Journal of Management Studies最新文献

{"title":"From Dark Alleys into the University Light: Dilemmas of Academic Consulting","authors":"Katrin Heucher, Rouven Kanitz, Hannes Leroy","doi":"10.1111/joms.70038","DOIUrl":"https://doi.org/10.1111/joms.70038","url":null,"abstract":"<p>Management scholars who engage in academic consulting often feel compelled to somewhat hide their activities. Academic consulting frequently takes place in the dark alleys of academia: informally, with limited transparency, and in ethical grey areas. The three of us have grappled with dilemmas related to how much we <i>can</i>, <i>want to</i>, and <i>should</i> engage in consulting. On the one hand, scepticism abounds: consulting is often seen as undermining academic credibility, compromising the pursuit of rigorous research, or being motivated solely by financial gain. On the other hand, consulting offers opportunities – connecting theory with practice, providing access to unique field study opportunities, and achieving tangible impact beyond teaching and publishing papers.</p><p>As three management scholars at different career stages, dilemmas around consulting have affected all of us – a junior scholar wary of credibility risks, a mid-career researcher concerned about whether and how consulting fits his academic identity, and a senior scholar considering consulting’s role in his academic career.</p><p>In this essay, we explore the dilemmas of academic consulting, sharing our experiences and reflections to invite a broader conversation. Our experiences reveal dilemmas in four key areas: credibility (i.e., Does consulting undermine or enhance academic rigour?), integrity (i.e., Is consulting a source of private gain or a legitimate public contribution?), impact (i.e., Is consulting a detour or a springboard to relevance?), and purpose (i.e., Is consulting a pathway to burnout or reinvigoration?). These dilemmas confront questions about the meaning of our work, the boundaries of our professional identities, and the evolving role of business schools in society.</p><p>We see academic consulting as an activity in which scholars provide expert advice and services to organizations, typically in exchange for compensation (see also Perkmann and Walsh, <span>2008</span>). At its core, academic consulting, for us, means stepping beyond our ivory tower to offer expertise to organizations that seek it – not only businesses, but also government agencies and non-profits. Based on our own experiences and observations, consulting can take many forms. Sometimes it is a short, one-off engagement where we as scholars provide targeted advice to solve a specific problem. Other times, it is a more sustained, process-oriented collaboration that closely connects to one’s research, offering access to industry insights or data. In some cases, consulting also supports the development and commercialization of academic insights, translating research into real-world applications.</p><p>For us, academic consulting is not simply about selling expertise. It is about staying connected to organizational realities, drawing inspiration for our own research, testing the boundaries of our knowledge and skills, and fostering meaningful dialogue in which research and practice inform","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"5093-5100"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70038","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369394","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Acquirer Strategic Orientations, Integration Decisions, and Performance","authors":"Florian Bauer,&nbsp;David R. King,&nbsp;Jeffrey G. Covin,&nbsp;Svante Schriber,&nbsp;Nir Brueller,&nbsp;Qingxiong Weng","doi":"10.1111/joms.70082","DOIUrl":"https://doi.org/10.1111/joms.70082","url":null,"abstract":"<p>Integration decisions are not isolated, as they are embedded in an organizational context. Using a multi-country sample (Nordics, German speaking Europe, and China) of small- and medium-sized acquirers, we explore the influence of firm strategic orientations on how managers conceptualize acquisitions, make integration decisions, and impact acquisition performance. Both market- and entrepreneurial-oriented firms coordinate activities following an acquisition, but they do so differently. Entrepreneurial-oriented acquirers use human integration to align target managers with common goals and reinforce their decision-making autonomy. In contrast, market-oriented acquirers strive for functional integration and use human integration to reduce target firm managers' decision-making autonomy. Thus, achieving coordination after an acquisition can follow different paths that are closely aligned with the strategic orientation of the acquirer. In other words, different strategic orientations guide managers' decisions, resulting in different paths to acquisition success.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4657-4698"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70082","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effect of Board Leadership Roles and Committee Responsibilities on Governance Effectiveness","authors":"Shelby L. Gai,&nbsp;J. Yo-Jud Cheng","doi":"10.1111/joms.70100","DOIUrl":"https://doi.org/10.1111/joms.70100","url":null,"abstract":"<p>Expectations for corporate directors have expanded over time, placing growing demands on their time and attention. Drawing on the cognitive foundations of the attention-based view (ABV), we theorize that board directors' leadership roles and committee assignments shape their attentional perspective and engagement in ways that can both hinder and enhance governance effectiveness. Using a panel dataset of 39,610 board-committee-year observations from over 3000 US boards between 1999 and 2023, we examine how directors' roles and responsibilities relate to governance outcomes associated with boards' audit, compensation, and nomination committees. We find that holding more board-leadership roles and board-committee assignments may impose cognitive burdens that undermine governance effectiveness, whereas holding more-diversified committee assignments may enhance governance by enabling directors to sequence their attention more strategically across governance tasks. This examination thus advances our theoretical understanding of how attention functions when distributed across multiple organizations simultaneously. In addition, by moving beyond simple counts of board directorships to explicitly consider the number and configuration of directors' leadership roles and committee responsibilities, this study advances the literature on governance effectiveness and board design. In doing so, we highlight the value of committee-level analysis for understanding board dynamics and governance.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4764-4805"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70100","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bridging Knowledge Capability Gaps: Digital Technology Offsetting in Interfirm Knowledge Transfer","authors":"Antony Paulraj,&nbsp;Chandrasekararao Seepana,&nbsp;Murtaza Faruquee,&nbsp;Vaidyanathan Jayaraman","doi":"10.1111/joms.70101","DOIUrl":"https://doi.org/10.1111/joms.70101","url":null,"abstract":"<p>In this digital age, the adoption of digital technology (DT) is changing traditional business processes. Against this backdrop, we try to answer the question of whether DT could effectively bridge any interfirm knowledge capability gaps. Though effective knowledge transfer is dependent on the sender's and the receiver's knowledge capabilities, literature attributes very limited attention to their combined effects. Using signalling metaphor as the guiding framework, we forward disseminative capacity and absorptive capacity as the key capabilities of the sender and receiver, respectively, and study their combined effects on relational performance within vertical interfirm relationships. Additionally, with the belief that comprehending how DT could interplay with these capabilities holds crucial importance, we test the conjecture that DT can bridge knowledge capability gaps pertaining to the sender or the receiver. We position our hypotheses using the relational view and test them using the response surface methodology. The analysis is conducted based on a multi-respondent dyadic survey dataset that is augmented with secondary data and longitudinal performance data. Our findings showcase that disseminative capacity and absorptive capacity are natural counterparts and that the channel effectiveness resulting from adopting DT could serve as an offsetting capability that can effectively bridge certain knowledge capability gaps.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4699-4736"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70101","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Joining Decision-Making, Moral Thinking, and Collective Action: Grand Challenges as a Phenomenology of Deliberation","authors":"Alfredo Grattarola,&nbsp;Jean-Pascal Gond,&nbsp;Stefan Haefliger","doi":"10.1111/joms.70062","DOIUrl":"https://doi.org/10.1111/joms.70062","url":null,"abstract":"<p>This conceptual article argues that the mutual relevance of <i>grand challenges</i> and organization and management studies is best approached phenomenologically. Rather than constituting objects to be theorized or denoting special empirical contexts, grand challenges structure researchers’ attention and shape their interpretations of the processes and systems of deliberation through which collective action is coordinated. From this perspective, grand challenges require researchers to innovate their understandings of deliberation and to ensure that newly generated knowledge is redirected towards management and policymaking. The article integrates the Carnegie School theory of organization with French pragmatic sociology’s theory of justification, or <i>economies of worth</i>, to develop a phenomenological model of situated deliberation that links decision-making with moral reasoning. This model highlights deliberation’s articulated, evaluative, contestable, and trans-institutional character, as well as its grounding in the cognitive capacities and sociality of actors and observers – regardless of the scale, scope, or stratification of the underlying coordination problems. Building on this framework, the article advocates that grand challenge researchers adopt the standpoint of <i>entrepreneurial observers</i>: actors anchored by socio-economic and scientific commitments who envision the integration of previously disjointed social systems of deliberation to orient collective action.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4737-4763"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70062","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Heavy Time: Sensemaking and the Temporal Experience","authors":"Gerardo Patriotta,&nbsp;Karl E. Weick","doi":"10.1111/joms.70163","DOIUrl":"https://doi.org/10.1111/joms.70163","url":null,"abstract":"&lt;p&gt;In an email sent at Christmas 2019, Karl Weick made an admission that might surprise those who have spent careers reading his work: temporality is ‘almost never mentioned or analyzed in what I have written’. ‘Once I imprinted on retrospect’, he added, ‘that was it for my dealing with time. Time = hindsight. Period’. The confession is striking because Karl's work is saturated with temporal claims that go far beyond retrospection, even when time is never named as such. Action precedes cognition (Weick, &lt;span&gt;1979&lt;/span&gt;); organizations enact the environments they then interpret (Weick, &lt;span&gt;1979&lt;/span&gt;, &lt;span&gt;1988&lt;/span&gt;); sensemaking is ‘ongoing’ (Weick, &lt;span&gt;1995&lt;/span&gt;); organizations improvise when the present overwhelms existing frameworks (Weick, &lt;span&gt;1993&lt;/span&gt;). Each of these formulations presupposes a particular account of how time is experienced, how it is organized, and how it is made meaningful. The temporal dimension of sensemaking theory has been present from the beginning (Tsoukas et al., &lt;span&gt;2020&lt;/span&gt;). What it has lacked is articulation.&lt;/p&gt;&lt;p&gt;That articulation is the project of this essay, and it was one Karl and I pursued together. He was eager to do it, and characteristically modest about his own grasp of the subject, as when he wrote, with the play that was typical of him: ‘I keep trying to become sensitive to issues involving time so we can produce something jointly. I exhaust time while spending time in a timely manner searching for the timeless until I call time-out. That's the liability of treating time as sensemaking rather than something much less cognitive’. Our argument is that sensemaking theory harbours a coherent account of temporal experience, one that has operated as an implicit current beneath its explicit claims about cognition, action, and organizing. Sensemaking, read through this lens, is a theory of how humans and organizations inhabit time. To show this is to complete the sensemaking framework, surfacing what was always already there.&lt;/p&gt;&lt;p&gt;The essay moves in three stages. The first draws on phenomenological accounts of time to establish how it is individually experienced. The second revisits sensemaking theory through a temporal lens, showing that its central concepts are implicitly claims about the flow and texture of time. The third grounds the argument organizationally, drawing on empirical research in newsrooms and manufacturing settings to show how the temporal experience is managed through sensemaking mechanisms. Throughout, one paradox returns, derived from Kierkegaard and given organizational force by Weick: organizations, like humans, must live forward while only being able to understand themselves backward (Kierkegaard, &lt;span&gt;1843/1967&lt;/span&gt;; Weick, &lt;span&gt;1999&lt;/span&gt;). The present, it turns out, is unreachable. That unreachability is the motor of sensemaking.&lt;/p&gt;&lt;p&gt;A substantial body of past and emerging work has examined time in organizational life, ranging from the duality of clock a","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"5076-5092"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70163","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369430","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Will It Stick or Go Away? Examining How the Experience of Former Supervisor's Abuse Affects Newcomers' Adjustment","authors":"Eric Adom Asante,&nbsp;Hamid Khurshid,&nbsp;Emmanuel Affum-Osei,&nbsp;Faisal Khurshid,&nbsp;Collins Opoku Antwi","doi":"10.1111/joms.70092","DOIUrl":"https://doi.org/10.1111/joms.70092","url":null,"abstract":"<p>Most research on abusive supervision has primarily focused on the consequences for victims within the same organization. However, some victims may choose to leave their job instead of staying and retaliating against the organization or their supervisor. This paper seeks to understand how employees' experience of abuse from former supervisors affects their adjustment in a new workplace. Specifically, we examine how such abuse affects victims' in-role behaviours and job satisfaction in their new jobs. Building on the social–cognitive model of transference, we propose that the experience of former supervisors' abuse will lead to increased interaction avoidance with and decreased feedback seeking from current supervisors. We argue that these factors will in turn negatively influence victims' in-role behaviours and job satisfaction in their new workplace. Results from one field study and two experiments largely support our hypotheses, indicating that the experience of former supervisors' abuse affects victims' in-role behaviours and job satisfaction in their new environment through the mechanisms of interaction avoidance and feedback seeking. The paper discusses the theoretical and practical implications of these findings.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4911-4937"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369488","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Ebbs and Flows of Reputation as Meaningful Signals: Market Reactions to Firms’ Reputation Instability","authors":"Huy Will Nguyen,&nbsp;Rui Jiang,&nbsp;Zhiang (John) Lin","doi":"10.1111/joms.70068","DOIUrl":"https://doi.org/10.1111/joms.70068","url":null,"abstract":"<p>While prior studies typically treat firm reputation as a stable, intangible resource reflecting cumulative competence, we extend a socio-constructionist perspective by shifting the focus to <i>reputation instability</i> – erratic fluctuations in a firm’s reputation over time relative to its industry peers. We argue that reputation instability functions as a distinct and often overlooked market signal by introducing ambiguities that influence investor valuation of a firm in a stock market context. Crucially, the impact of reputation instability is further shaped by contextual cues that anchor investor expectations. A firm’s <i>current reputation</i> and <i>industry dynamism</i> condition how instability may be regarded, either as a warning sign or a potential indication of improvement. Using panel data across four major US industry groups over 21 years, we find evidence consistent with our theoretical framework and identify critical boundary conditions under which reputation instability is penalized or rewarded by the market. By reframing reputation as a dynamic and unstable construct, our study advances theory on reputation signals, offering novel insights into how reputational temporal dynamics – not just established levels – shape firms’ market outcomes.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4577-4617"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369608","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Micro-Processes of Constrained Innovation: A Field Study of Constraint-Handling Practices in Base of the Pyramid Innovation Projects","authors":"Helene Doms,&nbsp;Matthias Weiss,&nbsp;Martin Hoegl","doi":"10.1111/joms.70065","DOIUrl":"https://doi.org/10.1111/joms.70065","url":null,"abstract":"<p>This study addresses the problem of handling constraints in innovative projects. Using a qualitative research design on base of the pyramid (BOP) innovation projects, we examine how creativity emerges from constraints. By investigating responses to experienced constraints from 60 BOP innovation projects, we identify specific micro-processes used to deal with constraints, which we introduce as constraint-handling practices. Moreover, we investigate the interplay between these constraint-handling practices and the nature of the constraints in the resultant sequence of such micro-processes, distinguishing between goal and task constraints. Drawing from theory on effectuation and causation, we explain how different constraint-handling practices are implemented in innovation projects in response to these constraints. We demonstrate that instead of relying on an either/or mode of effectuation versus causation, actors in constrained BOP innovation projects exhibit repeated cycles of both effectuation- and causation-based constraint-handling practices.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"4538-4576"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369423","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leave It to Me: Overconfident CEOs’ Lower Propensity to Delegate Acquisition Responsibility","authors":"Matthew Josefy,&nbsp;Jared Smith,&nbsp;Daniel Greene","doi":"10.1111/joms.70095","DOIUrl":"https://doi.org/10.1111/joms.70095","url":null,"abstract":"<p>Overconfident CEOs have been shown to lead their firms to achieve different outcomes, but the literature has only a limited understanding why this is the case. In this paper, we focus on whether overconfident CEOs run their firms differently, focusing on a key internal interaction: CEOs' choices regarding whether to delegate to other executives. Delegation is increasingly required given the growing size and complexity of public firms, yet surprisingly, most prior empirical work on delegation has been focused on lower-level managers or non-strategic tasks. We argue why overconfident CEOs would have a lower baseline tendency to delegate, and then posit how overconfidence interacts with contextual considerations, such that overconfident CEOs are less responsive to these cues than other CEOs. We test our hypotheses using a sample of 3690 merger and acquisition announcements and find evidence that overconfident CEOs are less likely to delegate compared to other CEOs and less responsive to multiple indicators at the task and firm level. Our paper's central contribution is that CEO overconfidence, a widely studied psychological trait in external risk-taking and acquisitions, also shapes the internal management of firms via a different pattern and approach to delegating responsibility to other top executives.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"63 8","pages":"5032-5066"},"PeriodicalIF":7.8,"publicationDate":"2026-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.70095","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149369440","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}