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Authors:Christine M. Beckman Pages: v - vi Abstract: Administrative Science Quarterly, Volume 70, Issue 1, Page v-vi, March 2025.
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Authors:Michaël Bikard; Isabel Fernandez-Mateo, Ronak Mogra Abstract: Administrative Science Quarterly, Ahead of Print. Science is fundamental to the innovation process; however, not all scientific ideas significantly contribute to shaping technological developments. In this article, we argue that, despite having strong incentives to build on the most promising ideas, ... Citation: Administrative Science Quarterly PubDate: 2025-04-17T06:04:51Z DOI: 10.1177/00018392251331957
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Authors:Summer Jackson Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Reuben Hurst Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Jeffrey G. York Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:David J. G. Dwertmann; Stephan A. Boehm, Kristie L. McAlpine, Mukta Kulkarni Abstract: Administrative Science Quarterly, Ahead of Print. Disability is typically perceived negatively, and employees with a disability are viewed as a burden that requires accommodation. We draw from creativity theory to challenge this view and propose that disability can make workplace imperfections salient, ... Citation: Administrative Science Quarterly PubDate: 2025-03-20T04:01:29Z DOI: 10.1177/00018392251326110
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Authors:Kimberly Kay Hoang Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Jillian Chown; Carlos Inoue Abstract: Administrative Science Quarterly, Ahead of Print. Peer influence is crucial in shaping work practices within organizations, yet the impact of formal organizational structures on this influence remains underexplored. We argue that task structures, which capture how tasks are allocated and configured ... Citation: Administrative Science Quarterly PubDate: 2025-03-17T04:45:28Z DOI: 10.1177/00018392251321843
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Authors:Julie Battilana; Christine M. Beckman, Julie Yen Abstract: Administrative Science Quarterly, Ahead of Print. As threats to democracy endanger the rights and freedoms of people around the world, scholars are increasingly interrogating the role that organizations play in shaping democratic and authoritarian societies. Just as societies can be more or less ... Citation: Administrative Science Quarterly PubDate: 2025-03-13T04:57:50Z DOI: 10.1177/00018392251322430
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Authors:Xu Li, Amandine Ody-Brasier; Amandine Ody-Brasier Abstract: Administrative Science Quarterly, Ahead of Print. Why would a law-abiding occupational community support members engaged in legally prohibited actions' We propose that lawbreaking can elicit informal support when it is construed as a disinterested action—intended to serve the community rather than the perpetrator. We study how illegal remixing (“bootlegging”) affects an artist’s ability to secure opening act and other performance opportunities in the electronic dance music (EDM) community, whose members endorse the substance of copyright law but whose norms about bootlegging are ambiguous. Data on 38,784 disc jockeys (DJs) across 97 countries over 10 years reveal that producing bootlegs is associated with more opportunities to perform, compared to producing official remixes or original music. This effect disappears when community members view bootlegging as a self-serving action—primarily designed to benefit the perpetrator. An online experiment and an expert survey rule out the possibility that bootlegs are considered more creative, of higher quality, or better able to attract attention. We shed additional light on our proposed mechanism by analyzing data from 34 interviews with EDM professionals. This helps us to explain how a lawbreaker can paradoxically be perceived as serving the community, thereby eliciting active community support for their action. Citation: Administrative Science Quarterly PubDate: 2025-02-25T04:49:51Z DOI: 10.1177/00018392251320898
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Authors:Laura Adler, Elena Ayala-Hurtado; Elena Ayala-Hurtado Abstract: Administrative Science Quarterly, Ahead of Print. Job seekers often rely on help from social ties in the search for employment. Yet the job search is characterized by meritocratic ideals according to which candidates should be selected based on their qualifications, not their connections. How do people justify the use of connections given the conflicting cultural logics of social capital and meritocracy' We conduct an inductive analysis of 56 interviews with young Spaniards experiencing a difficult labor market and identify a novel process of justification, situational alignment, that reconciles these conflicting logics. Respondents justified situations in which connections provided assistance as legitimate when they perceived alignment among the job seeker, job, and type of help that connections provided. Respondents deemed illegitimate the situations in which these were not aligned. These justifications allowed respondents to embrace the social capital logic’s prescription to use connections, while upholding the meritocratic principle that jobs be awarded based on qualifications. We further find that situations involving close ties were more readily justified than those involving distant others. We test this inductively derived process using a survey experiment with 1,536 young Spaniards. This study demonstrates that perceptions of merit are situated, and advances the understanding of social capital by identifying a novel process of justification that contributes to labor market inequality. Citation: Administrative Science Quarterly PubDate: 2025-02-25T04:40:51Z DOI: 10.1177/00018392251318974
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Authors:Thomas P. Lyon Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Farnaz Ghaedipour Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Matthias Tröbinger Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Emma L. Frank, Kai Krautter, Wen Wu, Jon M. Jachimowicz; Kai Krautter, Wen Wu, Jon M. Jachimowicz Abstract: Administrative Science Quarterly, Ahead of Print. Prior research suggests that employees benefit from highly passionate teammates because passion spreads easily from one employee to the next. We develop theory to propose that life in high-passion teams may not be as uniformly advantageous as previously assumed. We suggest that high-passion teams also evoke pressures that lead employees to expend effort to increase their levels of passion, which negates the benefits the team provides. We first conducted an experience-sampling study at an engineering company involved in the production and maintenance of critical infrastructure that benefits the greater good, with 829 employees nested in 155 teams, which we surveyed three times per day for 20 consecutive work days. These data show that employees caught their teammates’ passion and consequently reported better performance, lower emotional exhaustion, and a stronger sense of social connection. However, these benefits coexisted alongside costs employees incurred that were associated with increasing their passion. In a subsequent pre-registered experiment (N = 1,063), we provide causal evidence for these effects and their underlying mechanism, finding that passion contagion is particularly effort-laden—more so than contagion of other states and increases in passion that are not the result of contagion. We develop a theory of differentiated passion contagion that exposes the effort inherent in contagion and the implications of that effort. Our work suggests that passion caught from others may hold less value than passion incited from within, and shifts our understanding of when and why passion for work is beneficial and detrimental. We also discuss implications for broader emotional contagion theory. Citation: Administrative Science Quarterly PubDate: 2025-02-06T11:49:25Z DOI: 10.1177/00018392251316299
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Authors:Ryan T. Allen, Rory M. McDonald; Rory M. McDonald Abstract: Administrative Science Quarterly, Ahead of Print. Prior research on data-driven innovation, which assumes quantitative analysis as the default, suggests a tradeoff: Organizations that rely heavily on data-driven analysis tend to produce familiar, incremental innovations with moderate commercial potential, at the expense of risky, novel breakthroughs or hit products. We argue that this tradeoff does not hold when quantitative and qualitative analysis are used together. Organizations that substantially rely on both types of analysis in the new-product innovation process will benefit by triangulating quantifiably verifiable demand (which prompts more moderate successes but fewer hits) with qualitatively discernible potential (which prompts more novelty but more flops). Although relying primarily on either type of analysis has little impact on overall new-product sales due to the countervailing strengths and weaknesses inherent in each, together they have a complementary positive effect on new-product sales as each compensates for the weaknesses of the other. Drawing on a unique dataset of 3,768 new-product innovations from NielsenIQ linked to employee résumé job descriptions from 55 consumer-product firms, we find support for our hypothesis. The highest sales and number of hits were observed in organizations that demonstrated methodological pluralism: substantial reliance on both types of analyses. Further mixed-method research examining related outcomes—hits, flops, and novelty—corroborates our theory and confirms its underlying mechanisms. Citation: Administrative Science Quarterly PubDate: 2025-01-25T05:46:17Z DOI: 10.1177/00018392251313737
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Authors:Roy Suddaby Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Yishu Cai, Lori Qingyuan Yue, Fangwen Lin, Shipeng Yan, Haibin Yang; Lori Qingyuan Yue, Fangwen Lin, Shipeng Yan, Haibin Yang Abstract: Administrative Science Quarterly, Ahead of Print. Firms with political connections to a regime with an authoritarian history face a dilemma when the regime undergoes a democratic transition. Such connections provide an essential competitive advantage when the regime is in power but become a liability when an institutional transition brings democratic change. This study theorizes that when mass protests expose a regime’s distorted policies favoring elites over others and signal a high probability of regime turnover, firms may hedge against the risks associated with their political connections by engaging in philanthropy. We further contend that this effect is stronger for firms located in regions characterized by the rise of an opposing political party or a strong civil society. We find support for our theory in Taiwan’s 2014 Sunflower Movement. Our article reveals a strategy that firms adopt to survive democratic transitions and thus contributes to research on how firms use non-market strategies to adapt to institutional changes. Our research also shows that strategic corporate social responsibility (CSR) can substitute for corporate political activity or compensate for its limitations, and it expands research on the signaling function of social movements from public to private politics. Citation: Administrative Science Quarterly PubDate: 2025-01-17T06:45:09Z DOI: 10.1177/00018392241307852
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Authors:Andrew B. Hargadon Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Beth A. Bechky, Gerald F. Davis; Gerald F. Davis Abstract: Administrative Science Quarterly, Ahead of Print. This essay in honor of ASQ's 70th volume surveys how technology-driven changes in scholarly publishing have introduced algorithmic management to organizational research. The internet greatly reduced the cost of publishing journals and prompted an orders-of-magnitude increase in the number of journals and articles while also foregrounding quantitative metrics for scholarship. Given the academic incentive system of publish or perish, the new online ecosystem has encouraged problematic practices by scholars and publishers that threaten the standards and values of organizational theory. The advent of generative artificial intelligence within this milieu is almost certain to worsen the publishing trends we have already experienced. Drawing on prior literature about the centrality of deep intellectual engagement through reading, writing, and interactions with colleagues, we propose a set of reforms to preserve the sacredness of craft and community at the core of our scholarly work. Citation: Administrative Science Quarterly PubDate: 2024-12-26T04:21:29Z DOI: 10.1177/00018392241304403
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Authors:Anna Kim Abstract: Administrative Science Quarterly, Ahead of Print. Organizations often claim that their actions benefit others, for example in social impact initiatives, eliciting positive legitimacy evaluations from a broad range of audiences even though such initiatives may produce limited or even harmful effects on target beneficiaries. While scholars have begun to examine relational dynamics between organizations and evaluators who render judgments about organizational legitimacy, target beneficiaries have been typically considered as the passive recipients of positive or negative impacts of organizational actions. Drawing on qualitative data from a corporate social responsibility project in Kenya, this study reveals a triadic relationship (organization–evaluators–target beneficiaries) that establishes organizational legitimacy in the eyes of evaluators while generating substantive benefits for target beneficiaries. Far from being passive, target beneficiaries actively participated in the organizational legitimation process by corroborating, in their communications with evaluators, the organization’s social impact claims. This corroboration provided leverage for the target beneficiaries to negotiate organizational support in order for them to redirect off-the-shelf practices toward contextualized practices that generated substantive benefits to themselves. Going beyond the organization–evaluator dyad, the study contributes a triadic perspective on social impact and reveals how target beneficiaries’ participation can reshape the processes and outcomes of social impact creation. Citation: Administrative Science Quarterly PubDate: 2024-12-26T04:14:33Z DOI: 10.1177/00018392241303580
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Authors:Melanie K. Prengler, Anthony C. Klotz, Chad Murphy; Anthony C. Klotz, Chad Murphy Abstract: Administrative Science Quarterly, Ahead of Print. To access the benefits of mobility, digital nomads regularly disconnect from their physical locations, which should prevent them from forming a sense of place. Yet, they need this sense of place to work effectively and continue to work as digital nomads. Identifying this tension between mobility and work as the mobile worker paradox, we conduct a qualitative analysis of 73 interviews with 67 digital nomads and advance a theoretical model showing two paths by which digital nomads navigate this paradox. As digital nomads initially move to a new location, they experience placelessness—enjoying freedom and being burdened by the lack of structure. They use their freedom for nonwork adventures, and they address burdens via work placemaking, resulting in placefulness, which is a deep connection to their physical location. We find that digital nomads interpret placefulness differently according to their degree of wanderlust, which determines whether they navigate the mobile worker paradox through place iteration or place integration. Challenging the idea that mobility and a sense of place are incompatible, this study enhances our understanding of digital nomads and mobile workers broadly, and it contributes to the literatures on place, paradox, and flexible work. It also invites further research on hybrid workers, the importance of wanderlust in contemporary work arrangements, and the career implications of place iteration and place integration. Citation: Administrative Science Quarterly PubDate: 2024-12-26T04:00:30Z DOI: 10.1177/00018392241302795
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Authors:Anastasiya Zavyalova Abstract: Administrative Science Quarterly, Ahead of Print. Most organizational stigma research focuses on preexisting stigma, leaving largely unexplored the question of how the stigmatization process unfolds. The few studies on the stigmatization of organizations have not explored the dynamics between the stigmatizer and the stigmatized or the role of the government. I address these voids by explicating the process of top-down stigmatization of Russian NGOs after the passage of the 2012 foreign agents law. Through an inductive approach relying on archival data, online sources, and interviews, I uncover an authoritarian government’s deliberate stigmatization of select NGOs by assigning to them the resurrected historical label of “foreign agent.” I present a three-phase process model of stigmatization: stigmatizing label emergence, stigma enforcement and contestation, and stigma propagation. I also detail the iterative manner through which the government used burdening, isolating, and intimidating enforcement tactics and how the stigmatized organizations devised coping strategies: persist, adjust, dispute, and evade. The outcomes of the process were the broadening of the scope of targets and criteria for stigmatization and the NGOs’ destabilized existence. I highlight the critical roles of power imbalance, limited action by international authorities, and lagged media attention. I conclude by discussing how these findings may generalize beyond authoritarian regimes. Citation: Administrative Science Quarterly PubDate: 2024-12-18T12:37:44Z DOI: 10.1177/00018392241297379
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Authors:Stewart Clegg Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Sruthi Thatchenkery, Henning Piezunka; Henning Piezunka Abstract: Administrative Science Quarterly, Ahead of Print. Despite the benefits associated with interorganizational collaborations, they often fail to meet partnering firms’ expectations. A common issue is competitive tension between partners. Yet, competitive tension is a well-known issue in collaboration, such that partners should be able to set expectations and manage it accordingly. Why, then, does competitive tension often derail collaborations' We suggest that whether partners perceive each other as competitors is a key but understudied aspect of how competition shapes collaboration. We hypothesize that misaligned perception—one firm perceiving the other as a competitor but not vice versa—leads to misplaced expectations about partner behavior and collaboration performance and subsequent failure to meet those expectations. We test our theory in the U.S. software industry and find that collaborations characterized by misaligned perception are less likely to be renewed, even after controlling for partner quality and market overlap (i.e., objective competitive tension). Our examination of the social structure surrounding collaborations illustrates how the perceptions of third parties can moderate the effect of misaligned perception. We examine mechanisms and find that misalignment is linked to litigation between partners and lower collaboration performance. We contribute to the literatures on interfirm collaboration and on perception in social networks. Citation: Administrative Science Quarterly PubDate: 2024-12-17T01:00:27Z DOI: 10.1177/00018392241299787
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Authors:Mathijs de Vaan, Toby Stuart; Toby Stuart Abstract: Administrative Science Quarterly, Ahead of Print. Third parties who refer clients to expert service providers help clients navigate market uncertainty by curating well-tailored matches between clients and experts and by facilitating post-match trust. We argue that these two functions often entail trade-offs because they require referrers to activate network relationships with different experts. While strong ties between referrers and experts promote trust between clients and experts, the presence of such ties reduces the likelihood that intermediaries refer clients to socially distal experts who may be better suited to serve clients’ needs. We examine this central and unexplored tension by using full population medical claims data for the state of Massachusetts. We find that when primary care physicians (PCPs) refer patients to specialists with whom the PCPs have strong ties, patients demonstrate more confidence in the specialists’ recommendations. However, a strong tie between the PCP and specialist also reduces the expertise match between a patient’s health condition and a specialist’s clinical experience. These findings suggest that the two central means by which referrers add value may be at odds with one another because they are maximized by the activation of different network ties. Citation: Administrative Science Quarterly PubDate: 2024-12-10T04:22:06Z DOI: 10.1177/00018392241296140
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Authors:Markus C. Becker Abstract: Administrative Science Quarterly, Ahead of Print. Entrepreneurs can have a long-lasting impact on organizations they found, despite significant changes in the environment. Imprinting theory offers an explanation for this. Yet, knowledge of how imprinting occurs is still limited. Scholars have therefore called for more attention to processes and micro-level theories of imprinting, including the role of individuals. I therefore ask, how do entrepreneurs imprint organizations' Drawing on material from company archives, I conducted a longitudinal, historical case study of Zeiss, a German manufacturer of optical instruments, covering the period 1846–1990. I show how individual blueprints of the founder and his business partner were translated into persistent features of the organization through early decisions, teaching, role modeling, and formalized rules, which left structural, behavioral, and product imprints. The article extends theory on imprinting by shedding light on blueprints as sources of imprints, the multiple mechanisms by which individuals persistently shape core features of an organization, and the multiple organizational dimensions on which imprints are left. Citation: Administrative Science Quarterly PubDate: 2024-12-09T11:55:15Z DOI: 10.1177/00018392241295929
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Authors:Heather Haveman Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:David Lingelbach, Valentina Rodríguez Guerra; Valentina Rodríguez Guerra Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Stoyan V. Sgourev Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Donald Lange Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Grace Augustine, Leanne Hedberg, Tae-Ung Choi, Michael Lounsbury; Leanne Hedberg, Tae-Ung Choi, Michael Lounsbury Abstract: Administrative Science Quarterly, Ahead of Print. Studies examining the impact of social movements on organizations have focused primarily on what leads to initial concessions in response to movement targeting. A key remaining question is what comes next, or how do movement priorities become institutionalized within organizations and across fields via downstream processes' We argue that central actors in these downstream efforts are members of occupations that have been created out of movement pressure on organizations. In this study, we examine the longitudinal evolution of a movement-backed occupation: recycling coordinators in higher education. By conducting historical, processual analyses of 25 years of online conversations among over 1,000 recycling coordinators, we identify three key tensions they faced in trying to embed practices and an ethos from the environmental movement and in trying to progress their organizations toward evolving movement concerns (from recycling to sustainability). We uncover how the coordinators navigated these tensions, finding that while they succeeded in institutionalizing recycling and expanding their organizations toward a new wave of movement concerns regarding sustainability, their occupation nonetheless experienced demise. Our findings set the foundation for future research on the downstream efforts and occupational actors that are vital for institutionalizing movement demands. Citation: Administrative Science Quarterly PubDate: 2024-10-11T04:49:48Z DOI: 10.1177/00018392241287523
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Authors:Chad Navis Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Oliver Schilke Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Brandy Aven Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Gerard George Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Stephanie Decker Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Tammar B. Zilber Abstract: Administrative Science Quarterly, Ahead of Print.
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Authors:Patricia H. Thornton Abstract: Administrative Science Quarterly, Ahead of Print.
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