Organizations increasingly operate in diverse languages to serve external stakeholders, yet often adopt monolingual practices for internal work processes. As language is both a skill and a source of identity, low-status language speakers may experience identity-based exclusion in such organizations, regardless of their common corporate language skills. We thus explore how linguistic inclusiveness can emerge among tensions between the demands for multilingual services and the need for a lingua franca in organizations. Grounded in a qualitative study of a Russophone bank in Kazakhstan, we theorize how actors with different linguistic and sociocultural backgrounds engage in sociolinguistic work—that is, everyday actions that shape practices surrounding the use of a particular tongue within an organization—in the context of changing linguistic dynamics in society. Through sociolinguistic work, members of marginalized, in-between, and dominant groups respond to societal changes and influence others’ perceptions of languages and behaviors, ultimately reshaping internal linguistic dynamics over time. By conceptualizing language as an important dimension of diversity, theorizing the emergence of linguistic inclusiveness through sociolinguistic work, and highlighting the critical role of an in-between group in this process, we advance research at the intersection of languages and inclusiveness in organizations.
{"title":"Linguistic Inclusiveness in Organizations: A Russophone Bank in Post-Soviet Kazakhstan","authors":"EunJoo Koo, Anna Kim","doi":"10.5465/amj.2020.1226","DOIUrl":"https://doi.org/10.5465/amj.2020.1226","url":null,"abstract":"Organizations increasingly operate in diverse languages to serve external stakeholders, yet often adopt monolingual practices for internal work processes. As language is both a skill and a source of identity, low-status language speakers may experience identity-based exclusion in such organizations, regardless of their common corporate language skills. We thus explore how linguistic inclusiveness can emerge among tensions between the demands for multilingual services and the need for a lingua franca in organizations. Grounded in a qualitative study of a Russophone bank in Kazakhstan, we theorize how actors with different linguistic and sociocultural backgrounds engage in sociolinguistic work—that is, everyday actions that shape practices surrounding the use of a particular tongue within an organization—in the context of changing linguistic dynamics in society. Through sociolinguistic work, members of marginalized, in-between, and dominant groups respond to societal changes and influence others’ perceptions of languages and behaviors, ultimately reshaping internal linguistic dynamics over time. By conceptualizing language as an important dimension of diversity, theorizing the emergence of linguistic inclusiveness through sociolinguistic work, and highlighting the critical role of an in-between group in this process, we advance research at the intersection of languages and inclusiveness in organizations.","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"66 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140552002","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}
How does embeddedness—spatial and relational—influence interfirm tie reinitiation when trust is violated? The taken-for-granted relationship between prior ties and repeat tie formation becomes complex when trust violations are introduced. Two divergent schools of thought emerge: an “embeddedness as a buffer” logic, wherein embedded partners may be more forgiving, versus an “et tu Brute” logic, wherein embedded partners feel betrayed. We tackle this theoretical tension by examining brokerage relationships. When spatially or relationally embedded, focal firm–broker ties further enhance trust but the ensuing higher expectations also make embedded trust more brittle due to the broker’s divided loyalties, resulting in a steeper decline in trust after a violation. Our central hypotheses thus highlight a paradox of embeddedness: while spatial and relational trust foster repeat ties under normal circumstances, it takes proportionately longer for such embedded ties to be reinitiated when trust is violated. We use a unique hand-collected data set in the global dry cargo shipping industry with voyage-level data on 3,618 exchanges between a Copenhagen-based shipowner–operator (the focal firm) and 235 shipbrokers from 2011 to 2018 and a Weibull hazard rate estimator. We find support for the paradox of embeddedness when trust is violated in brokerage relationships.
{"title":"The Paradox of Spatial and Relational Embeddedness: Tie Reinitiation after a Trust Violation","authors":"Pankaj Kumar, Agnieszka Nowinska, Akbar Zaheer","doi":"10.5465/amj.2022.1143","DOIUrl":"https://doi.org/10.5465/amj.2022.1143","url":null,"abstract":"How does embeddedness—spatial and relational—influence interfirm tie reinitiation when trust is violated? The taken-for-granted relationship between prior ties and repeat tie formation becomes complex when trust violations are introduced. Two divergent schools of thought emerge: an “embeddedness as a buffer” logic, wherein embedded partners may be more forgiving, versus an “et tu Brute” logic, wherein embedded partners feel betrayed. We tackle this theoretical tension by examining brokerage relationships. When spatially or relationally embedded, focal firm–broker ties further enhance trust but the ensuing higher expectations also make embedded trust more brittle due to the broker’s divided loyalties, resulting in a steeper decline in trust after a violation. Our central hypotheses thus highlight a paradox of embeddedness: while spatial and relational trust foster repeat ties under normal circumstances, it takes proportionately longer for such embedded ties to be reinitiated when trust is violated. We use a unique hand-collected data set in the global dry cargo shipping industry with voyage-level data on 3,618 exchanges between a Copenhagen-based shipowner–operator (the focal firm) and 235 shipbrokers from 2011 to 2018 and a Weibull hazard rate estimator. We find support for the paradox of embeddedness when trust is violated in brokerage relationships.","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"40 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140542141","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}
We explore the relationship between workers’ perceptions of firm-specific human capital (FSHC) and turnover. The belief that actual FSHC constrains mobility undergirds its critical role in resource-based theory. However, this rests on a strong assumption of information efficiency that market actors correctly assess how specific an individual’s skills are, and price it appropriately. Emerging theoretical viewpoints dispute this, pointing out labor market imperfections and substantial difficulty in observing FSHC. We therefore develop theory about how perceived FSHC may relate positively to mobility by articulating a role for well-known supply-side mechanisms such as job satisfaction, embeddedness, and preference for job autonomy. Using two archival surveys and two primary surveys collected in very different contexts (South Korea and the United States), we found support for our theory. Perceptions of FSHC were associated with increased mobility and this effect was partially mediated by job satisfaction and job embeddedness. The effect was augmented for workers who value autonomy in their jobs (and who are more likely to exit if they perceived their skills as FSHC). Since the effect of perceived FSHC is quite different from that OF extant theory which focused on actual FSHC, we explore implications for resource-based and human capital theories.
{"title":"Perceived Firm-Specific Human Capital: Mobility Constraint or Enhancer?","authors":"Bukky Akinsanmi Oyedeji, Russell W. Coff","doi":"10.5465/amj.2021.0874","DOIUrl":"https://doi.org/10.5465/amj.2021.0874","url":null,"abstract":"We explore the relationship between workers’ perceptions of firm-specific human capital (FSHC) and turnover. The belief that actual FSHC constrains mobility undergirds its critical role in resource-based theory. However, this rests on a strong assumption of information efficiency that market actors correctly assess how specific an individual’s skills are, and price it appropriately. Emerging theoretical viewpoints dispute this, pointing out labor market imperfections and substantial difficulty in observing FSHC. We therefore develop theory about how perceived FSHC may relate positively to mobility by articulating a role for well-known supply-side mechanisms such as job satisfaction, embeddedness, and preference for job autonomy. Using two archival surveys and two primary surveys collected in very different contexts (South Korea and the United States), we found support for our theory. Perceptions of FSHC were associated with increased mobility and this effect was partially mediated by job satisfaction and job embeddedness. The effect was augmented for workers who value autonomy in their jobs (and who are more likely to exit if they perceived their skills as FSHC). Since the effect of perceived FSHC is quite different from that OF extant theory which focused on actual FSHC, we explore implications for resource-based and human capital theories.","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"155 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140340808","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}
Drawing on a global, longitudinal case study of the vinyl record manufacturing practice following a global decline in sales, we examine the work undertaken to preserve it over time. Our process model of practice preservation highlights that a declining practice may persist across generations if it is made more accessible and resilient by reducing its dependence on specific types of meanings, materials, and competences that risk being lost. Our analysis suggests that these outcomes depend on the work of two types of custodians—legacy professionals and new enthusiasts—in terms of “diversifying” the practice to accommodate multiple configurations of meanings, materials, and competences, thus constituting new practice variants, as well as supporting the continued enactment of variants over time by engaging in processes we label “propping up,” “recovering,” “replenishing,” and “releasing.” In addition to developing a rich understanding of preservation, our findings contribute to a nuanced perspective on practice evolution by conceptualizing a practice as comprising multiple, potentially fluid variants. Moreover, by highlighting inclusive custodianship processes, which differ from gatekeeping and guarding so far emphasized, and by unpacking the role of materials to complement the traditional emphasis on symbolic elements, our findings enrich the nascent custodianship literature.
{"title":"Custodianship across Generations: Preserving the Practice of Vinyl Record Manufacturing","authors":"Rene Wiedner, M. Tina Dacin, Santi Furnari","doi":"10.5465/amj.2022.0605","DOIUrl":"https://doi.org/10.5465/amj.2022.0605","url":null,"abstract":"Drawing on a global, longitudinal case study of the vinyl record manufacturing practice following a global decline in sales, we examine the work undertaken to preserve it over time. Our process model of practice preservation highlights that a declining practice may persist across generations if it is made more accessible and resilient by reducing its dependence on specific types of meanings, materials, and competences that risk being lost. Our analysis suggests that these outcomes depend on the work of two types of custodians—legacy professionals and new enthusiasts—in terms of “diversifying” the practice to accommodate multiple configurations of meanings, materials, and competences, thus constituting new practice variants, as well as supporting the continued enactment of variants over time by engaging in processes we label “propping up,” “recovering,” “replenishing,” and “releasing.” In addition to developing a rich understanding of preservation, our findings contribute to a nuanced perspective on practice evolution by conceptualizing a practice as comprising multiple, potentially fluid variants. Moreover, by highlighting inclusive custodianship processes, which differ from gatekeeping and guarding so far emphasized, and by unpacking the role of materials to complement the traditional emphasis on symbolic elements, our findings enrich the nascent custodianship literature.","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"76 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140340816","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}
Jingfeng Yin, Ying Wu, Robert C. Liden, Donald Kluemper, Steve Sauerwald, Jibao Gu
We examine how and when chief executive officer (CEO) abusive leadership can undermine organizational innovation and performance by diminishing top management team (TMT) behavioral integration. Based on upper echelons theory and the related interface perspective, we analyzed cross-sectional survey data from CEOs and TMTs of 308 small and medium-sized enterprises (SMEs) in Study 1 and multi-wave multisource survey data from CEOs and TMTs of 287 SMEs in Study 2. The empirical results support our theory. In addition, these effects are moderated by philanthropic corporate social responsibility (CSR) initiated by CEOs, such that CEO abusive leadership has a more substantial negative indirect impact on organizational innovation and performance when the level of philanthropic CSR is elevated. This moderation is attributed to TMT members’ amplified negative perceptions of receiving inconsistent treatment, whereby the CEO treats external stakeholders favorably and internal executives poorly. The combined effects of CEO abusive leadership and philanthropic CSR on organizational innovation and performance add to the literature on abusive leadership, strategic leadership interfaces, and upper echelons theory.
{"title":"The Interactive Effects of Abusive CEOs and Philanthropic Corporate Social Responsibility on Organizational Innovation and Performance","authors":"Jingfeng Yin, Ying Wu, Robert C. Liden, Donald Kluemper, Steve Sauerwald, Jibao Gu","doi":"10.5465/amj.2022.0380","DOIUrl":"https://doi.org/10.5465/amj.2022.0380","url":null,"abstract":"We examine how and when chief executive officer (CEO) abusive leadership can undermine organizational innovation and performance by diminishing top management team (TMT) behavioral integration. Based on upper echelons theory and the related interface perspective, we analyzed cross-sectional survey data from CEOs and TMTs of 308 small and medium-sized enterprises (SMEs) in Study 1 and multi-wave multisource survey data from CEOs and TMTs of 287 SMEs in Study 2. The empirical results support our theory. In addition, these effects are moderated by philanthropic corporate social responsibility (CSR) initiated by CEOs, such that CEO abusive leadership has a more substantial negative indirect impact on organizational innovation and performance when the level of philanthropic CSR is elevated. This moderation is attributed to TMT members’ amplified negative perceptions of receiving inconsistent treatment, whereby the CEO treats external stakeholders favorably and internal executives poorly. The combined effects of CEO abusive leadership and philanthropic CSR on organizational innovation and performance add to the literature on abusive leadership, strategic leadership interfaces, and upper echelons theory.","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"87 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140331221","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}
To examine board members’ influence in strategic decision-making, we consider the role of emotion displays during board meetings. We build a grounded model of how board members influence strategic decisions, which can occur directly from one director to a top manager or indirectly from one board member through the rest of the board. Drawing from the literature on nonverbal communication, we theorize that displays of anger and happiness by board members increase their focused or diffuse influence, respectively, over strategic decisions proposed by top management. We further hypothesize that the duration of the discussion moderates these main effects. Analyses on 366 agenda items from 68 board meetings of four Dutch water management organizations support our predictions that board member emotional displays indeed impact strategic decision outcomes via focused and diffuse influence processes. Our results also suggest that the duration of an agenda item’s discussion attenuates the association between board members’ displayed anger and their focused influence. These findings offer insights and new avenues for research in corporate governance, emotions, and communications, and have implications for our scholarly and practical understanding of how board members influence strategic decisions.
{"title":"More than a Feeling: How Board Member Displays of Anger and Happiness Influence Strategic Decisions","authors":"Koen van den Oever, Christine Shropshire","doi":"10.5465/amj.2022.1075","DOIUrl":"https://doi.org/10.5465/amj.2022.1075","url":null,"abstract":"To examine board members’ influence in strategic decision-making, we consider the role of emotion displays during board meetings. We build a grounded model of how board members influence strategic decisions, which can occur directly from one director to a top manager or indirectly from one board member through the rest of the board. Drawing from the literature on nonverbal communication, we theorize that displays of anger and happiness by board members increase their focused or diffuse influence, respectively, over strategic decisions proposed by top management. We further hypothesize that the duration of the discussion moderates these main effects. Analyses on 366 agenda items from 68 board meetings of four Dutch water management organizations support our predictions that board member emotional displays indeed impact strategic decision outcomes via focused and diffuse influence processes. Our results also suggest that the duration of an agenda item’s discussion attenuates the association between board members’ displayed anger and their focused influence. These findings offer insights and new avenues for research in corporate governance, emotions, and communications, and have implications for our scholarly and practical understanding of how board members influence strategic decisions.","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"48 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140317222","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}
Academy of Management Journal, Volume 67, Issue 1, Page 1-4, February 2024.
管理学院学报》，第 67 卷，第 1 期，第 1-4 页，2024 年 2 月。
{"title":"Expanding AMJ’S Manuscript Portfolio: Research Methods Articles Designed to Advance Theory and Span Boundaries","authors":"Marc Gruber, Paul Bliese","doi":"10.5465/amj.2024.4001","DOIUrl":"https://doi.org/10.5465/amj.2024.4001","url":null,"abstract":"Academy of Management Journal, Volume 67, Issue 1, Page 1-4, February 2024. <br/>","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"32 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139923930","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}
Academy of Management Journal, Volume 0, Issue ja, -Not available-.
管理学院学报》，第 0 卷，第 ja 期，-Not available-。
{"title":"Divergent Market Reactions to Abstract Language: A Multicountry Event Study of European Central Bank Communications","authors":"Derek Harmon, Marcello Mariani","doi":"10.5465/amj.2022.0814","DOIUrl":"https://doi.org/10.5465/amj.2022.0814","url":null,"abstract":"Academy of Management Journal, Volume 0, Issue ja, -Not available-. <br/>","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"17 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139745417","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}
Emilio Marti, Thomas B. Lawrence, Christopher W. J. Steele
Academy of Management Journal, Volume 0, Issue ja, -Not available-.
管理学院学报》，第 0 卷，第 ja 期，-Not available-。
{"title":"Constructing Envelopes: How Institutional Custodians Can Tame Disruptive Algorithms","authors":"Emilio Marti, Thomas B. Lawrence, Christopher W. J. Steele","doi":"10.5465/amj.2019.1343","DOIUrl":"https://doi.org/10.5465/amj.2019.1343","url":null,"abstract":"Academy of Management Journal, Volume 0, Issue ja, -Not available-. <br/>","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"24 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139750410","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}
Jason W. Ridge, Aaron D. Hill, Amy Ingram, Sergei Kolomeitsev, Dan L. Worrell
Academy of Management Journal, Volume 0, Issue ja, -Not available-.
管理学院学报》，第 0 卷，第 ja 期，-Not available-。
{"title":"Avoidance and Aggression in Stakeholder Engagement: The Impact of CEO Paranoia and Paranoia-Relevant Cues","authors":"Jason W. Ridge, Aaron D. Hill, Amy Ingram, Sergei Kolomeitsev, Dan L. Worrell","doi":"10.5465/amj.2021.1432","DOIUrl":"https://doi.org/10.5465/amj.2021.1432","url":null,"abstract":"Academy of Management Journal, Volume 0, Issue ja, -Not available-. <br/>","PeriodicalId":6975,"journal":{"name":"Academy of Management Journal","volume":"60 1","pages":""},"PeriodicalIF":10.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139655883","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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