Journal of Management最新文献_第3页

How and Why Top Executives Influence Innovation: A Review of Mechanisms and a Research Agenda 高层管理人员如何以及为何影响创新？机制回顾与研究议程

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-25 DOI: 10.1177/01492063241284962

David H. Zhu, Zeyu Zhao, Matthew Semadeni

{"title":"How and Why Top Executives Influence Innovation: A Review of Mechanisms and a Research Agenda","authors":"David H. Zhu, Zeyu Zhao, Matthew Semadeni","doi":"10.1177/01492063241284962","DOIUrl":"https://doi.org/10.1177/01492063241284962","url":null,"abstract":"Scholars have shown increasing interest in the relationship between top executives and firm innovation. However, no systematic effort has been made to integrate or synthesize the theoretical mechanisms in this literature. Without such an integrative framework, this field remains fragmented, offering limited guidance for future research. In this study, we integrate and synthesize findings from over 100 articles on the effects of top executives on innovation. Our review identifies four major categories of theoretical mechanisms (Motivations, Cognitions, Leadership Behaviors, and Influences), eleven sub-categories of mechanisms, and three prominent causal chains in the literature. Our review also examines how these mechanisms align with those in the broader innovation literature, highlighting numerous opportunities for future research. These include deeper integration within and across four categories of mechanisms in strategic leadership literature, drawing insights from strategic leadership research to better inform future research on organizational motivations for innovation, examining top executives’ economic motivations for innovation, and elucidating how strategic leaders shape absorptive and economic capacities to innovate.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"25 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142490870","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}

引用次数: 0

Mitigating Cognitive Bias to Improve Organizational Decisions: An Integrative Review, Framework, and Research Agenda 减少认知偏差，改进组织决策：综合评论、框架和研究议程

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-22 DOI: 10.1177/01492063241287188

Barbara Fasolo, Claire Heard, Irene Scopelliti

{"title":"Mitigating Cognitive Bias to Improve Organizational Decisions: An Integrative Review, Framework, and Research Agenda","authors":"Barbara Fasolo, Claire Heard, Irene Scopelliti","doi":"10.1177/01492063241287188","DOIUrl":"https://doi.org/10.1177/01492063241287188","url":null,"abstract":"The detrimental influence of cognitive biases on decision-making and organizational performance is well established in management research. However, less attention has been given to bias mitigation interventions for improving organizational decisions. Drawing from the judgment and decision-making (JDM) literature, this paper offers a clear conceptualization of two approaches that mitigate bias via distinct cognitive mechanisms—debiasing and choice architecture—and presents a comprehensive integrative review of interventions tested experimentally within each approach. Observing a lack of comparative studies, we propose a novel framework that lays the foundation for future empirical research in bias mitigation. This framework identifies decision, organizational, and individual-level factors that are proposed to moderate the effectiveness of bias mitigation approaches across different contexts and can guide organizations in selecting the most suitable approach. By bridging JDM and management research, we offer a comprehensive research agenda and guidelines to select the most suitable evidence-based approach for improving decision-making processes and, ultimately, organizational performance.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"234 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142487597","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}

引用次数: 0

This Is an Eventful Era: Exploring Event-Oriented Approaches to Organizational Research 这是一个多事之秋探索以事件为导向的组织研究方法

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-17 DOI: 10.1177/01492063241286494

Frederick P. Morgeson, Dong Liu, Albert A. Cannella, Amy J. Hillman, Scott E. Seibert, Michael L. Tushman

{"title":"This Is an Eventful Era: Exploring Event-Oriented Approaches to Organizational Research","authors":"Frederick P. Morgeson, Dong Liu, Albert A. Cannella, Amy J. Hillman, Scott E. Seibert, Michael L. Tushman","doi":"10.1177/01492063241286494","DOIUrl":"https://doi.org/10.1177/01492063241286494","url":null,"abstract":"This special issue explores the transformative role of discrete events in fostering changes at different organizational levels, challenging traditional feature-oriented approaches that focus on stable attributes of individuals, groups, and organizations. Joining the growing body of event-oriented research in diverse settings, the nine published articles evoke a novel theoretical lens (i.e., Event System Theory) to examine a number of discrete events (e.g., everyday change events, organizational downsizing, merger, corporate scandal, technology implementation, the U.S.–China trade war, the Black Lives Matter movement). Their findings demonstrate the interesting ways discrete events disrupt routines, prompt adaptation, and impact individual and collective behaviors across various levels within organizations. Our further analysis underscores the importance of adopting an event-oriented perspective for a better understanding of management issues, offering new insights and directions for future research. We hope this special issue provides a robust foundation for integrating event-centric research approaches into organizational theory, emphasizing the need for continued empirical investigation and theoretical refinement in a variety of management research domains, such as strategic management, organizational behavior, entrepreneurship, and human resource management.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"40 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142448564","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}

引用次数: 0

A Stakeholder Perspective on Diversity Within Organizations 从利益相关者的角度看组织内的多样性

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-14 DOI: 10.1177/01492063241280718

Priyanka Dwivedi, Yashodhara Basuthakur, Sridhar Polineni, Srikanth Paruchuri, Aparna Joshi

引用次数: 0

Bridging the Past, or Breaking From It? Leader Continuity Rhetoric and Nontarget Employee Diversity Initiative Support 衔接过去，还是摆脱过去？领导者的连续性修辞与非目标员工多元化计划支持

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-10 DOI: 10.1177/01492063241281466

Anastasia Kukula, Max Reinwald, Rouven Kanitz, Martin Hoegl

{"title":"Bridging the Past, or Breaking From It? Leader Continuity Rhetoric and Nontarget Employee Diversity Initiative Support","authors":"Anastasia Kukula, Max Reinwald, Rouven Kanitz, Martin Hoegl","doi":"10.1177/01492063241281466","DOIUrl":"https://doi.org/10.1177/01492063241281466","url":null,"abstract":"Organizations launch diversity initiatives to promote diversity within their ranks, improve the work experiences of underrepresented groups, and satisfy growing demands for diversity in workplace settings. While typically welcomed by the target group, diversity initiatives can be compromised when employees who are not the initiative’s targets—for example, men in the case of gender diversity initiatives—withhold their support. Particularly organizations that are mostly composed of nontargets may thus struggle with a lack of support for their diversity initiatives. To understand how organizations can successfully implement diversity initiatives while preserving nontarget support, we take an uncertainty management perspective and examine the interactive effects of diversity practice type (identity-conscious vs. identity-blind) and leader continuity rhetoric (high vs. low vision of continuity) on nontarget support. In Study 1, using data from a 2 × 2 between-person field experiment in a firefighter organization, we find that framing the initiative under a vision of high (vs. low) continuity preserves nontargets’ anticipatory distributive justice in the face of identity-conscious (vs. identity-blind) practices and thereby promotes initiative support. Study 2, a vignette experiment, replicates our findings and shows that other justice dimensions above and beyond distributive justice appear secondary in this context. Our work has important implications for managing the initiation phase of diversity initiatives in organizations primarily composed of nontargets in a way that fosters nontargets’ perceived justice and support.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"74 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142397851","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}

引用次数: 0

Examining Multiculturals’ and Multilinguals’ Paradoxical Bridging Behaviors in Overcoming Cultural and Language Barriers in Organizations 研究多元文化人和多语言人在克服组织中的文化和语言障碍时的矛盾桥梁行为

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-09 DOI: 10.1177/01492063241281457

Tomke J. Augustin, Markus Pudelko, Bradley Kirkman

{"title":"Examining Multiculturals’ and Multilinguals’ Paradoxical Bridging Behaviors in Overcoming Cultural and Language Barriers in Organizations","authors":"Tomke J. Augustin, Markus Pudelko, Bradley Kirkman","doi":"10.1177/01492063241281457","DOIUrl":"https://doi.org/10.1177/01492063241281457","url":null,"abstract":"Research has identified the usefulness of multicultural and multilingual employees in overcoming cultural and language barriers in international work contexts, but still needs to clarify why and how these employees engage in bridging behavior. Based on in-depth analyses of 154 interviews, we inductively develop a comprehensive model of bridging behaviors with novel and counterintuitive insights. We show that bridging behaviors are not only based on individual strengths, which multiculturals and multilinguals possess, but also—paradoxically—on their weaknesses. Multiculturals’ and multilinguals’ strengths and experience with weaknesses result in different determinants and enactments of bridging. Grounded in our inductive theory building, we propose four bridging behaviors: cultural teaching, language teaching, cultural facilitating, and language facilitating. Multiculturals and multilinguals cycle between these bridging behaviors depending on their capabilities and motivations in specific situations. We provide theoretical and practical implications of our findings.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142397854","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}

引用次数: 0

The Importance of Project Status for Career Success: A Network Perspective 项目状态对职业成功的重要性：网络视角

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-10-05 DOI: 10.1177/01492063241282649

Shihan Li, David Krackhardt, Nynke M. D. Niezink

{"title":"The Importance of Project Status for Career Success: A Network Perspective","authors":"Shihan Li, David Krackhardt, Nynke M. D. Niezink","doi":"10.1177/01492063241282649","DOIUrl":"https://doi.org/10.1177/01492063241282649","url":null,"abstract":"Employees’ career trajectories in project-based organizations are closely associated with their project participation history. Yet, little is known about what features make a project stand out as a career booster for its participants and who obtains more career benefits than others from working on “hotshot” projects. In this study, we focus on a unique feature of projects—project status—and theorize about potential network-related sources from which it derives. Specifically, we develop arguments for how the pattern of a project’s social relations with other projects in the project network reflects the project’s status. Then, we deduce hypotheses regarding the impact of project status on employees’ career advancement and the moderating role of one’s hierarchical level in this relationship, drawing on the literature on status diffusion, endorsement, evaluative uncertainty, and attribution. Our empirical examinations entailed two studies. Study 1 provides evidence for the validity of using a network structural feature of a project to indicate its status using data from a high-tech company’s R&D projects. Study 2 tested our hypotheses by leveraging a sample of over 1,000 IT specialists in a multinational accounting firm tracked over five years. We found that employees assigned to higher-status projects received faster promotions. This career advantage was moderated by a person’s organizational hierarchical level in a complex way such that middle-level people obtained more rapid promotions when assigned to high-status projects than their bottom- or top-level counterparts.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"224 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142383719","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}

引用次数: 0

Understanding the Relationships Between Divorce and Work: A Conceptual Framework and Research Agenda 理解离婚与工作之间的关系：概念框架和研究议程

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-30 DOI: 10.1177/01492063241281467

Thomas K. Kelemen, Michael J. Matthews, Mark C. Bolino, Allison S. Gabriel, Mahira L. Ganster

引用次数: 0

Institutional Topography: A Review of Subnational Institutions 制度地形：国家以下各级机构述评

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-30 DOI: 10.1177/01492063241282640

Li Dai, Michael A. Hitt, Chunhui Huo, Christine M. Chan

引用次数: 0

A Process Study of Evolving Paradoxes and Cross-Sector Goals: A Partnership to Accelerate Global Sustainability 对不断演变的矛盾和跨部门目标的过程研究：加速全球可持续发展的伙伴关系

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-30 DOI: 10.1177/01492063241278803

Amanda Williams, John N. Parker, Steve Kennedy, Gail Whiteman

{"title":"A Process Study of Evolving Paradoxes and Cross-Sector Goals: A Partnership to Accelerate Global Sustainability","authors":"Amanda Williams, John N. Parker, Steve Kennedy, Gail Whiteman","doi":"10.1177/01492063241278803","DOIUrl":"https://doi.org/10.1177/01492063241278803","url":null,"abstract":"Cross-sector partnerships formed to address societal challenges are widely advocated and increasingly common. Joint goal setting is an essential phase in the collaborative process that can determine the course of a partnership. Yet, little is known about how cross-sector goals change and evolve because goal alignment between partners is often taken for granted. In this article, we qualitatively investigate a case of goal setting within a high-profile partnership across the academic and business sectors called Action2020, which aimed at accelerating global corporate sustainability action based on the planetary boundaries framework. We find that cross-sector goal setting is an iterative, multiphase process complicated by deep-seated sectoral differences that trigger paradoxes and conflict. Our main contribution is a process model of cross-sector goal setting comprising three phases: coalescing, protecting, and reconciling sectoral interests. Our model offers three unique insights that advance the cross-sector paradox literature: Altering the cross-sector goal can harness new opportunities of key turning points in the collaboration, shifting the opposing poles of paradoxes may be a necessary management approach to overcome collaborative barriers, and intermediaries may dampen the ambition of collaborative goals in order to temper paradoxes. We also contribute to the corporate sustainability literature and discuss the implications of moving from organization-centric to systems-based sustainability targets.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"34 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360217","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}

引用次数: 0