Journal of Management最新文献_第4页

Internal Control Weakness and Corporate Divestitures 内部控制薄弱与公司资产剥离

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-26 DOI: 10.1177/01492063241274284

Qiang (John) Li, Songcui Hu, Wei Shi

{"title":"Internal Control Weakness and Corporate Divestitures","authors":"Qiang (John) Li, Songcui Hu, Wei Shi","doi":"10.1177/01492063241274284","DOIUrl":"https://doi.org/10.1177/01492063241274284","url":null,"abstract":"This study examines the influence of firms’ internal control weakness (ICW) reported under the Sarbanes-Oxley Act (SOX) on their subsequent divestiture decisions and the performance of these decisions. We argue that following ICW disclosure, firms are inclined to pursue corporate divestitures because such divestitures can reduce organizational complexity and help remedy firms’ ICW. We also propose that the positive influence of ICW disclosure on divestitures is stronger when a firm has recently appointed a CEO but weaker when there is a higher prevalence of ICW within the industry. Furthermore, we investigate the dual performance implications of divestitures following ICW disclosure. Although these divestitures, compared to divestitures not following ICW disclosure, are associated with higher stock market performance, they are also associated with slower sales growth for firms’ core businesses. We present empirical evidence that supports our arguments using a sample of S&P 1500 firms from 2003 to 2020. This study advances corporate strategy research by highlighting the role of ICW in shaping corporate divestiture decisions and documenting the multifaceted performance implications of such divestitures.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"33 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142325471","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

Tokens or Trailblazers: Identity Construction of Occupants of New Inclusion-Driven Roles 代币还是开拓者？包容性驱动的新角色任职者的身份构建

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-26 DOI: 10.1177/01492063241282762

Federica Pazzaglia, Karan Sonpar, Mukta Kulkarni, Navya Maheshwari

{"title":"Tokens or Trailblazers: Identity Construction of Occupants of New Inclusion-Driven Roles","authors":"Federica Pazzaglia, Karan Sonpar, Mukta Kulkarni, Navya Maheshwari","doi":"10.1177/01492063241282762","DOIUrl":"https://doi.org/10.1177/01492063241282762","url":null,"abstract":"New roles birthed by organizational inclusion initiatives present an interesting puzzle. On the one hand, they hold the promise to foster inclusion objectives more directly through their formalization in the organizational structure. On the other hand, they tend to be ambiguous as to what occupants are expected to do and how to reconcile this with existing organizational goals and processes. Therefore, they create a burden for their occupants to create a role identity that legitimizes who they are and what they do. To address this puzzle, we draw on a qualitative study of early occupants of the newly created role of lady officer within the Indian military. We find that their role identity construction involved negotiating an optimal balance between professional and inclusion-informed identities through discursive and embodied identity work. Role occupants’ identity work initially emphasized elements of their professional identity and subsequently infused elements of departure informed by their views of the role. In doing so, they sought to shape interpretations of the role and craft a sense of role legitimacy. Our key contribution lies in developing an emergent theory of identity construction by occupants of inclusion-focused roles, illustrating their efforts to craft a role identity and a sense of legitimacy for their role and themselves in it amid challenges posed by role ambiguity and by societal and organizational tensions.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"9 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142325472","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

New Horizons for Newcomer Organizational Socialization: A Review, Meta-Analysis, and Future Research Directions 新人组织社会化的新视野：综述、元分析和未来研究方向

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-20 DOI: 10.1177/01492063241277168

Talya N. Bauer, Berrin Erdogan, Allison M. Ellis, Donald M. Truxillo, Grant M. Brady, Todd Bodner

{"title":"New Horizons for Newcomer Organizational Socialization: A Review, Meta-Analysis, and Future Research Directions","authors":"Talya N. Bauer, Berrin Erdogan, Allison M. Ellis, Donald M. Truxillo, Grant M. Brady, Todd Bodner","doi":"10.1177/01492063241277168","DOIUrl":"https://doi.org/10.1177/01492063241277168","url":null,"abstract":"The effective socialization of newcomers into organizations is critical for employee and organizational success. As such, ensuring successful onboarding has become even more pivotal for newcomer adjustment, performance, and retention. The literature has seen significant growth and incorporated new theoretical perspectives, such as resource-based approaches since the most recent comprehensive meta-analytic review of the literature. Therefore, we extended earlier reviews by presenting an updated model of the socialization process, reviewing the literature, and examining this updated model via meta-analysis. In all, we identified 256 studies that met our meta-analytic inclusion criteria, and 183 with sufficient k across construct categories were included in our meta-analysis. At the correlational level, we analyzed antecedents to proximal adjustment indicators and proximal adjustment to distal outcomes. We examined a potential moderator, whether the study took place in a horizontal-individualistic (HI) versus vertical-collectivistic (VC) culture. Last, we analyzed a path model to identify unique relationships between specific antecedents (age, full-time work experience, organizational tenure, proactive personality, information seeking, organizational tactics, insider mentoring/supporting), proximal adjustment indicators (social acceptance, role clarity, task mastery, perceived fit), and distal outcomes (job satisfaction, organizational commitment, turnover intentions, other-rated performance, and well-being). Our analyses uncover the role of proactive personality and proactive newcomer behaviors in newcomer adjustment and the importance of social acceptance for newcomers. They also identify perceptions of fit as an important but relatively under-examined adjustment indicator and newcomer well-being as an additional socialization outcome. We develop future directions for socialization theory and research methods.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"20 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142306246","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 Configurational Perspective on the Quality of Managers’ Counterfactual Reflections 从配置角度看管理者的反事实思考质量

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-19 DOI: 10.1177/01492063241271244

Katja Woelfl, David J. Ketchen, Lutz Kaufmann

{"title":"A Configurational Perspective on the Quality of Managers’ Counterfactual Reflections","authors":"Katja Woelfl, David J. Ketchen, Lutz Kaufmann","doi":"10.1177/01492063241271244","DOIUrl":"https://doi.org/10.1177/01492063241271244","url":null,"abstract":"Counterfactual reflection (CFR)—thinking about “what might have been if”—can enhance learning from experience, but only if the CFR is high-quality. Yet, what shapes differences in CFR quality remains largely unknown. Because managers typically reflect on experiences by concomitantly considering relevant factors and their collective interdependencies, we suggest that CFR quality is causally complex. To investigate this possibility, we interviewed 129 managers. In these interviews, they reflected on recently concluded business-to-business negotiations. Using fuzzy-set qualitative comparative analysis, we find three equifinal configurations of negotiation factors associated with high-quality CFR and eight associated with low-quality CFR. Drawing on the interviews, we identify managers’ ability to disentangle causal linkages in their past negotiation and their motivation for high-quality CFR in the present as plausible mechanisms underlying differences in CFR quality. We find high-quality CFR only following experiences where managers possess high levels of both situation-specific ability and motivation. In contrast, experiences that leave managers feeling unable or unmotivated due to high satisfaction, indifference, or defensiveness, are linked to low-quality CFR. Overall, our study advances understanding of why there are differences in CFR quality by linking past experiences with managers’ abilities and motivation. From a managerial perspective, we suggest that organizations avoid “one size fits all” approaches to CFR. Instead, we recommend actionable measures for both reflecting managers and their supervisors to address the specific reasons that prevent managers from engaging in high-quality CFR after their negotiation experiences.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"2 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142245532","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

Putting the Politics Into Corporate Political Activity: A Variance Decomposition Analysis of Firm–Government Interactions Across Political Contexts 将政治融入企业政治活动：不同政治背景下企业与政府互动的方差分解分析

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-19 DOI: 10.1177/01492063241274272

Rachel Mui, Mirzokhidjon Abdurakhmonov, Aaron D. Hill, Jason Ridge

{"title":"Putting the Politics Into Corporate Political Activity: A Variance Decomposition Analysis of Firm–Government Interactions Across Political Contexts","authors":"Rachel Mui, Mirzokhidjon Abdurakhmonov, Aaron D. Hill, Jason Ridge","doi":"10.1177/01492063241274272","DOIUrl":"https://doi.org/10.1177/01492063241274272","url":null,"abstract":"Despite the wealth of theorizing about the relationship between business and government, research on corporate political activity (CPA) has yet to comprehensively consider how political context (e.g., party ideology and the degree of united or divided party government control) may shift the salience of how CPA materializes across industry-, firm-, and executive-level factors, which can shed light on the level of effects that appear to matter more (or less). To advance our understanding, we conducted a variance decomposition analysis on U.S. public firms (2001–2019), exploring the relative effect of each level on firm (lobbying expenditures and campaign contributions) and government actions (government contracts), and parsing our sample based on whether key government branches are Democrat- or Republican-controlled. We generally found that firm effects explain the most variance, followed by industry, while executive effects explain the least. However, this pattern shifts notably when considering political context across our sample period. As such, our findings have important implications for future CPA research and theorizing.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"35 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142245867","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

Organization Design: Current Insights and Future Research Directions 组织设计：当前见解和未来研究方向

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-19 DOI: 10.1177/01492063241271242

John Joseph, Metin Sengul

引用次数: 0

The Partners of My Partners: Shared Collaborative Experience and Team Performance in Surgical Teams 我的伙伴的伙伴外科团队的共同协作经验与团队绩效

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-10 DOI: 10.1177/01492063241271197

Marco Tonellato, Valentina Iacopino, Daniele Mascia, Alessandro Lomi

{"title":"The Partners of My Partners: Shared Collaborative Experience and Team Performance in Surgical Teams","authors":"Marco Tonellato, Valentina Iacopino, Daniele Mascia, Alessandro Lomi","doi":"10.1177/01492063241271197","DOIUrl":"https://doi.org/10.1177/01492063241271197","url":null,"abstract":"When teams in organizations are assembled to perform contingent tasks, team members carry with them experiences of prior interaction with partners in different teams. Focal team members share collaborative experiences to the extent that they worked with common external prior partners. Extending current research on team effectiveness, we investigate how shared collaborative experience (SCE) affects team performance. Consistent with the established understanding of team processes as carrying both a teamwork and a taskwork component, we conceptualize SCE as having two distinct dimensions that we call SCE extent and SCE diversity. We posit that high SCE extent increases the ability of teams to refine their teamwork processes, increasing their performance through enhanced coordination and reflexivity. We argue that high SCE diversity hinders the ability of teams to form a shared understanding of task demands, thus undermining team performance. Furthermore, we investigate the contingent effect of task complexity on the relationship between SCE and performance. We argue that the benefits of implicit coordination and the drawbacks of experience diversity decrease as tasks become more complex and require more explicit coordination and wider repertoires of responses. These predictions find support in an analysis of 1343 robot-assisted surgery operations performed by 114 surgeons during a four-year period in a private university hospital. By explicitly recognizing how team members benefit from the network of their shared prior partners, our study contributes to developing a new approach to study the effectiveness of temporary teams in organizations.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"129 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142166129","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

Signaling Theory: State of the Theory and Its Future 信号理论：理论现状与未来

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-04 DOI: 10.1177/01492063241268459

Brian L. Connelly, S. Trevis Certo, Christopher R. Reutzel, Mark R. DesJardine, Yi Shi Zhou

{"title":"Signaling Theory: State of the Theory and Its Future","authors":"Brian L. Connelly, S. Trevis Certo, Christopher R. Reutzel, Mark R. DesJardine, Yi Shi Zhou","doi":"10.1177/01492063241268459","DOIUrl":"https://doi.org/10.1177/01492063241268459","url":null,"abstract":"Signaling theory is about decision-making and communication. It describes scenarios where signalers send observable signals that carry credible information about unobservable qualities. When decision-makers have incomplete or imperfect information, signals can help them make better decisions. The power of a signal, though, lies in its cost, with the best signals being highly costly for low-quality signalers and less costly for high-quality signalers. Given the centrality of these ideas in the organizational sciences, we examine management studies that use signaling theory to help explain phenomena that occur within and among organizations. Our review draws attention to how signaling theorists have introduced important complexities to the signaling process, uncovered theoretical boundary conditions of signaling, described new actors within signaling systems, and demonstrated novel ways to apply signaling theory to understand behavior in an array of research contexts involving a wide range of organizational stakeholders. We also offer ideas about how scholars can account for costs when they apply the theory, extend the theory in more organizational settings, and create abstract extensions of the theory’s major concepts. Our intent is to provide researchers with a panoramic perspective on the state of signaling theory and inspire further development so that we can collectively advance signaling theory as much in the next decade as it has advanced in the last.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"44 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142142600","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

Categorizing the Complexity: A Scoping Review of Structures Within Organizations 对复杂性进行分类：组织内部结构的范围审查

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-09-04 DOI: 10.1177/01492063241271252

Maximilian K. Watson, Christopher C. Winchester, Margaret M. Luciano, Stephen E. Humphrey

{"title":"Categorizing the Complexity: A Scoping Review of Structures Within Organizations","authors":"Maximilian K. Watson, Christopher C. Winchester, Margaret M. Luciano, Stephen E. Humphrey","doi":"10.1177/01492063241271252","DOIUrl":"https://doi.org/10.1177/01492063241271252","url":null,"abstract":"Structures involve a patterned regularity of interactions and frameworks that guide what individuals work on, with whom, and who influences those decisions. A deeper understanding of structures that exist within organizations has begun to emerge and illuminate new forms of structures (over 100 of them) that drive behavior in organizations. In this scoping review, we organize the fragmented insights on structure within organizations into a unifying framework that provides a coherent foundation for the domain by identifying nine topic domains and offering a summary of each (i.e., authority structures, cognitive structures, communication structures, coordination structures, leadership structures, motivational structures, social structures, task structures, and temporal structures). Next, as multiple structures co-occur within organizations, we explore the connections across topic domains, including their combinations. Understanding the separate topic domains and their combinations enables researchers and practitioners to understand why employee behaviors are inconsistent with the behaviors endorsed by a particular structure and better navigate the inherent complexity of structures within organizations. Finally, we outline implications for future work featuring structure combinations as well as emergent areas from the topic domains, such as the potential for change. Given the ubiquity of structures in organizations and their links with a variety of theoretical domains, this article’s implications have the potential to benefit a wide range of scholars and managers.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"382 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142142601","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

To Compare Is Human: A Review of Social Comparison Theory in Organizational Settings 比较是人性：组织环境中的社会比较理论综述

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-08-26 DOI: 10.1177/01492063241266157

Michael J. Matthews, Thomas K. Kelemen

{"title":"To Compare Is Human: A Review of Social Comparison Theory in Organizational Settings","authors":"Michael J. Matthews, Thomas K. Kelemen","doi":"10.1177/01492063241266157","DOIUrl":"https://doi.org/10.1177/01492063241266157","url":null,"abstract":"Social comparisons are one of the most ubiquitous behaviors that individuals, groups, and firms undertake. In particular, social comparison theory is based upon the premise that actors are motivated to engage in comparisons and that decisions throughout this process impact employees’ core self-evaluations, team relations, executives’ behaviors, firm prestige, and more. However, despite the prevalence of the phenomenon—and thereby the frequent application of the theory in organizational studies—a synopsis of the theory’s underpinnings and extant findings remains absent. Here, we present a state-of-the-art review that summarizes the theory’s history and mechanics and critically examines how social comparison theory has been applied in organizational studies across multiple levels of analysis. In particular, we identify several problems within the literature, including patterns of theoretical imprecision when applying the theory, lopsided attention paid to the micro-level of analysis, and an underappreciation of subjective comparisons. In addition to discussing the extant literature and common methodological approaches, we present a simplified model of social comparisons. Based on this new theory-building, we discuss ways the field can move forward to reconcile some of the identified problems.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"15 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142084664","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