CONTINUE THE STORY OR TURN THE PAGE? COWORKER REACTIONS TO INHERITING A LEGACY

• 成果类型: Article
• 署名作者: Colquitt, Jason A.; Sabey, Tyler B.; Pfarrer, Michael D.; Rodell, Jessica B.; Hill, Edwyna T.
• 署名单位: University of Notre Dame; Arizona State University; Arizona State University-Tempe; University System of Georgia; University of Georgia; University of South Carolina System; University of South Carolina Columbia
• 刊物名称: ACADEMY OF MANAGEMENT REVIEW
• ISSN/ISSBN: 0363-7425
• DOI: 10.5465/amr.2019.0084
• 发表日期: 2023
• 页码: 11-31
• 关键词: PSYCHOLOGICAL OWNERSHIP; UNFOLDING MODEL; work; IDENTITY; CONSEQUENCES; motivation; firm; identification; opportunity; CELEBRITY

摘要

Existing work on legacy in management has focused on the upper echelons and on the legator-the person leaving the legacy. Drawing on the meaning maintenance model and concepts surrounding psychological ownership and identity, we build a model that focuses on legatees-the beneficiaries of the legacy-in the lower echelons. The depar-ture of a manager, informal leader, or star serves as a disruption to legatees' mental rep-resentations of their working world. That disruption causes them to attend to issues of ownership (either psychological ownership or disownership of the legacy) and identity (either identification or rivalry with the legator) in order to fulfill salient needs. Fulfilling continuity and belonging needs results in two behaviors that enhance the durability of the legator's contributions: maintaining and evangelizing. Fulfilling distinctiveness and efficacy needs results in two behaviors that reduce the durability of the legator's contri-butions: neglecting and erasing. We theorize that these relationships are moderated by two aspects of the legacy: its magnitude and its content (in terms of whether the contribu-tions are tangible or intangible). We describe the implications of our model for the legacy literature in management and lay out an agenda for future research.