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作者：Farny, Steffen; Kibler, Ewald; Down, Simon
作者单位：Aalto University; Aalto University; Anglia Ruskin University
摘要：In this paper, we explain how and why collective emotions enable institutional creation work. Based on an ethnography in Limonade, a Haitian community affected by the 2010 earthquake, we identify social practices that elicit collective emotions through the creation of new institutions across the three disaster recovery phases. Our study's key insight is that new institutions converge collective emotions such that they in turn justify ongoing, as well as motivate engagement in new, institutiona...
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作者：Dutt, Nilanjana; Joseph, John
作者单位：Bocconi University; Bocconi University; University of California System; University of California Irvine
摘要：Prior research has demonstrated that although organizations generally avoid uncertainties, this behavior is not universally true. To better understand the contingencies around organizations' responses to regulatory uncertainty, we consider the influence of corporate structure on attentional processing. Our theory and findings suggest that because corporate structure differentiates their problem-solving and learning activities, headquarters and subsidiaries differ in attention allocation on the...
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作者：Kumar, Pankaj; Zaheer, Akbar
作者单位：Virginia Polytechnic Institute & State University; University of Minnesota System; University of Minnesota Twin Cities
摘要：Much research has shown that firms' ego network configurations-i.e., structural holes or network closure-help them achieve superior innovation outcomes. However, little is known about how the stability of the firm's ego-network composition affects the firm's innovation. In this paper, we investigate the outcomes of ego-network stability in an alliance context, arguing that stability actually reduces innovation for the focal firm. We further investigate two contingencies-namely, the structural ...
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作者：Kim, Yeun Joon; Toh, Soo Min
作者单位：University of Cambridge; University of Toronto; University Toronto Mississauga
摘要：Extant research on the antecedents of cultures has posited that cultures result from the internal and external changes experienced by the group (the functionality perspective) and from a group leader's personal values and personality traits (the leader-trait perspective). The current study proposes another important but neglected antecedent of cultures: a leader's past cultural experience. Specifically, we theorize that group leaders enact cultures based on their past cultural experiences, ess...
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作者：Gerpott, Fabiola H.; Lehmann-Willenbrock, Nale; Voelpel, Sven C.; Van Vugt, Mark
作者单位：WHU - Otto Beisheim School of Management; University of Hamburg; Constructor University; Vrije Universiteit Amsterdam
摘要：Emergent leadership-the ascription of informal leadership responsibilities among team members-is a dynamic phenomenon that comes into place through social interactions. Yet, theory remains sparse about the importance of verbal behaviors for emergent leadership in self-managed teams over a team's lifecycle. Adopting a functional perspective on leadership, we develop a temporal account that links changes in task-, change-, and relations-oriented communication to emergent leadership in early, mid...
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作者：Venus, Merlijn; Stam, Daan; Van Knippenberg, Daan
作者单位：University of Amsterdam; Erasmus University Rotterdam - Excl Erasmus MC; Erasmus University Rotterdam; Drexel University
摘要：Despite wide consensus that leader vision is a key vehicle for leaders to motivate followers to support organizational change, it remains far from clear what characterizes an effective vision of change. Research on organizational change that has used a social identity perspective has asserted that one important reason why followers resist change is because change may pose a threat to their subjective sense of continuity of organizational identity. Accordingly, we hypothesize that leaders that ...
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作者：Gamache, Daniel L.; McNamara, Gerry
作者单位：University System of Georgia; University of Georgia; Michigan State University; Michigan State University's Broad College of Business
摘要：Management scholars have demonstrated that CEOs look to cues provided from external stakeholders when determining the direction and timing of strategic action. Research has focused on hard forms of external performance feedback, primarily in the form of stock market reactions. To understand both whether and to what degree soft external performance feedback of strategic actions influences the subsequent strategic decisions of firms, we build our arguments from and contribute to upper echelons t...
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作者：Gomulya, David; Jin, Kyuho; Lee, Peggy M.; Pollock, Timothy G.
作者单位：Singapore Management University; Gwangju Institute of Science & Technology (GIST); Arizona State University; Arizona State University-Tempe; University of Tennessee System; University of Tennessee Knoxville
摘要：Signaling theorists have paid a great deal of attention to the costs of acquiring characteristics that can serve as signals, such as endorsements from reputable third parties. However, limited attention has been devoted to the penalty costs associated with providing inaccurate signals and the factors that can exacerbate or attenuate the penalties. We examine the effect of negative feedback loops on venture capital (VC) firms' reputations that result from the failures (delistings) of the newly ...
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作者：DeCelles, Katherine A.; Leslie, Lisa M.; Shaw, Jason D.
作者单位：University of Toronto; New York University; Nanyang Technological University
摘要：Once upon a time, there lived an aspiring management scholar named Goldilocks. She decided her manuscript was ready for submission to a top journal. After surveying the landscape, she narrowed her focus onto three excellent journals. She decided to try a psychology-oriented journal first. The editor's rejection letter stated: This paper is too applied, lacks causality, and only has one study! After days of looking up authors' first names for reference reformatting, she submitted to the second,...
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作者：Hussain, Insiya; Shu, Rui; Tangirala, Subrahmaniam; Ekkirala, Srinivas
作者单位：University System of Maryland; University of Maryland College Park; Shanghai University of Finance & Economics; University System of Maryland; University of Maryland College Park; Indian Institute of Management (IIM System); Indian Institute of Management Bangalore
摘要：Employees often remain silent rather than speak up to managers with work-related ideas, concerns, and opinions. As a result, managers can remain in the dark about issues that are otherwise well known to, or universally understood by, frontline employees. We propose a previously unexplored explanation for this phenomenon: Voice is prone to bystander effects, such that, the more certain information is shared among employees, the less any particular employee feels individually responsible for bri...
