编辑来信

IF 2.6 4区 管理学 Q3 MANAGEMENT Management and Organization Review Pub Date : 2022-04-11 DOI:10.1017/mor.2022.29
A. C. De Alwis, Adithya Shasthry
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Building on the theoretical and philosophical foundations of the transparadox perspective, Pang, Liu, and Chen (2022) propose a dynamic process cycle of transparadoxical decision making that consists of three interrelated dimensions: transparadox information navigation, transparadox contextual consideration, and transparadox integration. This model puts optimum balance and oneness in the center to constitute a transparadox mindset, which significantly expands the paradox literature in addressing organizational tension by adding dynamic, cyclical processes. Consistent with the logic embedded in this model, Zheng, Cao, Ren, Li, Ying, and Chen (2022) found that in selecting partners, Chinese VCs tended to strike a balance between reducing institutional uncertainty by forming homogeneous syndications in an immature market and mobilizing heterogeneous resources by investing in innovative companies and syndicate with heterogeneous partners in a stable market. 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引用次数: 0

摘要

在组织管理中,紧张情绪普遍存在于人们需要做出的每一个决定中,无论是公司战略变革、风险投资公司选择联合伙伴、小企业投资、组织环境政策诱导员工绿色行为,还是员工决定是否与其他同事共享知识。尽管如何解决这种紧张关系多年来一直受到学术界的关注,但我非常自豪地说,本期发表的六篇文章提供了新的理论见解和实证发现,进一步推动了我们对这一永恒主题的理解。Pang、Liu和Chen(2022)在跨性别视角的理论和哲学基础上,提出了一个跨性别决策的动态过程循环,包括三个相互关联的维度:跨性别信息导航、跨性别情境考虑和跨性别整合。该模型以最佳平衡和统一为中心,构成了一种跨性别心态,通过添加动态、循环的过程,显著扩展了解决组织紧张的悖论文献。郑、曹、任、李、应和陈(2022)发现,在选择合作伙伴时,中国风险投资家倾向于在不成熟的市场中通过形成同质的银团来减少制度的不确定性,在稳定的市场中,通过投资创新型公司和与异质合作伙伴的银团来调动异质资源。同样,Nguyen(2022)透露,越南的小企业投资受到小企业与不同组成部分建立的社会关系的影响,这表明网络在解决当地制度弱点方面具有替代作用。此外,Zhang、Zhang和Jia(2022)关于组织环境政策未能增加员工绿色行为的研究结果表明,正是由于组织环境政策与主管环境支持行为之间的不协调导致了员工感知到的悖论,才导致了员工对企业虚伪的感知。最后,在解释为什么知识隐藏会对隐藏者的创新行为产生反作用时,陈、罗、周和张(2022)透露,正是他们的沉默禁止了知识的分享和阐述,这不利于他们自己的结果,这是一个看似矛盾的发现。《管理与组织审查》2022年6月18:3,425–426 doi:10.1017/mor.2022.29
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Letter from the Editor
In organizational management, tension is ubiquitous in every decision people need to make, be it firm strategic change, venture capital firms (VCs) selecting syndication partners, small business investments, organizational environmental policy inducing employee green behavior, or an employee deciding whether to share knowledge with other work colleagues. Although how to address such tension has attracted scholarly attention for many years, I am very proud to say that the six articles published in this issue provide new theoretical insights and empirical findings that further advance our understandings on this eternal topic. Building on the theoretical and philosophical foundations of the transparadox perspective, Pang, Liu, and Chen (2022) propose a dynamic process cycle of transparadoxical decision making that consists of three interrelated dimensions: transparadox information navigation, transparadox contextual consideration, and transparadox integration. This model puts optimum balance and oneness in the center to constitute a transparadox mindset, which significantly expands the paradox literature in addressing organizational tension by adding dynamic, cyclical processes. Consistent with the logic embedded in this model, Zheng, Cao, Ren, Li, Ying, and Chen (2022) found that in selecting partners, Chinese VCs tended to strike a balance between reducing institutional uncertainty by forming homogeneous syndications in an immature market and mobilizing heterogeneous resources by investing in innovative companies and syndicate with heterogeneous partners in a stable market. Similarly, Nguyen (2022) revealed that small business investments in Vietnam were influenced by the social ties small firms developed with different constituents, signaling a substituting effect of networking in addressing local institutional weaknesses. Moreover, the findings by Zhang, Zhang, and Jia (2022) on why organizational environmental policy fails to increase employee green behavior suggest that it is due to a paradox employees perceive, cued by the incongruence between organizational environmental policy and supervisor environmental support behavior, that lead to employees’ perception of corporate hypocrisy. Finally, in explaining why knowledge hiding backfired on the hider’s innovative behavior, Chen, Luo, Zhou, and Zhang (2022) revealed that it was their silence that prohibited knowledge sharing and elaboration, which was detrimental to their own outcome, a seemingly paradoxical finding. Management and Organization Review 18:3, June 2022, 425–426 doi: 10.1017/mor.2022.29
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来源期刊
CiteScore
5.20
自引率
3.40%
发文量
41
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