Pub Date : 2023-03-05DOI: 10.1177/00018392231159641
Shoshana R. Dobrow, Hannah Weisman, D. Heller, J. Tosti-Kharas
While a positive view of calling has been ubiquitous since its introduction into the literature over two decades ago, research remains unsettled about the extent to which it contributes to various aspects of the good life: an optimal way of living well via worthwhile endeavors. Further, scholars have identified two conceptual types of calling, marked by internal versus external foci; yet their differential impact on outcomes indicative of the good life, such as eudaimonic and hedonic well-being (characterized by the experience of purpose and meaning versus pleasure and happiness, respectively), is unknown. Through a meta-analysis of 201 studies, we provide the first systematic review focused on these two fundamental theoretical issues in the calling literature: how strongly related callings are to outcomes in the domains of work and life and which type of calling (internally or externally focused) more strongly predicts these outcomes, if either. We find that callings more strongly relate to outcomes indicative of the good life than recently argued. We further find that callings are more strongly linked to work than to life outcomes and to eudaimonic than to hedonic outcomes. The two types of calling converge in being associated with many similar outcomes, but they show some divergence: internally focused callings are more positively related to hedonic outcomes and less positively related to eudaimonic outcomes, relative to externally focused callings. This finding supports a view of callings as hierarchically structured, with a higher-order calling factor composed of two correlated yet distinct lower-order calling types. Integrating our meta-analytic findings with relevant literatures, we propose a theoretical model that addresses psychological and social need fulfillment through which different types of callings contribute to the good life.
{"title":"Calling and the Good Life: A Meta-Analysis and Theoretical Extension","authors":"Shoshana R. Dobrow, Hannah Weisman, D. Heller, J. Tosti-Kharas","doi":"10.1177/00018392231159641","DOIUrl":"https://doi.org/10.1177/00018392231159641","url":null,"abstract":"While a positive view of calling has been ubiquitous since its introduction into the literature over two decades ago, research remains unsettled about the extent to which it contributes to various aspects of the good life: an optimal way of living well via worthwhile endeavors. Further, scholars have identified two conceptual types of calling, marked by internal versus external foci; yet their differential impact on outcomes indicative of the good life, such as eudaimonic and hedonic well-being (characterized by the experience of purpose and meaning versus pleasure and happiness, respectively), is unknown. Through a meta-analysis of 201 studies, we provide the first systematic review focused on these two fundamental theoretical issues in the calling literature: how strongly related callings are to outcomes in the domains of work and life and which type of calling (internally or externally focused) more strongly predicts these outcomes, if either. We find that callings more strongly relate to outcomes indicative of the good life than recently argued. We further find that callings are more strongly linked to work than to life outcomes and to eudaimonic than to hedonic outcomes. The two types of calling converge in being associated with many similar outcomes, but they show some divergence: internally focused callings are more positively related to hedonic outcomes and less positively related to eudaimonic outcomes, relative to externally focused callings. This finding supports a view of callings as hierarchically structured, with a higher-order calling factor composed of two correlated yet distinct lower-order calling types. Integrating our meta-analytic findings with relevant literatures, we propose a theoretical model that addresses psychological and social need fulfillment through which different types of callings contribute to the good life.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"508 - 550"},"PeriodicalIF":10.4,"publicationDate":"2023-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43486076","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 : 2023-03-01DOI: 10.1177/00018392221102330
Rodolphe Durand
{"title":"Rebecca Henderson. Reimagining Capitalism in a World on Fire and Chris Marquis. Better Business: How the B Corp Movement Is Remaking Capitalism","authors":"Rodolphe Durand","doi":"10.1177/00018392221102330","DOIUrl":"https://doi.org/10.1177/00018392221102330","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"NP1 - NP6"},"PeriodicalIF":10.4,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43843520","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 : 2023-02-24DOI: 10.1177/00018392231159572
Kimberly D. Elsbach
{"title":"Thomas J. Roulet. The Power of Being Divisive: Understanding Negative Social Evaluations","authors":"Kimberly D. Elsbach","doi":"10.1177/00018392231159572","DOIUrl":"https://doi.org/10.1177/00018392231159572","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"NP43 - NP45"},"PeriodicalIF":10.4,"publicationDate":"2023-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43883964","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 : 2023-02-16DOI: 10.1177/00018392231154909
Poornika Ananth, S. Harvey
Research on the creative process has focused on how an idea develops within a single focal creative project. But creators often work to develop creative portfolios featuring multiple projects that overlap and intertwine over time. Through an inductive qualitative study of creative workers in independent theater and in architecture, we explore how creators manage ideas across multiple projects when developing creative portfolios. Our emergent model shows how creators shift ideas across projects by stockpiling ideas from one creative project, transforming them into resources, and mobilizing them in their portfolios. Our analysis reveals that these practices unfold in distinct ways across two different processes for managing ideas: managing ideas strategically to build portfolios by realizing stockpiled ideas in new creative products across different opportunities, and managing ideas symbolically to balance creative outputs with new meanings constructed from unrealized ideas that represent the creator’s identity and journey. Our findings reveal the critical role of stockpiling in creative work, showing how different ways of stockpiling transform ideas into resources for developing a portfolio. Our portfolio perspective on the creative process informs our understanding of creative portfolios as they develop and evolve as well as the dynamics of creative processes as they unfold across different projects.
{"title":"Ideas in the Space Between: Stockpiling and Processes for Managing Ideas in Developing a Creative Portfolio","authors":"Poornika Ananth, S. Harvey","doi":"10.1177/00018392231154909","DOIUrl":"https://doi.org/10.1177/00018392231154909","url":null,"abstract":"Research on the creative process has focused on how an idea develops within a single focal creative project. But creators often work to develop creative portfolios featuring multiple projects that overlap and intertwine over time. Through an inductive qualitative study of creative workers in independent theater and in architecture, we explore how creators manage ideas across multiple projects when developing creative portfolios. Our emergent model shows how creators shift ideas across projects by stockpiling ideas from one creative project, transforming them into resources, and mobilizing them in their portfolios. Our analysis reveals that these practices unfold in distinct ways across two different processes for managing ideas: managing ideas strategically to build portfolios by realizing stockpiled ideas in new creative products across different opportunities, and managing ideas symbolically to balance creative outputs with new meanings constructed from unrealized ideas that represent the creator’s identity and journey. Our findings reveal the critical role of stockpiling in creative work, showing how different ways of stockpiling transform ideas into resources for developing a portfolio. Our portfolio perspective on the creative process informs our understanding of creative portfolios as they develop and evolve as well as the dynamics of creative processes as they unfold across different projects.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"465 - 507"},"PeriodicalIF":10.4,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43414541","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 : 2023-02-16DOI: 10.1177/00018392231156585
Mary J. Benner
{"title":"Irene M. Duhaime, Michael Hitt, and Marjorie A. Lyles, eds. Strategic Management: State of the Field and Its Future","authors":"Mary J. Benner","doi":"10.1177/00018392231156585","DOIUrl":"https://doi.org/10.1177/00018392231156585","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"NP39 - NP42"},"PeriodicalIF":10.4,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47979250","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 : 2023-02-10DOI: 10.1177/00018392221146792
Y. Choi, P. Ingram, S. Han
We propose that individuals differ in their ability to generate creative ideas as a function of the values, beliefs, and norms of their social group’s culture they have adopted and routinely use. To generate creative ideas, an individual needs to think differently from their group to generate novel ideas that others cannot, while understanding what the group will view as appropriate and practical. We view culture as a network of cultural elements and decompose individuals’ cultural adoption into two conceptually and empirically distinct dimensions. Cultural breadth, which reflects whether individuals have adopted a broad range of values, beliefs, and norms that span the organization’s culture, contributes to the novelty required for creativity. Cultural embeddedness, which reflects whether individuals have adopted the core values, beliefs, and norms entrenched in the organization’s culture, helps an individual generate ideas that others will view as useful. We predict that individuals with both high cultural breadth and high cultural embeddedness, who we label integrated cultural brokers, will be most likely to generate creative ideas that are novel and useful. We test and find support for our theory in two contexts: an e-commerce firm in South Korea and MBA students at a U.S. university.
{"title":"Cultural Breadth and Embeddedness: The Individual Adoption of Organizational Culture as a Determinant of Creativity","authors":"Y. Choi, P. Ingram, S. Han","doi":"10.1177/00018392221146792","DOIUrl":"https://doi.org/10.1177/00018392221146792","url":null,"abstract":"We propose that individuals differ in their ability to generate creative ideas as a function of the values, beliefs, and norms of their social group’s culture they have adopted and routinely use. To generate creative ideas, an individual needs to think differently from their group to generate novel ideas that others cannot, while understanding what the group will view as appropriate and practical. We view culture as a network of cultural elements and decompose individuals’ cultural adoption into two conceptually and empirically distinct dimensions. Cultural breadth, which reflects whether individuals have adopted a broad range of values, beliefs, and norms that span the organization’s culture, contributes to the novelty required for creativity. Cultural embeddedness, which reflects whether individuals have adopted the core values, beliefs, and norms entrenched in the organization’s culture, helps an individual generate ideas that others will view as useful. We predict that individuals with both high cultural breadth and high cultural embeddedness, who we label integrated cultural brokers, will be most likely to generate creative ideas that are novel and useful. We test and find support for our theory in two contexts: an e-commerce firm in South Korea and MBA students at a U.S. university.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"429 - 464"},"PeriodicalIF":10.4,"publicationDate":"2023-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44340485","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 : 2023-02-07DOI: 10.1177/00018392231155928
Christine M. Beckman, J. Friedman
{"title":"From the Editor","authors":"Christine M. Beckman, J. Friedman","doi":"10.1177/00018392231155928","DOIUrl":"https://doi.org/10.1177/00018392231155928","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"v - vi"},"PeriodicalIF":10.4,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49432707","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 : 2023-01-20DOI: 10.1177/00018392231152532
Jake B. Grandy
The Quiet Before is a beautifully written examination of the earliest stage of social activism, in which radical ideas are incubated and debated before emerg-ing publicly to challenge the status quo. Invoking Alinsky’s (1989) Rules for Radicals , Beckerman suggests that this stage constitutes the first two acts of a three-act blueprint for successful revolutions: in the first act, the characters and plot are introduced, in the second act they are developed before a final confron-tation
{"title":"Gal Beckerman. The Quiet Before: On the Unexpected Origins of Radical Ideas","authors":"Jake B. Grandy","doi":"10.1177/00018392231152532","DOIUrl":"https://doi.org/10.1177/00018392231152532","url":null,"abstract":"The Quiet Before is a beautifully written examination of the earliest stage of social activism, in which radical ideas are incubated and debated before emerg-ing publicly to challenge the status quo. Invoking Alinsky’s (1989) Rules for Radicals , Beckerman suggests that this stage constitutes the first two acts of a three-act blueprint for successful revolutions: in the first act, the characters and plot are introduced, in the second act they are developed before a final confron-tation","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"NP35 - NP38"},"PeriodicalIF":10.4,"publicationDate":"2023-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46408970","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 : 2023-01-16DOI: 10.1177/00018392221148725
Alexandra Rheinhardt, F. Briscoe, Aparna Joshi
Social activists sometimes engage in a form of workplace activism that involves using their employer organization as an unofficial platform to communicate social issue messages to external stakeholders. This type of activism follows a different logic from that of more-familiar citizen activism, in which citizens directly target society and its institutions, and that of organizational-change activism, in which employees aim to influence their employer organization. This article develops and tests theory to understand this phenomenon of organization-as-platform activism, using the National Football League “Take a Knee” employee athlete protests as an empirical context. Drawing on past research on social movements and employee activism, we offer a theoretical comparison of these three forms of activism—citizen, organizational-change, and organization-as-platform—to conceptually distinguish them and to theorize factors that uniquely predict the occurrence of platform activism. We find evidence of predictors associated with the attributes of the organizational platform and those of the intended stakeholder audience. Organization-as-platform activism is associated with the accessibility and openness of the organizational platform for messaging use, the visibility of the organizational platform for message transmission, and the receptivity of the targeted stakeholder audience. As employees increasingly bring their non-work identities and beliefs into the workplace, our findings invite new research on the outcomes of platform activism for organizations, the implications of such activism for organizational stakeholder strategy, and the relation between platform activism and employee prosocial voice.
{"title":"Organization-as-Platform Activism: Theory and Evidence from the National Football League “Take a Knee” Movement","authors":"Alexandra Rheinhardt, F. Briscoe, Aparna Joshi","doi":"10.1177/00018392221148725","DOIUrl":"https://doi.org/10.1177/00018392221148725","url":null,"abstract":"Social activists sometimes engage in a form of workplace activism that involves using their employer organization as an unofficial platform to communicate social issue messages to external stakeholders. This type of activism follows a different logic from that of more-familiar citizen activism, in which citizens directly target society and its institutions, and that of organizational-change activism, in which employees aim to influence their employer organization. This article develops and tests theory to understand this phenomenon of organization-as-platform activism, using the National Football League “Take a Knee” employee athlete protests as an empirical context. Drawing on past research on social movements and employee activism, we offer a theoretical comparison of these three forms of activism—citizen, organizational-change, and organization-as-platform—to conceptually distinguish them and to theorize factors that uniquely predict the occurrence of platform activism. We find evidence of predictors associated with the attributes of the organizational platform and those of the intended stakeholder audience. Organization-as-platform activism is associated with the accessibility and openness of the organizational platform for messaging use, the visibility of the organizational platform for message transmission, and the receptivity of the targeted stakeholder audience. As employees increasingly bring their non-work identities and beliefs into the workplace, our findings invite new research on the outcomes of platform activism for organizations, the implications of such activism for organizational stakeholder strategy, and the relation between platform activism and employee prosocial voice.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"68 1","pages":"395 - 428"},"PeriodicalIF":10.4,"publicationDate":"2023-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41329793","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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