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Administrative Science Quarterly
Journal Prestige (SJR): 10.187
Citation Impact (citeScore): 6
Number of Followers: 215  
 
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ISSN (Print) 0001-8392 - ISSN (Online) 1930-3815
Published by Cornell University Homepage  [4 journals]
  • Retire in Peace: Officials’ Political Incentives and Corporate
           Diversification in China
    • Authors: Danqing Wang, Xiaowei Rose Luo
      Pages: 773 - 809
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 773-809, December 2019.
      We develop a theory of how state officials’ political incentives can affect corporate behavior. In the pursuit of multiple goals, such as social stability and economic development, the state designs criteria to evaluate its officials’ performance. Those officials may be motivated to prioritize different goals at different stages of their careers and to mobilize firms to help them achieve those goals. We test our theory in the context of Chinese publicly listed firms’ diversification between 2001 and 2011, when the state faced economic and social ramifications of bankrupt state-owned enterprises (SOEs) laying off large numbers of workers. Our results show that when large layoffs occurred, some firms diversified into industries unrelated to their core business by acquiring bankrupt SOEs and reemploying their workers. This was more likely to occur when the governor of the firm’s home province was closer to retirement, as social stability was more important than economic development for the retiring governor’s career objective. The effect of career stage was weaker for Communist Party leaders, who more consistently prioritized social stability, and when a provincial state experienced intense collective actions that made social stability a stronger immediate focus. The effect was strengthened for firms more vulnerable to officials’ influence, such as those with a strong socialist imprint and those dependent on government resources. Our study extends the Weberian state literature and the political economy research on incentives, and it offers a political explanation for corporate diversification in a major transitional economy.
      Citation: Administrative Science Quarterly
      PubDate: 2019-12-01T08:00:00Z
      DOI: 10.1177/0001839218786263
       
  • The Role of Accelerator Designs in Mitigating Bounded Rationality in New
           Ventures

         This is an Open Access Article Open Access Article

    • Authors: Susan L. Cohen, Christopher B. Bingham, Benjamin L. Hallen
      Pages: 810 - 854
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 810-854, December 2019.
      Using a nested multiple-case study of participating ventures, directors, and mentors of eight of the original U.S. accelerators, we explore how accelerators’ program designs influence new ventures’ ability to access, interpret, and process the external information needed to survive and grow. Through our inductive process, we illuminate the bounded-rationality challenges that may plague all ventures and entrepreneurs—not just those in accelerators—and identify the particular organizational designs that accelerators use to help address these challenges, which left unabated can result in suboptimal performance or even venture failure. Our analysis revealed three key design choices made by accelerators—(1) whether to space out or concentrate consultations with mentors and customers, (2) whether to foster privacy or transparency between peer ventures participating in the same program, and (3) whether to tailor or standardize the program for each venture—and suggests a particular set of choices is associated with improved venture development. Collectively, our findings provide evidence that bounded rationality challenges new ventures differently than it does established firms. We find that entrepreneurs appear to systematically satisfice prematurely across many decisions and thus broadly benefit from increasing the amount of external information searched, often by reigniting search for problems that they already view as solved. Our study also contributes to research on organizational sponsors by revealing practices that help or hinder new venture development and to emerging research on the lean start-up methodology by suggesting that startups benefit from engaging in deep consultative learning prior to experimentation.
      Citation: Administrative Science Quarterly
      PubDate: 2019-12-01T08:00:00Z
      DOI: 10.1177/0001839218782131
       
  • Dispositional Sources of Managerial Discretion: CEO Ideology, CEO
           Personality, and Firm Strategies
    • Authors: Abhinav Gupta, Sucheta Nadkarni, Misha Mariam
      Pages: 855 - 893
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 855-893, December 2019.
      We investigate the dispositional sources of managerial discretion by theorizing that CEOs’ personality traits affect the extent to which their firms’ strategies reflect their preferences. In a longitudinal study of Fortune 500 firms, we examine the moderating influence of two personality traits—narcissism and extraversion—on the relationship between CEOs’ liberal- or conservative-leaning political ideologies and two firm strategies: corporate social responsibility (CSR) and workforce downsizing. We anticipate and confirm that liberal-leaning CEOs are more likely than others to enact CSR practices, and conservative-leaning CEOs are more likely than others to engage in downsizing. We find that extraversion strengthens these effects: it increases liberal CEOs’ use of CSR and conservative CEOs’ use of downsizing. Narcissism likewise strengthens the effect of CEO liberalism on CSR, but it does not significantly moderate the effect of CEO conservatism on downsizing. In a supplementary study using primary data from working professionals, we further explore the distinct mechanisms associated with these two personality traits. We find that narcissism relates strongly to individuals’ inflated perception of their discretion, whereas extraversion relates to their ability to sell an issue to others. Our study furthers research on managerial discretion by providing nuanced theory and evidence on innate sources of CEOs’ influence, and it enhances research on CEOs’ political ideology by spotlighting the dispositional boundary conditions of its effects on firms’ strategies.
      Citation: Administrative Science Quarterly
      PubDate: 2019-12-01T08:00:00Z
      DOI: 10.1177/0001839218793128
       
  • Creativity at the Knowledge Frontier: The Impact of Specialization in
           Fast- and Slow-paced Domains
    • Authors: Florenta Teodoridis, Michaël Bikard, Keyvan Vakili
      Pages: 894 - 927
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 894-927, December 2019.
      Using the impact of the Soviet Union’s collapse on the performance of theoretical mathematicians as a natural experiment, we attempt to resolve the controversy in prior research on whether specialists or generalists have superior creative performance. While many have highlighted generalists’ advantage due to access to a wider set of knowledge components, others have underlined the benefits that specialists can derive from their deep expertise. We argue that this disagreement might be partly driven by the fact that the pace of change in a knowledge domain shapes the relative return from being a specialist or a generalist. We show that generalist scientists performed best when the pace of change was slower and their ability to draw from diverse knowledge domains was an advantage in the field, but specialists gained advantage when the pace of change increased and their deeper expertise allowed them to use new knowledge created at the knowledge frontier. We discuss and test the roles of cognitive mechanisms and of competition for scarce resources. Specifically, we show that specialists became more desirable collaborators when the pace of change was faster, but when the pace of change was slower, generalists were more sought after as collaborators. Overall, our results highlight trade-offs associated with specialization for creative performance.
      Citation: Administrative Science Quarterly
      PubDate: 2019-12-01T08:00:00Z
      DOI: 10.1177/0001839218793384
       
  • Subordinate Activation Tactics: Semi-professionals and Micro-level
           Institutional Change in Professional Organizations

         This is an Open Access Article Open Access Article

    • Authors: Katherine C. Kellogg
      Pages: 928 - 975
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 928-975, December 2019.
      This two-year ethnographic study of the primary care departments in two U.S. hospitals examines how managers can bring about micro-level institutional change in professional practice even when such change challenges professionals’ specialized expertise, autonomy, individual responsibility, and engagement in complex work, which previous research has shown to create difficulties. In this study, managers in both hospitals attempted to implement the same patient-centered medical home (PCMH) reforms among doctors, had the same external pressures for micro-level institutional change, worked under the same organizational and reimbursement structure, and had the same contextual facilitators of micro-level institutional change present within their organizations. But managers in one hospital successfully accomplished change in professional practice while those in the other did not. I demonstrate that managers can accomplish micro-level institutional change in professional organizations using “subordinate activation tactics”—first empowering and motivating subordinate semi-professionals to activate their favorable structural position vis-à-vis the targeted professionals on behalf of managers and next giving semi-professionals positional tools to use in their daily work to minimize the targeted professionals’ concerns about the threats associated with change.
      Citation: Administrative Science Quarterly
      PubDate: 2019-12-01T08:00:00Z
      DOI: 10.1177/0001839218804527
       
  • What Is Dead May Never Die: Institutional Regeneration through Logic
           Reemergence in Dutch Beer Brewing

         This is an Open Access Article Open Access Article

    • Authors: Jochem J. Kroezen, Pursey P. M. A. R. Heugens
      Pages: 976 - 1019
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 976-1019, December 2019.
      Through an in-depth, historically embedded study of the craft revolution in Dutch beer brewing that began in the 1970s, we illuminate how organizational fields may experience regenerative change through the reemergence of traditional arrangements. The remarkable resurgence of craft in this context, following the rapid industrialization of the twentieth century that left only industrially produced pilsner in its wake, serves as the basis of our process theory of regenerative institutional change through logic reemergence. The results of our qualitative analysis show that institutional logics that appear dead or decomposed may never truly die, as they leave remnants behind that field actors can rediscover, repurpose, and reuse at later stages. We show how, in the Netherlands, networks of individuals that had access to the remnants of craft brewing were regenerated, in part fueled by increasing exposure to British, Belgian, and German craft brewing, and how these networks ultimately succeeded in reviving traditional prescriptions for beer and brewing, as well as restoring previously abandoned brewery forms and technologies and beer styles. These activities led not only to a sudden proliferation of alternatives to the dominant industrial pilsner but also to fundamental changes in the meaning and organization of beer brewing, as they were associated with the reinvigoration of institutional orders that preceded those of the corporation and the market. Yet we also observe how, on the ground, remnants of traditional craft often needed to be blended with contemporaneous elements from modern industrialism, as well as foreign representations of craft, to facilitate reemergence. We thus argue that regenerative institutional change likely resembles a dualistic process of restoration and transformation.
      Citation: Administrative Science Quarterly
      PubDate: 2019-12-01T08:00:00Z
      DOI: 10.1177/0001839218817520
       
  • 2019 Outside Reviewers
    • Pages: 1064 - 1068
      Abstract: Administrative Science Quarterly, Volume 64, Issue 4, Page 1064-1068, December 2019.

      Citation: Administrative Science Quarterly
      PubDate: 2019-11-04T02:02:01Z
      DOI: 10.1177/0001839219883184
       
  • Editorial Essay: The Tumult over Transparency: Decoupling Transparency
           from Replication in Establishing Trustworthy Qualitative Research
    • Authors: Michael G. Pratt, Sarah Kaplan, Richard Whittington
      Abstract: Administrative Science Quarterly, Ahead of Print.
      Management journals are currently responding to challenges raised by the “replication crisis” in experimental social psychology, leading to new standards for transparency. These approaches are spilling over to qualitative research in unhelpful and potentially even dangerous ways. Advocates for transparency in qualitative research mistakenly couple it with replication. Tying transparency tightly to replication is deeply troublesome for qualitative research, where replication misses the point of what the work seeks to accomplish. We suggest that transparency advocates conflate replication with trustworthiness. We challenge this conflation on both ontological and methodological grounds, and we offer alternatives for how to (and how not to) think about trustworthiness in qualitative research. Management journals need to tackle the core issues raised by this tumult over transparency by identifying solutions for enhanced trustworthiness that recognize the unique strengths and considerations of different methodological approaches in our field.
      Citation: Administrative Science Quarterly
      PubDate: 2019-11-06T03:32:26Z
      DOI: 10.1177/0001839219887663
       
  • Maurizio Catino: Mafia Organizations: The Visible Hand of Criminal
           Enterprise
    • Authors: Joel Baum
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-11-04T10:54:46Z
      DOI: 10.1177/0001839219888061
       
  • Barbara Gray and Jill Purdy: Collaborating for Our Future:
           Multistakeholder Partnerships for Solving Complex Problems
    • Authors: Silvia Dorado-Banacloche
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-10-21T01:19:50Z
      DOI: 10.1177/0001839219883121
       
  • Examining Anger’s Immobilizing Effect on Institutional Insiders’
           Action Intentions in Social Movements
    • Authors: Katherine A. DeCelles, Scott Sonenshein, Brayden G. King
      Abstract: Administrative Science Quarterly, Ahead of Print.
      We theorize that anger incited by a social movement, which has a mobilizing effect among outsider activists, might immobilize collective action intentions for institutional insiders—those sympathetic to the movement and employed by its target. We conducted initial field surveys across a spectrum of social movements, including Occupy Wall Street and #metoo, as well as those related to business sustainability and gun control, which showed that institutional insiders are often just as angry as outsider activists. But the evidence from those surveys did not show that social movement anger translated into collective action intentions among institutional insiders. We tested our theory deductively with an experiment conducted with participants who were supportive of social movement issues in their organizations. Overall, our results show that anger about a social movement issue relates to greater collective action intentions among outsider activists but not among institutional insiders. Instead of anger emboldening institutional insiders to act despite the potential costs, anger triggers fear about the potential negative consequences of collective action in the workplace, which in turn results in withdrawal. While social movements often rely on anger frames to mobilize sympathizers, our work suggests that this practice may paradoxically cause fear that immobilizes those uniquely positioned to be able to influence organizations to change.
      Citation: Administrative Science Quarterly
      PubDate: 2019-10-21T01:15:50Z
      DOI: 10.1177/0001839219879646
       
  • When Friends Become Foes: Collaboration as a Catalyst for Conflict
    • Authors: Jose Uribe, Maxim Sytch, Yong H. Kim
      Abstract: Administrative Science Quarterly, Ahead of Print.
      Social embeddedness research has suggested that a history of collaboration between rivals should facilitate cooperation and prevent conflict. In contrast, the present study explores how a history of collaboration between people who subsequently become rivals can exacerbate conflict rather than facilitate future collaboration when salient others may expect them to be antagonistic. We develop this argument for a general set of relationships in which agents who previously collaborated become rivals while representing contesting principals. These agents may be perceived by the principals they represent as having compromised loyalties. This is especially likely when the principals whom the agents represent compete intensely or have previously been in conflict. To mitigate principals’ loyalty concerns, agents engage in compensatory behaviors meant to demonstrate social and psychological distance from former collaborators and now-rivals. Paradoxically, these behaviors transform a history of collaboration into a catalyst for conflict. Our empirical analyses are based on the professional histories of more than 20,000 external legal counsel representing corporate clients in intellectual property lawsuits filed from 2000 to 2015. Results reveal that lawyers engage in uncooperative behaviors in court to distance themselves from opposing lawyers who are former collaborators. These dynamics are associated with longer, more contentious litigation and lost economic value for clients, as evidenced by an analysis of companies’ abnormal stock market returns upon the termination of a lawsuit. Our research thus sheds lights on a mechanism by which past collaboration can undermine future collaboration and carries potential implications for research on social structures and for work on the interplay of structure and evaluative dynamics.
      Citation: Administrative Science Quarterly
      PubDate: 2019-10-07T12:07:06Z
      DOI: 10.1177/0001839219877507
       
  • Shadow of the Prince: Parent-incumbents’ Coercive Control over
           Child-successors in Family Organizations
    • Authors: Xu Huang, Louis Chen, Erica Xu, Feifei Lu, Ka-Chai Tam
      Abstract: Administrative Science Quarterly, Ahead of Print.
      During family firm succession, parent-incumbents are often caught up in a paradox of both empowering and dominating their child-successors. To understand this recurring phenomenon, we draw from socioemotional wealth literature and a philosophical account of the power-transfer paradox in ancient patriarchal monarchies to hypothesize that parent-incumbents tend to exert generational coercive control when their child-successors are seen as very unwilling and incapable or very willing and capable of taking over patriarchal family organizations. We test our hypotheses in three studies. In Study 1, we coded data from succession cases in Chinese patriarchal monarchies (403 BC to 959 AD) and found support for the predicted non-linear effects of successor-princes’ willingness (63 cases) and capability (80 cases) on their father-kings’ coercive control (persecuting or murdering the princes). In Study 2, based on survey data from parent–child dyads of 157 family firms in Taiwan and mainland China, again, we found U-shaped effects of child-successors’ willingness and capability on parent-incumbents’ coercive control (restraining successors’ power). Moreover, parent-incumbents’ highly narcissistic personality attenuated these U-shaped relationships because they tend to devalue their child-successors’ willingness and capability. In Study 3, we conducted a survey of 103 parent–child dyads in family firms in mainland China and found a U-shaped relationship between capability and coercive control only when incumbents’ roles in the family and at work were highly intertwined.
      Citation: Administrative Science Quarterly
      PubDate: 2019-09-27T10:10:51Z
      DOI: 10.1177/0001839219870449
       
  • Election Cycles and Organizations: How Politics Shapes the Performance of
           State-owned Enterprises over Time
    • Authors: Carlos Inoue
      Abstract: Administrative Science Quarterly, Ahead of Print.
      This study develops a dynamic perspective on how elected state officials’ political incentives shape the behavior and performance of organizations, particularly state-owned enterprises (SOEs). Drawing on theoretical views about the relationship between politicians and firms, I argue that state officials seeking votes manipulate SOEs to boost employment before elections. As a result, SOEs exhibit both higher employment levels and lower financial performance in election years. The positive relationship between elections and SOE employment, however, is not uniform across firms and geographic communities: it is likely to be stronger in economically disadvantaged communities and weaker for SOEs with private investors. Data from Brazil’s water sector—an industry managing a crucial societal resource—support these predictions. These results shed light on the mechanisms linking officials’ political incentives and SOE behavior and show that SOE performance is politically contingent and thus varies systematically over time. More broadly, this study reveals how firms’ responses to political pressures depend on both organizational and community attributes and highlights how the interplay of election cycles, organizations, and communities shapes the performance of organizations in state capitalism.
      Citation: Administrative Science Quarterly
      PubDate: 2019-08-30T08:48:30Z
      DOI: 10.1177/0001839219869913
       
  • Matthew A. Cronin and Jeffrey Loewenstein: The Craft of Creativity
    • Authors: Jack Goncalo
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-08-19T09:30:56Z
      DOI: 10.1177/0001839219863923
       
  • James E. Coverdill and William Finlay: High Tech and High Touch:
           Headhunting, Technology, and Economic Transformation
    • Authors: JR Keller
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-08-19T09:30:36Z
      DOI: 10.1177/0001839219863659
       
  • Working for an Algorithm: Power Asymmetries and Agency in Online Work
           Settings
    • Authors: Corentin Curchod, Gerardo Patriotta, Laurie Cohen, Nicolas Neysen
      Abstract: Administrative Science Quarterly, Ahead of Print.
      Drawing on interviews with 77 high-performing eBay business sellers in France and Belgium, this article investigates the power asymmetries generated by customers’ evaluations in online work settings. Sellers revealed a high degree of sensitivity to negative reviews, which, while infrequent, triggered feelings of anxiety and vulnerability. Their accounts exposed power asymmetries at two levels: the transactional level between sellers and customers and the governance level between sellers and eBay. Our findings highlight three main mechanisms underlying power asymmetries in this context. First, online customer evaluations have created a new form of employee monitoring in which power is exercised through the construction of visibility gaps between buyers and sellers and through an implicit coalition between buyers and the platform owner, who join together in the evaluation procedures. Second, by mediating and objectifying relations, algorithms reproduce power asymmetries among the different categories of actors, thereby constraining human agency. Third, online customer evaluations prompt sellers to exploit their practical knowledge of the algorithm to increase their agency. Through the lived experience of working for an algorithm, our findings contribute new understandings of power and agency in online work settings.
      Citation: Administrative Science Quarterly
      PubDate: 2019-07-25T04:51:57Z
      DOI: 10.1177/0001839219867024
       
  • Michael Lounsbury and Mary Ann Glynn: Cultural Entrepreneurship: A New
           Agenda for the Study of Entrepreneurial Processes and Possibilities
    • Authors: Mukti Khaire
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-07-17T09:49:05Z
      DOI: 10.1177/0001839219862938
       
  • Evaluative Spillovers from Technological Change: The Effects of “DNA
           Envy” on Occupational Practices in Forensic Science
    • Authors: Beth A. Bechky
      Abstract: Administrative Science Quarterly, Ahead of Print.
      Most studies of technologies’ impact on occupational change focus on occupational groups’ adoption and use of particular technologies in a field or workplace. Drawing on an 18-month ethnographic study of a crime laboratory, I focus instead on “evaluative spillovers”: the comparisons that occupations encounter when technologies change the work of neighboring occupations in their field. I explore what happened when DNA profiling was held up as the “gold standard” of forensic evidence, resulting in scientific, public, and legal scrutiny of other forensic science occupational groups. Comparisons with DNA profiling challenged the working techniques and the values of firearms examiners, toxicologists, and narcotics analysts, but each group responded differently, either embracing or resisting changes to their work practices. Their responses were predicated on the institutional pathways that evaluative spillovers traveled through the field in locales such as professional association meetings and court proceedings. These three aspects of the occupational system—technique, values, and institutional pathways—influenced how workers negotiated the impact of technological change in the field of forensic science.
      Citation: Administrative Science Quarterly
      PubDate: 2019-06-14T09:30:48Z
      DOI: 10.1177/0001839219855329
       
  • Indirect Compellence and Institutional Change: U.S. Extraterritorial Law
           Enforcement and the Erosion of Swiss Banking Secrecy
    • Authors: Florian Überbacher, Andreas Georg Scherer
      Abstract: Administrative Science Quarterly, Ahead of Print.
      Based on an in-depth, qualitative case study about a conflict between governmental authorities from the United States and Switzerland over the regulation of Swiss banks, we introduce indirect compellence as a novel triadic and indirect mechanism through which coercion leads to institutional change. Hostage-taking being a prototypical example, indirect compellence is typified by a coercive actor who takes a third party hostage to gain influence over a targeted actor. In our case, it meant that U.S. authorities (coercers) compelled Swiss policy makers (targets) to erode the famed Swiss banking secrecy rules by threatening the targets to otherwise enforce U.S. law extraterritorially against Swiss banks and bankers (hostages). Our constructivist and target-centered perspective explains this type of coercive pressure in detail, and it also suggests that targeted policy makers judge and respond to it contingent on their political ideologies. Our study contributes to research on power and influence in institutional environments and to research on global business regulation and transnational governance. Most generally, it also expands scholarly understanding of triadic relationships. In contrast to Simmelian perspectives’ focus on triads in which the third party is in a powerful brokerage position and frequently benefits as a tertius gaudens, our study suggests that the third party can also become a rather powerless tertius miserabilis who suffers rather than benefits from others’ conflict.
      Citation: Administrative Science Quarterly
      PubDate: 2019-06-14T09:30:34Z
      DOI: 10.1177/0001839219855033
       
  • Organizational Political Ideology and Corporate Openness to Social
           Activism
    • Authors: Abhinav Gupta, Forrest Briscoe
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-05-28T10:42:09Z
      DOI: 10.1177/0001839219852954
       
  • Parallel Play: Startups, Nascent Markets, and Effective Business-model
           Design
    • Authors: Rory M. McDonald, Kathleen M. Eisenhardt
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-05-24T02:18:20Z
      DOI: 10.1177/0001839219852349
       
  • Waiting to Inhale: Reducing Stigma in the Medical Cannabis Industry
    • Authors: Kisha Lashley, Timothy G. Pollock
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-05-24T02:17:59Z
      DOI: 10.1177/0001839219851501
       
  • Corrigendum: Marquis, Christopher, and Kunyuan Qiao
    • Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-04-25T03:56:58Z
      DOI: 10.1177/0001839219846350
       
  • Start-up Inertia versus Flexibility: The Role of Founder Identity in a
           Nascent Industry
    • Authors: Tiona Zuzul, Mary Tripsas
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-04-17T04:19:49Z
      DOI: 10.1177/0001839219843486
       
  • Duality in Diversity: How Intrapersonal and Interpersonal Cultural
           Heterogeneity Relate to Firm Performance
    • Authors: Matthew Corritore, Amir Goldberg, Sameer B. Srivastava
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-04-17T04:19:10Z
      DOI: 10.1177/0001839219844175
       
  • The Uniplex Third: Enabling Single-domain Role Transitions in Multiplex
           Relationships
    • Authors: Jian Bai Li, Henning Piezunka
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-04-17T04:18:30Z
      DOI: 10.1177/0001839219845875
       
  • Too Good to Hire' Capability and Inferences about Commitment in Labor
           Markets
    • Authors: Roman V. Galperin, Oliver Hahl, Adina D. Sterling, Jerry Guo
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-03-28T10:58:02Z
      DOI: 10.1177/0001839219840022
       
  • Organizational Structure from Interaction: Evidence from Corporate
           Sustainability Efforts
    • Authors: Sara B. Soderstrom, Klaus Weber
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-03-06T06:22:02Z
      DOI: 10.1177/0001839219836670
       
  • Gender Gaps in Perceived Start-up Ease: Implications of Sex-based Labor
           Market Segregation for Entrepreneurship across 22 European Countries
    • Authors: Vartuhi Tonoyan, Robert Strohmeyer, Jennifer E. Jennings
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-03-04T05:57:56Z
      DOI: 10.1177/0001839219835867
       
  • Gender-role Incongruity and Audience-based Gender Bias: An Examination of
           Networking among Entrepreneurs
    • Authors: Mabel Abraham
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-02-27T02:02:35Z
      DOI: 10.1177/0001839219832813
       
  • How to Join the Club: Patterns of Embeddedness and the Addition of New
           Members to Interorganizational Collaborations
    • Authors: Lei Zhang, Isin Guler
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-02-25T06:03:42Z
      DOI: 10.1177/0001839219834011
       
  • Explaining the Persistence of Gender Inequality: The Work–family
           Narrative as a Social Defense against the 24/7 Work Culture
    • Authors: Irene Padavic, Robin J. Ely, Erin M. Reid
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-02-14T09:21:38Z
      DOI: 10.1177/0001839219832310
       
  • Rapid Relationality: How Peripheral Experts Build a Foundation for
           Influence with Line Managers
    • Authors: Julia DiBenigno
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-01-22T09:29:50Z
      DOI: 10.1177/0001839219827006
       
  • A Model of Competitive Impression Management: Edison versus Westinghouse
           in the War of the Currents
    • Authors: Benjamin M. Cole, David Chandler
      First page: 1020
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      PubDate: 2019-01-03T05:02:56Z
      DOI: 10.1177/0001839218821439
       
  • Thomas B. Lawrence and Nelson Phillips. Constructing Organizational Life:
           How Social-Symbolic Work Shapes Selves, Organizations, and Institutions
    • Authors: Karl E. Weick
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      DOI: 10.1177/0001839219896664
       
  • Dual Networking: How Collaborators Network in Their Quest for Innovation
         This is an Open Access Article Open Access Article

    • Authors: Anne L. J. Ter Wal, Paola Criscuolo, Bill McEvily, Ammon Salter
      Abstract: Administrative Science Quarterly, Ahead of Print.
      Organizations typically employ a division of labor between specialist creator roles and generalist business roles in a bid to orchestrate innovation. We seek to determine the extent to which individuals dividing the work across roles can also benefit from dividing their network. We argue that collaborating individuals benefit from connecting to the same groups but different individuals within those groups—an approach we label dual networking—rather than from a pure divide-and-conquer approach. To test this argument, we study a dual career-ladder setting in a large multinational in which R&D managers and technologists partner up in their quest for innovation. We find that collaborators who engage in dual networking attain an innovation performance advantage over those who connect to distinct groups. This advantage stems from the opportunity to engage in the dual interpretation of input the partners receive, as well as from dual influencing that helps them to gain momentum for their proposed innovations, and it leads to more effective elaboration and championing of their ideas. In demonstrating these effects, we advance understanding of how collaborators organize their networking activities to best achieve innovative outcomes.
      Citation: Administrative Science Quarterly
      DOI: 10.1177/0001839219893691
       
  • Sam Friedman and Daniel Laurison: The Class Ceiling: Why It Pays to Be
           Privileged
    • Authors: Martin Kilduff
      Abstract: Administrative Science Quarterly, Ahead of Print.

      Citation: Administrative Science Quarterly
      DOI: 10.1177/0001839219893235
       
  • Waking from Mao’s Dream: Communist Ideological Imprinting and the
           Internationalization of Entrepreneurial Ventures in China
    • Authors: Christopher Marquis, Kunyuan Qiao
      Abstract: Administrative Science Quarterly, Ahead of Print.
      We theorize how an ideological imprint—ideology formed through past events—serves as an information filter that persistently affects individuals’ decision making and how subsequent behaviors of the imprinter—the entity that established the imprint—may alter it. We test our model with a longitudinal dataset of Chinese private entrepreneurs from 1993 to 2012, investigating the influence of a founder’s communist ideological imprint, which characterizes foreign capitalism as evil, and subsequent dynamics introduced by the imprinter—the Communist Party–led government of China—on two internationalization strategies that deal with foreign investors and markets: firms’ efforts to attract foreign capital and to expand globally. Our findings show that Chinese entrepreneurs’ communist ideological imprint negatively affects the internationalization of their ventures, while available and credible information contradicting communism—coming from the government directly, government-created industry social networks for entrepreneurs, or observing governmental support of internationalization—weakens the influence of the imprint. Our study contributes to a better understanding of imprinting and its decay, the effects of corporate decision makers’ political ideology, and the internationalization of firms.
      Citation: Administrative Science Quarterly
      DOI: 10.1177/0001839218792837
       
 
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