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作者：Howard, Michael D.; Withers, Michael C.; Tihanyi, Laszlo
作者单位：Texas A&M University System; Texas A&M University College Station; Mays Business School; Texas A&M University System; Texas A&M University College Station; Texas A&M University System; Texas A&M University College Station; Mays Business School
摘要：In this study, we examine knowledge dependence, a unique form of external dependence firms face when they pursue new technologies. Our focus is on the formation of interorganizational ties as a means to manage the firm's knowledge dependence. Studying the board interlock ties of 717 technology-based firms in 2002-2006, we find that tie formation is more likely when an external counterpart is more closely aligned with the global trajectory of the focal firm's core technology and when the counte...
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作者：Hayward, Mathew L. A.; Fitza, Markus A.
作者单位：Monash University; Frankfurt School Finance & Management; University of Newcastle
摘要：We examine earnings guidance precision as a mechanism of organization impression management (OIM) and, specifically, suggest that strategic leaders use more precise earnings forecasts as an OIM tactic to convey a greater sense of authority and control over organizational performance after material organizational setbacks. Contributing to the OIM literature, we argue that the use of more precise judgment makes use of different psychological mechanisms compared to kinds of OIM that have been pre...
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作者：Giachetti, Claudio; Lampel, Joseph; Li Pira, Stefano
作者单位：Universita Ca Foscari Venezia; University of Manchester; Alliance Manchester Business School; University of Warwick
摘要：This paper uses Red Queen competition theory to examine competitive imitation. We conceptualize imitative actions by a focal firm and its rivals along two dimensions: imitation scope, which describes the extent to which a firm imitates a wide range (as opposed to a narrow range) of new product technologies introduced by rivals; and imitation speed, namely the pace at which it imitates these technologies. We argue that focal firm imitation scope and imitation speed drive performance, as well as...
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作者：Baer, Markus; Shaw, Jason D.
作者单位：Washington University (WUSTL); Hong Kong Polytechnic University
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作者：Conroy, Samantha A.; Becker, William J.; Menges, Jochen I.
作者单位：Colorado State University System; Colorado State University Fort Collins; Virginia Polytechnic Institute & State University; WHU - Otto Beisheim School of Management
摘要：Theory and research on affect in organizations has mostly approached emotions from a valence perspective, suggesting that positive emotions lead to positive outcomes and negative emotions to negative outcomes for organizations. We propose that cognition resulting from emotional experiences at work cannot be assumed based on emotion valence alone. Instead, building on appraisal theory and social identity theory, we propose that individual responses to discrete emotions in organizations are shap...
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作者：Zhu, Jing; Tatachari, Srinivasan; Chattopadhyay, Prithviraj
作者单位：Hong Kong University of Science & Technology; Indian Institute of Management (IIM System); Indian Institute of Management Udaipur (IIMU); University of Auckland
摘要：We examine changes in organizational identification among 1,346 newcomers at critical milestones during their first year. Integrating the social identity approach with the literature on psychological contracts, we argue that changes in newcomer perceptions of organizational prestige influence changes in their organizational identification over time, mediated by changes in their perceptions of the extent to which their psychological contract has been fulfilled. Our five-wave results reveal that...
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作者：Desai, Sreedhari D.; Kouchaki, Maryam
作者单位：University of North Carolina; University of North Carolina Chapel Hill; Duke University; Northwestern University
摘要：This paper investigates whether, by exposing superiors to moral symbols, subordinates can discourage their superiors from asking them to perform unethical acts. Findings from five laboratory studies and one organizational survey study demonstrated that exposure to moral symbols displayed by the subordinates dissuades superiors from both engaging in unethical behaviors themselves and asking their subordinates to engage in unethical behavior. This paper shows that the display of moral symbols le...
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作者：Grodal, Stine; O'Mahony, Siobhan
作者单位：Boston University
摘要：Grand challenges are complex problems with far-reaching societal implications that lack a clear solution. To make progress, diverse communities often coalesce around an ambitious field goal. However, many field initiatives fall short of their initial objectives. When fields mobilize for a grand challenge, what inhibits them from realizing their intended ambitions? This is a critical question not only for grand challenges, but also for institutional theory, which tends to focus on field mobiliz...
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作者：Waldman, David A.; Wang, Danni; Hannah, Sean T.; Balthazard, Pierre A.
作者单位：Arizona State University; Arizona State University-Tempe; Rutgers University System; Rutgers University Newark; Rutgers University New Brunswick; Wake Forest University; Wake Forest University; California State University System; California State University Sacramento
摘要：A growing body of literature has considered the outcomes of ethical leadership in terms of positive effects on followers. However, little research has addressed its antecedents. We thus have insufficient knowledge of the personal characteristics or qualities of ethical leaders. Accordingly, the current research draws on conceptualizations of what constitutes the moral self through conceiving such characteristics largely in terms of a neurological index derived through quantitative electroencep...
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作者：Wiedner, Rene; Barrett, Michael; Oborn, Eivor
作者单位：University of Warwick; University of Cambridge
摘要：In our longitudinal, in-depth case study of strategic change within the National Health Service in England, we compare three practices related to contracting health care services. Contrary to what we would have believed from the extant literature, we found that the most profound change did not emerge in practices that witnessed the greatest increase in the quantity of resources or in which change agents were given the highest degree of control. Instead, change emerged in a practice that was no...
