Oxford Research Encyclopedia of Business and Management最新文献

{"title":"Hubris in Management","authors":"E. Sadler‐Smith, D. Tourish","doi":"10.1093/acrefore/9780190224851.013.334","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.334","url":null,"abstract":"Hubris is a grandiose sense of self, characterized by overconfidence, arrogance, and contempt toward the advice and criticism of others. Hubristic leaders create the conditions that invite unintended negative consequences by overestimating the likelihood of positive outcomes and underestimating the likelihood of negative outcomes from their decisions and actions. The early decades of the 20th century witnessed an upsurge of interest in hubris. The study of hubris in business and management began in behavioral finance, but this has since extended into other subfields of business and management, including strategic management, top management teams, entrepreneurship, leadership, and business ethics.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121557521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Careless Responding and Insufficient Effort Responding","authors":"Jason L. Huang, Zhonghao Wang","doi":"10.1093/acrefore/9780190224851.013.303","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.303","url":null,"abstract":"Careless responding, also known as insufficient effort responding, refers to survey/test respondents providing random, inattentive, or inconsistent answers to question items due to lack of effort in conforming to instructions, interpreting items, and/or providing accurate responses. Researchers often use these two terms interchangeably to describe deviant behaviors in survey/test responding that threaten data quality. Careless responding threatens the validity of research findings by bringing in random and systematic errors. Specifically, careless responding can reduce measurement reliability, while under specific circumstances it can also inflate the substantive relations between variables. Numerous factors can explain why careless responding happens (or does not happen), such as individual difference characteristics (e.g., conscientiousness), survey characteristics (e.g., survey length), and transient psychological states (e.g., positive and negative affect). To identify potential careless responding, researchers can use procedural detection methods and post hoc statistical methods. For example, researchers can insert detection items (e.g., infrequency items, instructed response items) into the questionnaire, monitor participants’ response time, and compute statistical indices, such as psychometric antonym/synonym, Mahalanobis distance, individual reliability, individual response variability, and model fit statistics. Application of multiple detection methods would be better able to capture careless responding given convergent evidence. Comparison of results based on data with and without careless respondents can help evaluate the degree to which the data are influenced by careless responding. To handle data contaminated by careless responding, researchers may choose to filter out identified careless respondents, recode careless responses as missing data, or include careless responding as a control variable in the analysis. To prevent careless responding, researchers have tried utilizing various deterrence methods developed from motivational and social interaction theories. These methods include giving warning, rewarding, or educational messages, proctoring the process of responding, and designing user-friendly surveys. Interest in careless responding has been growing not only in business and management but also in other related disciplines. Future research and practice on careless responding in the business and management areas can also benefit from findings in other related disciplines.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133120119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Thinking Critically in Management Education","authors":"C. Rigg","doi":"10.1093/acrefore/9780190224851.013.301","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.301","url":null,"abstract":"Most would argue that critical thinking is core to higher education; that a fundamental purpose is to cultivate students’ capacity to critique arguments, to scrutinize evidence, and to reason logically. However, in management education, a different take on thinking critically emerged in the 1980s, provoked by dissatisfaction with a mainstream management education which appeared happy to teach managers how to reason, analyze, and critique, without asking fundamental questions about ends, means, values, and consequences for employees, consumers, the environment, or society. In this vein, critical management education (CME) promotes a critical engagement with the world through a combination of questioning the legitimacy of knowledge, critical reflection, and critical being or action. The purpose of thinking critically in management education is seen as moving in the direction of greater social justice and a world in which neither people, nor the environment, are oppressed.\u0000 CME can encompass both critical content and critical pedagogy. Frameworks for thinking critically in CME have broadened from the original neo-Marxist and hegemony theory employed in critical management studies (CMS) to draw from postmodernist, post-structuralist, psychodynamic, feminist, ecological, critical-realist, postcolonial theory, critical race theory, and queer theory. Critical pedagogy in management education has drawn from the longer traditions of community and radical adult education, with their practices of participative methods and dialogue. In addition, reflexivity plays a central part. Teaching and learning methods used by critical management educators as ways to explore the messiness, contradictions, and paradoxes of organizations are wide and varied, and include film, drama, and literature as well as bodywork such as yoga and meditation.\u0000 Criticisms of CME include the right of academics to unsettle students’ sense of themselves, potentially disruptive effects of critical reflection, educators’ presumed moral superiority, neglect of issues of race and gender, as well as the challenge that critical management is an oxymoron. To provoke critical thinking challenges educators to redefine their role and their assumptions about learning. Attempting to be a CME educator has been likened to working on the margins, as a tempered radical, with attendant stresses and risks of student, peer, and institutional disapproval. Experienced educators advocate finding “uncontested niches” to develop CME modules and materials such as an optional module or new course; exploiting spaces which speak to the priorities of institutions (such as esteem and rankings) as well as appeal to students.\u0000 Research on CME has been largely restricted to single reflective accounts and evaluations of educator practice. Rich though these are, it means the field has many unanswered questions that invite further research. These include:\u0000 • What are the implications of hyper-diversity in the classroom for ","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114907267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Pathways in Stakeholder Research","authors":"Ronald K. Mitchell, Bradley R. Agle, J. R. Mitchell","doi":"10.1093/acrefore/9780190224851.013.318","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.318","url":null,"abstract":"Stakeholder-focused research seeks to explain relationships among firms and stakeholders, using approaches that predominantly follow normative, instrumental, or descriptive pathways. Following circulation of the 1963 Stanford Memo and the 1984 publication of Freeman, the stakeholder perspective has become a sizable area of research in diverse fields, with growing influence in the business community as indicated in 2019 by the commitment of the US Business Roundtable to stakeholder principles. Still, the tendency to offer stakeholder theory as a replacement for neoclassical theories of the firm somewhat limits its adoption. An approach more likely to advance the trend toward an increasing stakeholder orientation is one of theory collaboration, in which researchers explore how self-interested action in the market system can be tempered by others-interested action. To this aim, the three stakeholder research pathways might be extended, as follows: (a) adding a moral and ethical leadership component to normative stakeholder theory research to move from a philosophy-centric literature toward one that better explains the how and why of normatively based actions toward stakeholders; (b) adopting a stakeholder-work-focused approach to instrumental stakeholder theory research to afford it the benefits of moral neutrality; and (c) returning the focus of descriptive stakeholder theory research to stakeholders as “natural persons,” as compared to corporations as “juristic persons.” With these extensions, scholars can encourage the ongoing reorientation in society toward the stakeholders of firms.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"150 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122761667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Technology Standardization in Innovation Management","authors":"V. Narayanan, Yamuna Baburaj","doi":"10.1093/acrefore/9780190224851.013.340","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.340","url":null,"abstract":"The profound impact of technology standards—specifications for interfacing or compatibility between different components or products to interact and function synergistically—dictates an understanding of their evolution, processes by which they come to be, and their impact on businesses, industries, and countries. Technology standards span almost every conceivable aspect of the existing business landscape, especially in dynamic industry sectors. Standardization, the processes by which standards emerge and diffuse, is a complex phenomenon encompassing various actors at multiple levels (firm, industry, institutions) that engage in a sociopolitical process of negotiation and collaboration to facilitate the coalescing of multiple stakeholder interests on a chosen standard. Standardization is multifaceted and emerges through various mechanisms, mainly involving one or more of committee-based (de jure) standards, market-based competitive battles (de facto standards), and institutional (government-based) processes, most involving collective action. Market-based processes give prominence to dominant or pioneering firms that introduce technology leveraging the power of large installed base and network externalities, many times tipping the market in favor of the technology format that was first to market. Nonetheless, markets may not tip, and several technology formats may continue to dominate the market, as in the video game market. Standard-setting organizations (SSOs) spearhead convergence around standards by bringing various entities together to derive the specifications for technical compatibility through consensus. The role of governments in the emergence and diffusion of standards varies by the country, region, and nature of the standard. Standards have facilitated innovation at the firm and industry levels and broadly enhanced trade between nations. Intellectual property, specifically standard-essential patents (SEPs), has attracted significant attention due to the strategic and economic benefits that accrue to owners of such patents as well as the challenges they create within SSOs.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115145652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Holistic Leader(ship) Development: An Integrative Process Model of Leader and Leadership Development","authors":"H. M. Schwartz, Pooja Khatija, Diana Bilimoria","doi":"10.1093/acrefore/9780190224851.013.288","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.288","url":null,"abstract":"The question of how to efficiently, holistically, and successfully develop leaders has been the focus of scholars and practitioners for several decades. Embedding the process of leader development in organizational contexts allows participants to develop and apply leadership knowledge, skills, and identity awareness. Embeddedness facilitates the holistic integration of the interactive processes of leader development (which focuses on increasing the leadership capacity of an individual) and leadership development (which focuses on increasing the leadership capacity of an organization), which is referred to in this article as leader(ship) development (LD). Two sub-processes involved in LD (i.e., general and situational identity development and knowledge/skill/social capital development) and four mechanisms of embeddedness that facilitate holistic LD (i.e., leader identity integration, opportunities to learn and develop in the organization, organizational support and feedback, and helping relationships) will be described. A discussion on the ways by which management education pedagogy can integrate and facilitate embeddedness and provide guidance for future research will follow.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125265373","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Control Variables in Management Research","authors":"Guclu Atinc, Marcia J. Simmering","doi":"10.1093/acrefore/9780190224851.013.221","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.221","url":null,"abstract":"The use of control variables to improve inferences about statistical relationships in data is ubiquitous in management research. In both the micro- and macro-subfields of management, control variables are included to remove confounding variance and provide researchers with an enhanced ability to interpret findings. Scholars have explored the theoretical underpinnings and statistical effects of including control variables in a variety of statistical analyses. Further, a robust literature surrounding the best practices for their use and reporting exists. Specifically, researchers have been directed to report more detailed information in manuscripts regarding the theoretical rationale for the use of control variables, their measurement, and their inclusion in statistical analysis. Moreover, recent research indicates the value of removing control variables in many cases. Although there is evidence that articles recommending best practices for control variables use are increasingly being cited, there is also still a lag in researchers following recommendations. Finally, there are avenues for valuable future research on control variables.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133286098","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Competitive Dynamics in Strategic Management","authors":"C. Giachetti, G. Dagnino","doi":"10.1093/acrefore/9780190224851.013.16","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.16","url":null,"abstract":"Competitive dynamics inquiry originates from a sequence of attacks and counterattacks among firms in an industry. Firms attack and respond to attacks of rivals in order to strengthen or defend their competitive position within their competitive space. Competitive dynamics research is thus centered on the analysis of how the firm’s actions affect rivals’ reactions and performance. Actually, the nature of competitive dynamics research is the open recognition that firm strategies are “dynamic”: Strategic actions initiated by one firm may trigger a series of actions among rival firms. The new competitive environment in many industries has generated the inception of furious competition, emphasizing flexibility, speed, and innovation in response to fast-changing technological and institutional conditions and temporary competitive advantages.\u0000 The key constructs and the intellectual roots of competitive dynamics (i.e., Schumpeter’s theory of creative destruction and industrial organization economics and related oligopoly theories) offer some practical examples of industry and firm cases where competitive dynamics have found their main applications.\u0000 The relevant underpinnings of the awareness–motivation–capability (AMC) framework provide an integrative model of the key behavioral drivers that shape a competitive actions and responses framework (i.e., the factors influencing the firm’s awareness of the context; the factors inducing or impeding the motivation of firms to respond to competitors’ action; and the capability-based factors affecting the firm’s ability to undertake actions), the three key attributes (i.e., the specific actions of firms in the industry, the firm’s competitive interdependence, and the antecedents and performance implications of firms’ competitive actions and reactions), and the three main levels of analysis used in competitive dynamics literature (i.e., action-level studies, business-level studies, and corporate-level studies).\u0000 Some insights regarding the relationship between dynamic competition and the sources of temporary competitive advantage, coopetition dynamics, as well as the kind of accelerated competition epitomizing early 21st-century digital dynamics settings update the traditional competitive dynamics flavor, as they are connected with firms’ strategic interaction and the pursuit of temporary advantages.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122513229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Trust and Trustworthiness in Business","authors":"Richard S. Coughlan","doi":"10.1093/acrefore/9780190224851.013.317","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.317","url":null,"abstract":"Trust is a relatively complex psychological state that arises in relationships characterized by dependence and risk. It has both cognitive and emotional elements that can be linked to certain actions made by parties involved in exchange relationships. The relationships of interest include some level of uncertainty, both about the motives and future actions of other parties and about the potential outcomes of engaging in cooperative behavior with those parties.\u0000 Each party involved in an exchange relationship has a certain propensity to trust, a baseline shaped by various factors including previous relationships. An individual’s propensity to trust is viewed to be relatively stable over time and is most important in the earliest stages of a relationship when a leap of faith is required to enter the relationship because firsthand evidence about the other party is scant. During a relationship, a party’s propensity to trust serves as a filter through which the other party’s actions are judged.\u0000 A party’s trustworthiness is shaped by views on the degree to which the potential trustee has (a) an ability to fulfill its duties, (b) a sincere concern about the welfare of the trusting party and a willingness to sacrifice its own outcomes, and (c) a commitment to abide by prevailing ethical norms. The relative importance of each component—ability, benevolence, and integrity—is likely to change over the course of a relationship.\u0000 Trust may exist between two individuals in a dyad, among several individuals in a work group, between an individual and a firm, and between one organization and another. The last of these categories has been described as interorganizational trust, an important component in the relationships between firms and their stakeholders. When trust exists between firms, formal governance mechanisms, such as contracts and monitoring systems, will be less necessary, reducing transaction costs in the relationship.\u0000 At the interpersonal level, trust in a relationship has been tied to many positive outcomes, including greater sharing of more accurate information and more frequent displays of organizational citizenship behavior. It has also shown a connection to higher levels of job satisfaction, creativity, cooperation, and productivity. When trust in leaders is higher, subordinates’ intention to quit is lower.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134461171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"New Venture Legitimacy","authors":"G. Fisher","doi":"10.1093/acrefore/9780190224851.013.313","DOIUrl":"https://doi.org/10.1093/acrefore/9780190224851.013.313","url":null,"abstract":"Starting an entrepreneurial endeavor is an uncertain and ambiguous project. This uncertainty and ambiguity make it difficult for entrepreneurs to generate much needed resources and support. In order to address this difficulty, a new venture needs to establish legitimacy, which entails being perceived as desirable, proper, or appropriate within the socially constructed system of norms, values, beliefs, and definitions within which it operates. New venture legitimacy is generated from various sources and hence has three broad dimensions—a cognitive, a moral, and a pragmatic dimension. The cognitive dimension accounts for the extent to which the activities and purpose of a venture are understood by key audiences and how knowledge about that venture spreads. The moral dimension reflects the extent to which a venture is perceived to be doing the right thing. The pragmatic dimension accounts for the extent to which a new venture serves the interests of critical constituents. All three of these dimensions factor into a legitimacy assessment of a new venture. Legitimacy is important for new ventures because it helps them overcome their liabilities of newness, allowing them to mobilize resources and engage in transactions, thereby increasing their chances of survival and success.\u0000 Although legitimacy matters for almost all new ventures, it is most critical if an entrepreneur engages in activities that are new and novel, such as establishing a new industry or market or creating a new product or technology. In these circumstances, it is most important for entrepreneurs to strategically establish and manage a new venture’s legitimacy. The strategic establishment and management of new venture legitimacy may entail arranging venture elements to conform with the existing environment, selecting key environments in which to operate, manipulating elements of the external environment to align with venture activities, or creating a whole new social context to accommodate a new venture. Enacting each of these new venture legitimation strategies may necessitate employing identity, associative, and organizational mechanisms. Identity mechanisms include cultural tools and identity claims such as images, symbols, and language by entrepreneurs to enhance new venture legitimacy. Associative mechanisms reflect the formation of relationships and connections with other individuals and entities to establish new venture legitimacy. Organizational mechanisms account for manipulating the organization and structure of a new venture and the achievement of success measures by that venture to attain legitimacy. Ultimately all of this is done so that various external parties, with different logics and perspectives, will evaluate a new venture as legitimate and be prepared to provide that venture with resources and support.","PeriodicalId":294617,"journal":{"name":"Oxford Research Encyclopedia of Business and Management","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132352922","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}