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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:Julia DiBenigno Abstract: Administrative Science Quarterly, Ahead of Print. How can a professional identity persist when it is mismatched with the reality of work demands in one’s first job' Existing theory suggests that new members of a profession should adapt their identities to align with their profession’s and organization’s goals. Using data from an ethnographic study of first-time hospital nurses, I develop the concept of idealized professional identities—identities rooted in the image and history of an occupation rather than in reality—and depict how these identities can persist through client interactions despite negative consequences. When left unchecked under the increasingly common conditions of weak on-the-job socialization, nurses in my study with idealized identities infantilized patients and purposefully avoided patients who denied their idealized identities even though these practices ran counter to the patient satisfaction and empowerment goals of the organization and nursing profession. The opportunity to enact cherished idealized identities with the few clients who granted them may have perpetuated these dynamics by supporting the retention of professionals who otherwise may have exited. This study suggests that socialization into a professional role may come not only from interactions with professional gatekeepers, peers, or organizational management but also from the internalization of idealized professional identities that may be kept alive through interactions with and about one’s clients. Citation: Administrative Science Quarterly PubDate: 2022-05-25T11:08:59Z DOI: 10.1177/00018392221098954
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Authors:Rodolphe Durand Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Anita M. McGahan Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Anna T. Mayo Abstract: Administrative Science Quarterly, Ahead of Print. Increasingly, organizational teams form quickly and change shape during their short lifespans, meaning they break from traditional definitions of “real” teams and experience instability in team membership and boundaries. While scholars have examined conditions that support effective teamwork in more-stable teams, we know little about how these dynamic teams can come to look like real teams that work interdependently rather than independently. My observations of and interviews with medical inpatient teams in a U.S. children’s hospital revealed a small subset of teams that succeeded at working interdependently within a core group (internally) and with a shifting set of peripheral contributors (externally). Brief periods of synchronous internal and external teamwork distinguished these emergently interdependent teams. To achieve these synchronous periods, core team members distributed their focus on internal team members and on peripheral members such as nurses, specialists, patients, and patients’ family members. Furthermore, core teams intertwined synchronous periods with cycles of external and internal coordination as team boundaries expanded and contracted. Such interdependence was associated with more-efficient work: faster morning rounds and, for patients, shorter hospital stays. Additionally, initial meetings among core team members set the stage for more-interdependent work. My findings contribute to dynamic teams research by illuminating the process of how teams can work interdependently as team boundaries expand and contract, to external activities research by suggesting that synchronous periods hold together previously documented cycles of separate internal and external activities, and to team launches research by extending work with more-stable teams to dynamic teams. Citation: Administrative Science Quarterly PubDate: 2022-05-12T01:17:07Z DOI: 10.1177/00018392221096451
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Authors:David Stark Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Phanish Puranam Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Alessandro Iorio Abstract: Administrative Science Quarterly, Ahead of Print. Interpersonal networks can be conceptualized not only as actual social structures surrounding individuals but also as cognitive social structures stemming from individuals’ perceptions of those relationships. Yet most research on social networks adopts either a structural or a perceptual perspective. In this article, I blend these two traditions to examine how actual and perceptual brokerage jointly determine innovation performance. I hypothesize that while actual brokerage benefits individuals by exposing them to nonredundant information, socially perceived brokerage—being perceived to bridge groups regardless of one’s actual network configuration—may trigger skepticism of brokers’ motives that could hinder their ability to innovate. Thus I argue that others’ perceptions of a focal actor’s brokerage opportunities constitute a critical contingency underlying network advantage. Using a multimethod approach, including a field study in a global consulting firm and a preregistered experiment, I find that individuals spanning structural holes achieve higher innovation performance when their colleagues perceive them to have closed rather than open networks, and that trust is the underlying mechanism driving this effect. Integrating insights from cognitive social structures into structural holes theory, this study illustrates the importance of considering both structural and perceptual mechanisms in modeling how individuals reap the benefits of brokerage. Citation: Administrative Science Quarterly PubDate: 2022-04-29T05:27:12Z DOI: 10.1177/00018392221092242
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Authors:Robert H. Frank Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Brice Dattée, Jean-Luc Arrègle, Paolo Barbieri, Thomas C. Lawton, Duncan N. Angwin Abstract: Administrative Science Quarterly, Ahead of Print. Through a 21-year longitudinal study of the relationship between Italian supercar manufacturer Automobili Lamborghini and its parent, German carmaker Audi AG, we examine how a unit’s degree of organizational autonomy is renegotiated over long periods of time. Using detailed empirical data, we develop a process model of the dynamics of organizational autonomy in a unit–parent relationship. This process model shows an ongoing dialectical tension between parent managers’ autonomy-reduction efforts and unit managers’ autonomy-extension efforts, and it reveals oscillations in the unit managers’ discretion over resource-orchestration decisions. Driving this dialectic are parent managers’ appraisal respect for the unit, their search for firm-wide strategic integration, and unit managers’ organizational identity and concern for distinctiveness. Our process model captures concurrent feedback loops that endogenously produce these oscillations between lower and higher autonomy. We then conceptualize a harmonic domain in the unit–parent relationship, in which these oscillations persist without deviating toward amalgamation or separation. Finally, we develop a theory of change in autonomy by identifying a theoretical link between resource orchestration and specific dimensions of organizational identity. Our study highlights the dialectical, dynamic, and ongoing nature of organizational autonomy. Citation: Administrative Science Quarterly PubDate: 2022-04-15T01:28:54Z DOI: 10.1177/00018392221091850
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Authors:Suntae Kim, Todd Schifeling Abstract: Administrative Science Quarterly, Ahead of Print. Social movements challenge incumbents and drive institutional change by introducing market alternatives—new products and organizational forms that embody an alternative institutional logic. Research has shown that in response to market alternatives, incumbents resist through heterogeneous behaviors: incumbents maintain their commitment to the dominant logic, effectively marginalizing challengers, while also ostensibly endorsing the alternative logic and often successfully coopting challengers. Although incumbents’ strategic responses to pioneering market alternatives are well documented, we do not know how their heterogeneous behaviors affect new waves of challenger mobilization and how these mobilizations may differently address the hazards of cooptation and marginalization. We investigate the rise of the B Corp (Certified B Corporation) movement against the backdrop of both ongoing shareholder supremacy and rising corporate social responsibility (CSR) among incumbent corporations. Our multi-method, multi-stage investigation reveals that heterogeneous incumbent behaviors encourage new waves of challenger mobilization by seeding divergent mobilizing frames. This variety can lead to a paradoxical form of mobilization in which challengers dynamically balance the tension between their movements’ focus on expansion and purity, rather than prioritizing one over the other. The B Corp movement demonstrates how achieving this balance may help challengers avoid cooptation or marginalization, sustain their challenge against incumbents, and achieve more-transformative change. For incumbents, our findings show that both resistance to and the ostensible embrace of alternative logics may stave off immediate challenges but can also invigorate future challenges that pose substantive threats to the dominant logic. Citation: Administrative Science Quarterly PubDate: 2022-04-15T01:28:39Z DOI: 10.1177/00018392221091734
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Authors:Justin M. Berg Abstract: Administrative Science Quarterly, Ahead of Print. Creative industries produce many one-hit wonders who struggle to repeat their initial success and fewer hit makers who sustain success over time. To develop theory on the role of creativity in driving sustained market success, I propose a path dependence theory of creators’ careers that considers creators’ whole portfolios of products over time and how their early portfolios shape their later capacity to sustain success. The main idea is that a creator’s path to sustained success depends on the creativity in their portfolio at the time of their initial hit—relatively creative portfolios give creators more options for leveraging their past portfolios while adapting to market changes, increasing their odds of additional hits. I tested the proposed theory using an archival study of the U.S. music industry from 1959–2010, including data on over 3 million songs by 69,050 artists, and the results largely support the hypotheses. Artists who reached their initial hits with relatively creative (novel or varied) portfolios were more likely to generate additional hits, but a novel portfolio was less likely to yield an initial hit than was a typical portfolio. These findings suggest that new creators face a tradeoff between their likelihood of initial versus sustained success, such that building a relatively creative early portfolio is a risky bet that can make or break a creator’s career. Citation: Administrative Science Quarterly PubDate: 2022-03-25T05:39:07Z DOI: 10.1177/00018392221083650
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Authors:Lori Yue Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Letian Zhang Abstract: Administrative Science Quarterly, Ahead of Print. This article suggests that regulations targeting the U.S. public sector may influence racial inequality in the private sector. Since the 1990s, nine states have banned affirmative action practice in public universities and state governments. I theorize that although these bans have no legal jurisdiction over private-sector firms, they could influence such firms normatively. After such a ban, executives who have been skeptical of Equal Employment Opportunity (EEO) policies may feel more normative license to reduce commitment to EEO practices. Using a difference-in-differences estimation on 11,311 firms from 1985 to 2015, I find that the bans are indeed associated with slower racial progress in private-sector firms: after a state adopts the affirmative action ban, growth in the proportion of Black managers in establishments with corporate headquarters in that state slows by more than 50 percent, and this slowdown is mostly concentrated in firms with politically conservative CEOs. These findings suggest a mechanism for the persistence of racial inequality and show that regulations can influence actors well beyond legal jurisdictions. Citation: Administrative Science Quarterly PubDate: 2022-03-18T01:02:09Z DOI: 10.1177/00018392221085677
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Authors:Winnie Yun Jiang Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Neil Fligstein Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Bruce G. Carruthers Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Ellen Ernst Kossek Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Mitchel Y. Abolafia Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:John Weeks Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Deborah Gruenfeld Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Alicia DeSantola Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Martin Ruef Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Madeline Toubiana, Trish Ruebottom First page: 515 Abstract: Administrative Science Quarterly, Ahead of Print. Scholars studying stigmatized, or “dirty work,” occupations have tended to characterize people outside of the occupation as the stigmatizers and those within the occupation as social supports who buffer each other from stigma. We argue that this characterization discounts the unique ways stigmatization can take place within heterogeneous occupations and the challenges it raises for finding support from other occupational members. Based on a six-year qualitative study of the sex work occupation in Canada, we explore the internal dynamics of stigmatization in the occupation. Our analysis reveals that sex workers are not just the stigmatized but also the stigmatizers, as they elaborate, borrow, and adapt perceptions of stigma to rank and place each other into a stigma hierarchy. To avoid the risks of being stigmatized based on this hierarchy, sex workers engage in stealth organizing to find safe others within the occupation to provide social support. Thus the occupation is not a stigma-free safe haven for its workers. Instead, the occupation as a whole is characterized by dissension among its members. Their efforts to find social support lead to what we call bounded entitativity: a sense of being grouplike that is confined to small community groups within a broader occupational context of dissension. We found bounded entitativity to be associated with challenges for occupational members in undertaking social change efforts. Citation: Administrative Science Quarterly PubDate: 2022-02-01T05:19:38Z DOI: 10.1177/00018392221075344
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Authors:Adam J. Wowak, John R. Busenbark, Donald C. Hambrick First page: 553 Abstract: Administrative Science Quarterly, Ahead of Print. Business leaders have traditionally avoided wading into society’s debates. Yet more and more CEOs are taking visible public stands on hotly contested issues, engaging in what has come to be called CEO sociopolitical activism. Despite its growing prevalence and potentially major implications, this class of executive behaviors remains largely unexplored by organizational scholars. Our study tests and elaborates on stakeholder alignment theory to investigate the influence of CEO activism on employees’ attitudes and behaviors, particularly its effects on employees’ organizational commitment and support for the ideology underpinning the CEO’s public stance. Our theoretical predictions hinge on the degree of alignment between the CEO’s stance and the prevailing ideological tilt of the employee population, as well as the degree to which employees view the CEO as a credible leader. We test our ideas in the context of a highly publicized letter signed by nearly 100 public company CEOs in opposition to North Carolina’s controversial 2016 “bathroom bill.” Relying on multiple data sources to examine differences between firms whose CEOs signed the letter and firms whose CEOs declined the invitation to sign, we find general support for our theory, indicating that CEO activism has important intra- and extra-firm implications. Citation: Administrative Science Quarterly PubDate: 2022-02-18T05:25:23Z DOI: 10.1177/00018392221078584
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