yt:channel:UCg8haGV_AQRMy_6oviF7SNQ UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2009-02-05T01:50:52+00:00 yt:video:MLKBfgWxLdQ MLKBfgWxLdQ UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-07-13T12:35:15+00:00 2017-07-17T10:35:16+00:00 Flourishing via Workplace Relationships Flourishing via Workplace Relationships: Moving Beyond Instrumental Support by Amy E. Colbert, Joyce E. Bono, and Radostina K. Purvanova ACAD MANAGE J August 2016 59:1199-1223; published ahead of print July 13, 2015, doi:10.5465/amj.2014.0506 In a series of qualitative and quantitative studies, we developed a model of the functions of positive work relationships, with an explicit focus on the role that these relationships play in employee flourishing. Stories that employees told about positive relationships at work revealed that relationships serve a broad range of functions, including the traditionally studied functions of task assistance, career advancement, and emotional support, as well as less studied functions of personal growth, friendship, and the opportunity to give to others. Building on this taxonomy, we validated a scale—the Relationship Functions Inventory—and developed theory suggesting differential linkages between the relationship functions and outcomes indicative of employee flourishing. Results revealed unique associations between functions and outcomes, such that task assistance was most strongly associated with job satisfaction, giving to others was most strongly associated with meaningful work, friendship was most strongly associated with positive emotions at work, and personal growth was most strongly associated with life satisfaction. Our results suggest that work relationships play a key role in promoting employee flourishing, and that examining the differential effects of a taxonomy of relationship functions brings precision to our understanding of how relationships impact individual flourishing. yt:video:rxBfzBV9lls rxBfzBV9lls UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-07-01T15:38:28+00:00 2017-07-01T19:09:42+00:00 Atlanta: A Scholar's Guide to a 5-Day Visit Mary Ann Glynn, 2017 President-Elect offers some tips for getting the most out of your visit to Atlanta—a city steeped in history, culture, and great Southern cooking. We’ll see you At the Interface in August! http://aom.org/annualmeeting/ yt:video:QfQW-miLQWo QfQW-miLQWo UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-06-20T17:03:15+00:00 2017-07-04T21:31:56+00:00 Time in Strategic Change Research by Sven Kunisch, Jean M. Bartunek, Johanna Mueller, and Quy N. Huy from Academy of Management Annals Vol. 11, Issue 2 In ever-changing environments, strategic change manifests as a crucial concern for firms and is thus central to the fields of management and strategy. Common and foundational to all strategic change research is time—whether recognized in the extant studies or not. In this article, we thus critically review the existing body of knowledge through a time lens. We organize this review along (1) conceptions of time in strategic change, (2) time and strategic change activities, and (3) time and strategic change agents. This approach facilitates our assessment of what scholars do and do not know about strategic change, especially its temporal components. Our review particularly revealed a need to advance scholarly understanding about the processual dynamics of strategic change. We thus extend our assessment by proposing six pathways for advancing future research on strategic change that aim at fostering an understanding of its processual dynamics: (1) temporality, (2) actors, (3) emotionality, (4) tools and practices, (5) complexity, and (6) tensions. yt:video:hybMqAt7bq4 hybMqAt7bq4 UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-06-20T17:01:31+00:00 2017-06-20T17:01:31+00:00 A Look Back & Leap Forward A Look Back and a Leap Forward: A Review and Synthesis of the Individual Work by Joseph A. Carpini, Sharon K. Parker, and Mark A. Griffin from Academy of Management Annals Vol. 11, Issue 2 Individual work performance has been a central topic for scholars over the past century. There is a mass of research on performance but it is embodied in a variety of disconnected literatures each using their own set of constructs and theoretical lenses. In this paper, we synthesize this disparate literature to better understand individual work performance and pave the way for future research. First, using a bibliometric technique to analyse 9299 articles, we identify the cumulative intellectual structure of the field and show how the field has evolved over the past 40-years. Second, drawing on the Griffin, Neal, and Parker (2007) model of individual performance, we classify 97 performance constructs according to their form (proficiency, adaptivity, proactivity) and level of contribution (individual, team, organization). We conclude this model is useful for understanding the similarities and differences amongst many distinct performance constructs. Third, using the Griffin et al., model, we illuminate the nomological network by mapping the antecedents and outcomes of each form and level of contribution. Our synthesis identified theoretically-relevant and differentiating antecedents of form; whereas the nomological network is underdeveloped in relation to the level of contribution. Finally, we propose 18 recommendations which include: ensuring conceptual clarity for performance constructs, expanding theoretical models to account for more performance dimensions, greater attention to the underlying mechanisms through which individual performance contributes to higher-level outcomes, increased consideration of how performance changes over time and across contexts, and more investigations into how multiple performance constructs interact with each other to shape effectiveness. yt:video:3HvL_cui-rQ 3HvL_cui-rQ UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-06-20T15:04:51+00:00 2017-06-20T15:26:37+00:00 Celebrity and Infamy? The Consequences of Media Narratives About Organizational Identity by Anastasiya Zavyalova, Michael D. Pfarrer, and Rhonda K. Reger from Academy of Management Review 2017, Vol. 42, No. 3, 461–480 https://doi.org/10.5465/amr.2014.0037 Research on organizational celebrity is in its nascence, and our understanding of the process through which organizations gain, maintain, and lose this asset remains incomplete. We extend this research by examining which information is the primary catalyst of the celebrity process, how and why this process unfolds, and what the potential consequences are for an organization. In doing so we make three primary contributions. First, we propose that the availability of information about the salient and socially significant elements of an organization’s identity makes the media more likely to cast the organization as a main character in their dramatic narratives. Second, we theorize that the salience of these elements attracts constituents’ attention and the social significance evokes their emotional responses. However, because some constituents may view the elements of an organization’s identity as congruent and others as incongruent with their personal identities, an organization may simultaneously gain celebrity among some constituents and infamy among others. Third, we theorize that because of the different emotional responses that are generated from constituents’ perceptions of identity (in)congruence, celebrity is more difficult to maintain and easier to lose than infamy. yt:video:6PYm9XiONe8 6PYm9XiONe8 UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-06-20T14:57:54+00:00 2017-07-15T01:21:08+00:00 A Semiotic Theory of Institutionalization by Yuan Li from Academy of Management Review 2017, Vol. 42, No. 3, 520–547 https://doi.org/10.5465/amr.2014.0274 In management theory scholars emphasize that what actors do is often not what they say, but they tend to assume that what actors do is what they mean or that what they mean is what they say. These assumptions are problematic when studying the institutionalization process, where doing, saying, and meaning move from the micro level to the macro level. I argue that the three are distinct correlates of social reality corresponding to the semiotic triangle composed of referent, signifier, and signified, which is key to understanding institutionalization. I combine the semiotic triangle and the chain of signification to conceptualize the process of institutionalization as the coevolution of the three correlates of the sign. Specifically, I identify two kinds of institutionalization: denotational and connotational. Whereas denotational institutionalization entails the coupling of the referent, signifier, and signified, connotational institutionalization involves decoupling among the three. Furthermore, decoupling occurs not only between doing and saying, as shown in existing management studies, but also between doing and meaning, as well as between meaning and saying. Based on this conceptualization, both kinds of institutionalization processes increase the taken-for-grantedness of the sign, but what is taken for granted differs drastically, which explains the heterogeneity in the institutionalization process. yt:video:Ur1JI3cytLs Ur1JI3cytLs UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-06-06T20:05:02+00:00 2017-07-01T12:52:30+00:00 AOM2017 At The Interface (w Carol Kulik) Academy of Management's Annual Meeting is being held in Atlanta, GA. This year's theme, "At the Interface" is an invitation to reflect on the many ways that interfaces separate and connect people and organizations. It is fitting that Atlanta is the site of our 2017 meeting, because Atlanta’s history displays some of the most dramatic separations and connections that interfaces generate. The city rose from the ashes of the American Civil War in the 1860s, was a primary organizing center of the Civil Rights Movement in the 1960s, and today is a major transportation hub and home to one of the world’s busiest airports. Let’s draw inspiration from the Atlanta context as we explore interfaces in all their complexity. http://aom.org/annualmeeting/ yt:video:uaKSHuTBOP0 uaKSHuTBOP0 UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-05-24T20:11:26+00:00 2017-07-01T21:14:27+00:00 Mass-Production of Professional Services and Pseudo-Professional Identity Mass-Production of Professional Services and Pseudo-Professional Identity in Tax Preparation Work AMD-2015-0164.R2 from AMD Volume 3, Issue 2 by Roman V. Galperin How is mass-production of professional services possible? Since professional services are credence goods, consumers rely on signals of expertise, like credentials and professional behavior of the service provider, to assess the quality and value of the service. Yet economies of scale in mass-production require non-professional workforce, which lacks the expected professional credentials and appears to be poorly equipped to project expert authority. Moreover, the low-wage, low-discretion job conditions of mass-production are antithetical to the ideal of professional work and thus seem to provide poor incentives for assuming and maintaining professional identity. By analyzing a case of contemporary tax preparation work in the U.S., this paper argues that non-professional workers assume and project expert authority while delivering mass-produced professional services, despite the poor job conditions. Aspects of worker selection, training, and interactions with clients, as well as a firm’s efforts to project a professional image, are identified as factors contributing to the emergence and the maintenance of expert authority in non-professional workers. The distinction between structural and cultural aspects of professionalism is discussed as a promising direction for studying professionalism in non-professional workers and relating job design to worker identity. yt:video:hZt-bGnFJHs hZt-bGnFJHs UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-05-23T19:29:43+00:00 2017-06-29T12:02:45+00:00 The Layers of a Clown The Layers of a Clown: Career Development in Cultural Production Industries AMD-2015-0160.R2 from AMD Volume 3, Issue 2 by Patrick Reilly Drawing from a roughly five-year participant-observation study of stand-up comedians in Los Angeles, this paper investigates the career development of artists within cultural production industries. This paper introduces and defines the model of a layered career. In the case of stand-up comedy, individuals progressively move through three layers. Each exhibits its own distinctive organizational bases, core challenges, interactional processes, relationship types, and rewards. While development involves an individual matriculating through layers, it also requires artists to maintain their participation in prior layers, because each layer is ideally suited for different aspects of practice, creativity, and social support. Careers in these contexts involve building a durable infrastructure rather than a simple passage through discrete statuses. Furthermore, one’s career progress depends upon the formation of relationships, particularly tight mentorships and arm’s length endorsements. This paper ties the layered career model to cultural production industries wherein development typically involves informal institutions, decentralized organizations, the accumulation of tacit knowledge, and the cultivation of novel creative identities. This paper emphasizes the applicability of the layered career model to the study of artistic careers. It also suggests this framework’s wider implications for research into contingent and informal employment. yt:video:3rSx4pNCA1w 3rSx4pNCA1w UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-05-23T19:26:04+00:00 2017-05-24T14:54:36+00:00 Recognizing and Selling Good Ideas Recognizing and Selling Good Ideas: Network Articulation and the Making of an Offshore Innovation Hub AMD-2015-0151.R1 from AMD Volume 3, Issue 2 by Paul M. Leonardi and Diane E. Bailey Organizations have been offshoring work to companies in other countries for a long time. But in the past decade, the practice of offshoring has been changing in two important ways. First, an increasing diversity of work is becoming digitized such that it is becoming relatively easy to send knowledge-intensive work abroad. Second, companies fearing the loss of intellectual property and uneven talent are establishing captive offshore centers that often place offshore workers at structural holes in a company’s global network. Given that much organizational research has linked digitization and network structure to innovation, we conducted a longitudinal, multi-method study of offshoring at a large automotive engineering firm to explore whether and how the changing nature of offshore work might lead offshore employees to innovate, rather than do low-value work. Our findings show that some offshore workers can take advantage of their position at structural holes in social networks by creating new work practices that allow them to recognize good ideas coming from across the company, while others can take advantage of their position in cohesive networks to sell those good ideas to upper management. The findings also show the creation of a certain set of practices that allow offshore workers to articulate their different networks (characterized by structural holes and cohesion) by sharing and seeking ideas from one another in ways that turn an offshore center into an innovation hub. In particular, we found that the workers at the center under study, who received low-status and low-value work, were able to outpace every other engineering center in the company in institutionalizing good ideas for process improvement. We discuss the implications of these findings for our understanding of the changing nature of offshore work and for theories of social networks and innovation. yt:video:cAjqe3ZF3XM cAjqe3ZF3XM UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-05-22T16:14:38+00:00 2017-06-29T12:05:40+00:00 Lower Cost or Just Lower Value? Lower Cost or Just Lower Value? Modeling the Organizational Costs and Benefits of Contingent Work by Sandra L. Fisher and Catherine E. Connelly AMD-2015-0119.R2 from Volume 3, Issue 2 Although many managers assume that the use of contingent workers helps organizations lower their costs, it is unclear if these anticipated savings actually materialize once these workers’ productivity and indirect costs are taken into account. The purpose of this paper is to identify the conditions under which contingent workers may (or may not) be a cost effective solution for organizations. We develop a theoretical framework of the financial costs and benefits of three different contingent work arrangements, taking into account direct and indirect costs as well as the value of both task performance and organizational citizenship behaviors. This framework suggests that costs associated with lower performance and higher turnover substantially reduce the overall value of temporary agency workers. We then use a simulation approach with six scenarios representing different organizational strategies to examine how organizational circumstances may further affect the likelihood that the use of contingent workers actually represents a significant cost savings. Our results suggest that although temporary workers were less cost effective (and independent contractors were more cost effective) in each scenario, the cost effectiveness of each worker type also varies depending on the strategy, with the “Temp-to-Perm” approach being most cost effective overall. yt:video:0FjLP8pmfII 0FjLP8pmfII UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-05-22T15:26:39+00:00 2017-06-24T15:37:52+00:00 Pop-up to Professional: Part-time Entrepreneurship... Pop-up to Professional: Part-time Entrepreneurship and Evolving Vocabularies of Motive by Daphne Demetry AMD-2015-0152.R2 from AMD Volume 3, Issue 2 How does a hobby evolve into a business? This paper examines how entrepreneurs transition from freelance ventures - creating organizations “on the side” to test the entrepreneurial waters while maintaining full-time employment - to establishing formal businesses. I investigate this entrepreneurial emergence through a qualitative study of pop-up and underground restaurants, culinary start-ups where amateur and moonlighting professional cooks create temporary restaurants, typically as a transition towards opening a standard food business. As entrepreneurs shift from ad hoc activities to an established organization, they adopt new roles and identities that are expressed through “vocabularies of motives,” spoken words used to explain and justify activities in the present, future, or past. Through interviews, I discover that part-time cooks evoke a “labor of love” vocabulary, emphasizing the experimental and hobby-like nature of their ventures. When entrepreneurs transition to full-time work, however, often after being promoted by outsiders’ positive evaluations, they begin self-identifying as business owners through a new “professional” vocabulary. These findings demonstrate that the pathways and transitions to entrepreneurship and the associated role identity may be more accidental than intentional. yt:video:cwcl9PX72ps cwcl9PX72ps UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-04-19T16:43:24+00:00 2017-05-13T13:13:15+00:00 New Ways of Seeing (Paper and idea development workshop) AMJ’s first "New Ways of Seeing" paper and idea development workshop was a huge success! The event, held April 6–7, 2017, at the Lancaster University Management School, UK, was overseen by Editor-in-Chief Jason Shaw, Deputy Editor Marc Gruber, and Associate Editors Eero Vaara and Sucheta Nadkarni. The 30 authors in attendance each gave “speed presentations” of their work and participated in multiple roundtable discussions. Attendees—a mix of experienced AMJ authors and up-and-coming scholars—received valuable feedback, learned about the Journal, and made new connections. yt:video:t8WND0wm4k4 t8WND0wm4k4 UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-04-10T16:36:38+00:00 2017-04-10T17:11:18+00:00 A Service Perspective for Human Capital Resources A Service Perspective for Human Capital Resources: A Critical Base for Strategy Implementation by Charles Greer, Michael Hitt, and Robert Lusch from DOI: 10.5465/amp.2016.0004 Although formulation has received the lion’s share of attention in strategic management research, implementation is widely considered to provide the greatest challenges for top executives. Observers have cited the need for more research on implementation and thought leaders have called for the use of interdisciplinary approaches. Thus, we explore strategy implementation from the perspective of relational capital and human capital resources (in which relationships are especially important) and the development, bundling, and deployment of these resources to create strategic capabilities. Our discussion of implementation is unique in that we explain how it can be improved when guided by service dominant logic (SDL) from the marketing field. We show how the emphasis of SDL on the exchange of service (rather than transactional interactions) and the manifestations of a service perspective such as enduring relationships, collaboration, co-creation, open dialog, trust, and status minimization, can facilitate the bundling and deployment of human capital resources for effective strategy implementation. We show how SDL can facilitate implementation in the context of interdependencies, service and business ecosystems, and across organizational boundaries. We provide propositions, policy implications and suggestions for future research. yt:video:gUschqfFSiM gUschqfFSiM UCg8haGV_AQRMy_6oviF7SNQ Academy of Management https://www.youtube.com/channel/UCg8haGV_AQRMy_6oviF7SNQ 2017-03-21T20:20:42+00:00 2017-03-23T21:02:27+00:00 Integrating Emotions and Affect in Theories of Management Integrating Emotions and Affect in Theories of Management by Neal Ashkanasy, Quy Huy, and Jo K. Oh from AMR 42:2, 10.5465/amr.2016.0474 Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today’s scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles. To spur even deeper research into this important and still unfolding field of discovery, and stimulated by the articles in this STF, we conclude with additional thoughts and ideas on the role of emotions and affect in organizations.