Showing papers in "Academy of Management Review in 2001"
TL;DR: In this article, the authors outline a supply and demand model of corporate social responsibility (CSR) and conclude that there is an "ideal" level of CSR, which managers can determine via cost-benefit analysis.
Abstract: We outline a supply and demand model of corporate social responsibility (CSR). Based on this framework, we hypothesize that a firm's level of CSR will depend on its size, level of diversification, research and development, advertising, government sales, consumer income, labor market conditions, and stage in the industry life cycle. From these hypotheses, we conclude that there is an “ideal” level of CSR, which managers can determine via cost-benefit analysis, and that there is a neutral relationship between CSR and financial performance.
6,305 citations
TL;DR: In economics and management theories, scholars have traditionally assumed the existence of artifacts such as firms/organizations and markets as mentioned in this paper, and they argue that an explanation for the creation of such artifacts requires the notion of effectuation.
Abstract: In economics and management theories, scholars have traditionally assumed the existence of artifacts such as firms/organizations and markets. I argue that an explanation for the creation of such artifacts requires the notion of effectuation. Causation rests on a logic of prediction, effectuation on the logic of control. I illustrate effectuation through business examples and realistic thought experiments, examine its connections with existing theories and empirical evidence, and offer a list of testable propositions for future empirical work.
4,438 citations
TL;DR: The authors formalizes the RBV, answering the causal "how" questions, incorporating the temporal component, and integrating RBV with demand heterogeneity models for strategic management, and outlines conceptual challenges for improving this situation.
Abstract: As a potential theory, the elemental resource-based view (RBV) is not currently a theoretical structure. Moreover, RBV proponents have assumed stability in product markets and eschewed determining resources' values. As a perspective for strategic management, imprecise definitions hinder prescription and static approaches relegate causality to a “black box.” We outline conceptual challenges for improving this situation, including rigorously formalizing the RBV, answering the causal “how” questions, incorporating the temporal component, and integrating the RBV with demand heterogeneity models.
3,634 citations
TL;DR: In this paper, the authors propose that employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work, which, in turn, alters work meanings and work identity.
Abstract: We propose that employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work. These altered task and relational configurations change the design and social environment of the job, which, in turn, alters work meanings and work identity. We offer a model of job crafting that specifies (1) the individual motivations that spark this activity, (2) how opportunities to job craft and how individual work orientations determine the forms job crafting takes, and (3) its likely individual and organizational effects.
3,111 citations
TL;DR: This article defines team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork.
Abstract: In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.
3,015 citations
TL;DR: The authors examined the major issues raised by Priem and Butler about my 1991 article and subsequent resource-based research and pointed out some important requirements of this kind of research, which will be necessary if a more complete resourcebased theory of strategic advantage is to be developed.
Abstract: Here I examine each of the major issues raised by Priem and Butler (this issue) about my 1991 article and subsequent resource-based research. While it turns out that Priem and Butler's direct criticisms of the 1991 article are unfounded, they do remind resource-based researchers of some important requirements of this kind of research. I also discuss some important issues not raised by Priem and Butler—the resolutions of which will be necessary if a more complete resource-based theory of strategic advantage is to be developed.
2,475 citations
TL;DR: In this article, the authors suggest that organizational members can develop feelings of ownership toward the organization and various organizational factors under certain conditions, and identify its roots and the primary routes through which it develops.
Abstract: Building upon the observation that individuals feel ownership toward a variety of targets, we suggest that under certain conditions, organizational members can develop feelings of ownership toward the organization and various organizational factors. We define psychological ownership, identify its “roots” and the primary “routes” through which it develops, and propose certain organizational outcomes. We discuss the conceptual distinctiveness of psychological ownership from a set of related constructs and suggest some theoretical and managerial implications of our theory.
1,651 citations
TL;DR: A typology of “developmental networks” is introduced using core concepts from social networks theory—network diversity and tie strength—to view mentoring as a multiple relationship phenomenon.
Abstract: We introduce social networks theory and methods as a way of understanding mentoring in the current career context. We iirst introduce a typology of “developmental networks” using core concepts from social networks theory—network diversity and tie strength—to view mentoring as a multiple relationship phenomenon. We then propose a framework illustrating factors that shape developmental network structures and offer propositions focusing on the developmental consequences for individuals having different types of developmental networks in their careers. We conclude with strategies both for testing our propositions and for researching multiple developmental relationships further.
1,470 citations
TL;DR: In this paper, the authors developed a multilevel conceptual model relating key network properties to competitive action and response, and a structural embeddedness perspective with a focus on simultaneous cooperation and competition was presented.
Abstract: Firms are embedded in networks of cooperative relationships that influence the flow of resources among them. Dynamic resource flows and differentiated structural positions lead to asymmetries and influence firms' competitive behavior toward others in the network. We develop a multilevel conceptual model relating key network properties to competitive action and response. A structural embeddedness perspective with a focus on simultaneous cooperation and competition advances our understanding of competitive dynamics and provides intriguing possibilities for future research.
1,196 citations
TL;DR: In this article, the authors integrate theory and research from disparate areas to develop a descriptive stakeholder theory and show that at any given organizational life cycle stage, certain stakeholders, because of their potential to satisfy critical organizational needs, will be more important than others.
Abstract: We integrate theory and research from disparate areas to develop a descriptive stakeholder theory. We (1) show that at any given organizational life cycle stage, certain stakeholders, because of their potential to satisfy critical organizational needs, will be more important than others; (2) identify specific stakeholders likely to become more or less important as an organization evolves from one stage to the next; and (3) propose that the strategy an organization uses to deal with each stakeholder will depend on the importance of that stakeholder to the organization relative to other stakeholders.
1,151 citations
TL;DR: In this paper, the authors propose a supplemental perspective based on organizational social capital for examining the voluntary turnover-organizational performance relationship, and highlight areas of correspondence and divergence among the various perspectives, discuss implications for various performance measures, and outline several research directions.
Abstract: We propose a supplemental perspective, based on organizational social capital, for examining the voluntary turnover-organizational performance relationship. We view existing organizational-level theories as those focusing on cost or human capital issues or, rarely, on a balance among these factors. But rapid changes in the nature of work, organizational structures, and interorganizational competitiveness increase the importance of studying the role of social capital in the voluntary turnover-organizational performance relationship. We highlight areas of correspondence and divergence among the various perspectives, discuss implications for various performance measures, and outline several research directions.
TL;DR: In this article, the authors developed a set of X,Y configurations that describe the main ways that causal relationships are represented in theory and tested in research, and discussed the implications of this analysis for constructing better organizational theories.
Abstract: In any investigation of a causal relationship between an X and a Y, the time when X and Y are measured is crucial for determining whether X causes Y, as well as the true strength of that relationship. Using past research and a review of current research, we develop a set of X,Y configurations that describe the main ways that causal relationships are represented in theory and tested in research. We discuss the theoretical, methodological, and analytical issues pertaining to when we measure X and Y and discuss the implications of this analysis for constructing better organizational theories.
TL;DR: In this article, the authors examine the ways in which affect impacts the trust that develops between members of dissimilar groups and propose that this affect, in turn, influences interpersonal trust development through multiple paths: cognitive, motivational, and behavioral.
Abstract: Examining the ways in which affect impacts the trust that develops between members of dissimilar groups broadens the study of trust development. People's perceptions of their own interdependence with other groups influence both their beliefs about group members' trustworthiness and their affect for group members. I propose that this affect, in turn, influences interpersonal trust development through multiple paths: cognitive, motivational, and behavioral. Using literature on social information processing, emotion, and intergroup behavior, I elucidate the social and affective context of trust development.
TL;DR: In this article, the authors counter Barney's challenges and reaffirm the tautology of the elemental business-level resource-based "view" (RBV) and develop a mathematical representation of the RBV as a first step toward formalizing its statements.
Abstract: We counter Barney's challenges and reaffirm the tautology of the elemental business-level resource-based “view” (RBV). We develop a mathematical representation of the RBV as a first step toward formalizing its statements. We then explore the implications of our assertion (and Barney's agreement) that resource value is indeed determined outside of the RBV.
TL;DR: In this article, the authors discuss the issue of time as it pertains to organizational research and suggest that looking at research in terms of time is a powerful tool in assessing organizational phenomena.
Abstract: The article discusses the issue of time as it pertains to organizational research. The author believes that looking at research in terms of time is a powerful tool in assessing organizational phenomena. According to the author, temporal research allows researchers to gain more perspective when looking at organizational issues such as decision making, group performance and organizational transformation. The author notes that the field of temporal research is translated into concepts including pacing, timing and sequencing.
TL;DR: In this article, the authors review the book "Role Transitions in Organizational Life: An Identity-Based Perspective,” by Blake E. Ashforth, focusing on the role transitions in organizational life.
Abstract: The article reviews the book “Role Transitions in Organizational Life: An Identity-Based Perspective,” by Blake E. Ashforth.
TL;DR: In this article, the authors examine the current state of time in organizations and propose a framework to compare existing studies and generate propositions to develop the notion of temporal fit, which is then used to compare these studies.
Abstract: Research on time in organizations spans disciplines and introduces a wide range of concepts. Here we set out to find an underlying structure to clarify the current state of temporal research. Our examination yields three categories of variables: conceptions of time, mapping activities to time, and actors relating to time. We elaborate intricacies within each category, interrelationships among categories, and assumptions made in each category about the others. We then use the framework to compare existing studies and generate propositions to develop the notion of temporal fit.
TL;DR: In this article, the authors reexamine the relationship between time and processes of institutionalization and argue that pace and stability depend on the mechanism used by agents to support the institutionalization process.
Abstract: In this article we reexamine the relationship between time and processes of institutionalization. We argue that pace and stability, two temporal dimensions of institutionalization, depend on the mechanism used by agents to support the institutionalization process. Drawing from the power literature, we develop four types of mechanisms—influence, force, discipline, and domination—and argue that (1) each type will produce a distinctive pattern of pace and stability, and (2) more complex patterns of pace and stability will result from the combined use of multiple mechanisms.
TL;DR: In this paper, the authors propose four ideal types of planned change processes, each with distinct temporal and nontemporal assumptions, and each associated with altering a distinct organizational element These types are commanding, engineering, teaching, and socializing.
Abstract: I propose four ideal types of planned change processes, each with distinct temporal and nontemporal assumptions, and each associated with altering a distinct organizational element These types are commanding, engineering, teaching, and socializing I then argue that large-scale change involves an alteration of multiple organizational elements, thus requiring enactment of multiple intervention ideal types This requires change agents to display temporal capability skills to effectively sequence, time, pace, and combine various interventions
TL;DR: Three commentaries are presented concerning the AMR paper "The Promise of Entrepreneurship As a Field of Research" by Shane and Venkataraman, including a response from the authors to all three commentaries as mentioned in this paper.
Abstract: Three commentaries are presented concerning the Academy of Management Review (AMR) paper “The Promise of Entrepreneurship As a Field of Research” (January 2000), by Shane and Venkataraman, including a response from the authors to all three commentaries. An exchange pertaining to Fisher and White's AMR note, “Downsizing in a Learning Organization: Are There Hidden Costs?” (January 2000) is also presented.
TL;DR: In this paper, the authors proposed that two time-oriented individual differences (time urgency and time perspective) influence team members' perceptions of deadlines and subsequent deadline-oriented behaviors and how different deadline perceptions and behaviors among team members affect the ability of teams to meet deadlines.
Abstract: Based on a review of existing literature, we propose that two time-oriented individual differences—time urgency and time perspective—influence team members' perceptions of deadlines. We present propositions describing how time urgency and time perspective affect individuals' deadline perceptions and subsequent deadline-oriented behaviors and how different deadline perceptions and behaviors among team members affect the ability of teams to meet deadlines. We end with implications for existing theory and future research.
TL;DR: The Promise of Entrepreneurship as a Field of Research as mentioned in this paper has been used to argue that the field of entrepreneurship needs to create its own conceptual framework that is different from frameworks in other fields such as organizational behavior, operations management, and strategic management.
Abstract: The authors respond to various comments concerning their article “The Promise of Entrepreneurship as a Field of Research.” They state that they have little interest in building walls between the fields of entrepreneurship and strategic management but instead feel that the field of entrepreneurship needs to create its own conceptual framework that is different from frameworks in other fields such as organizational behavior, operations management, and strategic management. They feel that focusing primarily on small or new businesses leads entrepreneurial research to focus too much attention on questions more pertaining to strategic management than entrepreneurship. They suggest that research can't be focused on profitability of new internet ventures due to the instability of this industry.
TL;DR: This paper reviewed the book "The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty" by Rita Gunther McGrath and Ian MacMillan.
Abstract: The article reviews the book “The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty,” by Rita Gunther McGrath and Ian MacMillan.
TL;DR: In this article, the authors present a model of when and how coworkers judge the distributive fairness of workplace accommodations of employees with disabilities, and argue that fairness judgments are based on equity and need rules and therefore explore factors influencing equity comparisons and perceived warrantedness.
Abstract: I present a model of when and how coworkers judge the distributive fairness of workplace accommodations of employees with disabilities. Fairness judgments are made when accommodations are salient and relevant to coworkers, I thus present factors influencing the salience and relevance of accommodation. I also argue that fairness judgments are based on equity and need rules and therefore explore factors influencing equity comparisons and perceived warrantedness. Finally, I suggest directions and ideas for future research.
TL;DR: In this article, the authors propose a model in which they describe the way individuals experience timelessness by becoming engrossed in attractive work activities, the contextual conditions that facilitate or hinder that process, and the effects of timelessness on the creativity of organizational members.
Abstract: I propose a model in which I describe the way individuals experience timelessness by becoming engrossed in attractive work activities, the contextual conditions that facilitate or hinder that process, and the effects of timelessness on the creativity of organizational members. Building upon multidisciplinary perspectives, I suggest that timelessness is a constellation of four experiences: a feeling of immersion, a recognition of time distortion, a sense of mastery, and a sense of transcendence.
TL;DR: The authors propose that low performer characteristics (cognitive ability, conscientiousness, and job experience) inlluence peer attributions for low performer behavior and that these attributions influence the form of helping intended to benefit the group (compensating, training, motivating, and rejecting the low perlormer).
Abstract: We propose that low performer characteristics (cognitive ability, conscientiousness, and job experience) inlluence peer attributions for low performer behavior (locus ol causality, controllability, and stability) and that these attributions influence the form of helping intended to benefit the group (compensating, training, motivating, and rejecting the low perlormer). Our model complements organizational citizenship behavior research by suggesting a new set of helping antecedents and extends applications of attributional theory by focusing on peer attributions of coworkers.
TL;DR: In this article, the use of terms often associated with entrepreneurship can only be applied post hoc once either initial business movers have created a market and data reveals there is support for future opportunities, or the venture becomes successful.
Abstract: The author comments on an article concerning entrepreneurship research and the definition of entrepreneurial opportunities. He states that the use of terms often associated with entrepreneurship can only be applied post hoc once either initial business movers have created a market and data reveals there is support for future opportunities, or the venture becomes successful. The author mentions an example of this with the overnight parcel delivery service Federal Express, which other mail carriers had felt had no market and thus failed to capitalize on the opportunity. He comments on problems with conceptions of opportunity as other confounding variables are interconnected with opportunity constructs.
TL;DR: In this paper, the authors argue that more monitoring is nof always better, and explore, through a six-sector framework, how more extensive use of information benefits or damages value creation and affects its distribution.
Abstract: We evaluate how changes in information use affect agency relationships. Information asymmetry redistributes value, but imperfect monitoring also encourages agents to take inefficient actions to influence this redistribution, thereby reducing joint agency value. Changing focus, from minimizing principals' costs to maximizing joint agency value, we argue that more monitoring is nof always better, and we explore, through a six-sector framework, how more extensive use of information benefits (or damages) value creation and affects its distribution.
TL;DR: In this article, a broad body of psychological, economic, sociological, anthropological, and organizational research is reviewed to examine the dynamics of temporal responsiveness, the ability of organizational actors to adapt the timing of their activities to unanticipated events.
Abstract: We examine the dynamics of temporal responsiveness—the ability of organizational actors to adapt the timing of their activities to unanticipated events. We review a broad body of psychological, economic, sociological, anthropological, and organizational research to introduce a reference point model of how people perceive and evaluate time in organizations. We then analyze how actors evaluate timing changes (changes from existing organizational schedules, routines, expectations, and plans).
TL;DR: This article proposed a framework identifying several salient beliefs that may influence request likelihood and explored the role of select situational characteristics in shaping these beliefs as a way to more fully understand the requester's assessment process.
Abstract: Although the Americans with Disabilities Act requires most employers to provide reasonable accommodation, there is reason to believe that people with disabilities are often unwilling to make such requests. We therefore focus on factors influencing the requester's likelihood of seeking an accommodation. By drawing upon the theories of planned behavior, help-seeking, and distributive justice, we propose a framework identifying several salient beliefs that may influence request likelihood and then explore the role of select situational characteristics in shaping these beliefs as a way to more fully understand the requester's assessment process.