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Journal Cover Academy of Management Review
  [SJR: 8.83]   [H-I: 193]   [231 followers]  Follow
   Full-text available via subscription Subscription journal
   ISSN (Print) 0363-7425 - ISSN (Online) 1930-3807
   Published by Academy of Management Homepage  [6 journals]
  • Editor’s Comments: Raising the Bar for Developmental Reviewing
    • Authors: Belle Rose Ragins
      Pages: 573 - 576
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2017.0464
      Issue No: Vol. 42, No. 4 (2017)
  • Reflections on the 2016 Decade Award: Incorporating Context in
           Organizational Research
    • Authors: Gary Johns
      Pages: 577 - 595
      Abstract: This is a reflection on my 2006 article, “The Essential Impact of Context on Organizational Behavior,” which received the 2016 Academy of Management Review Decade Award. I review some studies supporting my earlier contention that the impact of context has been underappreciated in management research and then recount the genesis of the article, particularly emphasizing the capacity of context to explain anomalous and counterintuitive research findings. I offer conjectures as to why the article has been cited and present evidence that contextual appreciation is increasing in management, and that this is part of a general trend in the social and behavioral sciences. I discuss some newer theories and measures of context and consider the desirable properties of theories that incorporate context. Finally, I argue that it is not easy to control away context, that context is about similarities as well as differences and about change as well as stability, and that variables and relationships vary in their sensitivity to context.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2017.0044
      Issue No: Vol. 42, No. 4 (2017)
  • Authority or Community' A Relational Models Theory of Group-Level
           Leadership Emergence
    • Authors: Ned Wellman
      Pages: 596 - 617
      Abstract: In this article I develop relational models leadership theory, which explains how shared cognition produces group-level leadership emergence effects. I propose that contextual features present early in a group’s life can cause members to quickly converge on one of two cognitive relational models for leadership. Some groups adopt an authority ranking model, in which leadership influence is consolidated in the hands of a few high-status members. Others adopt a communal sharing model, in which leadership is the collective responsibility of all members. A positive feedback loop develops between group members’ relational model convergence and leadership emergence such that members enact leadership in a manner consistent with their shared relational model, and these interactions reinforce the model. I also identify two types of “jolt” events that can radically shift group members’ cognitions and actions related to leadership.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2015.0375
      Issue No: Vol. 42, No. 4 (2017)
  • Toward {alpha} “Sunlit Path”: Stigma Identity Management As {alpha}
           Source of Localized Social Change Through Interaction
    • Authors: Brent J. Lyons; Simon Pek, Jennifer L. Wessel
      Pages: 618 - 636
      Abstract: We articulate a process through which individuals with a stigmatized identity can be agents of social change toward the acceptance and/or valuing of their identity in their workgroup. We posit that whether and how individuals communicate to others about their stigmatized identity (i.e., stigma identity management) can enable them to overcome their power disadvantage by influencing the meanings that the stigmatized identity and comparative dominant identities take on in negotiations of identity meanings. Drawing on theories of negotiated order, identity threat, and stigma identity management, we describe how changes in identity meanings emerge from an ongoing process of negotiations between stigma holders and their coworkers—negotiations that are influenced by and inform symbolic power relations and shared identity meanings in the group. We extend understandings of stigma identity management strategies by expanding beyond the current focus on outcomes for individual stigma holders toward how such strategies can change the local social context in which stigma holders and their coworkers interact.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2015.0189
      Issue No: Vol. 42, No. 4 (2017)
  • Reasoning by Analogy and the Progress of Theory
    • Authors: Mikko Ketokivi; Saku Mantere, Joep Cornelissen
      Pages: 637 - 658
      Abstract: Many influential theories of organization rest on an analogical foundation: we think of the organization as if it were a governance structure, a nexus of contracts, a social network, or an information processing system. We may invoke an analogy simply to express an idea, but analogy use may also constitute a key part of a theoretical explanation and an argument. In this latter—explanatory—use, we not only think but also reason by analogy. But if analogy use constitutes reasoning, it must also be critically evaluated as such. In this article we first combine ideas from the literature on argumentation and cognitive science to examine how analogies are used in organization theory. We then construct a framework to guide the evaluation of reasoning by analogy. Finally, we show that by understanding how analogies are used and evaluated, we can also gain an understanding of how theories progress.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2015.0322
      Issue No: Vol. 42, No. 4 (2017)
  • The Psychology of Middle Power: Vertical Code-Switching, Role Conflict,
           and Behavioral Inhibition
    • Authors: Eric M. Anicich; Jacob B. Hirsh
      Pages: 659 - 682
      Abstract: Decades of research have demonstrated that having or lacking power can influence how people think and behave in organizations. By contrasting the experiences associated with high- and low-power states, however, this research has neglected the psychological and behavioral correlates of middle power, which is the subjective sense that one’s power is neither consistently higher nor lower than the power of one’s interaction partners. In this article we propose that middle-power positions and mindsets lead to frequent vertical code-switching—the act of alternating between behavioral patterns that are directed toward higher-power and lower-power interaction partners. We draw from identity and role transition theories to develop propositions specifying when frequent vertical code-switching will, in turn, result in heightened role conflict. We further situate our theoretical analysis by updating and extending the approach/inhibition theory of power on the basis of insights from revised reinforcement sensitivity theory to introduce an integrative framework called the approach/inhibition/avoidance theory of power. Overall, we highlight the promise of conceptualizing power in terms of the stability of one’s vertical orientation, offering novel predictions about the cognitive, emotional, and behavioral effects of power.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2016.0002
      Issue No: Vol. 42, No. 4 (2017)
  • Chronotype Diversity in Teams: Toward a Theory of Team Energetic
    • Authors: Stefan Volk; Matthew J. Pearsall, Michael S. Christian, William J. Becker
      Pages: 683 - 702
      Abstract: We introduce the concept of chronotype diversity into the team diversity literature. We define chronotype diversity as the extent to which team members differ in their biological predispositions toward the optimal timing of daily periods of activity and rest. To explain the effects of chronotype diversity on team outcomes, we develop a theory of team energetic asynchrony. Team energetic asynchrony refers to temporal asymmetries among team members’ daily peaks and troughs in physical and psychological energy. In our theoretical model we delineate how chronotype diversity affects team performance by specifying three specific team processes (coordination, information processing, and backing up behavior) that convey unique team diversity effects of energetic asynchrony. In doing so we propose that chronotype diversity can have either positive or negative effects on team processes and outcomes, depending on whether teams recognize differences in members’ chronotypes and structure team work accordingly. We also discuss the potential effects of chronotype subgroup formation and the benefits and pitfalls of low chronotype diversity.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2015.0185
      Issue No: Vol. 42, No. 4 (2017)
  • Master of Puppets: How Narcissistic CEOs Construct Their Professional
    • Authors: Arijit Chatterjee; Timothy G. Pollock
      Pages: 703 - 725
      Abstract: We explore how narcissistic CEOs address two powerful and conflicting needs: the need for acclaim and the need to dominate others. We argue that narcissistic CEOs address their need for acclaim by pursuing celebrity in the media and affiliating with high-status board members, and they address their need to dominate others by employing lower-status, younger, and less experienced top management team members who will be more deferential to and dependent on them. They manage each group differently through the use of different rewards, punishments, and influence tactics. We extend prior theory on CEO narcissism by exploring the mediating constructs that can link CEO narcissism and firm performance, offer a greater understanding of corporate governance by exploring how CEO personality traits influence governance structures, and demonstrate how a CEO’s personality characteristics can affect the acquisition of social approval assets.
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2015.0224
      Issue No: Vol. 42, No. 4 (2017)
  • On Opportunities: Philosophical and Empirical Implications
    • Authors: Sharon A. Alvarez; Jay B. Barney, Russell McBride, Robert Wuebker
      Pages: 726 - 730
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2016.0035
      Issue No: Vol. 42, No. 4 (2017)
  • Opportunities, Time, and Mechanisms in Entrepreneurship: On the Practical
           Irrelevance of Propensities
    • Authors: Henrik Berglund; Steffen Korsgaard
      Pages: 730 - 733
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2016.0168
      Issue No: Vol. 42, No. 4 (2017)
  • Entrepreneurial Discovery or Creation' In Search of the Middle Ground
    • Authors: Nicolai J. Foss; Peter G. Klein
      Pages: 733 - 736
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2016.0046
      Issue No: Vol. 42, No. 4 (2017)
  • In Defense of Common Sense in Entrepreneurship Theory: Beyond
           Philosophical Extremities and Linguistic Abuses
    • Authors: Stratos Ramoglou; Eric W. K. Tsang
      Pages: 736 - 744
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2017.0169
      Issue No: Vol. 42, No. 4 (2017)
  • Luigi Pareyson’s Estetica: Teoria della formativita and Its Implications
           for Organization Studies
    • Authors: Jean M. Bartunek; Silvia Gherardi, Antonio Strati
      Pages: 745 - 755
      PubDate: 2017-10-02T08:53:31-07:00
      DOI: 10.5465/amr.2016.0165
      Issue No: Vol. 42, No. 4 (2017)
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
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Fax: +00 44 (0)131 4513327
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