Federico Aime

TL;DR: In this paper, the authors argue that CSR can be a response to leaders' personal needs for attention and image reinforcement and hypothesize that CEO narcissism has positive effects on levels and profile of organizational CSR; additionally, they find support for their ideas with a sample of Fortune 500 CEOs.

TL;DR: In this article, the authors developed the concept of power heterarchy, which is a conceptualization of power structures in groups that is more dynamic and fluid than traditional hierarchical structures, and demonstrated that heterarchical structures in which the expression of power actively shifts among team members to align team member capabilities with dynamic situational demands can enhance team creativity.

TL;DR: In this article, the authors outline the limitation of team researchers in the field of organizational behavior (OB) and discuss the need to embrace the organizing nature of teams in order to understand the organizational behavior of teams.

TL;DR: It is shown that routines are stable to the loss of key employees, but the advantages derived from them are not, which challenges the traditional argument that socially complex routines create sustainable competitive advantages.

TL;DR: It is argued that exclusion of firms from a data sample based on commonly understood standards of outlier identification leads to little change in industry and firm variance component estimates compared to full-sample estimates.