Journal of Management Studies最新文献

{"title":"Through the Lens of Fairness: A Qualitative Investigation into Co-workers’ Perceptions of I-deals","authors":"Sona Gachayeva,&nbsp;Susan Murphy,&nbsp;Maryam Aldossari","doi":"10.1111/joms.13151","DOIUrl":"https://doi.org/10.1111/joms.13151","url":null,"abstract":"<p>Amidst the rapidly evolving work environment that increasingly necessitates personalized approaches towards employees, there is a pressing need to broaden our understanding of idiosyncratic deals (i-deals) and their third-party implications in the workplace. Although immediate responses to i-deals often hinge on equity and social comparison, this approach does not fully explain co-workers’ perceptions of others’ i-deals. By reconciling various theoretical accounts, we propose that co-workers’ perceptions of i-deals largely depend on the implementation of i-deals and related justice perceptions of co-workers. However, our understanding of how i-deal implementation shapes co-workers’ perceptions of i-deals from a justice perspective remains limited. Therefore, we conducted an inductive multiple-case study through 48 in-depth interviews involving managers, i-deal receivers (i-dealers), and co-workers. Building on our findings, we develop an emergent framework that explains how the implementation of i-deals, when viewed through the lens of organizational justice, can shape co-workers’ perceptions of i-deals. This novel perspective enriches the i-deal literature by offering a fresh angle on the third-party implications of i-deals, emphasizing the significance of their implementation and related fairness perceptions.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"3005-3043"},"PeriodicalIF":6.4,"publicationDate":"2024-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13151","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272642","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 Cost of Dancing with the Government: A Conservation of Resources Theory of Political Networking and CEO Burnout","authors":"Haiyin Tu,&nbsp;Weiguo Zhong,&nbsp;Yuandong Gu,&nbsp;Wenli Zhou","doi":"10.1111/joms.13152","DOIUrl":"https://doi.org/10.1111/joms.13152","url":null,"abstract":"<p>Although prior research on the dark side of corporate political activity (CPA) has examined the negative impact of CPA on firms from the perspective of the macro cost of CPA (i.e., organizational loss) and the self-interested motives of executives (i.e., personal gain), it has largely overlooked the negative repercussions of CPA for individuals intimately engaged in that process (i.e., personal loss). Drawing on the conservation of resources (COR) theory and focusing on Chief Executives Officers (CEOs) who engage in political networking (PN), we investigate how PN affects CEO burnout. We conceptualize PN as a form of relational exchanges between firms and political entities, positing that PN entails substantial resource depletion for those deeply involved, primarily due to significant ethical and moral challenges (i.e., identity threat). As PN intensifies, CEOs are compelled to allocate more time, effort and energy to navigate these escalating challenges, consequently exacerbating CEO burnout. Through the analysis of a 2-year matched survey of CEOs and comprehensive archive data, we find robust support for our hypothesis. Furthermore, our findings suggest that CEO altruism and institutional knowledge weaken the relationship between PN and CEO burnout, indicating that individual intentions to benefit the collective and the ability to navigate such networking practices alter CEOs’ perceived identity challenges. Our study contributes an individual-level resource-depletion perspective of CPA and cautions against the propensity of CEOs to engage in CPA driven by Machiavellian logic.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"2969-3004"},"PeriodicalIF":6.4,"publicationDate":"2024-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272640","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":"Issue Information - Notes for Contributors","authors":"","doi":"10.1111/joms.12954","DOIUrl":"https://doi.org/10.1111/joms.12954","url":null,"abstract":"","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"61 7","pages":"3396-3400"},"PeriodicalIF":7.0,"publicationDate":"2024-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12954","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142439049","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":"Understanding the Situational Antecedents of CEO Regulatory Focus","authors":"Lorenz Graf-Vlachy,&nbsp;François Neville,&nbsp;Cole Evan Short,&nbsp;Franz Xaver Völkl","doi":"10.1111/joms.13148","DOIUrl":"https://doi.org/10.1111/joms.13148","url":null,"abstract":"<p>Despite the impact of CEO regulatory focus on a wide range of organizational outcomes, most research does not consider how regulatory focus can vary based on situational factors. Taking an interactionist perspective rooted in industrial-organizational psychology, we propose that CEO regulatory focus exhibits variance driven by situational factors, namely, a CEO’s job demands. Integrating this perspective with regulatory focus theory and research on executive job demands, we theorize and test the extent to which CEO regulatory focus is influenced by relative firm performance, with stakeholder activism and CEO tenure as moderators of this relationship. Using a sample of large U.S. companies, our tests offer evidence for how situational factors cause CEO regulatory focus to vary. We conclude our work by developing a research agenda regarding situational antecedents of CEOs’ intrapersonal constructs more broadly.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"2859-2897"},"PeriodicalIF":6.4,"publicationDate":"2024-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13148","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272618","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":"Boundary Conditions for Organizations in the Anthropocene: A Review of the Planetary Boundaries Framework 10 Years On","authors":"Amanda Williams,&nbsp;Paolo Perego,&nbsp;Gail Whiteman","doi":"10.1111/joms.13150","DOIUrl":"https://doi.org/10.1111/joms.13150","url":null,"abstract":"<p>We systematically review business research concerning the planetary boundaries framework: A natural science framework that identifies nine Earth system boundaries that govern the safe operating space for humanity. Ten years after the introduction of the planetary boundaries in business studies, we pose two critical questions: How has the planetary boundaries concept been integrated into business studies and how has research on each of the nine boundaries advanced? Our review demonstrates growing scholarly interest in both questions. However, the topic remains niche with critical gaps, with most studies published in sustainability-focused journals and only occasionally in mainstream journals. Theoretical development remains fragmented and of greater concern, a systems perspective is lacking in empirical studies: Most articles focus solely on one issue – climate change – and there is almost no cross-analysis between boundaries. We contrast this with evidence that the planetary pressures of the Anthropocene are approaching dangerous thresholds and make the provocative assertion that planetary boundaries are not simply the foundation for specialized research on corporate sustainability but rather are the necessary boundary conditions for all business studies in the Anthropocene. We call for a transformation in how business scholars theorize, measure and engage.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 4","pages":"1811-1846"},"PeriodicalIF":7.0,"publicationDate":"2024-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13150","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143896872","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":"Essays in Management and Organization Studies: Past, Present, and Future of a Generative Genre","authors":"Thomas Roulet,&nbsp;April Wright,&nbsp;Stav Fainshmidt,&nbsp;Trish Reay","doi":"10.1111/joms.13149","DOIUrl":"https://doi.org/10.1111/joms.13149","url":null,"abstract":"<p>Essays are currently flourishing as a genre in the field of management and organization studies. Decidedly distinct from empirical, theoretical, or agenda-setting work, essays take a variety of forms throughout the field, including expository essays offering explanation, polemical essays providing critique, theoretical essays introducing new theoretical lenses, and narrative essays grounded in storytelling of personal experiences and emotions (Vince and Hibbert, <span>2018</span>). Essays are an important platform where academics can recognize that our role is not only to predict or explain (Lindebaum and Wright, <span>2021</span>) but also to motivate change through our writing. In this way, essays can be a generative genre for inviting purposeful (and sometimes radical) action towards changing our field.</p><p>The Journal of Management Studies is a strong proponent of this view of essays as a generative genre. In 2016, the journal launched its new essay section, entitled ‘<i>JMS Says</i>’. In its eight years of existence, JMS Says has matured, and the essays we edit have taken on a more defined objective and format as we lean into the possibilities of essays as a generative genre. Our focus has sharpened on narrative essays, which provide the opportunity for scholars to set out a unique and personal view on our environment (for us, as management academics) and what it could ideally become. We note that several other outlets have also created their own essay sections in accord with their views of the essay genre and particular focus. As JMS Says advances, and based on our collective years as editors at JMS Says, here we set out our views on the role, format, and potential of essays as a generative genre for management and organization scholars.</p><p>Essays matter more than ever because they can help shed light on unspoken aspects of our work as academics, from the vulnerabilities we experience (Hibbert, <span>2024</span>) to the increasing risk of research extraction in marginalized communities (Bothello and Bonfim, <span>2023</span>). They can also flip the script by challenging the assumptions at the core of our profession, such as those we have around data sharing (Schwarz and Bouckenooghe, <span>2024</span>) or the roles of the deans in business school (Cassell, <span>2024</span>). In short, essays have the power to inspire us to be better at what we do.</p><p>Yet, we can only shape essays as a generative genre with a clear definition and expectation, which we have progressively refined for the Journal of Management Studies. We see that the strength of JMS Says is its distinctiveness in coexisting with more traditional genres such as empirical or theoretical work. As a generative genre, JMS Says essays need to (1) draw from personal experiences to carry emotional weight, (2) identify an original or overlooked issue among management scholars, and (3) offer a clear ‘call to action’ for our academic community. Building on this threefold man","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 1","pages":"518-525"},"PeriodicalIF":7.0,"publicationDate":"2024-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13149","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142860052","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 Power of Calling: How Founder CEOs Drive Ambidexterity and Innovation in Firms","authors":"Jingzhou Pan,&nbsp;Keith M. Hmieleski,&nbsp;Bin Ma,&nbsp;Evgenia I. Lysova,&nbsp;Ziyang Tang,&nbsp;Xu Huang","doi":"10.1111/joms.13144","DOIUrl":"https://doi.org/10.1111/joms.13144","url":null,"abstract":"<p>This study investigates the phenomenon of founder CEOs playing an inordinately crucial role in achieving firm innovation performance. While existing research compares the effectiveness of founder and non-founder CEOs, the reasons behind founder CEOs’ advantage in achieving high innovation performance remain unclear. Building on upper echelons theory, this study explores micro-foundations underlying this phenomenon. We propose that CEO founder status positively influences innovation performance through the application of ambidextrous firm strategy, with such effects being moderated by the extent to which CEOs experience a sense of calling for their work. Based on data from 200 small- and medium-sized high-tech enterprises in China, we find that founder, as compared to non-founder, CEOs have a more positive relationship with innovation performance, mediated by ambidextrous firm strategy, and this effect is strengthened by calling for their work. These findings provide new insights regarding <i>how</i> and <i>when</i> a ‘founder advantage’ is most likely to be achieved regarding innovation performance. Moreover, by focusing on Chinese firms, this study responds to calls for expanding management research beyond Western contexts, enriching our understanding of founder CEOs and innovation in diverse cultural settings.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"2898-2937"},"PeriodicalIF":6.4,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13144","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145273075","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 Why, How, and When of CSR Managers’ Internal Legitimation Strategies","authors":"Cynthia Loos,&nbsp;Katharina Spraul","doi":"10.1111/joms.13145","DOIUrl":"https://doi.org/10.1111/joms.13145","url":null,"abstract":"<p>Organizations often leverage corporate social responsibility (CSR) in their efforts to gain external legitimacy, and yet CSR managers – the very people responsible for implementing CSR initiatives – often struggle to achieve internal legitimacy and, thus, their objectives. This qualitative research seeks insights into CSR managers’ need for legitimation (<i>why</i>) and the strategies they use to overcome challenges and establish legitimacy within their organizations (<i>how</i>). A set of six distinct challenges CSR managers face reveals the complex reality of their roles and the factors that drive their quests for legitimacy. In turn, CSR managers draw on a repertoire of eight legitimation strategies to navigate the challenges, each reflecting a different legitimacy dimension. Notably, CSR managers’ occupational self-perception influences their perceptions of challenges and choice of legitimation strategies, indicating the importance of individual characteristics (<i>when</i>) in shaping CSR practices. These nuanced insights into the micro-level dynamics of legitimacy advance literature on both legitimacy and micro-CSR by offering a personalized approach that accounts for the unique perspectives and strategies of CSR managers.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"2830-2858"},"PeriodicalIF":6.4,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13145","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272864","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":"Not the Time to be Humble! When and Why Leader Humility Enhances and Deteriorates Evaluations on Leader Effectiveness and Satisfaction with Leader","authors":"Shengming Liu,&nbsp;Jih-Yu Mao,&nbsp;Ning Li,&nbsp;Zhang Yue","doi":"10.1111/joms.13137","DOIUrl":"https://doi.org/10.1111/joms.13137","url":null,"abstract":"<p>Although leader humility is considered a desirable leader characteristic, an emerging research stream focuses on when leader humility may come at a cost. By integrating implicit leadership theories with the attentional focus model, we examine when followers perceive leader humility favourably and unfavourably due to valuing leader characteristics differently in different situations. We suggest that followers are more likely to value (disvalue) leader humility when there is less (more) time pressure. Specifically, followers are inclined to attribute leader humility as comprehensive (indecisive) when time pressure is low (high), resulting in high (low) evaluations on leader effectiveness and satisfaction with leader. The results of an experiment and a three-wave survey support our predictions, which advances knowledge about the benefits and perils of leader humility and their underlying mechanisms.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"2707-2733"},"PeriodicalIF":6.4,"publicationDate":"2024-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272809","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":"Set & Done? Trade-offs between Stakeholder Expectation and Attainment Pressures in Corporate Carbon Target Management","authors":"Patrick J. Callery,&nbsp;Eun-Hee Kim","doi":"10.1111/joms.13140","DOIUrl":"https://doi.org/10.1111/joms.13140","url":null,"abstract":"<p>Investors increasingly pressure firms for action on climate change and carbon emissions, in particular, by setting carbon targets. Whereas investors largely rely on quantitative information in evaluating this important aspect of non-financial performance, scarce research has explored how firms may exploit the numerical magnitudes of carbon targets. We examine this possibility by analysing deceptive parameter changes in carbon targets after initial adoption, wherein firms create the perception of strengthening carbon targets while in reality loosening them, a novel form of decoupling. We theorize a U-shaped relationship between the most conspicuous target parameter, target size (percentage emissions reduction), and the propensity for deceptive target change based on countervailing pressures – stakeholder expectation management and target attainment – that create tension. We further propose greater investor pressure over policy, through long-term ownership and shareholder voice, exacerbates these pressures whereas media controversy that may prompt investor scrutiny over practice deters deceptive target changes. We find empirical support for our hypotheses and provide additional analyses that support our theorized latent, countervailing pressures and our characterization of deceptive change as decoupling.</p>","PeriodicalId":48445,"journal":{"name":"Journal of Management Studies","volume":"62 7","pages":"2770-2804"},"PeriodicalIF":6.4,"publicationDate":"2024-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.13140","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272808","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}