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Authors:Christine Beckman, Joan Friedman Abstract: Administrative Science Quarterly, Volume 68, Issue 1, Page v-vi, March 2023.
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Authors:Shoshana R. Dobrow, Hannah Weisman, Daniel Heller, Jennifer Tosti-Kharas Abstract: Administrative Science Quarterly, Ahead of Print. While a positive view of calling has been ubiquitous since its introduction into the literature over two decades ago, research remains unsettled about the extent to which it contributes to various aspects of the good life: an optimal way of living well via worthwhile endeavors. Further, scholars have identified two conceptual types of calling, marked by internal versus external foci; yet their differential impact on outcomes indicative of the good life, such as eudaimonic and hedonic well-being (characterized by the experience of purpose and meaning versus pleasure and happiness, respectively), is unknown. Through a meta-analysis of 201 studies, we provide the first systematic review focused on these two fundamental theoretical issues in the calling literature: how strongly related callings are to outcomes in the domains of work and life and which type of calling (internally or externally focused) more strongly predicts these outcomes, if either. We find that callings more strongly relate to outcomes indicative of the good life than recently argued. We further find that callings are more strongly linked to work than to life outcomes and to eudaimonic than to hedonic outcomes. The two types of calling converge in being associated with many similar outcomes, but they show some divergence: internally focused callings are more positively related to hedonic outcomes and less positively related to eudaimonic outcomes, relative to externally focused callings. This finding supports a view of callings as hierarchically structured, with a higher-order calling factor composed of two correlated yet distinct lower-order calling types. Integrating our meta-analytic findings with relevant literatures, we propose a theoretical model that addresses psychological and social need fulfillment through which different types of callings contribute to the good life. Citation: Administrative Science Quarterly PubDate: 2023-03-06T05:50:40Z DOI: 10.1177/00018392231159641
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Authors:Kimberly D. Elsbach Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Mary Benner Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Poornika Ananth, Sarah Harvey Abstract: Administrative Science Quarterly, Ahead of Print. Research on the creative process has focused on how an idea develops within a single focal creative project. But creators often work to develop creative portfolios featuring multiple projects that overlap and intertwine over time. Through an inductive qualitative study of creative workers in independent theater and in architecture, we explore how creators manage ideas across multiple projects when developing creative portfolios. Our emergent model shows how creators shift ideas across projects by stockpiling ideas from one creative project, transforming them into resources, and mobilizing them in their portfolios. Our analysis reveals that these practices unfold in distinct ways across two different processes for managing ideas: managing ideas strategically to build portfolios by realizing stockpiled ideas in new creative products across different opportunities, and managing ideas symbolically to balance creative outputs with new meanings constructed from unrealized ideas that represent the creator’s identity and journey. Our findings reveal the critical role of stockpiling in creative work, showing how different ways of stockpiling transform ideas into resources for developing a portfolio. Our portfolio perspective on the creative process informs our understanding of creative portfolios as they develop and evolve as well as the dynamics of creative processes as they unfold across different projects. Citation: Administrative Science Quarterly PubDate: 2023-02-16T10:29:39Z DOI: 10.1177/00018392231154909
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Authors:Yoonjin Choi, Paul Ingram, Sang Won Han Abstract: Administrative Science Quarterly, Ahead of Print. We propose that individuals differ in their ability to generate creative ideas as a function of the values, beliefs, and norms of their social group’s culture they have adopted and routinely use. To generate creative ideas, an individual needs to think differently from their group to generate novel ideas that others cannot, while understanding what the group will view as appropriate and practical. We view culture as a network of cultural elements and decompose individuals’ cultural adoption into two conceptually and empirically distinct dimensions. Cultural breadth, which reflects whether individuals have adopted a broad range of values, beliefs, and norms that span the organization’s culture, contributes to the novelty required for creativity. Cultural embeddedness, which reflects whether individuals have adopted the core values, beliefs, and norms entrenched in the organization’s culture, helps an individual generate ideas that others will view as useful. We predict that individuals with both high cultural breadth and high cultural embeddedness, who we label integrated cultural brokers, will be most likely to generate creative ideas that are novel and useful. We test and find support for our theory in two contexts: an e-commerce firm in South Korea and MBA students at a U.S. university. Citation: Administrative Science Quarterly PubDate: 2023-02-11T05:34:33Z DOI: 10.1177/00018392221146792
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Authors:Jake B. Grandy Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Alexandra Rheinhardt, Forrest Briscoe, Aparna Joshi Abstract: Administrative Science Quarterly, Ahead of Print. Social activists sometimes engage in a form of workplace activism that involves using their employer organization as an unofficial platform to communicate social issue messages to external stakeholders. This type of activism follows a different logic from that of more-familiar citizen activism, in which citizens directly target society and its institutions, and that of organizational-change activism, in which employees aim to influence their employer organization. This article develops and tests theory to understand this phenomenon of organization-as-platform activism, using the National Football League “Take a Knee” employee athlete protests as an empirical context. Drawing on past research on social movements and employee activism, we offer a theoretical comparison of these three forms of activism—citizen, organizational-change, and organization-as-platform—to conceptually distinguish them and to theorize factors that uniquely predict the occurrence of platform activism. We find evidence of predictors associated with the attributes of the organizational platform and those of the intended stakeholder audience. Organization-as-platform activism is associated with the accessibility and openness of the organizational platform for messaging use, the visibility of the organizational platform for message transmission, and the receptivity of the targeted stakeholder audience. As employees increasingly bring their non-work identities and beliefs into the workplace, our findings invite new research on the outcomes of platform activism for organizations, the implications of such activism for organizational stakeholder strategy, and the relation between platform activism and employee prosocial voice. Citation: Administrative Science Quarterly PubDate: 2023-01-16T11:46:24Z DOI: 10.1177/00018392221148725
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Authors:Wei Xia, H. Kevin Steensma, Xiaoou Bai Abstract: Administrative Science Quarterly, Ahead of Print. We explore the interplay between homophilic preferences, reciprocity, and societal values in the formation of venture capital investment syndicates in China. Both Chinese and U.S. syndicate lead firms generally prefer including their fellow compatriot firms over comparable non-compatriots in the investment syndicates that they assemble. When a Chinese firm initiates a collaborative first move by including a U.S. firm in an investment syndicate, however, the U.S. firm no longer prefers comparably familiar U.S. firms over the Chinese firm when it subsequently chooses among prospective syndicate partner firms to include in its investment syndicates. In such cases, familiarity triggers impartiality; the experiential trust that was garnered from the collaborative first-move engagement initiated by the Chinese firm diminishes the nationality-based homophilic preferences of the U.S. firm. We do not find similar dynamics when the tables are turned. When a U.S. firm initiates a collaborative first move by including a Chinese firm in an investment syndicate, the Chinese firm subsequently remains partial to fellow compatriot firms that are otherwise comparable to the U.S. firm. The homophilic preferences and identity-based trust between Chinese firms grounded in shared nationality are resilient to any goodwill created by U.S. firms when they initiate collaborative first moves. Citation: Administrative Science Quarterly PubDate: 2023-01-12T05:18:59Z DOI: 10.1177/00018392221145965
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Authors:Heejung Byun, Joseph Raffiee First page: 270 Abstract: Administrative Science Quarterly, Ahead of Print. Existing theories offer conflicting perspectives regarding the relationship between career specialization and labor market outcomes. While some scholars argue it is better for workers to specialize and focus on one area, others argue it is advantageous for workers to diversify and compile experience across multiple work domains. We attempt to reconcile these competing perspectives by developing a theory highlighting the voluntary versus involuntary nature of worker–firm separations as a theoretical contingency that alters the relative advantages and disadvantages associated with specialized versus generalized careers. Our theory is rooted in the notion that the characteristics of involuntary worker–firm separations (i.e., job displacement) simultaneously amplify the disadvantages associated with specialized careers and the advantages associated with generalized careers, thereby giving displaced generalists a relative advantage over displaced specialists. We find support for our theory in the context of U.S. congressional staffing, using administrative employment records and a regression discontinuity identification strategy that exploits quasi-random staffer displacement resulting from narrowly decided congressional reelection bids. Our theoretical contingency is further supported in supplemental regressions where correlational evidence suggests that while specialists tend to be relatively penalized in the labor market after involuntary separations, specialists appear to be relatively privileged when separations are plausibly voluntary. Citation: Administrative Science Quarterly PubDate: 2023-01-12T05:11:19Z DOI: 10.1177/00018392221143762
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Authors:Yuan Shi Abstract: Administrative Science Quarterly, Ahead of Print. This article examines whether intermediaries and consumers exert similar influence on producers’ boundary-spanning efforts. I propose that boundary spanning is primarily constrained by intermediaries specialized in the market, not by consumers. Consequently, producers are more likely to obscure boundaries when intermediaries’ power weakens. To test these ideas, I exploit a natural experiment that shifted the hitmaking power of genre-specific radio stations to general consumers and thus partially democratized the market mediation structure of the U.S. commercial music industry. The results indicate that after democratization occurred in 2012, record labels were more likely to introduce crossover offerings that incorporated features from other popular genres. Through mechanism triangulation efforts, I found that strategic reorientation, or producers’ attempt to appeal to a broader spectrum of consumers across genre lines, plausibly explains the crossover effect. This study highlights democratizing changes that dilute intermediaries’ influence as a novel explanation of why constraints on producers’ boundary decisions have weakened in some markets. The findings suggest that intermediaries’ and consumers’ expectations may diverge, acting as conflicting forces that organizations must carefully manage. Many organizations closely monitor intermediaries that are deemed influential, but their influence should not be taken for granted as marketplaces empower consumers and become more democratized. Citation: Administrative Science Quarterly PubDate: 2022-12-15T05:22:55Z DOI: 10.1177/00018392221143779
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Authors:Mark J. Zbaracki Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Olga M. Khessina Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Devika Narayan Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Michael Lounsbury Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Joel Bothello Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Mary Ann Glynn Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Pamela S. Tolbert Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Derek Harmon Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Rodolphe Durand Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Jen Rhymer First page: 1 Abstract: Administrative Science Quarterly, Ahead of Print. Collaboration is critical to organizations and difficult when work is distributed. Prior research has indicated that when individuals are distributed, organizations respond by structuring their work to decrease reciprocal interdependence, reduce the complexity of tasks that individuals perform, or accept moderate inefficiencies. Yet in an increasing number of organizations—location-independent organizations—employees are fully distributed, exist without a physical office, and engage in reciprocally interdependent work. To understand how these distributed organizations collaborate, I undertook an inductive multiple-case study. I identify two patterns of collaboration, an asynchronous orientation and a real-time orientation, and reveal the specific enabling practices for each, with a focus on asynchronous-oriented organizations. This research contributes to the distributed work literature by detailing three novel practices that enable effective collaboration for reciprocally interdependent work without geographic or temporal alignment and to the organizational design literature by identifying distinct approaches to distributed collaboration. This study also engages with the future-of-work conversation by providing empirical grounding that enhances our understanding of the theory, boundary conditions, and nuance of the phenomenon of distributed organizations, specifically location-independent organizations. Citation: Administrative Science Quarterly PubDate: 2022-10-25T05:08:43Z DOI: 10.1177/00018392221129175
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Authors:Alexandra Michel First page: 44 Abstract: Administrative Science Quarterly, Ahead of Print. When organizations take radically new forms, employees’ minds and bodies can also take radically new forms, but prior organizational research has lacked the concepts and data to understand such qualitative changes in persons. For 17 years, I studied a profound societal change, the market turn, inside organizations at their center, investment banks on Wall Street. The banks took a new, market-like form that facilitated the emergence of a cultural–historical new form of personhood, the body entrepreneur. Unlike traditional organizations, which predictably reward employee effort, the banks gradually decoupled rewards from effort, paying bankers for winning first internal and then external competitions and increasingly exposing them to market risk. Bankers internalized this entrepreneurial positioning by transforming their minds and bodies into resources for competitive success regardless of health consequences. As rewards became more elusive, bankers invested more resources, first the mind and then the body, and controlled them in progressively more powerful ways, first through cognitive techniques, then through self-experimentation with drugs. Bankers thus intervened more radically in their minds and bodies than organizations legitimately can, resulting in two qualitative person changes. One, bankers constructed personhood in cultural–historical new ways, changing from the traditional psychological self, which locates processes such as emotions and motivation in the mind, toward a somatic self, the body entrepreneur, which locates them in the body as brain states that bankers could self-design. Two, the body functioned in new ways: not inside–out as a biological imperative but outside–in, fluidly adjusting to changing situations. Whereas prior organizational theories have assumed what the body is, I problematize it, empirically studying the self-technologies through which people construct the culturally situated biologies that compel them to unproblematically reproduce new, market-like organizations. Citation: Administrative Science Quarterly PubDate: 2022-11-18T05:46:44Z DOI: 10.1177/00018392221135606
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Authors:Spencer H. Harrison, Noah Askin, Lydia Paine Hagtvedt First page: 97 Abstract: Administrative Science Quarterly, Ahead of Print. Many organizations rely on group work to generate creativity, but existing research lacks theory on how groups’ responses to recognition for creative achievement shape their subsequent creative outcomes. Through an inductive study of bands nominated for a Best New Artist Grammy from 1980 to 1990, we develop a theory of reactions to early recognition in creative groups. Our multi-method analyses include oral histories from members of each band and quantitative data, which we use to triangulate the processes they describe. Our findings reveal that groups developed sets of emergent reactions and active adjustments to the recognition and its consequences, which we call “recognition orientations.” We identify three such orientations—absorbing, insulating, and mixed—that reflect how groups interpret recognition and integrate it into their subsequent processes. Most groups struggled by absorbing recognition, which led to internalizing expectations and opening their relationships to outsiders, ultimately inhibiting creativity. Some groups began to insulate themselves from recognition by externalizing expectations and bounding relationships, allowing them to sustain creative output over time. Finally, other groups developed a mixed orientation, initially experiencing the pitfalls of elevated recognition-seeking but ultimately attempting to insulate their need for external recognition by refocusing on their creative process. These findings reveal that recognition can upend the creative process, and groups that begin absorbing recognition are, ironically, less likely to earn it again in the future. Filling a critical research gap on creative production among groups that intend to continue working together, the results distinguish the skills needed to manage recognition from those needed to generate creativity, and offer insight into how groups enact longevity. Citation: Administrative Science Quarterly PubDate: 2022-11-19T05:26:40Z DOI: 10.1177/00018392221136158
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Authors:Stoyan V. Sgourev, Erik Aadland, Giovanni Formilan First page: 146 Abstract: Administrative Science Quarterly, Ahead of Print. Color is omnipresent, but organizational research features no systematic theory or established method for analyzing it. We develop a relational approach to color, conceptualizing it as a means of positioning relative to a reference group or style and validating it through a computational method for processing digital images. The research context is Norwegian black metal—a genre of extreme metal music that achieved notoriety in the early 1990s through band members’ criminal activity. Our analysis of 5,125 album covers between 1989 and 2019 confirms the alignment of aesthetic and music features and articulates the role of color in the construction of a relational identity based on forces of association and disassociation. Black metal bands associated with past color choices of non-black metal bands up to a point, after which they started to disassociate from them. The positioning is dynamic, pursuing adaptation to external events. Black metal bands reacted to their stigmatization in Norwegian society by increasing colorfulness and later returning to a darker aesthetic in defiance of the genre’s commercialization. Our analysis attests to color’s ability to organize producers’ exchange of information and attention, illustrating the interweaving of aesthetic features and relational processes in markets. Citation: Administrative Science Quarterly PubDate: 2022-11-24T04:41:04Z DOI: 10.1177/00018392221137289
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Authors:Julien Clement First page: 186 Abstract: Administrative Science Quarterly, Ahead of Print. I develop and test a theory that explains why organizations may struggle to adapt in the face of change even when their members are aware of change, are motivated to adapt, and have the resources to do so. I build on complex-systems theory, which posits that organizations face a hierarchy of interdependent problems: they must choose how to fulfill different specialized tasks and choose processes to integrate the outputs of these tasks. Because these choices are interdependent, environmental change that directly affects only a few tasks in isolation can indirectly affect the viability of major organizational processes. Recognizing these ripple effects is difficult, however: understanding complex interdependencies is challenging for decision makers, and the division of labor within organizations can create an illusion of separability between tasks. As a result, organizations may respond to such change by engaging in “modular search” for new ways to fulfill specialized tasks, but they may fail to engage in “systemic search” for new processes integrating the outputs of specialized tasks unless they can rely on information-processing structures that help decision makers better understand interdependencies among choices. I test my theory by applying sequence analysis methods to micro-level behavioral data on competitive video gaming (esports) teams. Qualitative fieldwork and an online experiment provide additional evidence of my proposed mechanisms. Citation: Administrative Science Quarterly PubDate: 2022-11-29T04:46:28Z DOI: 10.1177/00018392221136267
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Authors:Victoria (Shu) Zhang, Aharon Cohen Mohliver, Marissa King First page: 228 Abstract: Administrative Science Quarterly, Ahead of Print. The misuse of prescription drugs is a pressing public health crisis in the United States that is fueled by high-risk prescribing. We show that high-risk prescribing comprises two distinct practices: (1) routinely overprescribing to patients whose prescription-fill patterns are consistent with misuse or abuse, which conforms to the definition of deviance in sociology, and (2) routinely overprescribing to patients whose prescription-fill patterns are within possible bounds of medical use, which does not. We call the second practice “liminal prescribing,” a term that indicates it is legally and morally ambiguous. Using 213.9 million prescriptions to construct a four-year panel of the patient-sharing networks of 500,472 physicians, we find that deviant and liminal prescribers have starkly different social network structures and social influence processes; larger and more cohesive networks among prescribers are associated with more deviance but less liminality. Physicians’ ties to liminal prescribers increase liminal prescribing but do not increase deviance. Our results suggest that liminal prescribing is distinct from deviant prescribing and is not a milder form of deviant prescribing. Liminal prescribing is far more prevalent than deviance and accounts for most of the oversupplied benzodiazepines in our dataset (55.8 versus 8.7 percent, respectively). Our study highlights that the social structures supporting liminal practices differ from those that support either rule-abiding practices or deviance. Citation: Administrative Science Quarterly PubDate: 2022-12-08T06:00:40Z DOI: 10.1177/00018392221137681
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