This paper introduces a configurational approach to the study of multiple identities. Specifically, it examines how prosocial identity combines with collective and individualistic identities in conflicting and enhancing ways to affect prosocial behavior in organizational settings. We examine an unexplored intuition in the multiple identities literature that when all identities are enhancing (a mutual enhancement configuration), it will be best for prosocial outcomes. Our results show, however—across two field studies and two experiments—that enhancement between prosocial and collective identities (a focused enhancement configuration) results in the highest levels of prosocial behavior. Furthermore, we trace this result to the greater self-serving orientation activated in a mutual enhancement configuration, where one’s individualistic identity enhances one’s other identities. Our work demonstrates the value of a configurational approach to the study of multiple identities, and it challenges the assumption ...
{"title":"Multiple Identity Configurations: The Benefits of Focused Enhancement for Prosocial Behavior","authors":"L. Ramarajan, Ida E. Berger, Itay Greenspan","doi":"10.1287/orsc.2017.1129","DOIUrl":"https://doi.org/10.1287/orsc.2017.1129","url":null,"abstract":"This paper introduces a configurational approach to the study of multiple identities. Specifically, it examines how prosocial identity combines with collective and individualistic identities in conflicting and enhancing ways to affect prosocial behavior in organizational settings. We examine an unexplored intuition in the multiple identities literature that when all identities are enhancing (a mutual enhancement configuration), it will be best for prosocial outcomes. Our results show, however—across two field studies and two experiments—that enhancement between prosocial and collective identities (a focused enhancement configuration) results in the highest levels of prosocial behavior. Furthermore, we trace this result to the greater self-serving orientation activated in a mutual enhancement configuration, where one’s individualistic identity enhances one’s other identities. Our work demonstrates the value of a configurational approach to the study of multiple identities, and it challenges the assumption ...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"69 1","pages":"495-513"},"PeriodicalIF":0.0,"publicationDate":"2017-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79469469","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study leverages multinational corporations (MNCs) as a research context to advance our understanding of the relationship between internal and external fit over the course of the transfer of organizational practices. While internal fit describes the important condition that a practice should be aligned with organizational goals and must gain support internally, external fit refers to an additional condition for successful transfer, namely, that a particular practice must gain and sustain support and legitimacy in the environment. Studying two German MNCs transferring apprenticeship-based training to foreign operations in the United States, this paper starts from the key observation that organizations can use different governance modes to organize the transfer process: they may either go it alone and organize transfer in a hierarchy mode, or they may partner up with other organizations and form an interorganizational network for transfer. Using rich qualitative data, this paper finds that different gov...
{"title":"Practice Transfer in Organizations: The Role of Governance Mode for Internal and External Fit","authors":"Johann Fortwengel","doi":"10.1287/orsc.2017.1135","DOIUrl":"https://doi.org/10.1287/orsc.2017.1135","url":null,"abstract":"This study leverages multinational corporations (MNCs) as a research context to advance our understanding of the relationship between internal and external fit over the course of the transfer of organizational practices. While internal fit describes the important condition that a practice should be aligned with organizational goals and must gain support internally, external fit refers to an additional condition for successful transfer, namely, that a particular practice must gain and sustain support and legitimacy in the environment. Studying two German MNCs transferring apprenticeship-based training to foreign operations in the United States, this paper starts from the key observation that organizations can use different governance modes to organize the transfer process: they may either go it alone and organize transfer in a hierarchy mode, or they may partner up with other organizations and form an interorganizational network for transfer. Using rich qualitative data, this paper finds that different gov...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"21 1","pages":"690-710"},"PeriodicalIF":0.0,"publicationDate":"2017-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85091757","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Engineering remains one of the most highly and persistently sex segregated occupations in the United States. Though extant literature submits that women’s increased access to managerial positions in male-dominated occupations should represent an important strategy for addressing sex segregation, my analysis of 61 interviews with industry engineers suggests that increasing women’s disproportionate representation in managerial roles in engineering may promote the very sex segregation it is attempting to mitigate. The analysis highlights how organizations reinforce female engineers’ movement into managerial roles and foster a form of intraoccupational sex segregation with unintended consequences for women. These consequences include fostering mixed identification with engineering, reinforcing stereotypes about women’s suitability for technical work, and increasing work–life balance tensions. The findings further suggest that an inverted role hierarchy in engineering may explain these gendered career patterns...
{"title":"Promoted Up But Also Out? The Unintended Consequences of Increasing Women's Representation in Managerial Roles in Engineering","authors":"M. T. Cardador","doi":"10.1287/orsc.2017.1132","DOIUrl":"https://doi.org/10.1287/orsc.2017.1132","url":null,"abstract":"Engineering remains one of the most highly and persistently sex segregated occupations in the United States. Though extant literature submits that women’s increased access to managerial positions in male-dominated occupations should represent an important strategy for addressing sex segregation, my analysis of 61 interviews with industry engineers suggests that increasing women’s disproportionate representation in managerial roles in engineering may promote the very sex segregation it is attempting to mitigate. The analysis highlights how organizations reinforce female engineers’ movement into managerial roles and foster a form of intraoccupational sex segregation with unintended consequences for women. These consequences include fostering mixed identification with engineering, reinforcing stereotypes about women’s suitability for technical work, and increasing work–life balance tensions. The findings further suggest that an inverted role hierarchy in engineering may explain these gendered career patterns...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"9 1","pages":"597-617"},"PeriodicalIF":0.0,"publicationDate":"2017-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79163955","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Why do chief executive officers (CEOs) seek media appearances and what benefit do they gain from it? Using a sample of 2,666 U.S. firms from 1997 to 2009, we found that a CEO’s appearance in CNBC interviews and major news articles has a positive relationship with his or her compensation in the following year, after controlling for firm performance and other confounding factors. We further found that the positive relationship is weaker when the CEO is with a large company and is stronger when the CEO is with a company demonstrating strong stock market performance. Finally, we found that when the CEO has a high equity ownership or is a founder CEO, the positive relationship disappears.
{"title":"The Relationship Between CEO Media Appearances and Compensation","authors":"Jingoo Kang, A. Kim","doi":"10.1287/orsc.2017.1128","DOIUrl":"https://doi.org/10.1287/orsc.2017.1128","url":null,"abstract":"Why do chief executive officers (CEOs) seek media appearances and what benefit do they gain from it? Using a sample of 2,666 U.S. firms from 1997 to 2009, we found that a CEO’s appearance in CNBC interviews and major news articles has a positive relationship with his or her compensation in the following year, after controlling for firm performance and other confounding factors. We further found that the positive relationship is weaker when the CEO is with a large company and is stronger when the CEO is with a company demonstrating strong stock market performance. Finally, we found that when the CEO has a high equity ownership or is a founder CEO, the positive relationship disappears.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"14 1","pages":"379-394"},"PeriodicalIF":0.0,"publicationDate":"2017-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73973287","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Kulwant Singh, Ishtiaq P. Mahmood, Siddharth Natarajan
We conceptualize capital markets in terms of resource access and governance, and argue that more developed capital markets facilitate firm restructuring through more effective provision of capital and governance of transactions. We then develop a contingency model that specifies that the effects of capital market development on restructuring vary by (1) types of restructuring, (2) the nature of the economic environments, and (3) firms’ access to resources. We evaluate a broad range of restructuring actions among independent firms and business group affiliates in Singapore and South Korea before and during the economic shock of 1998–1999. Results support our predictions of the impact of capital market development and of contingencies, and highlight the value of incorporating an external capital markets perspective to complement internally focused theoretical explanations for firm restructuring.
{"title":"Capital Market Development and Firm Restructuring During an Economic Shock","authors":"Kulwant Singh, Ishtiaq P. Mahmood, Siddharth Natarajan","doi":"10.1287/orsc.2017.1127","DOIUrl":"https://doi.org/10.1287/orsc.2017.1127","url":null,"abstract":"We conceptualize capital markets in terms of resource access and governance, and argue that more developed capital markets facilitate firm restructuring through more effective provision of capital and governance of transactions. We then develop a contingency model that specifies that the effects of capital market development on restructuring vary by (1) types of restructuring, (2) the nature of the economic environments, and (3) firms’ access to resources. We evaluate a broad range of restructuring actions among independent firms and business group affiliates in Singapore and South Korea before and during the economic shock of 1998–1999. Results support our predictions of the impact of capital market development and of contingencies, and highlight the value of incorporating an external capital markets perspective to complement internally focused theoretical explanations for firm restructuring.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"1 1","pages":"552-573"},"PeriodicalIF":0.0,"publicationDate":"2017-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80385381","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We study the phenomenon of business ecosystems in which platform firms orchestrate the functioning of ecosystems by providing platforms and setting the rules for participation by complementor firms. We develop a theoretical framework to explain how the structural and evolutionary features of the ecosystem may shape the extent to which participating complementor firms can sustain their superior performance. The structural feature, which we refer to as ecosystem complexity, is a function of the number of unique components or subsystems that interact with the complementor’s product. We incorporate the evolutionary features by considering the role of generational transitions initiated by platform firms over time as well as the role of complementors’ ecosystem-specific experience. Evidence from Apple’s iOS and Google’s Android smartphone ecosystems supports our arguments that higher ecosystem complexity helps app developers sustain their superior performance, and that this effect is stronger for more experienc...
{"title":"Sustaining Superior Performance in Business Ecosystems: Evidence from Application Software Developers in the iOS and Android Smartphone Ecosystems","authors":"R. Kapoor, Shiva Agarwal","doi":"10.1287/orsc.2017.1122","DOIUrl":"https://doi.org/10.1287/orsc.2017.1122","url":null,"abstract":"We study the phenomenon of business ecosystems in which platform firms orchestrate the functioning of ecosystems by providing platforms and setting the rules for participation by complementor firms. We develop a theoretical framework to explain how the structural and evolutionary features of the ecosystem may shape the extent to which participating complementor firms can sustain their superior performance. The structural feature, which we refer to as ecosystem complexity, is a function of the number of unique components or subsystems that interact with the complementor’s product. We incorporate the evolutionary features by considering the role of generational transitions initiated by platform firms over time as well as the role of complementors’ ecosystem-specific experience. Evidence from Apple’s iOS and Google’s Android smartphone ecosystems supports our arguments that higher ecosystem complexity helps app developers sustain their superior performance, and that this effect is stronger for more experienc...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"29 1","pages":"531-551"},"PeriodicalIF":0.0,"publicationDate":"2017-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76106611","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jill A. Brown, A. Anderson, Jesus M. Salas, Andrew J. Ward
Governance scholars debate the value of directors as an effective governance mechanism. We suggest that this value varies with director tenure. We study both how shareholder assessments of the value of individual directors vary with director tenure and whether director tenure actually makes a practical difference to governance effectiveness. Using data from abnormal stock price reactions to the sudden deaths of 274 outside directors, and integrating executive cognition and social capital perspectives applied to the dual roles of director monitoring and advising, our results confirm a curvilinear relationship between the assessed value of directors and tenure. We find that directors are more highly valued by investors over a tenure period between 7 and 18 years, moderated by director involvement on key committees. Further, in examining the S&P 1,500, we find that a one standard deviation increase in the percentage of outside directors in this prime tenure period strengthens the CEO pay-performance linkage ...
{"title":"Do Investors Care About Director Tenure? Insights from Executive Cognition and Social Capital Theories","authors":"Jill A. Brown, A. Anderson, Jesus M. Salas, Andrew J. Ward","doi":"10.1287/orsc.2017.1123","DOIUrl":"https://doi.org/10.1287/orsc.2017.1123","url":null,"abstract":"Governance scholars debate the value of directors as an effective governance mechanism. We suggest that this value varies with director tenure. We study both how shareholder assessments of the value of individual directors vary with director tenure and whether director tenure actually makes a practical difference to governance effectiveness. Using data from abnormal stock price reactions to the sudden deaths of 274 outside directors, and integrating executive cognition and social capital perspectives applied to the dual roles of director monitoring and advising, our results confirm a curvilinear relationship between the assessed value of directors and tenure. We find that directors are more highly valued by investors over a tenure period between 7 and 18 years, moderated by director involvement on key committees. Further, in examining the S&P 1,500, we find that a one standard deviation increase in the percentage of outside directors in this prime tenure period strengthens the CEO pay-performance linkage ...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"31 1","pages":"471-494"},"PeriodicalIF":0.0,"publicationDate":"2017-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78315554","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Attempts to improve gender parity at workplaces are more effective when organizations mobilize their entire workforce, including men, to participate (i.e., speak up with ideas, volunteer, or serve as champions) in gender-parity initiatives. Yet, frequently, men are hesitant to participate in such initiatives. We explicate one reason for such hesitation on the part of men and suggest ways organizations can address this challenge. Using four studies (correlational as well as experimental), we demonstrate that men experience lower psychological standing (i.e., a subjective judgment of legitimacy to perform an action) with respect to gender-parity initiatives that leads them to participate less in such initiatives. We explain how psychological standing provides a complementary explanation to the current narrative in the literature suggesting that men’s poor participation results from sexist or discriminatory attitudes toward gender parity. We also establish that psychological standing influences participation...
{"title":"It Is Not My Place! Psychological Standing and Men's Voice and Participation in Gender-Parity Initiatives","authors":"Elad N. Sherf, S. Tangirala, K. Weber","doi":"10.1287/orsc.2017.1118","DOIUrl":"https://doi.org/10.1287/orsc.2017.1118","url":null,"abstract":"Attempts to improve gender parity at workplaces are more effective when organizations mobilize their entire workforce, including men, to participate (i.e., speak up with ideas, volunteer, or serve as champions) in gender-parity initiatives. Yet, frequently, men are hesitant to participate in such initiatives. We explicate one reason for such hesitation on the part of men and suggest ways organizations can address this challenge. Using four studies (correlational as well as experimental), we demonstrate that men experience lower psychological standing (i.e., a subjective judgment of legitimacy to perform an action) with respect to gender-parity initiatives that leads them to participate less in such initiatives. We explain how psychological standing provides a complementary explanation to the current narrative in the literature suggesting that men’s poor participation results from sexist or discriminatory attitudes toward gender parity. We also establish that psychological standing influences participation...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"1 1","pages":"193-210"},"PeriodicalIF":0.0,"publicationDate":"2017-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86084630","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Shareholder activism through corporate governance proposals is a prominent avenue for investors to voice their concerns in corporate governance matters. However, shareholder proposals have an uneven effect on corporate governance. This paper contributes to research on shareholder activism by joining social movement approaches to activism with network theoretic approaches to corporate governance. The paper examines how firms’ position within cohesive sections of the board interlock network, termed “social entrenchment,” predicts (1) the likelihood of being targeted by activist investors and (2) firms’ responsiveness to proposal demands. First, a firm’s position in the board network serves as a salient network prism, attracting activists’ attention. This is especially true for activist investors who lack other backchannel avenues for engagement or seek to use public reputational penalties as part of their activism strategy. Second, the board network traditionally served as an important collective infrastruc...
{"title":"The Decline of Social Entrenchment: Social Network Cohesion and Board Responsiveness to Shareholder Activism","authors":"Richard A. Benton","doi":"10.1287/orsc.2017.1119","DOIUrl":"https://doi.org/10.1287/orsc.2017.1119","url":null,"abstract":"Shareholder activism through corporate governance proposals is a prominent avenue for investors to voice their concerns in corporate governance matters. However, shareholder proposals have an uneven effect on corporate governance. This paper contributes to research on shareholder activism by joining social movement approaches to activism with network theoretic approaches to corporate governance. The paper examines how firms’ position within cohesive sections of the board interlock network, termed “social entrenchment,” predicts (1) the likelihood of being targeted by activist investors and (2) firms’ responsiveness to proposal demands. First, a firm’s position in the board network serves as a salient network prism, attracting activists’ attention. This is especially true for activist investors who lack other backchannel avenues for engagement or seek to use public reputational penalties as part of their activism strategy. Second, the board network traditionally served as an important collective infrastruc...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"43 1","pages":"262-282"},"PeriodicalIF":0.0,"publicationDate":"2017-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87352263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We use the case of a "whole-system" change program in a national healthcare system to empirically examine the multilevel dynamics underlying organizational adaptation. Our analysis demonstrates how the cognitive distance between agents' causal representations affects opportunities to cooperate in hierarchical systems. Using complexity theory, we identify a scale-invariant causal pathway that can be applied recursively across many organizational levels. At each level, three coupled feedback loops determine how local agents modify their cognitive representations to include uncovered interdependencies and synchronize their adaptive search across organizational boundaries: a "boundary work" loop, a "small wins" loop, and a "parochialism" loop. Our results also point to the scale-dependency of the strength of dissipative processes across levels. These novel results further develop the theory of organizational change and have practical implications for large multilevel organizations, especially regarding the sustainability of improvements.
{"title":"Multilevel Organizational Adaptation: Scale Invariance in the Scottish Healthcare System","authors":"Brice Dattée, J. Barlow","doi":"10.1287/orsc.2017.1113","DOIUrl":"https://doi.org/10.1287/orsc.2017.1113","url":null,"abstract":"We use the case of a \"whole-system\" change program in a national healthcare system to empirically examine the multilevel dynamics underlying organizational adaptation. Our analysis demonstrates how the cognitive distance between agents' causal representations affects opportunities to cooperate in hierarchical systems. Using complexity theory, we identify a scale-invariant causal pathway that can be applied recursively across many organizational levels. At each level, three coupled feedback loops determine how local agents modify their cognitive representations to include uncovered interdependencies and synchronize their adaptive search across organizational boundaries: a \"boundary work\" loop, a \"small wins\" loop, and a \"parochialism\" loop. Our results also point to the scale-dependency of the strength of dissipative processes across levels. These novel results further develop the theory of organizational change and have practical implications for large multilevel organizations, especially regarding the sustainability of improvements.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"51 5 1","pages":"301-319"},"PeriodicalIF":0.0,"publicationDate":"2017-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90742541","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：