Showing papers in "Journal of Management in 2015"

TL;DR: In this paper, the authors organize the last 10 years of empirical work around 10 main themes: research design, team inputs, team virtuality, technology, globalization, leadership, mediators and moderators, trust, outcomes, and ways to enhance virtual team success.

TL;DR: The dynamic managerial capabilities literature has developed over the past decade to the point where a review and synthesis of relevant literature can move the scholarly conversation forward The concept of dynamic manager capabilities, the capabilities with which managers create, extend, and modify the ways in which firms make a living, helps explain the relationship between the quality of managerial decisions, strategic change, and organizational performance.

TL;DR: A review of decision-making research in entrepreneurship can be found in this paper, where the authors inductively categorize the articles into decision making topics arranged along the primary activities associated with entrepreneurship (opportunity assessment decisions, entrepreneurial entry decisions, decisions about exploiting opportunities, entrepreneurial exit decisions, heuristics and biases in the decision making contex...

TL;DR: In this paper, a meta-analytic estimate of the antecedents and consequences of feedback-seeking behavior (FSB) is provided, and clear support was found for the guiding cost/benefit framework in the feedbackseeking domain.

TL;DR: In this article, the authors examined the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors and found that followers who enact their true self is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance.

TL;DR: In this article, the authors used insights from the resource-based view and upper echelons perspective to introduce top management's transformational leadership behaviors as moderators in the EO-performance relationship.

TL;DR: In this article, a reciprocal resource gain spiral forms between coworkers based on perceived social support and trust, which leads to coworkers investing personal resources into each other across work days, and the authors also offer practical implications of this spiral, limitations of this research and future directions for research on conservation of resources theory, resource investment, and day-level studies of employee behaviors.

TL;DR: The “Bayesian revolution” that is sweeping across multiple disciplines but has yet to gain a foothold in organizational research is introduced and the many benefits and few hindrances of Bayesian methods are discussed.

TL;DR: This article conducted a meta-analysis of 219 U.S.-based studies, focusing on the relationships between indicators of managerial power and levels of CEO compensation and CEO pay-performance sensitivities.

TL;DR: In this paper, a recent article in the Journal of Management gives a critique of a Bayesian approach to factor analysis proposed in Psychological Methods and a commentary responds to the authors' critique by clarifying key issues, especially the use of priors for residual covariances.

TL;DR: In contrast to the standard agency framework, which focuses on monitoring costs and incentive alignment, behavioral agency theory places agent performance at the center of the agency model, arguing that the interests of shareholders and their agents are most likely to be aligned if executives are motivated to perform to the best of their abilities as mentioned in this paper.

TL;DR: In this paper, the authors draw from the diverse literatures examining the impact of voice to integrate the theoretical frameworks and empirical results for voice outcomes across organizational levels and highlight the role of mediating or moderating mechanisms, and discuss directions for future research.

TL;DR: In this paper, the authors review, synthesize, and critique the literature on power with a focus on its organizational and managerial implications, and propose a definition of power that takes into account its three defining characteristics, having the discretion and means to enforce one's will.

TL;DR: In contrast to pNHST, Bayes factors allow researchers to quantify evidence in favor of the null hypothesis and do not require adjustment for the intention with which the data were collected as discussed by the authors.

TL;DR: In this article, an emergent debate about the microfoundations of organizational social networks is discussed, and the authors conclude that individual attitudes, behaviors, and outcomes cannot be fully understood without considering the structuring of organizational contexts in which people are embedded.

TL;DR: A review of the literature on managerial discretion as mentioned in this paper indicates that while a significant number of studies have examined discretion, few have attempted to validate the prescriptions of the managerial discretion construct, and studies to date have primarily focused on the industry task environment as a measure of discretion, with less attention on the manager's characteristics and the internal organization.

TL;DR: The authors provide a systematic review of 119 imprinting studies allowing for more definitive statements about what we know, do not know, and should know about imprinting, and provide a framework for generalizing theoretical constructs, statements and relationships across levels of analysis, contexts and disciplinary boundaries.

TL;DR: In this article, the authors draw from social information processing theory and the climate literature to examine an antecedent to and the consequences of voice climate, defined as shared group member perceptions of the extent to which they are encouraged to engage in voice behaviors.

TL;DR: Six distinct patterns of IOC dynamics varying in complexity from a simple binary loop to multiloop recursive flows are found, and it is found that the more complex dynamic patterns are associated with successful outcomes.

TL;DR: In this article, the mediating role of board processes (i.e., effort norms, use of knowledge and skills, and cognitive conflicts) and board (control and strategy) tasks in the relationship between family involvement and firm performance in small and medium-sized companies was investigated.

TL;DR: Proponents of the “Bayesian revolution” should be wary of chasing yet another chimera: an apparently universal inference procedure.

TL;DR: In this article, a systematic review of the growing body of empirical research on alliance capabilities has been undertaken to help us understand why and how capabilities matter, and their outcomes in terms of a framework that distinguishes between three levels of analysis, an individual alliance versus a portfolio versus a dyad; and two stages of the alliance, preformation versus postformation.

TL;DR: In this article, the authors identify individual and work-related factors that contribute to the experience of stress for newcomers and point to ways in which organizational and employee-driven inputs can assist in building and acquiring important resources needed to cope with the demands faced in a new work role.

TL;DR: In this article, the authors present guidelines for professionals and ethical considerations concerning the assessment center method, which will be beneficial to human resource management specialists, industrial and organizational consultants, and their legal compliance and ethics.

TL;DR: Wang et al. as discussed by the authors found that a CEO's bonding social capital with organizational members from various functional units has an inverted U-shaped relationship with firm EO, while the CEO's bridging social capital has a positive association with the firm's diverse set of external stakeholders.

TL;DR: In this article, the authors found that CEO gender and moral inconsistency across executives served as moderators of the detrimental effects of differentiated leadership on the outcomes, and that the negative effect was stronger among female CEOs and those who failed to consistently exhibit moral behaviors that might justify differentiation.

TL;DR: This paper explored the potential benefits of executive hubris to firm innovation and found that the relationship between hubris and firm innovation becomes weaker when the environment is more munificent and complex, and the main effect varies under certain environmental conditions.

TL;DR: In this article, the authors examined a condition under which supervisor undermining is related to perceptions of leader hypocrisy that then lead to employee turnover intentions, arguing that subordinates compare supervisor undermining to an interpersonal justice expectation, as a salient social cue, to draw conclusions regarding leader hypocrisy.

TL;DR: In this paper, the authors provide an appraisal of regulatory focus from a multilevel perspective as it relates to organizational behavior, human resources, strategic management, and entrepreneurship, with particular attention paid to how individuals adjust their motivational strategies on the basis of context.