Showing papers in "Academy of Management Journal in 2018"
TL;DR: This material is protected by copyright and other intellectual property rights, and duplication or sale of all or part of any of the repository collections is not permitted, except that material may be duplicated by you for your research use or educational purposes in electronic or print form.
Abstract: Powered by TCPDF (www.tcpdf.org) This material is protected by copyright and other intellectual property rights, and duplication or sale of all or part of any of the repository collections is not permitted, except that material may be duplicated by you for your research use or educational purposes in electronic or print form. You must obtain permission for any other use. Electronic or print copies may not be offered, whether for sale or otherwise to anyone who is not an authorised user. Bansal, Pratima; Smith, Wendy; Vaara, Eero
205 citations
TL;DR: In this article, the link between workplace loneliness and job performance was investigated, integrating the regulatory loop model of loneliness and the affect theory of social exchange, and developed a mode for workplace loneliness.
Abstract: This research investigates the link between workplace loneliness and job performance Integrating the regulatory loop model of loneliness and the affect theory of social exchange, we develop a mode
130 citations
TL;DR: Although theories of entrepreneurial action regularly acknowledge the importance of imagination, the ability is rarely defined or measured, and thus effectively treated as uniform in degree and typescale as mentioned in this paper, and thus it is often treated as a utility rather than a capability.
Abstract: Although theories of entrepreneurial action regularly acknowledge the importance of imagination, the ability is rarely defined or measured, and thus effectively treated as uniform in degree and typ...
115 citations
TL;DR: In this paper, the authors hypothesize that a leader's daily empowering leadership behaviors function as a motivator for employees to display a greater amount of proactive go-it-alone behavior.
Abstract: Building on the Model of Proactive Motivation, we hypothesize that a leader’s daily empowering leadership behaviors function as a motivator for employees to display a greater amount of proactive go...
73 citations
TL;DR: In this article, the authors concur that supportive work relationships can attach employees to their workplace and improve the quality of organizational life, but they lack insights into how or why this happens.
Abstract: Organizational scholars concur that supportive work relationships can attach employees to their workplace and improve the quality of organizational life, but they lack insights into how or why this...
68 citations
TL;DR: In this paper, the authors draw on institutional theory to study a common type of new venture creation that has been neglected in the literature: the translation of an existing organizational form from a different one.
Abstract: We draw on institutional theory to study a common type of new venture creation that has been neglected in the literature: the translation of an existing organizational form from a different—and mis...
64 citations
TL;DR: In this article, the authors explain how managers establish resource complementarity during their strategizing efforts for interorganizational collaboration, and they show that this complementarity is not given but jointly constructed in interactions with multiple potential partners through recursive cycles of what they refer to as "prospective resourcing", mediating the interplay of strategizing and collaboration.
Abstract: In this paper, we explain how managers establish resource complementarity during their strategizing efforts for interorganizational collaboration. Based on a longitudinal field study at an automotive company, we show that resource complementarity is not given but jointly constructed in interactions with multiple potential partners through recursive cycles of what we refer to as 'prospective resourcing'. Prospective resourcing mediates the interplay of strategizing and collaboration, thereby reversing the prevailing logic that strategy precedes and determines collaboration. Our findings offer insight into resourcing as a mechanism for developing strategic initiatives and shows how external actors may influence strategizing.
58 citations
TL;DR: The authors investigated how an organization's heightened focus on political ideology impacts employees and found that it impacts employees' ability to identify their beliefs and their ability to make decisions about their jobs. But little research has investigated how organizations are increasingly active participants in the political realm.
Abstract: Though organizations are increasingly active participants in the political realm, little research has investigated how an organization’s heightened focus on political ideology impacts employees. We...
54 citations
TL;DR: In this article, the authors present a seven-year case study of social movement organizations that engage directly in commercial activities and face the particular challenge of mobilizing movement activists and commercial actors simultaneously.
Abstract: Social movement organizations that engage directly in commercial activities face the particular challenge of mobilizing movement activists and commercial actors simultaneously. In a seven-year case...
51 citations
TL;DR: In this article, social approval assets derive their value from favorable stakeholder perceptions, and past research has focused primarily on their role as signals that reduce stakeholders' perceived uncertainty about social approval.
Abstract: Social approval assets derive their value from favorable stakeholder perceptions. Past research has focused primarily on their role as signals that reduce stakeholders’ perceived uncertainty about ...
46 citations
TL;DR: The history of cross-disciplinary theory integration in management is nearly as long as the existence of our scholarly literature as mentioned in this paper, but, in a fledgling field, management researchers frequently sought legitimacy and a scientific foundation by using and combining base-discipline theories.
Abstract: Thenotionof cross-disciplinary theory integration is, perhaps, a romantic one. A management scholar pursues a resolution to a pressing theoretical issue in the literature, or seeks to solve a phenomenon-based problem that has perplexed prior researchers. Combining and integrating common management explanations with a view from outside presents a clear resolution and solves a conceptual conundrum. In the ideal situation, the missing puzzle pieces fit together perfectly, the new integrative theory is rich, elegant, or nuanced, and, importantly, accepted by researchers for further testing within our literature and beyond. Romanticism aside, theory integration is certainly a popular approach and viewed bymany as a goodway tomake an impact on the literature. For example, Zahra and Newey (2009) made cogent arguments that theory development in contexts in which management intersects with other fields can result in multilayered impact—for development of the theory, field, stakeholder, discipline, and even for the researcher. The history of cross-disciplinary theory integration in management is nearly as long as the existence of our scholarly literature. It is beyond our scope to review this history (see Agarwal & Hoetker, 2007), but, in a fledgling field, management researchers frequently sought legitimacy and a scientific foundation by using and combining base-discipline theories. Stand-alone management theories eventually became more prevalent, but, throughout the years, management researchers continued to engage in, as well as to extol the virtues of, cross-discipline theory integration. Our goal here is not to preach the doctrine of theory integration as zealots, but, rather, to offer some effective principles or guidelines for these endeavors. In a sense, we take an integrative approach here as well; we searched the literature for commentary, reviews, and “how-tos” for cross-disciplinary integration, seeking out the best ideas and paying heed to the naysayers (e.g., Markóczy & Deeds, 2009) as well. In line with this editorial team’s “New Ways of Seeing” theme, we contend that cross-disciplinary theory integration is, when accomplished well, one potential avenue for researchers to pursue to advance the field and offer novelty and insight that has yet to appear in the management literature. We begin this essay by examining the motivations for undertaking cross-disciplinary integrations. Next, we offer a set of principles or “best practices” for integrating theory: What does good cross-disciplinary integration look like? Following this, we elaborate on some caveats, the pitfalls that researchers should avoid. We conclude with summary comments and suggest implications for the “NewWays of Seeing” theme.
TL;DR: In this article, the authors propose that one potential benefit of team contexts is that members can share knowledge and ideas to help one another solve problems (e.g., advice-giving), thereby enhancing members' creative potential.
Abstract: One potential benefit of team contexts is that members can share knowledge and ideas to help one another solve problems (e.g., advice-giving), thereby enhancing members’ creative potential. However...
TL;DR: This article study the factors that influence when individuals find solutions that fall outside of the salient options presented and find that prompting people to consider "What could I do?" helps them generate moral insight.
Abstract: Dilemmas featuring competing moral imperatives are prevalent in organizations and are difficult to resolve. Whereas prior research has focused on how individuals adjudicate among these moral imperatives, we study the factors that influence when individuals find solutions that fall outside of the salient options presented. In particular, we study moral insight, or the discovery of solutions, other than selecting one of the competing moral imperatives over another, that honor both competing imperatives or resolve the tension among them. Although individuals intuitively consider the question “What should I do?” when contemplating moral dilemmas, we find that prompting people to consider “What could I do?” helps them generate moral insight. Together, these studies point toward the conditions that enable moral insight and important practical implications.
TL;DR: In this article, the conditions under which shared team task-specific experiences in crew-based arrangements may negatively influence team effectiveness were explored, and the authors suggest that the entrained team members' shared team tasks may negatively affect team effectiveness.
Abstract: This study explores the conditions under which shared team task-specific (STTS) experiences in crew-based arrangements may negatively influence team effectiveness We suggest that the entrained rhy
TL;DR: While much research has demonstrated that radical technological transitions challenge incumbents, surprisingly little empirical work has examined which factors drive variation in their ability to adapt to the new technologies as mentioned in this paper, which is a limitation of our work.
Abstract: While much research has demonstrated that radical technological transitions challenge incumbents, surprisingly little empirical work has examined which factors drive variation in their ability to i...
TL;DR: In this article, the authors ask how their research impact management practice, i.e., does it influence how practitioners think, talk, or perform their work, and how they choose to apply it.
Abstract: Does our research impact management practice?
That is, does it influence how practitioners think, talk, or perform their work?
TL;DR: The multilevel context, once treated as an unknown or messy source of error variance that needed to be controlled, is frequently at the heart of theorizing on a variety of topics, including strategic human resource management (Ployhart,weekley, & Ramsey, 2009), emotions (Scott, Barnes, & Wagner, 2012), social networks (Brass, Galaskiewicz, Greve, & Tsai, 2004), and many others.
Abstract: Researchers once lamented the paucity of multilevel theory, models, and research in the literature (e.g., O’Reilly, 1990; Staw, 1984), but now management journals are replete with such studies. Around a decade ago, Hitt, Beamish, Jackson, and Mathieu (2007) noted that about a quarter of recent management publications were multilevel—undoubtedly, the trajectory remains positive. The proliferation may provide support for the adage that “the squeaky wheel gets the grease,” but it likely also reflects the field’s desire to develop more comprehensive, context-rich theory and findings. Moreover, the availability of “how to” volumes for developing multilevel theory and analyzing the associated data (e.g., Johns, 2001, 2006; Kozlowski & Klein, 2000), as well as the widespread availability of accessible statistical packages, contributes to the movement. The shift is both symbolic and substantive. The multilevel context—once treated as an unknown or messy source of error variance that needed to be controlled—is frequently at the heart of theorizing on a variety of topics. This is perhaps most evident in the teams literature (see Mathieu, Maynard, Rapp, & Gilson, 2008, for a review) where multilevel studies examine direct cross-level effects as well as contextual moderators that influence lower-level processes and outcomes (e.g., Yu & Zellmer-Bruhn, 2018).1But, the influence is apparent in other streams as well, including strategic human resource management (Ployhart,Weekley, & Ramsey, 2009), emotions (Scott, Barnes, & Wagner, 2012), social networks (Brass, Galaskiewicz, Greve, & Tsai, 2004), and many others.
TL;DR: In this paper, the authors link the hiring of research and development scientists from industry competitors to the subsequent formation of collaborative agreements, namely technology-oriented alliances, by transferring skills from competitors to their own.
Abstract: We link the hiring of research and development scientists from industry competitors to the subsequent formation of collaborative agreements, namely technology-oriented alliances. By transferring te...
TL;DR: This editorial briefly introduces some data visualization techniques used in disciplines other than management that could be particularly beneficial for management research, and provides a selective overview of techniques used to visualize qualitative data.
Abstract: “Apicture is worth a thousandwords.”Apicture or illustration not only helps readers to grasp the key content of a study, but also to remember it. A picture or illustration provides alternative mechanisms for communicating, akin to speaking a second language. In fact, research has long shown that individuals understand (Carney & Levin, 2002) and better remember informationwhen it is delivered inpictures thanwhen delivered in singlewords or short sentences (Shepard, 1967). Traditional data visualizationmethods, such as scatter plots, bar charts, histograms, line charts, and pie charts, arewidelyused inmanagement research. In parallel to the rapid evolution of data science, however, new techniques to visualize quantitative and qualitative data have also been developed. In this editorial, we briefly introduce some data visualization techniques used in disciplines other than management that could be particularly beneficial for management research. In the interest of space, we focus on techniques that are primarily conducted on raw data prior to formal statistical analyses. We first provide a selective overview of techniques used to visualize qualitative data, including word clouds, word trees, social graphs, and history flows. We then do the same for techniques used to visualize quantitative data, where we touch onmultidimensional scalingplots, funnelplots,maps, bubble plots, dynamic plots, and tree maps. We also discuss different software packages that are useful for data visualization, and provide a few suggestions on how to make data visualization aesthetically appealing. For each technique, we offer a brief description, leaving it to researchers to explore and digest additional assumptions and caveats.
TL;DR: In this article, the authors offer a theory-generating examination of the social construction processes through which members regularly exposed to psychological distress navigate paradoxical demands to both extend and resist such demands.
Abstract: This study offers a theory-generating examination of the social construction processes through which members regularly exposed to psychological distress navigate paradoxical demands to both extend ...