Pub Date : 2023-09-01DOI: 10.1177/00018392231166635
Jean-François Harvey, Johnathan R Cromwell, Kevin J Johnson, Amy C Edmondson
Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities-notably reflexive, experimental, vicarious, and contextual learning-most effectively over time. In this article, we integrate research on teamwork episodes with insights from music theory to develop a new theoretical perspective on team dynamics, which explains how team activities can produce harmony, dissonance, or rhythm in teamwork arrangements that lead to either positive or negative effects on overall performance. We first tested our theory in a field study using longitudinal data from 102 innovation teams at a Fortune Global 500 company; then, we replicated and elaborated our theory in a study of 61 MBA project teams at an elite North American university. Results show that some learning activities can occur within the same teamwork episode to have harmonious positive effects on team performance, while other activities combine to have dissonant negative effects when occurring in the same episode. We argue that dissonant activities must be spread across teamwork episodes to help teams achieve a positive rhythm of team learning over time. Our findings contribute to theory on team dynamics, team learning, and ambidexterity.
{"title":"The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation.","authors":"Jean-François Harvey, Johnathan R Cromwell, Kevin J Johnson, Amy C Edmondson","doi":"10.1177/00018392231166635","DOIUrl":"https://doi.org/10.1177/00018392231166635","url":null,"abstract":"<p><p>Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities-notably reflexive, experimental, vicarious, and contextual learning-most effectively over time. In this article, we integrate research on teamwork episodes with insights from music theory to develop a new theoretical perspective on team dynamics, which explains how team activities can produce harmony, dissonance, or rhythm in teamwork arrangements that lead to either positive or negative effects on overall performance. We first tested our theory in a field study using longitudinal data from 102 innovation teams at a Fortune Global 500 company; then, we replicated and elaborated our theory in a study of 61 MBA project teams at an elite North American university. Results show that some learning activities can occur within the same teamwork episode to have harmonious positive effects on team performance, while other activities combine to have dissonant negative effects when occurring in the same episode. We argue that dissonant activities must be spread across teamwork episodes to help teams achieve a positive rhythm of team learning over time. Our findings contribute to theory on team dynamics, team learning, and ambidexterity.</p>","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 3","pages":"601-647"},"PeriodicalIF":10.4,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10406573/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10355287","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-01DOI: 10.1177/00018392231174235
Vanessa M. Conzon
Drawing on data from an ethnographic study of the introduction and implementation of a flexible work policy intended in part to improve gender equality at a STEM professional organization, I develop grounded theory on how managers’ gender shapes their implementation of such initiatives. I identify an equality policy paradox in which women managers, who openly support gender equality, are more likely than men managers to limit the policy. This apparent contradiction between intentions and actions is reconciled through an interactional role-based mechanism. Specifically, in this setting women managers encounter barriers to developing technical expertise, client relations, and respected authority. They respond by engaging extensively with subordinates, which allows them to effectively manage by brokering information (as an alternative to technical and client-facing tasks) and cultivating cooperation (as an alternative to formal authority). The policy undermines these interdependent activities; reflecting this, women managers generally oppose it. Men managers tend not to experience these constraints, and they focus on technical and client-related tasks that are largely independent of subordinates. The policy maintains these activities; reflecting this, they implement it. By identifying the equality policy paradox and the mechanism underlying it, this study advances theory on managers’ implementation of equality-related practices and policies as well as theory on gender and management.
{"title":"The Equality Policy Paradox: Gender Differences in How Managers Implement Gender Equality–Related Policies","authors":"Vanessa M. Conzon","doi":"10.1177/00018392231174235","DOIUrl":"https://doi.org/10.1177/00018392231174235","url":null,"abstract":"Drawing on data from an ethnographic study of the introduction and implementation of a flexible work policy intended in part to improve gender equality at a STEM professional organization, I develop grounded theory on how managers’ gender shapes their implementation of such initiatives. I identify an equality policy paradox in which women managers, who openly support gender equality, are more likely than men managers to limit the policy. This apparent contradiction between intentions and actions is reconciled through an interactional role-based mechanism. Specifically, in this setting women managers encounter barriers to developing technical expertise, client relations, and respected authority. They respond by engaging extensively with subordinates, which allows them to effectively manage by brokering information (as an alternative to technical and client-facing tasks) and cultivating cooperation (as an alternative to formal authority). The policy undermines these interdependent activities; reflecting this, women managers generally oppose it. Men managers tend not to experience these constraints, and they focus on technical and client-related tasks that are largely independent of subordinates. The policy maintains these activities; reflecting this, they implement it. By identifying the equality policy paradox and the mechanism underlying it, this study advances theory on managers’ implementation of equality-related practices and policies as well as theory on gender and management.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"648 - 690"},"PeriodicalIF":10.4,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42356541","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 : 2023-08-29DOI: 10.1177/00018392231192863
Mark R. DesJardine, Wei Shi, Xin Cheng
While research has uncovered an array of visible competitive dynamics, a strategic world of competition lies beneath the surface that should also be theorized and empirically traced. We investigate the strategic consequences of “media–rival” common ownership, in which investors own a media company and a non-media focal firm’s rivals. We posit that focal firms receive worse coverage from media outlets when institutional investors hold substantial ownership in both a media company and the focal firm’s rivals because the investors’ common holdings provide them with incentives and power to enhance the competitiveness of their portfolio firms by tainting the focal firm’s media coverage. We account for three moderators to show that this effect amplifies when investors have stronger incentives and power to influence the media and when media executives have incentives to cater to the interests of their investors. Using a novel dataset on common ownership of rival firms and media companies, we find support for our theory. Our study reveals a new invisible hand underlying competitive markets and offers a new view of the media as a strategic tool.
{"title":"The New Invisible Hand: How Common Owners Use the Media as a Strategic Tool","authors":"Mark R. DesJardine, Wei Shi, Xin Cheng","doi":"10.1177/00018392231192863","DOIUrl":"https://doi.org/10.1177/00018392231192863","url":null,"abstract":"While research has uncovered an array of visible competitive dynamics, a strategic world of competition lies beneath the surface that should also be theorized and empirically traced. We investigate the strategic consequences of “media–rival” common ownership, in which investors own a media company and a non-media focal firm’s rivals. We posit that focal firms receive worse coverage from media outlets when institutional investors hold substantial ownership in both a media company and the focal firm’s rivals because the investors’ common holdings provide them with incentives and power to enhance the competitiveness of their portfolio firms by tainting the focal firm’s media coverage. We account for three moderators to show that this effect amplifies when investors have stronger incentives and power to influence the media and when media executives have incentives to cater to the interests of their investors. Using a novel dataset on common ownership of rival firms and media companies, we find support for our theory. Our study reveals a new invisible hand underlying competitive markets and offers a new view of the media as a strategic tool.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":" ","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42502215","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 : 2023-08-21DOI: 10.1177/00018392231195443
P. Roberts
{"title":"Edward F. Fischer. Making Better Coffee: How Maya Farmers and Third Wave Tastemakers Create Value","authors":"P. Roberts","doi":"10.1177/00018392231195443","DOIUrl":"https://doi.org/10.1177/00018392231195443","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":" ","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45122504","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 : 2023-08-17DOI: 10.1177/00018392231194442
Vanessa M. Conzon
{"title":"Mario Luis Small and Jessica McCrory Calarco. Qualitative Literacy: A Guide to Evaluating Ethnographic and Interview Research","authors":"Vanessa M. Conzon","doi":"10.1177/00018392231194442","DOIUrl":"https://doi.org/10.1177/00018392231194442","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":" ","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45449271","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 : 2023-08-09DOI: 10.1177/00018392231190300
Nishani Bourmault, Michel Anteby
Individuals deeply socialized into professional cultures tend to strongly resist breaking from their professions’ core cultural tenets. When these individuals face external pressure (e.g., via new technology or regulation), they typically turn to peers for guidance in such involuntary reinventions of their work. But it is unclear how some professionals may voluntarily break from deeply ingrained views. Through our study of French anesthesiologists who practice hypnosis, we aim to better understand this little-explored phenomenon. Adopting hypnosis, a technique that many anesthesiologists consider subjective and even magical, contradicted a core tenet of their profession: the need to only use techniques validated by rigorous scientific-based research. Drawing on interviews and observations, we analyze how these anesthesiologists were able to change their views and reinvent their work. We find that turning inward to oneself (focusing on their own direct experiences of clients) and turning outward to clients (relying on relations with clients) played critical roles in anesthesiologists’ ability to shift their views and adopt hypnosis. Through this process, these anesthesiologists embarked on a voluntary internal transformation, or reboot, whereby they profoundly reassessed their work, onboarded people in adjacent professions to accept their own reinvention, and countered isolation from their peers. Overall, we show a pathway to such reinvention that entails turning inward and outward (rather than to peers), a result that diverges significantly from prior understandings of professionals’ transformations.
{"title":"Rebooting One’s Professional Work: The Case of French Anesthesiologists Using Hypnosis","authors":"Nishani Bourmault, Michel Anteby","doi":"10.1177/00018392231190300","DOIUrl":"https://doi.org/10.1177/00018392231190300","url":null,"abstract":"Individuals deeply socialized into professional cultures tend to strongly resist breaking from their professions’ core cultural tenets. When these individuals face external pressure (e.g., via new technology or regulation), they typically turn to peers for guidance in such involuntary reinventions of their work. But it is unclear how some professionals may voluntarily break from deeply ingrained views. Through our study of French anesthesiologists who practice hypnosis, we aim to better understand this little-explored phenomenon. Adopting hypnosis, a technique that many anesthesiologists consider subjective and even magical, contradicted a core tenet of their profession: the need to only use techniques validated by rigorous scientific-based research. Drawing on interviews and observations, we analyze how these anesthesiologists were able to change their views and reinvent their work. We find that turning inward to oneself (focusing on their own direct experiences of clients) and turning outward to clients (relying on relations with clients) played critical roles in anesthesiologists’ ability to shift their views and adopt hypnosis. Through this process, these anesthesiologists embarked on a voluntary internal transformation, or reboot, whereby they profoundly reassessed their work, onboarded people in adjacent professions to accept their own reinvention, and countered isolation from their peers. Overall, we show a pathway to such reinvention that entails turning inward and outward (rather than to peers), a result that diverges significantly from prior understandings of professionals’ transformations.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":" ","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45892008","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 : 2023-08-07DOI: 10.1177/00018392231188766
Christine M. Beckman
{"title":"From the Editor","authors":"Christine M. Beckman","doi":"10.1177/00018392231188766","DOIUrl":"https://doi.org/10.1177/00018392231188766","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135903664","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 : 2023-07-28DOI: 10.1177/00018392231189563
Michel Anteby
{"title":"Margot Canaday. Queer Career: Sexuality and Work in Modern America","authors":"Michel Anteby","doi":"10.1177/00018392231189563","DOIUrl":"https://doi.org/10.1177/00018392231189563","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"1 1","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41657998","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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