Journal of Management最新文献_第9页

From Intent to Impact: A Proactive Event Approach for Amplifying Sustainability Across Time 从意图到影响：跨时空增强可持续性的积极活动方法

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-23 DOI: 10.1177/01492063231224370

Patrick J. Flynn, Amrou Awaysheh, Paul D. Bliese, Barbara B. Flynn

{"title":"From Intent to Impact: A Proactive Event Approach for Amplifying Sustainability Across Time","authors":"Patrick J. Flynn, Amrou Awaysheh, Paul D. Bliese, Barbara B. Flynn","doi":"10.1177/01492063231224370","DOIUrl":"https://doi.org/10.1177/01492063231224370","url":null,"abstract":"We extend event system theory (EST) to conceptualize proactive events and examine how event duration, timing, criticality, and disruption are related to two phases of change associated with an organizationally initiated event. Specifically, we explore the impact of a new sustainability monitoring system on energy consumption using longitudinal archival data from 87 manufacturing units of a Fortune 200 multinational firm. We use a variant of mixed-effects discontinuous growth modeling (DGM) to test EST propositions related to initial and longer-term changes associated with implementing the monitoring system. Results indicate that while the new sustainability monitoring system is effective in reducing within-unit energy consumption on average, there are significant differences in change magnitude between units. The magnitude of change during the pre-post phase was related to between-unit differences in event duration, timing, criticality, and disruption. Longer-term change patterns were related to between-unit differences in managerial criticality behaviors. The results empirically validate several of EST’s core propositions and provide an illustration of how DGM can be modified to study events that vary in onset and duration across entities.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"24 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140200351","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

What Constitutes a Contribution at JOM? 什么是 JOM 的贡献？

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-22 DOI: 10.1177/01492063241238701

Gerry McNamara, Deidra J. Schleicher

引用次数: 0

“You Don’t Want My Help?” The Negative and Positive Consequences of Help Offer Rejection "你不需要我的帮助？拒绝提供帮助的消极和积极后果

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-21 DOI: 10.1177/01492063231224375

Andrea L. Hetrick, Trevor M. Spoelma, Daniel W. Newton, Alexander C. Romney

{"title":"“You Don’t Want My Help?” The Negative and Positive Consequences of Help Offer Rejection","authors":"Andrea L. Hetrick, Trevor M. Spoelma, Daniel W. Newton, Alexander C. Romney","doi":"10.1177/01492063231224375","DOIUrl":"https://doi.org/10.1177/01492063231224375","url":null,"abstract":"Helping is ubiquitous in organizations and vital to individual and organizational effectiveness. Yet, for various reasons, offers to help are sometimes rejected. Help offeror reactions to help offer rejection, or how employees respond to coworkers refusing their propositions to assist with work tasks, is an important but overlooked area of inquiry in organizational research. Although negative reactions to having help rejected might seem intuitive, help offer rejection may also produce positive outcomes for help offerors. Drawing upon sociometer and sensemaking theories, we present a theoretical model in which help offer rejection indirectly reduces subsequent helping through reduced organization-based self-esteem (OBSE) and indirectly increases subsequent creativity through enhanced sensemaking. We propose that the strength of these effects is moderated by coworkers’ explanation sensitivity such that coworkers’ sensitive and sincere communication reduces the negative effect on OBSE and enhances the positive effect on sensemaking. We test and find general support for this conceptual model in two multiwave, multisource field studies of full-time workers and in an experimental vignette study. We discuss the theoretical and practical implications of our findings and suggest fruitful avenues for future research.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"70 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140192808","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

It’s Unexpected but Good: Leader Traditionality Fuels Greater Follower Reciprocation to Servant Leadership 出乎意料，但很好：领导者的传统促使追随者对仆人式领导产生更大的互惠效应

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-19 DOI: 10.1177/01492063231221979

Chenwei Liao, Junfeng Wu, Sandy J. Wayne, Robert C. Liden, Lynda Jiwen Song

{"title":"It’s Unexpected but Good: Leader Traditionality Fuels Greater Follower Reciprocation to Servant Leadership","authors":"Chenwei Liao, Junfeng Wu, Sandy J. Wayne, Robert C. Liden, Lynda Jiwen Song","doi":"10.1177/01492063231221979","DOIUrl":"https://doi.org/10.1177/01492063231221979","url":null,"abstract":"Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors compared with leaders who are low in traditionality. Further, we test our full model in an experiment (Study 2) and find support for our hypothesis that the relationship between servant leadership, follower trust in the leader, and subsequent follower organizational citizenship behavior is stronger for leaders higher (vs. lower) in traditional values. Replicating the findings from Study 2, we conduct a field investigation (Study 3) with multiwave and multisource data from a Fortune 500 company and obtain full support for our model. The consistent findings across our studies provide strong support for the role of leader traditionality in altering the social exchange relationship between servant leaders and their followers.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"22 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140165045","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 Minimum Viable Product (MVP): Theory and Practice 最小可行产品（MVP）：理论与实践

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-19 DOI: 10.1177/01492063241227154

Regan Stevenson, Devin Burnell, Greg Fisher

引用次数: 0

To Toe the Party Line? The Impact of Firm and CEO Partisanship on Corporate Mass-Media Normative Legitimacy 服从党的路线？公司和首席执行官的党派性对企业大众传媒规范合法性的影响

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-18 DOI: 10.1177/01492063231225646

Michael Hadani

{"title":"To Toe the Party Line? The Impact of Firm and CEO Partisanship on Corporate Mass-Media Normative Legitimacy","authors":"Michael Hadani","doi":"10.1177/01492063231225646","DOIUrl":"https://doi.org/10.1177/01492063231225646","url":null,"abstract":"Corporate political activity (CPA) research has traditionally focused on instrumental and strategic value, explicitly ignoring how external stakeholders, specifically the public, view the legitimacy implications of CPA, in particular with regard to partisan forms of CPA. Yet, recent research has begun introducing normative considerations into CPA, highlighting the impact of public evaluations on CPA, and partisan CPA, in particular. Focusing on normative affective legitimacy, as proxied by the tone of mass-media reporting rhetoric, this study explores the effect of firm and CEO partisan political contributions on corporate affective legitimacy. Utilizing three types of dynamic panel data analyses on S&P 500 firms over 20 years, the study provides consistent evidence that both firm-level and CEO-level partisan political action committee contributions are negatively associated with affective-based corporate legitimacy. Post hoc analyses reveal that in response to affective-legitimacy evaluations, firms reduce firm-level partisan political contributions and lobbying expenditures, but not other forms of CPA or partisan CPA. The study also finds that state-level public political polarization moderates the association between CEO partisan contributions and firms’ affective-legitimacy evaluations. This study is the first to systematically document the negative normative impact of CPA and partisan CPA. It strongly informs CPA theory and has practical implications for executives’ use of partisan CPA.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"141 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140162139","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

Business Models and Lean Startup 商业模式和精益创业

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-16 DOI: 10.1177/01492063241228245

Christoph Zott, Raphael Amit

引用次数: 0

A Summer of Protest: Using Event System Theory To Test an Intersectional Leadership Advantage 抗议之夏利用事件系统理论检验交叉领导优势

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-16 DOI: 10.1177/01492063231226248

Alexander D. Stajkovic, Kayla Stajkovic

{"title":"A Summer of Protest: Using Event System Theory To Test an Intersectional Leadership Advantage","authors":"Alexander D. Stajkovic, Kayla Stajkovic","doi":"10.1177/01492063231226248","DOIUrl":"https://doi.org/10.1177/01492063231226248","url":null,"abstract":"Widespread social unrest occurred in the United States in the Summer of 2020. Citizens took to the streets to challenge the prevailing social justice framework. According to event systemstheory, these Black Lives Matter (BLM) protests were high-strength, as they represented novel, critical, and disruptive events. They were also mega-threats as they focused on threats to the social identities of the marginalized communities. Because different approaches were taken in navigating the BLM protests by authorities, it was unclear what constitutes effective leadership during these events. We integrate insights from event-oriented literature with intersectionality of gender and race research to introduce an intersectional leadership advantage (ILA). This framework suggests that Black women, owing in part to the rich tapestry of their social experiences, tend to develop a distinct leadership style characterized by sensitivity to racial injustice, leaning into risk, and commitment to the community. These qualities enable Black women leaders to be effective during events like BLM protests. Utilizing data from six public sources covering 11,540 protests across 3,338 U.S. cities from May to August 2020, we hypothesized an interaction of city police chiefs’ gender and race in relation to protest-related violence (measured in three ways). Results revealed that protests in cities with Black women police chiefs were associated with the lowest levels of violence compared to other groups. This study provides insights into qualities associated with leadership effectiveness in high-strength mega-threat events, and it connects diversity in leadership roles to favorable outcomes.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"41 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140142116","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

Resilience Within Constraints: An Event Oriented Approach to Crisis Response 约束条件下的复原力：以事件为导向的危机应对方法

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-15 DOI: 10.1177/01492063231225166

Maria Minniti, Zachary Rodriguez, Trent A. Williams

{"title":"Resilience Within Constraints: An Event Oriented Approach to Crisis Response","authors":"Maria Minniti, Zachary Rodriguez, Trent A. Williams","doi":"10.1177/01492063231225166","DOIUrl":"https://doi.org/10.1177/01492063231225166","url":null,"abstract":"Scholars have started unpacking how individuals, organizations, and communities interact to build a shared capacity for resilience. This research, however, has not yet examined how the institutional environment influences local responses to crises. This is an important omission since crises do not occur in a vacuum—decisions of actors, at one level, constrain or catalyze the resilience responses of communities and the individuals and organizations within them. Furthermore, research on resilience often assumes a relatively static nature of crises, without accounting for the need to revise responses over time. Using an original set of high frequency data on COVID-19 rates in the United States, we investigate the relationship between healthcare decision agency at the county level and the incidence of the pandemic as reflected in the number of COVID cases and death by county. Our results provide robust evidence that higher degrees of decision-making autonomy are associated with lower rates of COVID-19 cases and deaths. That is, a positive relationship exists between decision-making autonomy and higher capacities for resilience. We further show that this relationship is strengthened, the larger and more heterogeneous is the mix of healthcare organizations in a county, and the higher is the need for revising responses given the changing nature of the crisis. Our results emphasize the need for a system approach to the study of resilience, and suggest that, by enabling the customization of responses to local needs and resources, decision-making autonomy enhances the shared capacities for resilience.","PeriodicalId":54212,"journal":{"name":"Journal of Management","volume":"25 1","pages":""},"PeriodicalIF":13.5,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140142142","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 Review of Virtual Impression Management Behaviors and Outcomes 虚拟印象管理行为和结果回顾

IF 13.5 1区管理学

Journal of Management Pub Date : 2024-03-15 DOI: 10.1177/01492063231225160

Hayley Blunden, Andrew Brodsky

引用次数: 0