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volume 65, issue 1, february 2022
1. title: applying coleman's boat in management research: opportunities and challenges in bridging macro and micro theory.
authors: cowen, amanda p.; rink, floor; cuypers, ilya r. p.; gr�goire, denis a.; weller, ingo.
abstract: cowen et al discuss the application of coleman's boat in management research. building on their collective experiences, they highlight three primary theoretical challenges that prevent researchers from fully realizing the value of integrating macro and micro approaches, along with some potential solutions that they hope will prove useful to scholars in addressing these issues in their own work. in doing so, their intention is not to focus on limitations of macro or micro research. rather, they aim to facilitate the success and impact of authors conducting cross-level work by highlighting a set of common theoretical challenges that such papers often encounter.
2. title: how global leaders gain power through downward deference and reduction of social distance
authors: neeley, tsedal; reiche, b sebastian.
abstract: we theorize about how people with positional power enact "downward deference"-a practice of lowering oneself to be equal to lower-power workers-based on a study of 115 top global leaders at a large u.s. company. these leaders were charged with advancing organizational goals in foreign markets. we find that some leaders enacted downward deference when they recognized that they had less expertise, networks, and influence relative to their local subordinates. this manifested in two ways: (a) attempts to reduce social distance, which involved seeking connection, earning trust, and participating in adjacent collaboration with local subordinates, and (b) yielding to subordinates' expertise by privileging their judgment, transferring influence to them, and conforming to their local hierarchical expectations. our supplementary quantitative analyses showed that previous experiences in foreign cultures, both in terms of total time spent abroad and exposure to cultures that were distant from their own, correlated with adopting downward deference. those leaders also had higher job performance ratings, and were promoted to higher executive levels over time, compared to their counterparts who did not practice downward deference. our study expands our understanding of positional power, social distance, and the conditions under which actors practice downward deference.
3. title: omg! my boss just friended me: how evaluations of colleagues' disclosure, gender, and rank shape personal/professional boundary blurring online
authors: rothbard, nancy p; ramarajan, lakshmi; ollier-malaterre, ariane; lee, serenity s.
abstract: we propose and test a relational boundary-blurring framework, examining how employees' evaluations of colleagues' characteristics drive their decisions to connect with colleagues as friends online. we use a multi-method approach across four studies to investigate how self-disclosure of personal information, gender, and rank shape warmth evaluations of colleagues and subsequent boundary blurring decisions on online social networks such as facebook. study 1, a large archival study using a nationally representative sample, finds that connecting as friends with colleagues online is prevalent. study 2, examining employees across several industries, shows that people experience connecting as friends with colleagues online as boundary blurring. two experimental studies (studies 3 and 4) ascertain that employees are more likely to connect as friends online with colleagues who engage in more (vs. less) self-disclosure and are less likely to connect with bosses (vs. peers). further, self-disclosure, gender, and rank interact, such that employees are more likely to connect with female bosses who disclose more, compared to those who disclose less, and compared to male bosses, regardless of self-disclosure. our work contributes to boundary management research by demonstrating that employees' decisions to blur the personal/professional boundary online crucially depends on whom they are blurring the boundary with.
4. title: here comes the sun: the impact of incidental contextual factors on entrepreneurial resource acquisition
authors: dushnitsky, gary; sarkar, sayan.
abstract: this paper focuses on investment decisions in nascent, seed-stage startups, where information is scarce and uncertainty is intense. entrepreneurship literature has shown that investment is a function of the investor�startup pair; some studies have investigated startup characteristics, while others have focused on investor traits. we complement extant work by studying factors beyond the investor�startup pair; namely, incidental contextual factors such as changes in the physical environment. drawing on affect-as-information theory, we conjecture that, in the face of intense uncertainty, sunnier days may affect investors' mood and result in a greater likelihood of investment. archival and experimental analyses inform our predictions. the former utilizes proprietary data on 1,335 startups graduating from european accelerators. every accelerator holds a "demo day," where startups pitch to investors. we find that graduating on a sunnier day increases the likelihood of investment. this effect is stronger under intense uncertainty, where (a) startups are nascent, or (b) founders have limited human capital. an experimental study where prospective investors evaluate a demo day pitch yields further insights. we find a positive sunshine�investment association, and show that the association is mediated by investors' mood. our findings complement extant work and contribute insights regarding seed-stage investment decisions.
5. title: longing for the road not taken: the affective and behavioral consequences of forgone identity dwelling
authors: burgess, rachel; colquitt, jason a; long, erin c.
abstract: the literature on identity construction has argued that employees work to create coherent and distinctive identities that encapsulate individual characteristics and professional and organizational memberships. models of identity construction have suggested that a past career decision-choosing one professional "road" while leaving behind a "road not taken"-should lose its salience over time. we challenged that consensus by introducing the construct of forgone identity dwelling-thinking about and reflecting on a professional path that could have been. our field and experimental studies showed that employees did dwell on forgone professional identities, even when the decision events that resulted in them were years in the past. drawing on cognitive-motivational-relational theory, we showed that forgone identity dwelling resulted in longing-a yearning for something missing. such longing created a "double-edged sword" for the behavioral consequences of forgone identity dwelling. on the one hand, longing was associated with increased withdrawal behavior and decreased helping behavior because employees were distracted from the here and now. on the other hand, longing was associated with job crafting that in turn reduced those reactions-particularly for employees with an internal locus of control. we discuss the implications of our work for models of identity construction.
6. title: "i go here�but i don't necessarily belong": the process of transgressor reintegration in organizations
authors: frey, erin l.
abstract: when organizational members violate important organizational standards, they may face termination, or they may instead be retained by the organization and given a second chance. retained transgressors experience the tension of liminality: they maintain their affiliation to the organization, making them structural insiders, but they have committed a transgression, making them moral outsiders. how might transgressors attempt to reintegrate and feel like full organizational insiders once again? and what makes transgressors feel more, or less, reintegrated? previous work has studied reintegration from victims' or third-parties' perspectives, but little is known about transgressor reintegration. to build theory on transgressor reintegration, i studied transgressors at a military service academy. through waves of qualitative data collection and inductive analyses, i find that transgressions threaten transgressors' integration, leading transgressors to feel precarious in their perceptions of membership and their feelings of belonging. transgressors attempt to restore both elements, but use distinct approaches for each. because belonging restoration requires positive interactions with many organizational actors, transgressors can-and, in my data, frequently do-experience restoration of membership but not belonging. therefore, it may be relatively rare for transgressors to feel highly reintegrated following transgressions, even in organizations that devote considerable resources to reintegration.
7. title: addressing performance tensions in multiteam systems: balancing informal mechanisms of coordination within and between teams
authors: ziegert, jonathan c; knight, andrew p; resick, christian j; graham, katrina a.
abstract: due to their distinctive features, multiteam systems (mtss) face significant coordination challenges-both within component teams and across the larger system. despite the benefits of informal mechanisms of coordination for knowledge-based work, there is considerable ambiguity regarding their effects in mtss. to resolve this ambiguity, we build and test theory about how interpersonal interactions among mts members serve as an informal coordination mechanism that facilitates team and system functioning. integrating mts research with insights from the team boundary spanning literature, we argue that the degree to which mts members balance their interactions with members of their own component team (i.e., intrateam interactions) and with the members of other teams in the system (i.e., interteam interactions) shapes team- and system-level performance. the findings of a multimethod study of 44 mtss composed of 295 teams and 930 members show that as interteam interactions exceed intrateam interactions, team conflict arises and detracts from component team performance. at the system level, a balance between intrateam and interteam interactions enhances system success. our findings advance understanding of mtss by highlighting how informal coordination mechanisms enable mtss to overcome their coordination challenges and address the unique performance tension between component teams and the larger system.
8. title: the distinct effects of wealth- and csr-oriented shareholder unrest on ceo career outcomes: a new lens on settling up and executive job demands
authors: lee, michelle k; gupta, abhinav; hambrick, donald c.
abstract: conceptualizing shareholder unrest as the aggregate scale and gravity of shareholder dissatisfaction with company practices, we examine the effects of two distinct types of shareholder unrest-wealth-oriented and corporate social responsibility (csr)-oriented unrest-on ceos' career outcomes. drawing on the concept of settling up, we hypothesize that ceos are negatively sanctioned for both types of unrest in terms of reduced pay and increased likelihood of dismissal. drawing on executive job demands theory, we argue that incumbent ceos feel burdened by both types of unrest, leading them to voluntarily depart, and that new ceos of unrest-laden firms receive larger pay packages as compensation for dealing with these inherited job demands. overarching all these expectations, we argue that the effects of csr-oriented unrest will be greater than the effects of wealth-oriented unrest, as csr-oriented unrest occurs in a domain where alternative performance indicators are few and noisy, causing csr-oriented unrest to be seemingly more meaningful. testing our ideas on a longitudinal sample of u.s. corporations, we find considerable but not total support for our hypotheses, which we then interpret and discuss.
9. title: there is a time to be creative: the alignment between chronotype and time of day
authors: k�hnel, jana; bledow, ronald; kiefer, markus.
abstract: we examine the influence of chronobiological processes on creativity, specifically the influence of a person's chronotype. chronotype refers to the setting of a person's biological clock that gives rise to a distinctive pattern of sleep habits and preferred diurnal activity. we propose a synchrony effect and predict that people are creative when the external clock is aligned with their internal, biological clock. according to our model, positive mood and creative self-efficacy act as affective and cognitive mechanisms of this synchrony effect. we present three studies that test our theorizing: a quasi-experimental field study with 260 employees, a day-reconstruction study with 238 employees, and a one-day experience sampling study with 319 employees. across the studies, we find that chronotype moderates the effect of time of day on creativity. overall, late chronotypes were more creative in the late afternoon and early chronotypes tended to be more creative in the morning. the alignment between chronotype and time of day also gave rise to positive mood and creative self-efficacy; however, the studies provide only partial support for the hypothesis that positive mood acts as a mediating mechanism. we discuss the implications of these findings against the background of an embodied cognition perspective on creativity.
10. title: joining forces: how can founding members' prior experience variety and shared experience increase startup survival?
authors: honor�, florence.
abstract: in extant work, two arguments have emerged on the relationship between founders' experience and startup survival. first, founders' diverse experiences should foster startup survival because the combination of various experience-based knowledge components drives the needed innovation. second, founders' shared experience in an incumbent firm in the industry of the startup should positively relate to startup survival because of the transfer of shared knowledge and routines. this paper reconciles both streams of research by proposing that startups can combine both types of experience-based advantages when founding teams are composed of founders who individually possess a variety of firm experiences and other founders who jointly transition from the same industry incumbent. using a sample of startups in technological manufacturing industries, i test the direct effect of the two types of experiences and their complementarity in decreasing the likelihood of startup failure. the results show that such complementarities exist so that startups are less likely to fail when their founding teams combine within-founder experience variety and across-team shared experience. i discuss the implications of these findings for startup survival and founding team literature streams.
11. title: what changes after women enter top management teams? a gender-based model of strategic renewal
authors: post, corinne; lokshin, boris; boone, christophe.
abstract: the question of what changes when women enter upper-echelons teams has long frustrated upper echelons and gender researchers. we build on the dynamic strategic renewal literature, combine it with upper echelons theory insights, and integrate knowledge about female executives' career strategies to theorize how and when female appointments into top management teams (tmts) cause firms to change their approach to knowledge-related strategic renewal. in doing so, we reconcile the tension among extant mediating processes invoked to explain how female tmt representation might affect strategic decisions: change orientation and risk-taking propensity. estimating a dynamic ordinary least squares model on panel data from 163 multinationals, we find that following female (but not male) tmt appointments, tmt cognitions shift, becoming more change oriented and less risk seeking. subsequently, these tmt cognitive shifts cause a decrease in mergers and acquisitions and an increase in research and development. our model of female tmt appointments as catalysts that cause shifts in tmt cognitions, which, in turn, redirect knowledge-related strategic renewal from a buying to a building approach, is a novel effort at advancing research on women at upper echelons to examine time-dependent, within-firm mechanisms linking women in upper echelons and firm outcomes.
12. title: glue or gasoline? the role of interorganizational linkages in the occurrence and spillover of competitive wars
authors: yu, tieying; guo, wei; gimeno, javier; zhang, yu.
abstract: despite their prevalence and significance, competitive wars have received limited attention in the strategy literature. our knowledge of how interorganizational linkages influence competitive wars is particularly lacking. drawing on the social embeddedness perspective, we argue that both direct linkages (i.e., strategic alliances) and indirect linkages (i.e., common ownership ties and common analyst ties) reduce the likelihood of war, thereby functioning as the glue that binds firms together. yet once competitive wars %'/02:=>?@acld��ʹʨʨ��ye]pb7h,�5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( h��5�cjojqj^jajo(h��5�cjojqj^jajh
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13. title: regulating top managers' emotions during strategy making: nokia's socially distributed approach enabling radical change from mobile phones to networks in 2007�2013
authors: vuori, timo o; huy, quy n.
abstract: strategy making can be emotional for decision makers, especially when facing a major threat or a disruptive change. yet, we know little about whether and how strategic decision makers' emotions are regulated and how such regulation influences strategy making. based on a longitudinal study of nokia from 2007 to 2013, we develop a process model of socially distributed emotion regulation. this model shows how various organizational groups help regulate top managers' emotions. top managers contain their initial emotional reactions to strategic options thanks to activities performed by groups with power over top managers. this enables top managers to form data-informed reappraisals of strategic options, contributing to gradual changes in their emotions. the reappraisal process is aided by diverse groups performing distinct roles. top managers' revised emotions, in turn, enable them to form new, iterative data-informed reappraisals and ultimately enable radical strategic change. our study contributes to research on emotions and strategy making by showing how socially distributed emotion regulation operates during strategy making and influences its outcomes. we contribute to the cognitive perspective on strategy by showing how cognition and emotion interact over time during strategy making.
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