follower trust in the leader, and subsequent follower organizational citizenship behavior is stronger for leaders higher (vs. lower) in traditional values. Replicating the findings from Study 2, we conduct a field investigation (Study 3) with multiwave and multisource data from a Fortune 500 company and obtain full support for our model. The consistent findings across our studies provide strong support for the role of leader traditionality in altering the social exchange relationship between servant leaders and their followers.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"22 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140165045","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 : 2024-03-19DOI: 10.1177/01492063241227154
Regan Stevenson, Devin Burnell, Greg Fisher
Building and deploying a minimum viable product (MVP) is often considered a necessary step in the venture development process. Although MVPs are ubiquitous in practice, foundational scholarly work on MVPs is virtually nonexistent. We leverage and build upon the lean start-up literature and the scientific approach to entrepreneurship to develop theory related to the dimensionality, forms, risks, and trade-offs of MVPs. We first define and identify the conceptual boundaries of MVPs and explain the relationship between MVP dimensionality and MVP development decisions. We then specify how MVP risks emerge and how these risks relate to the trade-off decisions that entrepreneurs must grapple with when building and deploying MVPs. We conclude by presenting future research opportunities on this important but previously overlooked phenomenological artifact.
{"title":"The Minimum Viable Product (MVP): Theory and Practice","authors":"Regan Stevenson, Devin Burnell, Greg Fisher","doi":"10.1177/01492063241227154","DOIUrl":"https://doi.org/10.1177/01492063241227154","url":null,"abstract":"Building and deploying a minimum viable product (MVP) is often considered a necessary step in the venture development process. Although MVPs are ubiquitous in practice, foundational scholarly work on MVPs is virtually nonexistent. We leverage and build upon the lean start-up literature and the scientific approach to entrepreneurship to develop theory related to the dimensionality, forms, risks, and trade-offs of MVPs. We first define and identify the conceptual boundaries of MVPs and explain the relationship between MVP dimensionality and MVP development decisions. We then specify how MVP risks emerge and how these risks relate to the trade-off decisions that entrepreneurs must grapple with when building and deploying MVPs. We conclude by presenting future research opportunities on this important but previously overlooked phenomenological artifact.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"136 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140165076","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 : 2024-03-18DOI: 10.1177/01492063231225646
Michael Hadani
Corporate political activity (CPA) research has traditionally focused on instrumental and strategic value, explicitly ignoring how external stakeholders, specifically the public, view the legitimacy implications of CPA, in particular with regard to partisan forms of CPA. Yet, recent research has begun introducing normative considerations into CPA, highlighting the impact of public evaluations on CPA, and partisan CPA, in particular. Focusing on normative affective legitimacy, as proxied by the tone of mass-media reporting rhetoric, this study explores the effect of firm and CEO partisan political contributions on corporate affective legitimacy. Utilizing three types of dynamic panel data analyses on S&P 500 firms over 20 years, the study provides consistent evidence that both firm-level and CEO-level partisan political action committee contributions are negatively associated with affective-based corporate legitimacy. Post hoc analyses reveal that in response to affective-legitimacy evaluations, firms reduce firm-level partisan political contributions and lobbying expenditures, but not other forms of CPA or partisan CPA. The study also finds that state-level public political polarization moderates the association between CEO partisan contributions and firms’ affective-legitimacy evaluations. This study is the first to systematically document the negative normative impact of CPA and partisan CPA. It strongly informs CPA theory and has practical implications for executives’ use of partisan CPA.
{"title":"To Toe the Party Line? The Impact of Firm and CEO Partisanship on Corporate Mass-Media Normative Legitimacy","authors":"Michael Hadani","doi":"10.1177/01492063231225646","DOIUrl":"https://doi.org/10.1177/01492063231225646","url":null,"abstract":"Corporate political activity (CPA) research has traditionally focused on instrumental and strategic value, explicitly ignoring how external stakeholders, specifically the public, view the legitimacy implications of CPA, in particular with regard to partisan forms of CPA. Yet, recent research has begun introducing normative considerations into CPA, highlighting the impact of public evaluations on CPA, and partisan CPA, in particular. Focusing on normative affective legitimacy, as proxied by the tone of mass-media reporting rhetoric, this study explores the effect of firm and CEO partisan political contributions on corporate affective legitimacy. Utilizing three types of dynamic panel data analyses on S&P 500 firms over 20 years, the study provides consistent evidence that both firm-level and CEO-level partisan political action committee contributions are negatively associated with affective-based corporate legitimacy. Post hoc analyses reveal that in response to affective-legitimacy evaluations, firms reduce firm-level partisan political contributions and lobbying expenditures, but not other forms of CPA or partisan CPA. The study also finds that state-level public political polarization moderates the association between CEO partisan contributions and firms’ affective-legitimacy evaluations. This study is the first to systematically document the negative normative impact of CPA and partisan CPA. It strongly informs CPA theory and has practical implications for executives’ use of partisan CPA.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"141 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140162139","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 : 2024-03-16DOI: 10.1177/01492063241228245
Christoph Zott, Raphael Amit
We explore the intersection between the lean startup methodology and research on business models. We note that both perspectives are anchored on a systematic approach to needs discovery and highlight the importance of value creation (vs. value appropriation). However, while the lean startup is centered on creating value for customers through discovery of product-market fit, research on business models concerns value creation for all stakeholders through establishing product-market-business model fit. We also discuss how the lean startup method informs research on business models and vice versa. We observe that the promise of applying lean startup to business models lies in probing the viability of new business models with an efficient and effective process. We find that business model research, in turn, can contribute to the lean startup methodology by (a) suggesting extensions to the method that derive from the holistic, system-level nature of the business model construct and (b) highlighting a range of specific experimental subprocesses, refinements, and tools that could be applied to refine the customer needs discovery process.
{"title":"Business Models and Lean Startup","authors":"Christoph Zott, Raphael Amit","doi":"10.1177/01492063241228245","DOIUrl":"https://doi.org/10.1177/01492063241228245","url":null,"abstract":"We explore the intersection between the lean startup methodology and research on business models. We note that both perspectives are anchored on a systematic approach to needs discovery and highlight the importance of value creation (vs. value appropriation). However, while the lean startup is centered on creating value for customers through discovery of product-market fit, research on business models concerns value creation for all stakeholders through establishing product-market-business model fit. We also discuss how the lean startup method informs research on business models and vice versa. We observe that the promise of applying lean startup to business models lies in probing the viability of new business models with an efficient and effective process. We find that business model research, in turn, can contribute to the lean startup methodology by (a) suggesting extensions to the method that derive from the holistic, system-level nature of the business model construct and (b) highlighting a range of specific experimental subprocesses, refinements, and tools that could be applied to refine the customer needs discovery process.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"23 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140142128","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 : 2024-03-16DOI: 10.1177/01492063231226248
Alexander D. Stajkovic, Kayla Stajkovic
Widespread social unrest occurred in the United States in the Summer of 2020. Citizens took to the streets to challenge the prevailing social justice framework. According to event systemstheory, these Black Lives Matter (BLM) protests were high-strength, as they represented novel, critical, and disruptive events. They were also mega-threats as they focused on threats to the social identities of the marginalized communities. Because different approaches were taken in navigating the BLM protests by authorities, it was unclear what constitutes effective leadership during these events. We integrate insights from event-oriented literature with intersectionality of gender and race research to introduce an intersectional leadership advantage (ILA). This framework suggests that Black women, owing in part to the rich tapestry of their social experiences, tend to develop a distinct leadership style characterized by sensitivity to racial injustice, leaning into risk, and commitment to the community. These qualities enable Black women leaders to be effective during events like BLM protests. Utilizing data from six public sources covering 11,540 protests across 3,338 U.S. cities from May to August 2020, we hypothesized an interaction of city police chiefs’ gender and race in relation to protest-related violence (measured in three ways). Results revealed that protests in cities with Black women police chiefs were associated with the lowest levels of violence compared to other groups. This study provides insights into qualities associated with leadership effectiveness in high-strength mega-threat events, and it connects diversity in leadership roles to favorable outcomes.
{"title":"A Summer of Protest: Using Event System Theory To Test an Intersectional Leadership Advantage","authors":"Alexander D. Stajkovic, Kayla Stajkovic","doi":"10.1177/01492063231226248","DOIUrl":"https://doi.org/10.1177/01492063231226248","url":null,"abstract":"Widespread social unrest occurred in the United States in the Summer of 2020. Citizens took to the streets to challenge the prevailing social justice framework. According to event systemstheory, these Black Lives Matter (BLM) protests were high-strength, as they represented novel, critical, and disruptive events. They were also mega-threats as they focused on threats to the social identities of the marginalized communities. Because different approaches were taken in navigating the BLM protests by authorities, it was unclear what constitutes effective leadership during these events. We integrate insights from event-oriented literature with intersectionality of gender and race research to introduce an intersectional leadership advantage (ILA). This framework suggests that Black women, owing in part to the rich tapestry of their social experiences, tend to develop a distinct leadership style characterized by sensitivity to racial injustice, leaning into risk, and commitment to the community. These qualities enable Black women leaders to be effective during events like BLM protests. Utilizing data from six public sources covering 11,540 protests across 3,338 U.S. cities from May to August 2020, we hypothesized an interaction of city police chiefs’ gender and race in relation to protest-related violence (measured in three ways). Results revealed that protests in cities with Black women police chiefs were associated with the lowest levels of violence compared to other groups. This study provides insights into qualities associated with leadership effectiveness in high-strength mega-threat events, and it connects diversity in leadership roles to favorable outcomes.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"41 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140142116","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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