Journal of Management最新文献_第8页

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

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