Pub Date : 2022-08-19DOI: 10.1177/00018392221119293
Alex Preda
{"title":"Eswar S. Prasad. The Future of Money: How the Digital Revolution Is Transforming Currencies and Finance","authors":"Alex Preda","doi":"10.1177/00018392221119293","DOIUrl":"https://doi.org/10.1177/00018392221119293","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"67 1","pages":"NP65 - NP68"},"PeriodicalIF":10.4,"publicationDate":"2022-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43148068","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 : 2022-08-09DOI: 10.1177/00018392221115154
Erin Frey, Ethan S. Bernstein, Nick Rekenthaler
When employees commit transgressions, organizations often use tools of organizational control to prevent them from transgressing again. We investigate whether organizations can use transgression transparency to rehabilitate transgressors. Although making transgressions transparent—which may result in stigmatization or public shaming—is generally assumed to be purely punitive, we show when and how it can foster rehabilitation. We draw on a longitudinal, qualitative dataset of 23 similarly situated transgressors at a military academy that added transparency to traditional punishment by requiring transgressors to wear a pin that signaled their transgression. Data from transgressors and from other organizational members revealed that instead of prompting persistent stigmatization, social awareness of the transgression prompted others’ inquiry, gradually engaging transgressors in a coactive process to develop a mutually acceptable narrative of their transgression through a mechanism we call personal narrative control. For that personal narrative to endure, transgressors needed to exercise self-control and avoid further transgressions, as they did in our study even after the pin was removed, signaling rehabilitation. We induce four contextual conditions for transgression transparency to trigger personal narrative control and theorize how they might generalize to other organizations seeking to rehabilitate transgressors.
{"title":"Scarlet Letters: Rehabilitation Through Transgression Transparency and Personal Narrative Control","authors":"Erin Frey, Ethan S. Bernstein, Nick Rekenthaler","doi":"10.1177/00018392221115154","DOIUrl":"https://doi.org/10.1177/00018392221115154","url":null,"abstract":"When employees commit transgressions, organizations often use tools of organizational control to prevent them from transgressing again. We investigate whether organizations can use transgression transparency to rehabilitate transgressors. Although making transgressions transparent—which may result in stigmatization or public shaming—is generally assumed to be purely punitive, we show when and how it can foster rehabilitation. We draw on a longitudinal, qualitative dataset of 23 similarly situated transgressors at a military academy that added transparency to traditional punishment by requiring transgressors to wear a pin that signaled their transgression. Data from transgressors and from other organizational members revealed that instead of prompting persistent stigmatization, social awareness of the transgression prompted others’ inquiry, gradually engaging transgressors in a coactive process to develop a mutually acceptable narrative of their transgression through a mechanism we call personal narrative control. For that personal narrative to endure, transgressors needed to exercise self-control and avoid further transgressions, as they did in our study even after the pin was removed, signaling rehabilitation. We induce four contextual conditions for transgression transparency to trigger personal narrative control and theorize how they might generalize to other organizations seeking to rehabilitate transgressors.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"67 1","pages":"968 - 1011"},"PeriodicalIF":10.4,"publicationDate":"2022-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47194877","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 : 2022-07-11DOI: 10.1177/00018392221110442
M. Glynn
{"title":"John W. Mohr, Christopher A. Bail, Margaret Frye, Jennifer C. Lena, Omar Lizardo, Terence E. McDonnell, Ann Mische, Iddo Tavory, and Frederick F. Wherry. Measuring Culture","authors":"M. Glynn","doi":"10.1177/00018392221110442","DOIUrl":"https://doi.org/10.1177/00018392221110442","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"NP12 - NP14"},"PeriodicalIF":10.4,"publicationDate":"2022-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47204260","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 : 2022-07-11DOI: 10.1177/00018392221110449
Joel Gehman
{"title":"Timothy G. Pollock. How to Use Storytelling in Your Academic Writing","authors":"Joel Gehman","doi":"10.1177/00018392221110449","DOIUrl":"https://doi.org/10.1177/00018392221110449","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"67 1","pages":"NP63 - NP64"},"PeriodicalIF":10.4,"publicationDate":"2022-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47211570","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 : 2022-06-16DOI: 10.1177/00018392221105200
Derek Harmon
{"title":"Mitchel Y. Abolafia. Stewards of the Market: How the Federal Reserve Made Sense of the Financial Crisis","authors":"Derek Harmon","doi":"10.1177/00018392221105200","DOIUrl":"https://doi.org/10.1177/00018392221105200","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"NP7 - NP8"},"PeriodicalIF":10.4,"publicationDate":"2022-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41861946","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 : 2022-05-25DOI: 10.1177/00018392221098954
Julia DiBenigno
How can a professional identity persist when it is mismatched with the reality of work demands in one’s first job? Existing theory suggests that new members of a profession should adapt their identities to align with their profession’s and organization’s goals. Using data from an ethnographic study of first-time hospital nurses, I develop the concept of idealized professional identities—identities rooted in the image and history of an occupation rather than in reality—and depict how these identities can persist through client interactions despite negative consequences. When left unchecked under the increasingly common conditions of weak on-the-job socialization, nurses in my study with idealized identities infantilized patients and purposefully avoided patients who denied their idealized identities even though these practices ran counter to the patient satisfaction and empowerment goals of the organization and nursing profession. The opportunity to enact cherished idealized identities with the few clients who granted them may have perpetuated these dynamics by supporting the retention of professionals who otherwise may have exited. This study suggests that socialization into a professional role may come not only from interactions with professional gatekeepers, peers, or organizational management but also from the internalization of idealized professional identities that may be kept alive through interactions with and about one’s clients.
{"title":"How Idealized Professional Identities Can Persist through Client Interactions","authors":"Julia DiBenigno","doi":"10.1177/00018392221098954","DOIUrl":"https://doi.org/10.1177/00018392221098954","url":null,"abstract":"How can a professional identity persist when it is mismatched with the reality of work demands in one’s first job? Existing theory suggests that new members of a profession should adapt their identities to align with their profession’s and organization’s goals. Using data from an ethnographic study of first-time hospital nurses, I develop the concept of idealized professional identities—identities rooted in the image and history of an occupation rather than in reality—and depict how these identities can persist through client interactions despite negative consequences. When left unchecked under the increasingly common conditions of weak on-the-job socialization, nurses in my study with idealized identities infantilized patients and purposefully avoided patients who denied their idealized identities even though these practices ran counter to the patient satisfaction and empowerment goals of the organization and nursing profession. The opportunity to enact cherished idealized identities with the few clients who granted them may have perpetuated these dynamics by supporting the retention of professionals who otherwise may have exited. This study suggests that socialization into a professional role may come not only from interactions with professional gatekeepers, peers, or organizational management but also from the internalization of idealized professional identities that may be kept alive through interactions with and about one’s clients.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"67 1","pages":"865 - 912"},"PeriodicalIF":10.4,"publicationDate":"2022-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46293951","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 : 2022-05-13DOI: 10.1177/00018392221100645
A. McGahan
{"title":"Michael Lenox and Rebecca Duff. The Decarbonization Imperative: Transforming the Global Economy by 2050","authors":"A. McGahan","doi":"10.1177/00018392221100645","DOIUrl":"https://doi.org/10.1177/00018392221100645","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"67 1","pages":"NP60 - NP62"},"PeriodicalIF":10.4,"publicationDate":"2022-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45311897","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 : 2022-05-12DOI: 10.1177/00018392221096451
Anna T. Mayo
Increasingly, organizational teams form quickly and change shape during their short lifespans, meaning they break from traditional definitions of “real” teams and experience instability in team membership and boundaries. While scholars have examined conditions that support effective teamwork in more-stable teams, we know little about how these dynamic teams can come to look like real teams that work interdependently rather than independently. My observations of and interviews with medical inpatient teams in a U.S. children’s hospital revealed a small subset of teams that succeeded at working interdependently within a core group (internally) and with a shifting set of peripheral contributors (externally). Brief periods of synchronous internal and external teamwork distinguished these emergently interdependent teams. To achieve these synchronous periods, core team members distributed their focus on internal team members and on peripheral members such as nurses, specialists, patients, and patients’ family members. Furthermore, core teams intertwined synchronous periods with cycles of external and internal coordination as team boundaries expanded and contracted. Such interdependence was associated with more-efficient work: faster morning rounds and, for patients, shorter hospital stays. Additionally, initial meetings among core team members set the stage for more-interdependent work. My findings contribute to dynamic teams research by illuminating the process of how teams can work interdependently as team boundaries expand and contract, to external activities research by suggesting that synchronous periods hold together previously documented cycles of separate internal and external activities, and to team launches research by extending work with more-stable teams to dynamic teams.
{"title":"Syncing Up: A Process Model of Emergent Interdependence in Dynamic Teams","authors":"Anna T. Mayo","doi":"10.1177/00018392221096451","DOIUrl":"https://doi.org/10.1177/00018392221096451","url":null,"abstract":"Increasingly, organizational teams form quickly and change shape during their short lifespans, meaning they break from traditional definitions of “real” teams and experience instability in team membership and boundaries. While scholars have examined conditions that support effective teamwork in more-stable teams, we know little about how these dynamic teams can come to look like real teams that work interdependently rather than independently. My observations of and interviews with medical inpatient teams in a U.S. children’s hospital revealed a small subset of teams that succeeded at working interdependently within a core group (internally) and with a shifting set of peripheral contributors (externally). Brief periods of synchronous internal and external teamwork distinguished these emergently interdependent teams. To achieve these synchronous periods, core team members distributed their focus on internal team members and on peripheral members such as nurses, specialists, patients, and patients’ family members. Furthermore, core teams intertwined synchronous periods with cycles of external and internal coordination as team boundaries expanded and contracted. Such interdependence was associated with more-efficient work: faster morning rounds and, for patients, shorter hospital stays. Additionally, initial meetings among core team members set the stage for more-interdependent work. My findings contribute to dynamic teams research by illuminating the process of how teams can work interdependently as team boundaries expand and contract, to external activities research by suggesting that synchronous periods hold together previously documented cycles of separate internal and external activities, and to team launches research by extending work with more-stable teams to dynamic teams.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"67 1","pages":"821 - 864"},"PeriodicalIF":10.4,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41551073","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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