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��ࡱ�>�� ln����k�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r��9bjbj�.�.2n�d�g�d�g�1 �������66������������8db�qo�vvvvv����n�n�n�n�n�n�n$wq� tfo������o��vv4 o������v�v�n���n���v����p������������nao0qo�st�fst���0st��k ��������oo�����qo������������������������������������������������������������������������st���������6b �: academy of management journal volume 67, issue 3, june 2024 1. title: external disruption following ceo succession: how human and social capital changes may attract competitive attacks. authors: lee, eric y.; tsai, wenpin. abstract: competitors may perceive a focal firm's ceo succession as creating an exploitable opportunity as well as a future threat to preempt. drawing from theories of executive human and social capital, we suggest that anticipation of internal disruption stemming from human and social capital changes in a ceo succession may lead to external disruption for the focal firm. in our sample of s&p 500 firms between 2010 and 2018, we find that competitors are more likely to attack the focal firm when the successor's professional experience differs drastically from that of the predecessor and less likely to do so when the successor is an insider. we also find that competitors' attacks following a succession event can be minimized by limiting changes to only one form of capital (i.e., human or social). moreover, retaining the predecessor as board chair after the succession could be an effective human capital preservation strategy for reducing competitors' attacks when the difference in professional experience between the predecessor and successor is high. however, retaining the predecessor as board chair may not have the same effect when it comes to social capital. our research highlights the competitive implications of ceo succession, offering new insight into disruption. 2. title: when the symphony does jazz: how resourcefulness fosters organizational resilience during adversity. authors: sonenshein, scott; nault, kristen. abstract: using a grounded theory study of two prominent performing arts organizations during the covid-19 pandemic, we develop theory about how organizations respond to adversity over time. building on research on resilience, resourcefulness, and crisis management, we induce a process model that unpacks the mechanisms and dynamics that enable organizations to act resiliently. we find that organizations approach adversity using two types of resourcefulness. promotive resourcefulness focuses on opportunities from adversity, which leads to acting resiliently. we show how promotive resourcefulness becomes sustained over time by endogenously producing resources�crisis agency, trust, and hopefulness�which expands an organization's identity and leads to resilient acts. in contrast, preventative resourcefulness focuses on minimizing worst-case outcomes, which leads to a lost organizational identity and relatively weak adversity adjustment. we find that preventative resourcefulness becomes part of cycles that erode trust, limit crisis agency, and generate hopelessness. additionally, we explain how financial, emotional, and operational updating can shift preventative to promotive resourcefulness, allowing organizations to act resiliently later in a crisis. our findings unpack critical mechanisms and processes that explain whether and how organizations act resiliently over time. 3. title: job insecurity and well-being: integrating life history and transactional stress theories. authors: sirola, nina. abstract: the current research proposes and tests a novel model explaining how job insecurity shapes well-being and has consequences for stratification and inequality. i draw on evolutionary life history theory, which proposes that growing up in a poorer versus wealthier environment impacts the sense of control people feel when exposed to threat in adulthood. i integrate this perspective with transactional stress theory to propose that job insecurity has a disproportionately negative effect on employees from poorer backgrounds, leading to lower engagement and higher emotional exhaustion among such employees, while those from wealthier backgrounds are buffered against these effects. these responses to job insecurity, in turn, amplify job loss risk for employees from poorer backgrounds, regardless of employees' current job or financial situation. a preregistered, multisource, five-wave longitudinal study conducted at the height of the covid-19 crisis in india found support for these predictions. a follow-up quasi-experiment conducted in india and the united states replicated the effects on engagement and exhaustion. the impact of job insecurity on well-being is stratified and acts as a mechanism that reproduces childhood inequalities. 4. title: becoming a right-hand partner: how lower-power employees heedfully challenge organizational leaders. authors: barnes, liza y.; lacerenza, christina n.; volpone, sabrina d. abstract: powerful leaders need to be challenged and pushed to consider uncontemplated perspectives. research has indicated that employees in lower-power positions are best poised to challenge leaders, because these individuals better understand others' perspectives and have a different lens on day-to-day organizational issues compared to powerful leaders. while several well-known leaders rely on a lower-power employee (i.e., right-hand partner) to amplify their efforts, it is unclear how one becomes a right-hand partner or what this entails. relying on qualitative data from 74 individuals (61 chiefs of staff and 13 leaders), we develop a process of heedful challenging: the process of presenting alternative perspectives to someone in an individualized manner. in this process, the lower-power employee utilizes their knowledge of the leader and their understanding of how organizational issues are impacting employees to thoughtfully challenge the leader by presenting differing perspectives and illuminating the implications of their behavior. we articulate how one becomes a right-hand partner through this process, present the defining characteristics and drawbacks of being a right-hand partner, and describe instances when this process goes awry. this work contributes to theory about unequal-power relationships and provides insight into how lower-power employees can broaden leader's perspectives. 5. title: organizational ghosts: how "ghostly encounters" enable former leaders to influence current organizational members. authors: bednar, jeffrey s.; brown, jacob a. abstract: leadership research has assumed that leader group prototypicality enhances leadership influence during a leader's tenure. other leadership research has also assumed that leaders, especially founders, can transform their leadership influence into a legacy that will survive death and departure from the organization and continue to impact followers. however, to understand the historically embedded nature of leadership influence, it is critical to unpack how specific leaders can become group prototypes and influence followers after their departure. we address this opportunity by examining organizational ghosts�former organizational members who become the ideal prototype of an organization's values and identity. drawing on qualitative data from an organizational merger, our analysis reveals that admired and adored leaders with broad exposure became embodied organizational prototypes. after organizational exit, they became organizational ghosts, institutionalized by associative learning, perpetuated practices, and physical memory work. when activated�either intentionally or organically�these ghosts had "ghostly encounters" (remembered and imagined) with remaining members that safeguarded the organization, comforted organizational members, and devalued alternative value systems. we introduce the concept of organizational ghosts, explain how leaders can become ghosts, and specify remembered and imagined encounters as mechanisms through which former leaders can have enduring influence in organizations. 6. title: the outcomes of cross-category career moves: how cross-industry mobility and industry prestige jointly impact executive compensation. authors: sabanci, halil; elvira, marta m. abstract: identifying executives' industry affiliation with categorical membership, this study examines how moving to a different industry impacts mobility-compensation outcomes. on the demand side, we propose that audience ambiguity and commitment concerns regarding cross-category moves limit the potential compensation of industry-changing executives. on the supply side, we argue that executives might accept smaller monetary rewards in exchange for acquiring experience in a new domain. since category status also affects audience evaluations of candidates and candidates' desire to affiliate with a specific social category, we further hypothesize that both demand and supply mechanisms are moderated by status differences between an executive's origin and destination industries. our analysis of voluntary mobility and compensation patterns of s&p 1500 executives supports these arguments: industry-changing executives realize lower compensation than closely matched within-industry movers. as expected, the compressing effect of changing industry on compensation is contingent upon status differences across industries. executives who transition to higher-status industries face more stringent compensation discounts, while those moving to lower-status industries experience similar compensation variation as within-industry movers. our study advances category and status-attainment research by incorporating the influence of industry prestige on career outcomes of cross-category moves, while casting light on the individual consequences of executive mobility. 7. title: balancing professional autonomy and managerial goals amid broad technology adoption pressures: intraprofessional segmentation at a finnish school. authors: koljonen, tomi; chan, curtis k. abstract: managers often desire to see their organization adopt new technologies but depend on autonomous professionals to use such technologies in practice. in seeking technology adoption, organizations thus must find a middle ground between professional autonomy and managerial goals. extant scholarship has examined such middle grounds but has focused on adoptions of specific technologies. however, amid broad technology adoption pressures�expectations on organizations lacking precise prescriptions, success criteria, and sanctions�novel middle-ground approaches might emerge. our 16-month ethnography of a finnish school indicates that intraprofessional segmentation�specialization of work tasks within a professional community�can allow organizations to navigate technology adoption while balancing professional autonomy and managerial goals. this segmentation supported managers' and certain teachers' enthusiasm about new technologies at work, without undermining other teachers' autonomy. this segmentation emerged, persisted, and intensified through two processes. first, it emerged through differentiating practices, which allowed a divergence of what teachers said and did regarding technology. second, this segmentation persisted and intensified through reinforcing practices, which furthered differentiation by formalizing, reorganizing, and strengthening it. our study contributes to scholarship on occupations and technology by showing how intraprofessional segmentation can help organizations align technology with professional work amid broad technology adoption pressures. 8. title: comfortably uncomfortable: unpacking the microdynamics of field stability and change. authors: cloutier, charlotte; couture, fannie. abstract: in this paper, we examine how field settlements are formed over time by zooming in on the actions and reactions of field incumbents as they seek to make sense of and collectively respond to external pressures for change in their field. we illustrate this process through an in-depth case study of the staff and members of an international industry association as they attempted to deal with pressures to change current industry practices relating to water and climate change. specifically, we show how field settlements that change a field's "rules of the game" are constituted by the sequential and cumulative layering of increasingly committing interim agreements between incumbents (which we refer to as microsettlements), themselves facilitated or impeded by practices that help calibrate tension levels between them. our process model of microsettlement outcomes and trajectories contributes to extant research by theorizing how the inner workings of field-configuring organizations and the composition and structure of field settlements shape field (re)formation processes, thereby illuminating new pathways of action for organizations seeking to tackle societal grand challenges in creative, substantive, and meaningful ways.     $%'/02569:;<=>?h���ʸʩʗ��yjvnaa3h�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(ht6o5�cjojqj^jajh@ t5�cjojqj^jajh 2e5�cjojqj^jaj#h�{�h�{�5�cjojqj^jajh�{�5�cjojqj^jaj#h�fh�f5�cjojqj^jaj#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#h?�h?�5�cjojqj^jaj<=>��� � w���ypuv� �� > 7&8&������������������������gd�psgd)w�gd$?�gdto�gd�l$gd%j,gdu<�gd�"�$a$gdt4h���������� � � � � � � � � � � � 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