Organization Science最新文献_第10页

How Entrepreneurs Achieve Purpose Beyond Profit: The Case of Women Entrepreneurs in Nigeria 企业家如何实现超越利润的目标:尼日利亚女企业家的案例

IF 4.1 2区管理学

Organization Science Pub Date : 2023-08-16 DOI: 10.1287/orsc.2021.15341

H. Barkema, Uta K. Bindl, Lamees Tanveer

{"title":"How Entrepreneurs Achieve Purpose Beyond Profit: The Case of Women Entrepreneurs in Nigeria","authors":"H. Barkema, Uta K. Bindl, Lamees Tanveer","doi":"10.1287/orsc.2021.15341","DOIUrl":"https://doi.org/10.1287/orsc.2021.15341","url":null,"abstract":"This paper investigates how entrepreneurs achieve a sense of purpose or, more precisely, eudaimonic well-being—the experience of a good and meaningful life. We explore this in the context of women entrepreneurs participating in a business training program in Nigeria. Specifically, we conduct mixed-methods research, starting with an inductive qualitative Study 1 of what eudaimonic well-being means for these entrepreneurs. We find that, in the context of their enterprises, eudaimonic well-being implies opportunities to experience self-cultivation, mastery, social recognition, and to benefit others in the community. Unexpectedly, the women in our study also experience eudaimonic well-being related to their households. These initial insights inform theory in Study 2 on how enterprise-related learning (i.e., acquiring and assimilating knowledge regarding the enterprise) and household-related learning (acquiring and assimilating knowledge regarding the household) influence their eudaimonic well-being, itself driven by strong social ties with other women entrepreneurs in the training program. Hypotheses testing through a quantitative study of 484 women entrepreneurs in Nigeria over time corroborates the theory. Our research provides a contextualized perspective of “purpose” in entrepreneurship and how to achieve it: by developing strong social ties, enabling enterprise- and household-related learning, women entrepreneurs in our context initiate greater eudaimonic well-being, beyond improving firm performance. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2021.15341 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"13 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89561654","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

Hybrid Administrative Interfaces: Authority Delegation and Reversion in Strategic Alliances 混合管理界面:战略联盟中的权力下放与回归

IF 4.1 2区管理学

Organization Science Pub Date : 2023-08-10 DOI: 10.1287/orsc.2023.1687

M. Hanisch, J. Reuer, Carolin Haeussler, Shivaram V. Devarakonda

引用次数: 0

Inverted Apprenticeship: How Senior Occupational Members Develop Practical Expertise and Preserve Their Position When New Technologies Arrive 逆向学徒制:高级职业成员如何在新技术到来时发展实用专业知识并保持其地位

IF 4.1 2区管理学

Organization Science Pub Date : 2023-08-07 DOI: 10.1287/orsc.2023.1688

Matthew I. Beane, Callen Anthony

{"title":"Inverted Apprenticeship: How Senior Occupational Members Develop Practical Expertise and Preserve Their Position When New Technologies Arrive","authors":"Matthew I. Beane, Callen Anthony","doi":"10.1287/orsc.2023.1688","DOIUrl":"https://doi.org/10.1287/orsc.2023.1688","url":null,"abstract":"New technologies create a dilemma for senior members of occupations. Traditionally, practical expertise and position are considered correlates, yet when new technologies arrive, they may be knocked out of alignment. This means that senior members must develop new expertise lest their position be threatened. However, because position often signifies expertise, developing new practical expertise may be challenging. Indeed, senior members face strong pressures not to appear to nor actually devote time to comprehensive formal training as they are booked with complex problems using prior methods, they are responsible for the learning of junior members, and they have passed early career training windows. Through comparative ethnographic field studies of urological surgery and investment banking, we show that “inverted apprenticeships,” defined as configured struggle and restructured interactions with junior members that allow senior members to develop practical expertise with new technologies while maintaining their position, resolve this dilemma. We identify four pathways that senior experts took to structure these inverted apprenticeships, including seeking, stalling, leveraging, and confronting. We uncover the conditions of each pathway and trace their consequences. Although these pathways allowed senior members to enhance or preserve their position, they generated widely varying practical expertise with the new technology. Furthermore, the majority of these pathways undermined the learning of those most junior, who were supposed to be developing expertise through their interactions with seniors. Funding: This work was supported by the Strategic Management Society [Grant SRF-2015DP-0063] and the Social Science and Humanities Research Council of Canada [Grant 752-2014-0378].","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"243 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91318799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Inspiring, Yet Tiring: How Leader Emotional Complexity Shapes Follower Creativity 鼓舞人心，但令人疲惫:领导者的情感复杂性如何塑造追随者的创造力

IF 4.1 2区管理学

Organization Science Pub Date : 2023-07-31 DOI: 10.1287/orsc.2019.13152

Jakob Stollberger, Yves R. F. Guillaume, D. van Knippenberg

{"title":"Inspiring, Yet Tiring: How Leader Emotional Complexity Shapes Follower Creativity","authors":"Jakob Stollberger, Yves R. F. Guillaume, D. van Knippenberg","doi":"10.1287/orsc.2019.13152","DOIUrl":"https://doi.org/10.1287/orsc.2019.13152","url":null,"abstract":"Moods and emotions are an important influence on creativity at work, and recent developments point to emotional complexity as a particularly relevant influence in this respect. We develop this line of research by shifting focus from emotional complexity as an intrapersonal influence to emotional complexity as an interpersonal influence between leader and subordinate. Specifically, we integrate the social-functional approach to emotions with theory on self-regulation to shed light on the effects of leader emotional complexity (LEC), operationalized as alternations between leader displays of happiness and anger, on follower creativity. Three studies, two video experiments (Studies 1 and 2) and a multisource experience sampling study (Study 3), revealed that, on one hand, LEC stimulated creativity by enhancing the cognitive flexibility of followers; on the other hand, LEC led to heightened self-regulatory resource depletion, which compromised follower creativity. Our results also showed that trait epistemic motivation strengthened the positive effects of LEC on creativity via cognitive flexibility, the negative effects via self-regulatory resource depletion were also stronger for followers with higher trait epistemic motivation. Combined, results suggest that leader displays of emotional complexity can be tiring but are even more inspiring. Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2019.13152 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"104 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76662800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

License to Layoff? Unemployment Insurance and the Moral Cost of Layoffs 裁员许可?失业保险与裁员的道德成本

IF 4.1 2区管理学

Organization Science Pub Date : 2023-07-27 DOI: 10.1287/orsc.2022.16734

D. D. Keum, Stephan Meier

引用次数: 1

Uncertainty and Immigrant Entrepreneurship: Evidence from Brexit 不确定性与移民创业:来自英国脱欧的证据

IF 4.1 2区管理学

Organization Science Pub Date : 2023-07-20 DOI: 10.1287/orsc.2021.16011

Camilo Acosta, Astrid Marinoni

引用次数: 0

The Consequences of Revealing First-Generational Status 揭示第一代身份的后果

IF 4.1 2区管理学

Organization Science Pub Date : 2023-07-20 DOI: 10.1287/orsc.2023.1682

Peter Belmi, Kelly Raz, M. Neale, Melissa C. Thomas-Hunt

{"title":"The Consequences of Revealing First-Generational Status","authors":"Peter Belmi, Kelly Raz, M. Neale, Melissa C. Thomas-Hunt","doi":"10.1287/orsc.2023.1682","DOIUrl":"https://doi.org/10.1287/orsc.2023.1682","url":null,"abstract":"College is regarded as the great equalizer. People with four-year degrees expect to reap the rewards of their education. This paper examines the pivotal transition from college to the labor market. How do candidates fare when they reveal to prospective employers that they are “first-gen”? Based on the literature, one may advance two competing predictions. One perspective predicts the possibility of a first-gen advantage. This view predicts that revealing one’s first-gen status can help applicants, by making them seem motivated, committed, responsible, and hardworking. It also makes for a compelling narrative; many Americans love stories of “bootstrapped” success. In contrast, a competing perspective predicts the possibility of a first-generation disadvantage. According to this view, there are forces that block decision makers from recognizing the strengths of first-gen students. We tested these two perspectives with an audit study (n = 1,783) and four follow-up studies (n = 4,920). The results supported the first-gen disadvantage hypothesis. Even in the mainstream labor market, first-gen students were evaluated less favorably. We traced this bias to the impact of one possible mechanism: deficit thinking. Despite overcoming hardships, first-gen students were often viewed through the lens of deficits. As a consequence, they were often denied opportunities to gain entry into organizations. Importantly, we found that a mindset shift can help ameliorate the problem. When we nudged decision makers to adopt a strengths-based lens, they became more receptive to hiring first-gen applicants. This work extends knowledge on the mechanisms that drive social class gaps in hiring. It also invites a reassessment of how to study social class in organizations. Deficit models dominate the study of social class. However, as we demonstrated, focusing on deficits can exacerbate inequality. It is important to consider people’s experiences and humanity holistically. Supplemental Material: The e-companion is available at https://doi.org/10.1287/orsc.2023.1682 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"85 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77026931","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Leveraging Learning Collectives: How Novice Outsiders Break into an Occupation 利用学习集体:新手如何进入职业

IF 4.1 2区管理学

Organization Science Pub Date : 2023-07-18 DOI: 10.1287/orsc.2020.14214

Ece Kaynak

{"title":"Leveraging Learning Collectives: How Novice Outsiders Break into an Occupation","authors":"Ece Kaynak","doi":"10.1287/orsc.2020.14214","DOIUrl":"https://doi.org/10.1287/orsc.2020.14214","url":null,"abstract":"Existing research depicts occupational learning as predominantly happening through formal education, situated learning, or a combination of the two. How career switchers might develop occupational skills outside of these established learning pathways is understudied. This paper examines how novice outsiders break into a skilled occupation by looking at the case of aspiring software developers attending coding bootcamps. Drawing on 17 months of fieldwork in the San Francisco Bay area, I find that bootcamps did not resemble either schools or workplaces, the two institutions that facilitate occupational learning. Instead, bootcamps scaffolded learning collectives—groups composed of peers and near peers who learn collaboratively and purposefully to reach a shared goal. Within learning collectives, aspirants progressed from novice outsiders to hirable software developers, despite limited access to proximate experts to learn from or legitimate peripheral participation opportunities. Three scaffoldings facilitated learning at bootcamps. First, peer team structures turned what is normally a solitary activity—writing code—into a collaborative endeavor and facilitated peer-to-peer knowledge exchange. Second, near-peer role structures engaged recent graduates in teaching and mentorship relationships with novices so that aspirants could access knowledge quickly and easily. Third, bootcamps encouraged aspirants to self-learn by reaching out to the expertise of the broader occupational community. This third scaffolding prepared aspirants for learning beyond the bootcamp curriculum and socialized them for an occupation with high learning demands. The outcome of this process was that novices pursuing an alternative mode of occupational entry developed both occupational skills and new self-conceptions as software developers. Funding: This work was supported by a grant from Stanford Cyber Initiative.","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"100 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88542753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Do Lower-Power Individuals Really Compete Less? An Investigation of Covert Competition 权力较低的人真的竞争较少吗?秘密竞争的调查

IF 4.1 2区管理学

Organization Science Pub Date : 2023-07-14 DOI: 10.1287/orsc.2023.1684

Yufei Zhong, H. Li

{"title":"Do Lower-Power Individuals Really Compete Less? An Investigation of Covert Competition","authors":"Yufei Zhong, H. Li","doi":"10.1287/orsc.2023.1684","DOIUrl":"https://doi.org/10.1287/orsc.2023.1684","url":null,"abstract":"Competition is one of the defining features of organizational life. In this research, we identify a prevalent but overlooked type of competition—covert competition, which we define as behaviors with the intention to win (i.e., advancing one’s interest/position while disregarding or hurting the other party’s interest/position) that are unclear to or hidden from the other party. We argue that one’s relative power in dyadic social relationships influences covert competition. Based on the theory of power dependence, we expect that lower-power individuals are more likely than higher-power individuals to compete covertly. This is because lower-power individuals fear the potential negative repercussions of revealing their competitiveness, which motivates them to engage in more covert competition. Lower-power individuals’ ability to escape from the current relationship mitigates the effects of having lower power on such fear and on their subsequent covert competition. With five experiments and a three-wave longitudinal survey study, we find support for our hypotheses. This research calls attention to the understudied covert form of competition and emphasizes the nuanced relationships between power and competitive behaviors. Supplemental Material: The online supplemental material is available at https://doi.org/10.1287/orsc.2023.1684 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"59 1","pages":""},"PeriodicalIF":4.1,"publicationDate":"2023-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90192972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

When Less Is More: How Statistical Discrimination Can Decrease Predictive Accuracy 当少即是多:统计歧视如何降低预测准确性

2区管理学

Organization Science Pub Date : 2023-07-01 DOI: 10.1287/orsc.2022.1626

Felipe A. Csaszar, Diana Jue-Rajasingh, Michael Jensen

{"title":"When Less Is More: How Statistical Discrimination Can Decrease Predictive Accuracy","authors":"Felipe A. Csaszar, Diana Jue-Rajasingh, Michael Jensen","doi":"10.1287/orsc.2022.1626","DOIUrl":"https://doi.org/10.1287/orsc.2022.1626","url":null,"abstract":"Discrimination is a pervasive aspect of modern society and human relations. Statistical discrimination theory suggests that profit-maximizing employers should use all the information about job candidates, including information about group membership (e.g., race or gender), to make accurate predictions. In contrast, research on heuristics in psychology suggests that using less information can be better. Drawing on research on heuristics, we show that even small amounts of inconsistency can make predictions using group membership less accurate than predictions that do not use this information. That is, whereas statistical discrimination theory implies that better predictions can be achieved by using all available information about an individual (including group characteristics that may be correlated with but do not cause performance), our model shows that using all available information only improves predictive accuracy under a very specific set of conditions, thus suggesting that statistical discrimination often results in worse predictions. By understanding when statistical discrimination improves or worsens predictions, our work cautions decision makers and uncovers paths toward reducing the occurrence of situations in which statistical discrimination benefits predictive accuracy, thus reducing its pervasiveness in society. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1626 .","PeriodicalId":48462,"journal":{"name":"Organization Science","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136011716","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1