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Journal Cover Academy of Management Journal
  [SJR: 10.317]   [H-I: 227]   [267 followers]  Follow
   Full-text available via subscription Subscription journal
   ISSN (Print) 0001-4273 - ISSN (Online) 1948-0989
   Published by Academy of Management Homepage  [6 journals]
  • Falling in Love Again with What We Do: Academic Craftsmanship in the
           Management Sciences
    • Authors: Markus Baer; Jason D. Shaw
      Pages: 1213 - 1217
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2017.4004
      Issue No: Vol. 60, No. 4 (2017)
  • Glass Breaking, Strategy Making, and Value Creating: Meta-Analytic
           Outcomes of Women as CEOs and TMT members
    • Authors: Seung-Hwan Jeong; David A. Harrison
      Pages: 1219 - 1252
      Abstract: We conduct a comprehensive synthesis of the research on how female representation in the upper echelons (i.e., top management teams and chief executive officer positions) might affect firm performance. To help resolve longstanding theoretical, empirical, and substantive debates, we present an integrative conceptual framework based on the overarching concepts of unique resource portfolios, team decision-processes, and role incongruence perceptions. We test predictions from this framework using meta-analytic techniques on a sample of 146 primary studies conducted in 33 different countries. We find that female representation in the upper echelons in general is positively and weakly related to forms of long-term financial performance, but negatively and weakly related to short-term stock market returns. We observe that reduced strategic risk-taking is a mediating mechanism that explains why financial performance is improved. We also show that financial performance improvements are accentuated in environmental and organizational contexts that provide greater decision latitude to executives. Finally, we discuss and provide preliminary tests for extending these effects to other stakeholders (corporate social performance) and different time intervals for performance.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0716
      Issue No: Vol. 60, No. 4 (2017)
  • Institutional Complexity in Turbulent Times: Formalization, Collaboration,
           and the Emergence of Blended Logics
    • Authors: Tommaso Ramus; Antonino Vaccaro, Stefano Brusoni
      Pages: 1253 - 1284
      Abstract: This paper explores how organizations dealing with institutional complexity manage internal tensions triggered by environmental turbulence. Based on a longitudinal, comparative study, we extend previous research that has identified collaboration and formalization as possible mechanisms to reconcile organizational tensions in such situations. We show that neither of these mechanisms is sufficient in itself to resolve tensions. Rather, it is the structured interaction between collaboration and formalization that allows organizations to successfully blend logics and reconcile their conflicting demands. On the basis of our findings, we develop a process model that explains how organizations change in response to environmental turbulence.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.0394
      Issue No: Vol. 60, No. 4 (2017)
  • A Neurological and Ideological Perspective of Ethical Leadership
    • Authors: David A. Waldman; Danni Wang, Sean T. Hannah, Pierre A. Balthazard
      Pages: 1285 - 1306
      Abstract: A growing body of literature has considered the outcomes of ethical leadership in terms of positive effects on followers. However, little research has addressed its antecedents. We thus have insufficient knowledge of the personal characteristics or qualities of ethical leaders. Accordingly, the current research draws on conceptualizations of what constitutes the moral self through conceiving such characteristics largely in terms of a neurological index derived through quantitative electroencephalogram, in combination with ethical ideology. Integrating neuroscience and moral psychology, our findings suggest that the interaction of leader relativism and idealism partially mediates the effects of the brain’s default mode network in the prediction of ethical leadership.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0644
      Issue No: Vol. 60, No. 4 (2017)
  • When Does Medici Hurt Da Vinci' Mitigating the Signaling Effect of
           Extraneous Stakeholder Relationships in the Field of Cultural Production
    • Authors: Yuliya Shymko; Thomas J. Roulet
      Pages: 1307 - 1338
      Abstract: Does corporate philanthropy have an indiscriminately positive effect on recipients' Our baseline argument asserts that relationships with stakeholders outside the field, such as corporate donors, can be perceived as a deviation from the dominant logic at the industry level, and thus as a negative signal by peers. How can recipients mitigate this adverse effect on social evaluations' To answer this question, we study how corporate benefaction affects the process of peer recognition in the context of Russian theaters from 2004 to 2011. First, we engage in a qualitative exploration of our setting to contextualize our hypotheses and understand how relationships with corporate donors, depending on their characteristics, affect peer recognition. We then quantitatively test our hypotheses and confirm that the salience of the relationship with extraneous stakeholders—operationalized as the number of corporate donors—has a negative effect on peer recognition. However, we find that this effect can be mitigated if theaters choose to limit the breadth, depth, and negative valence of the relationship. We contribute to both the institutional logics and stakeholder literatures by bringing in a signaling perspective: we show that peer recognition, upon which the maintenance of a dominant logic lies, is directly impacted by the nature of relationships with extraneous stakeholders.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.0464
      Issue No: Vol. 60, No. 4 (2017)
  • Economic Downturns Undermine Workplace Helping by Promoting a Zero-Sum
           Construal of Success
    • Authors: Nina Sirola; Marko Pitesa
      Pages: 1339 - 1359
      Abstract: Workplace helping is essential to the success of organizations and economies. Given the economic benefits of helping, it seems important that, during difficult economic periods, the amount of helping does not decline. Yet, in this research, we propose and show that it does. We argue that cues that signal the economy is performing poorly prompt a construal that the success of one person implies less success for others. This zero-sum construal of success in turn makes employees less inclined to help. Four studies found evidence consistent with our theory. Study 1 found that worse economic periods are associated with a more zero-sum construal of success, using data from 59,694 respondents surveyed across 51 countries and 17 years and objective indicators of their macroeconomic environments. Studies 2 and 3 experimentally induced the perception that the U.S. economy was performing poorly with a sample of U.S. employees and found that this perception led employees to have a more zero-sum construal of success and made them less inclined to help. Study 4 was an unobtrusive experiment carried out among freelance professionals from 47 countries, and it found that participants’ perception that the economy in their country was in a downturn was associated with a more zero-sum construal of success and less helping behavior. This research demonstrates the importance of bridging the macro–micro divide in organizational sciences and considering the impact of macroeconomic changes on individual employee psychology and behavior.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.0804
      Issue No: Vol. 60, No. 4 (2017)
  • The Conditional Importance of Prior Ties: A Group-Level Analysis of
           Venture Capital Syndication
    • Authors: Lei Zhang; Anil K. Gupta, Benjamin L. Hallen
      Pages: 1360 - 1386
      Abstract: While there is growing scholarly interest in multiparty collaborations that involve three or more firms, most of this literature has focused on the governance, performance, and dissolution of such collaborations. Accordingly, less is known about which multiparty collaborations are likely to form or the extent to which the formation of multiparty collaborations may differ from the formation of dyadic collaborations. We address these gaps by exploring the formation of multiparty venture capital syndicates—a context that exhibits substantial multiparty collaboration but is not often examined through the multiparty lens. We argue and show that multiparty syndication is influenced by a number of group-level constructs. We highlight how group-level venture capital syndicate formation is not a simple deductive elaboration of dyadic venture capital syndication, but, instead, involves different constructs and logics. We also offer insight into how status dynamics may differ between dyads and groups.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2013.1088
      Issue No: Vol. 60, No. 4 (2017)
  • Symbiont Practices in Boundary Spanning: Bridging the Cognitive and
           Political Divides in Interdisciplinary Research
    • Authors: Sarah Kaplan; Jonathan Milde, Ruth Schwartz Cowan
      Pages: 1387 - 1414
      Abstract: Organizing for interdisciplinary research must overcome two challenges to collaboration: the cognitive incommensurability of knowledge and the political economy of research based in the disciplines. Researchers may not engage in interdisciplinarity because they would have to invest in new knowledge unrelated to their discipline or risk losing career-related rewards. Our field study of a university interdisciplinary research center shows that boundary spanning occurred as students interacted with scientific instruments in a symbiotic relationship through what we call symbiont practices: matching disciplinary language and methods with the experimental possibilities of instruments, developing cospecialization between students and instruments, and engaging disciplinary actors to design experiments using instruments. Instruments engendered incipient interdisciplinary possibilities, but they required the students—engaging in symbiont practices—to actualize that potential. Simultaneously, students required instruments in order to be classified, staffed on projects, and placed in jobs. These practices resolved both the cognitive and economic challenges of boundary spanning by mobilizing material resources that were costly (cognitively and politically) for actors on either side of the disciplinary divide to engage. In conceptualizing interdisciplinary research as occurring through symbiont practices, we develop a sociomaterial perspective on boundary spanning.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.0809
      Issue No: Vol. 60, No. 4 (2017)
  • Bringing the Boss’s Politics In: Supervisor Political Ideology and
           the Gender Gap in Earnings
    • Authors: Forrest Briscoe; Aparna Joshi
      Pages: 1415 - 1441
      Abstract: The gender gap in earnings and rewards remains persistent across many professional and managerial work contexts. In these settings, where there are few objective criteria for performance and organizational mechanisms are weak, we propose that personal political values can serve as a powerful influence on whether supervisors reduce or enhance inequalities in performance-based rewards. We develop theory about how political liberalism versus conservatism affects supervisors’ perceptions and allocative decision-making. Combining internal personnel and billings data with publicly available political donation records in a large law firm, we test the effect of political ideology among supervising law firm partners on the performance-based bonuses awarded to male and female subordinate lawyers. We find the male–female gender gap in performance-based pay is reduced for professional workers tied to liberal supervisors, relative to conservative supervisors. We further find this political ideology effect increases for workers with greater seniority in the organization. Our findings contribute to an understanding of the determinants of the gender earnings gap, suggesting that, in settings where managers have leeway over rewards and careers, their personal political beliefs have an important influence on outcomes for male and female workers.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2016.0179
      Issue No: Vol. 60, No. 4 (2017)
  • Is it Better to Give or Receive' The Role of Help in Buffering the
           Depleting Effects of Surface Acting
    • Authors: Marilyn A. Uy; Katrina Jia Lin, Remus Ilies
      Pages: 1442 - 1461
      Abstract: The resource-depleting effect of surface acting is well established. Yet we know less about the pervasiveness of this depleting effect and what employees can do at work to replenish their resources. Drawing on conservation of resources theory and the ecological congruence model, we conduct a five-day diary study among customer service representatives (CSRs) to examine the extended depleting effect of surface acting and whether social interactions with coworkers (i.e., giving and receiving help) can mitigate the negative consequences of emotional labor. Momentary reports from 102 CSRs indicate that within-person daily surface acting positively predicted end-of-day emotional exhaustion, and the effect of emotional exhaustion spilled over to work engagement the following day. Analyzing the within-person moderating effects of giving and receiving help at work, we find that giving help buffered the depletion process while receiving help did not. We discuss the theoretical and practical significance of considering the temporality of the resource-depleting effects of surface acting, the role of at-work help giving in buffering the negative effect of emotional labor that could affect the sense of self, and the importance of resource congruence in influencing the efficacy of buffering effects.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.0611
      Issue No: Vol. 60, No. 4 (2017)
  • The Face of the Firm: The Influence of CEOs on Corporate Reputation
    • Authors: E. Geoffrey Love; Jaegoo Lim, Michael K. Bednar
      Pages: 1462 - 1481
      Abstract: It is widely assumed that CEOs shape how people view firms, but the question of how these leaders influence corporate reputations has received little theoretical or empirical attention. This study addresses two core questions in this vein: to what degree do leaders really matter for firm reputation, and which leaders affect their firm’s reputation' We develop theory to explain how and why leaders should enter into evaluations of the firms that they lead. Specifically, we propose that CEOs’ effects on corporate reputation will depend on leader prominence and on perceptions of leader quality. We thus test hypotheses that examine how CEOs’ media coverage, industry awards, and outsider standing affect the reputations of their firms. Our findings indicate that highly regarded CEOs enhance their firms’ reputations, sometimes substantially, and CEOs who receive negative press coverage damage their firms’ reputations. However, CEO prominence alone is not associated with higher firm reputation. We discuss implications for research on top leaders and corporate reputations.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0862
      Issue No: Vol. 60, No. 4 (2017)
  • I Just Can’t Control Myself: A Self-Regulation Perspective on the
           Abuse of Deviant Employees
    • Authors: Mary B. Mawritz; Rebecca L. Greenbaum, Marcus M. Butts, Katrina A. Graham
      Pages: 1482 - 1503
      Abstract: Drawing on self-regulation theory, we contribute to the abusive supervision literature by testing supervisors’ self-regulation impairment as a key mediator of the relationship between subordinate deviance and abusive supervision. Further, given that the process underlying the relationship between subordinate deviance and abusive supervision may be explained by social exchange theory, we examine the differential strength of supervisor self-regulation impairment versus social exchange as mediating mechanisms. We also explore the moderating effects of subordinate performance and supervisor bottom-line mentality (i.e., a one-dimensional frame of mind that revolves around securing bottom-line outcomes to the neglect of competing priorities) on the relationship between subordinate deviance and supervisor self-regulation impairment. We found that supervisor self-regulation impairment mediated the relationship between subordinate deviance and abusive supervision, and the indirect effect was stronger in the presence of high subordinate performance and high supervisor bottom-line mentality. We then replicated these findings in a longitudinal field study across four time periods, and demonstrated that self-regulation impairment provides a stronger explanation for the relationship between subordinate deviance and abusive supervision than social exchange. The theoretical and practical implications of our research are discussed.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0409
      Issue No: Vol. 60, No. 4 (2017)
  • Risk Aversion and Guanxi Activities: A Behavioral Analysis of CEOs in
    • Authors: Sonȷa Opper; Victor Nee, Hakan J. Holm
      Pages: 1504 - 1530
      Abstract: In China, the strategic use of personal relationships is pervasive in transactions with government authorities as well as in interfirm relations. Explanations as to when and why firms rely on guanxi emphasize a close link between organizational resources, environment, and corporate strategic choices. Our study shifts attention to the importance of CEO preferences, specifically risk aversion, and suggests an investment theory of strategic reliance on personal relations to achieve organizational goals. To explore the association between CEO risk aversion and reliance on guanxi activities, we combine incentivized behavioral tasks using multiple price list formats for risk elicitation with a manager and firm survey. Our analysis focuses on 345 randomly sampled CEOs of private manufacturing companies in the Yangzi Delta region in China. The results confirm the importance of risk preferences in explaining strategic choices and performance effects: there is a negative association between risk aversion and reliance on guanxi activities, although company age and market orientation moderate the behavioral effect of risk preferences. However, when risk-averse CEOs utilize guanxi, they tend to be more successful, as measured by the firm’s financial performance. More generally, our results underscore the importance of personal preferences as determinants of corporate strategy and performance.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.0355
      Issue No: Vol. 60, No. 4 (2017)
  • Unequal Bedfellows: Gender Role-based Deference in Multiplex Ties between
           Korean Business Groups
    • Authors: Jungyun Han; Andrew V. Shipilov, Henrich R. Greve
      Pages: 1531 - 1553
      Abstract: Deference within a dyad occurs when one partner acknowledges that the other is entitled to some privileges. Although deference is a well-known consequence of relationships between partners of unequal status, little is known on whether deference in one domain can affect interactions between the same actors in other domains. This can happen within multiplex relationships, especially when they involve firms that have both business and personal interactions between their key decision makers. We combine insights from the literatures on status, multiplex relationships, and competitive positioning to examine how actors’ behaviors in a business domain of a multiplex relationship are shaped by the deference norms in a personal domain of the same relationship. We argue that marriages between owner-families of Korean business groups cause deferential behaviors between these families as a function of gender-based status differences within kinship ties. We show empirically that the inter-personal deference resulting from marriage affects business group market entries or exits, and in turn the group’s performance. Thus, we shed light on how deference spillovers represent a novel mechanism through which one partner can extract advantage over another within a multiplex relationship.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2015.1270
      Issue No: Vol. 60, No. 4 (2017)
  • The Interplay of Team and Organizational Commitment in Motivating
           Employees’ Interteam Conflict Handling
    • Authors: Joerg Wombacher; Joerg Felfe
      Pages: 1554 - 1581
      Abstract: Interteam conflict is part of everyday organizational life. Combining evidence from an experimental and a survey study, this paper puts forward and tests two interrelated propositions: (1) employees’ team and organizational commitment interact to influence employees’ preference for different interteam conflict handling strategies; (2) a high commitment to one entity can lead to the adoption of dysfunctional conflict handling strategies with negative outcomes for the organization unless accompanied by a high commitment to the other entity. To test these propositions, we conducted an experiment (N = 179) to assess participants’ reactions to eight reality-based conflict scenarios in which their team’s interests collided with those of other teams within the same organization. For each scenario, the conflict description was manipulated with regard to the strength of participants’ team and organizational commitment (high vs. low), resulting in an 8 × 2 × 2 factorial design. As expected, results show that high levels of commitment to one entity but not the other involve specific risks for the organization, thus supporting a dual commitment model. The results were largely borne out by a subsequent survey (N = 692), which used validated measures of commitment and conflict management to support claims for construct and external validity.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0718
      Issue No: Vol. 60, No. 4 (2017)
  • Ideology and the Micro-foundations of CSR: Why Executives Believe in the
           Business Case for CSR and how this Affects their CSR Engagements
    • Authors: Sebastian Hafenbradl; Daniel Waeger
      Pages: 1582 - 1606
      Abstract: Existing research on executives’ belief in the business case for corporate social responsibility (CSR) is built on two premises. The first is that, in order to believe in the business case, executives need factual evidence that this business case indeed exists. The second premise is that those executives who do believe in the business case will readily invest in CSR-related activities. The results from our four studies tell a different story. We show that managers, rather than focusing on factual evidence, believe in the business case because they espouse a fair market ideology—the tendency to justify and idealize the market economy system. At the same time, even though managers espousing a fair market ideology believe in the business case for CSR, they are not more inclined to engage in CSR than managers who do not hold such an ideology, because they also experience weaker moral emotions when confronted with ethical problems. By drawing on system justification theory, we simultaneously explore antecedents and consequences of executives’ belief in the business case for CSR and of their moral emotions. In doing so, we help advance knowledge about the micro-foundations of CSR.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0691
      Issue No: Vol. 60, No. 4 (2017)
  • “Devils May Sit Here:” The Role of Enchantment in
           Institutional Maintenance
    • Authors: Sabina Siebert; Fiona Wilson, John R. A. Hamilton
      Pages: 1607 - 1632
      Abstract: This paper contributes to the literature on maintenance of institutions by analyzing the case of an old profession—Scottish advocates. Drawing on the neo-institutional perspective on professions, we address the question, what role does organizational space play in institutional maintenance' We draw on our ethnographic study to make a three-fold contribution. Firstly, our case study shows how spaces, and how institutional actors interacting with them, have a stabilizing effect on the institution, which leads to two important outcomes: maintenance of closure and reproduction of the status order. Secondly, we show how three spatial phenomena underpinning this stabilizing process are intertwined, thus enabling the process of institutional maintenance: (1) emplacement, (2) enactment of space, and (3) enchantment of space. Thirdly, by foregrounding the role of enchantment evoked by organizational spaces, we highlight the importance of the emotional and aesthetic aspects of institutional maintenance.
      PubDate: 2017-09-07T11:24:55-07:00
      DOI: 10.5465/amj.2014.0487
      Issue No: Vol. 60, No. 4 (2017)
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