Pub Date : 2025-02-28DOI: 10.1177/01492063251315703
Bukky Akinsanmi Oyedeji, Yea Hee Ko, Sunkee Lee
This review examines the effect of physical work environments—the dedicated, tangible spaces where employees carry out their professional tasks—on organizational processes and outcomes. We synthesize decades of research across various disciplines using a conceptual framework that defines physical work environments along three key dimensions: ambience, spatial configuration, and aesthetics. These dimensions are analyzed for their effects on both internal stakeholders, such as employees, and external stakeholders, including clients, suppliers, and investors. Our analysis reveals two major themes in prior research: (1) task accomplishment, which focuses on how physical work environments influence physical and mental health, motivation and attitudes, as well as work processes; and (2) resource position, which explores how these environments impact a firm’s tangible resource position, its ability to attract and retain human resources, as well as shape intangible assets such as organizational culture and reputation. The study also highlights contradictory findings and methodological limitations in existing research and proposes future research agendas. By providing theoretical insights and practical guidelines, this work seeks to guide both scholars and managers in understanding how physical workspaces can be designed to improve organizational outcomes, particularly as firms adapt to evolving work arrangements following the COVID-19 pandemic.
{"title":"Physical Work Environments: An Integrative Review and Agenda for Future Research","authors":"Bukky Akinsanmi Oyedeji, Yea Hee Ko, Sunkee Lee","doi":"10.1177/01492063251315703","DOIUrl":"https://doi.org/10.1177/01492063251315703","url":null,"abstract":"This review examines the effect of physical work environments—the dedicated, tangible spaces where employees carry out their professional tasks—on organizational processes and outcomes. We synthesize decades of research across various disciplines using a conceptual framework that defines physical work environments along three key dimensions: ambience, spatial configuration, and aesthetics. These dimensions are analyzed for their effects on both internal stakeholders, such as employees, and external stakeholders, including clients, suppliers, and investors. Our analysis reveals two major themes in prior research: (1) task accomplishment, which focuses on how physical work environments influence physical and mental health, motivation and attitudes, as well as work processes; and (2) resource position, which explores how these environments impact a firm’s tangible resource position, its ability to attract and retain human resources, as well as shape intangible assets such as organizational culture and reputation. The study also highlights contradictory findings and methodological limitations in existing research and proposes future research agendas. By providing theoretical insights and practical guidelines, this work seeks to guide both scholars and managers in understanding how physical workspaces can be designed to improve organizational outcomes, particularly as firms adapt to evolving work arrangements following the COVID-19 pandemic.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"28 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143528307","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 : 2025-02-26DOI: 10.1177/01492063241311228
Ze Zhu, Lauren Kuykendall, Julia I. Baines, Bo Zhang
Insufficient recovery from work stress is a pernicious issue for many workers. This study aims to understand the important role that supervisors play in employees’ recovery experiences. Specifically, we (1) proposed an expanded conceptualization of supervisor support for recovery (SSR), and (2) developed and validated a measure consistent with this expanded conceptualization. We refined the conceptualization of SSR with four dimensions: refraining from communicating about work during nonwork time, refraining from requiring work during nonwork time, modeling recovery, and encouraging recovery. These dimensions align with the recovery literature, which highlights the necessity of refraining from recovery-hindering behaviors to reduce energy exertion and engaging in recovery-promoting behaviors to provide recovery opportunities. The recovery-promoting dimensions also align with key themes of role modeling and encouragement emphasized in social cognitive theory. Based on the conceptualization, we further developed and validated an SSR scale using three different designs (cross-sectional, supervisor-subordinate dyadic, time-separated) in six studies. Results showed that SSR was distinct from related supervisor constructs (e.g., leader-member exchange and family supportive supervisor behaviors), was positively associated with recovery experiences, and provided further insight into recovery experiences, over and above the other supervisor constructs. This study provides a foundation for future research to better understand how supervisors can support employee recovery from work stress.
{"title":"Clarifying the Construct of Supervisor Support for Recovery and Its Impact on Employee Recovery Experiences","authors":"Ze Zhu, Lauren Kuykendall, Julia I. Baines, Bo Zhang","doi":"10.1177/01492063241311228","DOIUrl":"https://doi.org/10.1177/01492063241311228","url":null,"abstract":"Insufficient recovery from work stress is a pernicious issue for many workers. This study aims to understand the important role that supervisors play in employees’ recovery experiences. Specifically, we (1) proposed an expanded conceptualization of supervisor support for recovery (SSR), and (2) developed and validated a measure consistent with this expanded conceptualization. We refined the conceptualization of SSR with four dimensions: refraining from communicating about work during nonwork time, refraining from requiring work during nonwork time, modeling recovery, and encouraging recovery. These dimensions align with the recovery literature, which highlights the necessity of refraining from recovery-hindering behaviors to reduce energy exertion and engaging in recovery-promoting behaviors to provide recovery opportunities. The recovery-promoting dimensions also align with key themes of role modeling and encouragement emphasized in social cognitive theory. Based on the conceptualization, we further developed and validated an SSR scale using three different designs (cross-sectional, supervisor-subordinate dyadic, time-separated) in six studies. Results showed that SSR was distinct from related supervisor constructs (e.g., leader-member exchange and family supportive supervisor behaviors), was positively associated with recovery experiences, and provided further insight into recovery experiences, over and above the other supervisor constructs. This study provides a foundation for future research to better understand how supervisors can support employee recovery from work stress.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"34 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143528338","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 : 2025-02-24DOI: 10.1177/01492063251314001
Francesco Montani, Ludovico Bullini Orlandi, Lucas Dufour, Claudia Manca
While most of the socialization literature has focused on factors that allow newcomers to adjust to their new job tasks successfully, less attention has been given to examining whether temporary newcomers’ task adjustment influences the likelihood of receiving a permanent position. Drawing on the identity perspective and the socialization literature, this study proposes and tests a new framework that examines the probability of task-adjusted newcomers receiving a permanent job offer contingent on two conditions: a) there is a low level of peer divestiture socialization, which enables the task-adjusted newcomer to achieve higher levels of task performance, and b) the newcomer displays low rule-following behavior, which allows the high-performing newcomer to be cognitively trusted by the supervisor. Consistent with our predictions, the results of a four-wave, multisource study featuring 194 newcomer-supervisor dyads revealed that newcomer task adjustment was positively related to the newcomer receiving a permanent job offer by way of newcomer task performance and supervisor trust in newcomers but only when peer divestiture socialization and newcomer rule-following behavior were low. We discuss the theoretical and managerial implications of these findings.
{"title":"Turning Task-Adjusted Temporary Newcomers into Permanent Employees: An Identity Perspective","authors":"Francesco Montani, Ludovico Bullini Orlandi, Lucas Dufour, Claudia Manca","doi":"10.1177/01492063251314001","DOIUrl":"https://doi.org/10.1177/01492063251314001","url":null,"abstract":"While most of the socialization literature has focused on factors that allow newcomers to adjust to their new job tasks successfully, less attention has been given to examining whether temporary newcomers’ task adjustment influences the likelihood of receiving a permanent position. Drawing on the identity perspective and the socialization literature, this study proposes and tests a new framework that examines the probability of task-adjusted newcomers receiving a permanent job offer contingent on two conditions: a) there is a low level of peer divestiture socialization, which enables the task-adjusted newcomer to achieve higher levels of task performance, and b) the newcomer displays low rule-following behavior, which allows the high-performing newcomer to be cognitively trusted by the supervisor. Consistent with our predictions, the results of a four-wave, multisource study featuring 194 newcomer-supervisor dyads revealed that newcomer task adjustment was positively related to the newcomer receiving a permanent job offer by way of newcomer task performance and supervisor trust in newcomers but only when peer divestiture socialization and newcomer rule-following behavior were low. We discuss the theoretical and managerial implications of these findings.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"50 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143477600","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 : 2025-02-17DOI: 10.1177/01492063251314458
Rhonda K. Reger, Chaoqun Deng, Brandy Mmbaga, Nick Mmbaga
Theorists have suggested that firms seek to maintain or increase their social approval—defined as constituents’ general affinity for a firm—due to the belief that such approval significantly influences support for the firm and other important firm outcomes. However, the mechanisms underlying changes in constituents’ social approval and the translation of such approval into intention to support the firm remain unclear. In addition, most social approval research has focused on traditional media, whereas constituents increasingly get their news about firms from social media. To address these omissions, we use rhetorical theory to theorize that two characteristics of social media content—emotionality and satire—persuade constituents to change their social approval evaluations of firms and that changes in social approval affect constituents’ intention to support firms. We test the framework using memes in three online surveys that allow us to isolate these effects while maintaining ecological validity. Our results indicate that positive negative emotionality in social media content increases and decreases an individual’s approval of a firm, respectively, and satire amplifies these effects. Changes in approval similarly affect intention to support the firm. We also find a spillover effect for positive content but an individuating effect for negative content. We contribute to social approval and social media research by showing the power of social media content to change constituents’ approval of firms. Our findings advance social approval and social media research in management as new forms of media content emerge and shift how individuals evaluate and subsequently support firms.
{"title":"How Memes Affect Constituents’ Social Approval and Intention to Support Firms","authors":"Rhonda K. Reger, Chaoqun Deng, Brandy Mmbaga, Nick Mmbaga","doi":"10.1177/01492063251314458","DOIUrl":"https://doi.org/10.1177/01492063251314458","url":null,"abstract":"Theorists have suggested that firms seek to maintain or increase their social approval—defined as constituents’ general affinity for a firm—due to the belief that such approval significantly influences support for the firm and other important firm outcomes. However, the mechanisms underlying changes in constituents’ social approval and the translation of such approval into intention to support the firm remain unclear. In addition, most social approval research has focused on traditional media, whereas constituents increasingly get their news about firms from social media. To address these omissions, we use rhetorical theory to theorize that two characteristics of social media content—emotionality and satire—persuade constituents to change their social approval evaluations of firms and that changes in social approval affect constituents’ intention to support firms. We test the framework using memes in three online surveys that allow us to isolate these effects while maintaining ecological validity. Our results indicate that positive negative emotionality in social media content increases and decreases an individual’s approval of a firm, respectively, and satire amplifies these effects. Changes in approval similarly affect intention to support the firm. We also find a spillover effect for positive content but an individuating effect for negative content. We contribute to social approval and social media research by showing the power of social media content to change constituents’ approval of firms. Our findings advance social approval and social media research in management as new forms of media content emerge and shift how individuals evaluate and subsequently support firms.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"10 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143435248","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 : 2025-02-14DOI: 10.1177/01492063241313320
Julie M. McCarthy, Berrin Erdogan, Talya N. Bauer, Selin Kudret, Emily Campion
Decades of studies spanning multiple disciplines have provided insight into the critical role of loneliness in work contexts. In spite of this extensive research, a comprehensive review of loneliness and work remains absent. To address this gap, we conducted a multidisciplinary review of relevant theory and research and identified 213 articles reporting on 233 empirical studies from management, organizational psychology, sociology, medicine, and other domains to uncover why people feel lonely, how different features of work can contribute to feelings of loneliness, and the implications of employee loneliness for organizational settings. This enabled a critical examination of the distinct conceptualizations and operationalizations of loneliness that have been advanced and the theories underpinning this scholarship. We developed a comprehensive conceptual model that integrates cognitive discrepancy theory, the affect theory of social exchange, and evolutionary theory. This model elucidates the core antecedents, mediators, outcomes, moderators, and interventions forming the nomological network of work related loneliness, including cross-level influences within teams and among leaders. Our review also identifies a number of promising areas for future inquiry to improve our understanding and measurement of loneliness, the process of experiencing and managing loneliness in the workplace, and potential interventions to reduce it. Finally, we provide tangible guidance for organizations and practitioners on how to address and mitigate employee loneliness. Ultimately, our review underscores the complex nature of loneliness and work and establishes a foundation for advancing both scholarly discourse and organizational practices in this critical domain.
{"title":"All the Lonely People: An Integrated Review and Research Agenda on Work and Loneliness","authors":"Julie M. McCarthy, Berrin Erdogan, Talya N. Bauer, Selin Kudret, Emily Campion","doi":"10.1177/01492063241313320","DOIUrl":"https://doi.org/10.1177/01492063241313320","url":null,"abstract":"Decades of studies spanning multiple disciplines have provided insight into the critical role of loneliness in work contexts. In spite of this extensive research, a comprehensive review of loneliness and work remains absent. To address this gap, we conducted a multidisciplinary review of relevant theory and research and identified 213 articles reporting on 233 empirical studies from management, organizational psychology, sociology, medicine, and other domains to uncover why people feel lonely, how different features of work can contribute to feelings of loneliness, and the implications of employee loneliness for organizational settings. This enabled a critical examination of the distinct conceptualizations and operationalizations of loneliness that have been advanced and the theories underpinning this scholarship. We developed a comprehensive conceptual model that integrates cognitive discrepancy theory, the affect theory of social exchange, and evolutionary theory. This model elucidates the core antecedents, mediators, outcomes, moderators, and interventions forming the nomological network of work related loneliness, including cross-level influences within teams and among leaders. Our review also identifies a number of promising areas for future inquiry to improve our understanding and measurement of loneliness, the process of experiencing and managing loneliness in the workplace, and potential interventions to reduce it. Finally, we provide tangible guidance for organizations and practitioners on how to address and mitigate employee loneliness. Ultimately, our review underscores the complex nature of loneliness and work and establishes a foundation for advancing both scholarly discourse and organizational practices in this critical domain.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143417268","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 : 2025-02-13DOI: 10.1177/01492063241311869
Kelly P. Gabriel, Maira E. Ezerins, Christopher C. Rosen, Allison S. Gabriel, Charmi Patel, Grace J. H. Lim
Socioeconomic status (SES)—one’s objective economic and social standing—has the potential to yield critical implications for employee well-being. Despite the vast multidisciplinary literature on the topic, management scholars have historically treated SES as a control variable and have only recently begun to critically examine the role of SES at work. Because of this, relatively little is known about the role that work-specific factors play in the relationship between SES and employee well-being, as well as the role of the socio-environmental context (i.e., understanding who is more vulnerable to health inequalities due to demographics or the environmental contexts in which they operate). To integrate the study of SES more fully into management theory and research, we draw on resource-based theories to develop an organizing framework for reviewing and synthesizing the vast literature on this topic that spans multiple disciplines. In so doing, we unpack the dynamic and reciprocal relationship between SES and employee well-being, elucidating the role that work-specific mechanisms (i.e., job demands and resources) play in linking SES to well-being (and vice versa) and clarifying how these have the potential to amplify or attenuate the effects of SES on well-being. Further, we provide evidence for the role of the socio-environmental context in affecting the aforementioned relationships. We conclude with a critique of the literature, highlighting methodological limitations and opportunities for future research. Ultimately, our hope is for research in management and applied psychology to regard SES not merely as a nuisance variable, but as a subject meriting dedicated inquiry.
{"title":"Socioeconomic Status and Employee Well-Being: An Intersectional and Resource-Based View of Health Inequalities at Work","authors":"Kelly P. Gabriel, Maira E. Ezerins, Christopher C. Rosen, Allison S. Gabriel, Charmi Patel, Grace J. H. Lim","doi":"10.1177/01492063241311869","DOIUrl":"https://doi.org/10.1177/01492063241311869","url":null,"abstract":"Socioeconomic status (SES)—one’s objective economic and social standing—has the potential to yield critical implications for employee well-being. Despite the vast multidisciplinary literature on the topic, management scholars have historically treated SES as a control variable and have only recently begun to critically examine the role of SES at work. Because of this, relatively little is known about the role that work-specific factors play in the relationship between SES and employee well-being, as well as the role of the socio-environmental context (i.e., understanding who is more vulnerable to health inequalities due to demographics or the environmental contexts in which they operate). To integrate the study of SES more fully into management theory and research, we draw on resource-based theories to develop an organizing framework for reviewing and synthesizing the vast literature on this topic that spans multiple disciplines. In so doing, we unpack the dynamic and reciprocal relationship between SES and employee well-being, elucidating the role that work-specific mechanisms (i.e., job demands and resources) play in linking SES to well-being (and vice versa) and clarifying how these have the potential to amplify or attenuate the effects of SES on well-being. Further, we provide evidence for the role of the socio-environmental context in affecting the aforementioned relationships. We conclude with a critique of the literature, highlighting methodological limitations and opportunities for future research. Ultimately, our hope is for research in management and applied psychology to regard SES not merely as a nuisance variable, but as a subject meriting dedicated inquiry.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"41 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143401244","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 : 2025-02-11DOI: 10.1177/01492063241310153
Liat Eldor
The concept of organizational authenticity—the consistency between an organization’s espoused values and its lived practices—has garnered considerable interest in academic discourse. While the authenticity literature has paid much attention to external stakeholders (e.g., clients), the notion of organizational authenticity perceptions of an important stakeholder—employees—has been understudied. Despite prior evidence of external stakeholders’ positive reactions to organizational authenticity perceptions, whether and how it can also affect employees and their work performance remains an open question. I undertook a randomized field experiment in a large, global consulting company to examine how employee perceptions of organizational authenticity affect their work performance. Compared with the control group, those who perceived their organization as authentic demonstrated higher performance. I show evidence that employee trust in the organization mediates the relationship between employee perceptions of organizational authenticity and work performance. Alternative mediators—organizational identification and organizational likability—did not explain this relationship. The study’s results advance the literature by revealing the important role of organizational authenticity perceptions among an internal stakeholder—employees—and the way it affects work performance.
{"title":"The Relationship Between Organizational Authenticity Perceptions and Employees’ Work Performance: Evidence From a Field Experiment","authors":"Liat Eldor","doi":"10.1177/01492063241310153","DOIUrl":"https://doi.org/10.1177/01492063241310153","url":null,"abstract":"The concept of organizational authenticity—the consistency between an organization’s espoused values and its lived practices—has garnered considerable interest in academic discourse. While the authenticity literature has paid much attention to external stakeholders (e.g., clients), the notion of organizational authenticity perceptions of an important stakeholder—employees—has been understudied. Despite prior evidence of external stakeholders’ positive reactions to organizational authenticity perceptions, whether and how it can also affect employees and their work performance remains an open question. I undertook a randomized field experiment in a large, global consulting company to examine how employee perceptions of organizational authenticity affect their work performance. Compared with the control group, those who perceived their organization as authentic demonstrated higher performance. I show evidence that employee trust in the organization mediates the relationship between employee perceptions of organizational authenticity and work performance. Alternative mediators—organizational identification and organizational likability—did not explain this relationship. The study’s results advance the literature by revealing the important role of organizational authenticity perceptions among an internal stakeholder—employees—and the way it affects work performance.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"30 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143393498","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 : 2025-02-11DOI: 10.1177/01492063241313316
Hyunjung (Elle) Yoon, Daniel L. Gamache, Michael D. Pfarrer, Jason Kiley
In this study, we advance organizational impression management research by focusing on agent-oriented impression management—which reflects attempts to create value for the firm by publicizing individuals or groups who are agents of the firm. Although prevalent in practice, agent-oriented impression management remains unexplored in scholarly research. Specifically, we introduce the concept of new CEO prominence in firm communication (PFC), defined as the frequency and centrality of new CEO mentions in firm press releases and social media. We argue that new CEO PFC is distinct from traditional impression management tactics because CEOs are agents of the firm that will personally benefit from these impression management strategies. Thus, our research addresses the question: Who captures the value associated with new CEO PFC? We theorize that firms benefit from featuring new CEOs in firm communication through improved external stakeholder evaluations (i.e., analyst ratings). However, these efforts may also create value for the CEOs, as evidenced by increased compensation, more outside directorships, and decreased turnover rates. Our empirical study of efforts to publicize a new CEO following 557 succession events strongly supports our theory.
{"title":"Agent-Oriented Impression Management: Who Wins When Firms Publicize Their New CEOs?","authors":"Hyunjung (Elle) Yoon, Daniel L. Gamache, Michael D. Pfarrer, Jason Kiley","doi":"10.1177/01492063241313316","DOIUrl":"https://doi.org/10.1177/01492063241313316","url":null,"abstract":"In this study, we advance organizational impression management research by focusing on agent-oriented impression management—which reflects attempts to create value for the firm by publicizing individuals or groups who are agents of the firm. Although prevalent in practice, agent-oriented impression management remains unexplored in scholarly research. Specifically, we introduce the concept of new CEO prominence in firm communication (PFC), defined as the frequency and centrality of new CEO mentions in firm press releases and social media. We argue that new CEO PFC is distinct from traditional impression management tactics because CEOs are agents of the firm that will personally benefit from these impression management strategies. Thus, our research addresses the question: Who captures the value associated with new CEO PFC? We theorize that firms benefit from featuring new CEOs in firm communication through improved external stakeholder evaluations (i.e., analyst ratings). However, these efforts may also create value for the CEOs, as evidenced by increased compensation, more outside directorships, and decreased turnover rates. Our empirical study of efforts to publicize a new CEO following 557 succession events strongly supports our theory.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"129 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143393501","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 : 2025-02-08DOI: 10.1177/01492063241311234
Sian Kelly, Lisa van der Werff, Yseult Freeney
Interpersonal trusting relationships frequently experience relational threats that require both parties to engage actively in trust maintenance efforts. Yet, trust research has tended to focus on trust formation, or trust repair in the case of a violation, and offers us little insight regarding how these more ambiguous threats to trusting relationships are experienced and overcome relationally. To provide novel insight on this topic, this exploratory study gathers dyadic interview data from 26 manager–employee trusting relationships regarding their experience of relational threats and their proactive efforts to overcome these negative relational experiences. Findings show that the experience of a relational threat triggers a three-stage trust maintenance process that includes an assessment phase, an active maintenance phase, and an outcome phase. Threats are assessed at the individual level via cognitive and affective sensemaking, while trust maintenance efforts (creating a shared mental model, cognitive and structural reassurance, and dyadic problem solving) require dyadic counterparts to act with mutual agency to overcome the relational threat and avoid a loss of trust. Trust maintenance processes support dyads to either maintain or strengthen their existing trusting relationships. Our findings advance our theoretical understanding of interpersonal trust maintenance by demonstrating that this process unfolds across three phases and can lead to different outcomes for dyads’ trusting relationships. We offer practical guidelines to safeguard existing trusting relationships, as well as a new agenda for trust scholars to extend our theorizing.
{"title":"Plain Sailing or Choppy Water? Maintaining Interpersonal Trusting Relationships in Times of Uncertainty","authors":"Sian Kelly, Lisa van der Werff, Yseult Freeney","doi":"10.1177/01492063241311234","DOIUrl":"https://doi.org/10.1177/01492063241311234","url":null,"abstract":"Interpersonal trusting relationships frequently experience relational threats that require both parties to engage actively in trust maintenance efforts. Yet, trust research has tended to focus on trust formation, or trust repair in the case of a violation, and offers us little insight regarding how these more ambiguous threats to trusting relationships are experienced and overcome relationally. To provide novel insight on this topic, this exploratory study gathers dyadic interview data from 26 manager–employee trusting relationships regarding their experience of relational threats and their proactive efforts to overcome these negative relational experiences. Findings show that the experience of a relational threat triggers a three-stage trust maintenance process that includes an assessment phase, an active maintenance phase, and an outcome phase. Threats are assessed at the individual level via cognitive and affective sensemaking, while trust maintenance efforts (creating a shared mental model, cognitive and structural reassurance, and dyadic problem solving) require dyadic counterparts to act with mutual agency to overcome the relational threat and avoid a loss of trust. Trust maintenance processes support dyads to either maintain or strengthen their existing trusting relationships. Our findings advance our theoretical understanding of interpersonal trust maintenance by demonstrating that this process unfolds across three phases and can lead to different outcomes for dyads’ trusting relationships. We offer practical guidelines to safeguard existing trusting relationships, as well as a new agenda for trust scholars to extend our theorizing.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"29 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2025-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143371501","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 : 2025-02-06DOI: 10.1177/01492063241311865
Luis R. Gómez-Mejía, Francesco Chirico, Michael C. Withers, Geoffrey P. Martin, Robert M. Wiseman
We leverage research on socioemotional wealth (SEW) and implicit theories to develop a novel blended SEW-implicit theory framework that explains why some family firms are more risk seeking or more risk averse. According to implicit theory, individuals perceive reality through their interpretative cognitive filters. Those with an entity theory orientation see reality as relatively fixed or uncontrollable, while those with an incremental-implicit theory orientation tend to perceive reality as malleable and change as leading to positive outcomes. We theorize that family firms with high SEW intensity tend to adopt an entity orientation, whereas those with low SEW intensity tend to adopt an incremental orientation. Accordingly, we propose that the likelihood that family owners hold either orientation is shaped by organizational features associated with SEW intensity, namely (a) the salience of family versus business identity, (b) family founder imprinting, (c) generational stage, and (d) favorable path dependence. In turn, family owners with an entity orientation are less likely to take risks compared to family owners with an incremental orientation. Furthermore, we theorize that a firm’s performance hazard can shift family owners’ implicit orientation from entity-based to incremental and vice versa, thereby impacting their risk-taking behavior.
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