Underpinned by stakeholder and agency theories, this study adopts a qualitative multiple-case study approach to explore and analyse various stakeholder interests and how they affect digitalisation in the health sector of a developing country (DC). The study's findings revealed that four key stakeholder interests - political, regulatory, leadership, and operational - affect digitalisation in the health sector of DCs. Further, the study found that operational and leadership interests were emergent and were triggered by some digitalisation initiatives, which included, inter alia, the use of new eHealth software and the COVID-19 vaccination exercise, which established new structures and worked better through digitalisation. Conversely, political and regulatory interests were found to be relatively enduring since they existed throughout the pre- and post-digitalisation eras. The study also unearthed principal-agent conflicts arising from technological, organisational and regulatory factors that contribute to the paradoxical outcomes of digitalisation in the health sector.

Recent innovations in additive manufacturing (AM) have proven its efficacy for not only the manufacturing industry but also the healthcare industry. Researchers from Cal Poly, San Luis Obispo, and California State University Long Beach are developing a model that will determine the optimal locations for additive manufacturing hubs that can effectively serve both the manufacturing and healthcare industries. This paper will focus on providing an overview of the healthcare industry's unique needs for an AM hub and summarise the specific inputs for the model. The methods used to gather information include extensive literature research on current practices of AM models in healthcare and an inclusive survey of healthcare practitioners. This includes findings on AM's use for surgical planning and training models, the workflow to generate them, sourcing methods, and the AM techniques and materials used. This paper seeks to utilise the information gathered through literature research and surveys to provide guidance for the initial development of an AM hub location model that locates optimal service locations.

Collaboration between various stakeholders is crucial for healthcare digitalisation and eHealth utilisation. Given that valuable outcomes can emerge from collaborative interactions among multiple stakeholders, exploring a quadruple helix (QH) approach to collaboration may be fruitful in involving the public sector, business, citizens, and academia. Therefore, this study aimed to explore stakeholder views on eHealth collaboration from a QH perspective using the grounded theory methodology. First, an inductive qualitative study involving all stakeholders in the QH was conducted. Subsequently, the findings were related to the actor-resource-activity (ARA) model of business relationships. The results emphasise the role of considering diverse perspectives on collaboration because digitalisation and eHealth require teamwork to benefit the end users within various settings. A model depicting the various aspects of the ARA model related to digitalisation in a healthcare QH setting is presented.

A semantically rich framework to enable real-time knowledge extraction from short length semi-structured documents Lavana Elluri 10:30-11:30 Monday, 4 November 2019, ITE346 Knowledge is currently maintained as a large volume of unstructured text data in books, laws, regulations and policies, news and social media, academic and scientific reports, conversation and correspondence, etc. Most of these […]

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Reinforcement Quantum Annealing: A Quantum-Assisted Learning Automata Approach We introduce the reinforcement quantum annealing (RQA) scheme in which an intelligent agent interacts with a quantum annealer that plays the stochastic environment role of learning automata and tries to iteratively find better Ising Hamiltonians for the given problem of interest. As a proof-of-concept, we propose a […]

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Results using the reinforcement learning technique on two SAT benchmarks using a D-Wave 2000Q quantum processor showed significantly better solutions with fewer samples compared to the best-known quantum annealing techniques.

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This paper how to apply dynamic topic models to a set of cybersecurity documents to understand how the concepts found in them are changing over time.

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Social exchange theory is a broad theory that has been used to explain trust as an outcome of various exchange relationships, and research commonly presumes trust exists between exchange partners that have prior relationships. In this paper, we contribute to social exchange theory by isolating the trust outcomes of interorganizational exchanges from other outcomes emphasized by learning and knowledge-based perspectives, and by specifying important boundary conditions for the emergence of trust in interorganizational exchanges. We make such a theoretical contribution within the domain of strategic alliances by investigating the effects of previous alliance agreements, or prior ties, between the partnering firms. We find that prior ties generally lead to learning about a partner's anticipated behavioral patterns, which helps a firm predict when self-interested behavior may occur and know how to interact with the partner during the coordination and execution of the alliance tasks. By contrast, it is evident that the kind of trust emphasized in social exchange theory is not generally rooted in prior ties and only emerges from prior relationships under certain conditions. We discuss the implications of these findings for research on social exchange theory and for delineating the theory's domain of applicability.

CEO severance has captured the attention of a wide array of audiences, yet it remains largely unexplored by management scholars. This paper offers a rigorous theoretical examination of CEO severance with the goal of developing a foundation for a systematic research agenda. In particular, we consider if, and how, severance agreements can be effective in serving the interests of both CEOs and shareholders. We argue that severance agreements have potential value as both an executive recruitment and governance tool, but that the way they are conventionally structured undermines the value that shareholders realize from them. The implications of structure have been almost entirely overlooked by scholars, perhaps because the influence of compensation consultants has left little variance in how severance agreements are implemented across firms. We address this gap by theorizing about how severance agreements could be structured to effectively generate value for executives and shareholders. To do this, we introduce a categorization of key dimensions of CEO severance agreements, and consider how each of these dimensions can be structured to facilitate CEO recruiting, while simultaneously mitigating future governance problems. Our propositions offer new opportunities for governance and compensation scholars to link CEO severance agreements to important organizational outcomes.

'What's going on?' Within the context of our critically-informed teaching practice, we see moments of deep learning and reflexivity in classroom discussions and assessments. Yet, these moments of criticality are interspersed with surface learning and reflection. We draw on dichotomous, linear developmental, and messy explanations of learning processes to empirically explore the learning journeys of 20 international Chinese and 42 domestic New Zealand students. We find contradictions within our own data, and between our findings and the extant literature. We conclude that expressions of surface learning and reflection are considerably more complex than they first appear. Moreover, developing critical reflexivity is a far more subtle, messy, and emotional experience than previously understood. We present the theoretical and pedagogical significance of these findings when we consider the implications for the learning process and the practice of management education.

Do firms learn from their failed innovation attempts? Answering this question is important because failure is an integral part of exploratory learning. In this study, we explore whether and under what circumstances firms learn from their small failures in experimentation. Building on organizational learning literature, we examine the conditions under which prior failures influence firms' R&D output amount and quality. An empirical analysis of voluntary patent expirations (i.e., patents that firms give up by not paying renewal fees) in 97 pharmaceutical firms between 1980 and 2002 shows that the number, importance, and timing of small failures are associated with a decrease in R&D output (patent count) but an increase in the quality of the R&D output (forward citations to patents). Exploratory interviews suggest that the results are driven by a multi-level learning process from failures in pharmaceutical R&D. The findings contribute to the organizational learning literature by providing a nuanced view of learning from failures in experimentation.

We consider how social and psychological connections among CEOs explain the propensity for corporate leaders to distance themselves socially from journalists who engage in negative reporting about firm leadership at other companies, and we examine the consequences for the valence of journalists' subsequent coverage. Our theoretical framework suggests that journalists who have engaged in negative coverage of a firm's leadership and strategy are especially likely to experience distancing from other leaders who (i) have friendship ties to the firm's CEO, (ii) are demographically similar to the CEO on salient dimensions, or (iii) are socially identified with the CEO as a fellow member of the corporate elite. Our theory and findings ultimately suggest that, due to the multiple sources of social identification between CEOs, journalists who engage in negative coverage of firm leadership tend to experience social distancing from multiple CEOs, and such distancing has a powerful influence on the valence of journalists' subsequent reporting about firm leadership and strategy across all the firms that they cover. We also extend our theoretical framework to suggest how the effect of social distancing on the valence of journalists' coverage is moderated by the early and late stages of a journalist's career.

Power in business schools is ubiquitous. We develop individuals for powerfull positions. Yet, the way we deal with power is limited by our utilitarian focus, avoiding the visceral nature of power. In relation to this we address two questions business schools don't ask: what is the experiential nature of power? How are we teaching power? We use experiential, aesthetic developments on power in the social sciences to critique the rational-utilitarian stance on power found in business schools, drawing on the work of Dewey and French philosopher Levinas to treat power as a lived phenomenon. We overview and critique approaches to teaching power in business curricula informed by our own research on Executive MBA students learning through choral conducting. Taking an appreciative-positive stance, this research showed students developing new, non-rational, non-utilitarian understandings of power. They developed nuanced learning on the feeling, relationality and responsibility of exercising power. Coming out of this we argue for more experiential and reflexive learning methods to be applied to the phenomena of power. Finally we shine a reflexive light on ourselves and our 'power to profess', suggesting ways we can change our own practice to better prepare our students for the power they wield.

N/A -- no abstracts in FTEs I believe

We advance a model that highlights contingent linkages between overconfidence and narcissism, entrepreneurial entry, and the successful realization of venture opportunities. Overall, our proposals point to a paradox in which entrepreneurs high in overconfidence and narcissism are propelled toward more novel venture contexts—where these qualities are most detrimental to venture success, and are repelled from more familiar venture contexts—where these qualities are least harmful, and may even facilitate venture success. To illuminate these patterns of misalignment, we attend to the defining characteristics of alternative venture contexts and the focal mechanisms of overconfidence and narcissism.

Theories of status rarely address unearned status gain—an unexpected and unsolicited increase in relative standing, prestige or worth, attained not through individual effort or achievement, but from a shift in organizationally valued characteristics. We build theory about unearned status gain drawing from a qualitative study of 90 U.S.-based employees of a Japanese organization following a company-wide English language mandate. These native English-speaking employees believed that the mandate elevated their worth in the organization, a status gain they attributed to chance, hence deeming it unearned. They also reported a heightened sense of belonging, optimism about career advancement, and access to expanded networks. Yet among those who interacted regularly with Japanese counterparts, narratives also revealed discomfort, which manifested in at least two ways. These informants engaged in "status rationalization," emphasizing the benefits Japanese employees might obtain by learning English, and prevaricated on whether the change was temporary or durable, a process we call "status stability appraisal." The fact that these narratives were present only among those working closely with Japanese employees highlights intergroup contact as a factor in shaping the unearned status gain experience. Supplemental analysis of data gathered from 66 Japanese employees provided the broader organizational context and the nonnative speakers' perspective of the language shift. These findings expand our overall understanding of status dynamics in organizations, and show how status gains can yield both positive and negative outcomes.

Drawing on expectancy violation theory, we explore the effects of anticipatory impression management in the context of acquisitions. We introduce impression offsetting, an anticipatory impression management technique organizational leaders employ when they expect a focal event will negatively violate the expectations of external stakeholders. Accordingly, in these situations, organizational leaders will announce the focal event contemporaneously with positive, but unrelated information. We predict impression offsetting will generally occur in the context of acquisitions, but also more frequently for specific acquiring firms and acquisitions that are more likely to lead to an expectancy violation. We also posit that offsetting will effectively inhibit observers' perceptions of events as negative expectancy violations by positively influencing shareholder reactions to acquisition announcements. Consistent with our hypotheses, in a sample of publicly traded acquisition targets, we find evidence for impression offsetting, in which characteristics of both acquirers and their announced acquisitions predict its frequency of use. We also find evidence that impression offsetting is efficacious; on average, it reduces the negative market reaction to acquisition announcements by over 40 percent, which translates into approximately $246 million in market capitalization.

Management educators often assume that research-based arguments ought to be convincing to students. However, college students do not always accept even well-documented research findings. Among the reasons this might happen, we focus on the potential role of psychological mechanisms triggered by scholarly arguments that affect students' self-concepts, leading them to engage in self-enhancing or self-protective responses. We investigated such processes by examining students' reactions to a research argument emphasizing the importance of intelligence to job performance, in comparison to their reactions to research arguments emphasizing the importance of emotional intelligence and/or fit. Consistent with our predictions, students were less likely to accept the argument for the importance of intelligence compared to the alternative, less threatening, arguments (i.e., the importance of emotional intelligence or fit). Further, acceptance of the argument about the importance of intelligence was affected by students' grade point average (GPA) and moderated by their emotional stability. Specifically, consistent with self-enhancement theory, students with lower GPAs were more likely to reject the argument for intelligence and give self-protective reasons for their responses, whereas students with higher GPAs were more likely to accept the argument and give self-enhancing reasons. Implications for future research and for management teaching are discussed.

If partnering with local firms is an intuitive strategy with which to mitigate uncertainty in foreign ventures, then why don't organizations always partner with local firms, especially in uncertain settings? We address this question by unbundling the effects of uncertainty in foreign ventures at the venture and country levels. We contend that, while both levels increase the need for partnering with local firms in foreign ventures, country-level uncertainty increases the difficulty of partnering with local firms and decreases the likelihood of such partnerships. We also posit that experiential learning helps firms manage the two types of uncertainty, and thereby reduces the need for partnering—yet, experience in the host country makes partnering more feasible and increases the likelihood of such partnerships. To test our hypotheses, we conceptualize the decision to partner with a local firm in a foreign venture as a multilayered decision, and model it accordingly. Using a global sample of venture capital investments made between 1984 and 2011, we find support for the distinct effects of venture- and country-level uncertainty as well as for corresponding levels of experiential learning. These findings have implications for the literature on cross-border venture capital investment and international business in general.

Firms play a crucial role in furthering social welfare through their ability to foster stakeholders' contributions to joint value creation, i.e., value creation that involves a public-good dilemma due to high task and outcome interdependence - leading to what economists have labeled the 'team production problem'. We build on relational models theory to examine how individual stakeholders' contributions to joint value creation are shaped by stakeholders' mental representations of their relationships with the other participants in value creation, and how these mental representations are affected by the perceived behavior of the firm. Stakeholder theory typically contrasts a broadly-defined 'relational' approach to stakeholder management with a 'transactional' approach based on the price mechanism - and has argued that the former is more likely to contribute to social welfare than the latter. Our theory supports this prediction for joint value creation, but also implies that the dichotomy on which it is based is too coarse-grained: there are three distinct ways to trigger higher contributions to joint value creation than through a 'transactional' approach. Our theory also helps explain the tendency for firms and their stakeholders to converge on 'transactional' relationships, despite their relative inefficiency in the context of joint value creation.

Most research on creativity describes it as a net positive: producing new products for the organization and satisfaction and positive affect for creative workers. However, a host of anecdotal and historical evidence suggests that creative work can have deleterious consequences for relationships. This raises the question: how does creativity at work impact relationships at home? Relying on work-family conflict and resource allocation theory as conceptual frameworks, we test a model of creative behaviors during the day at work and the extent to which employees spend time with their spouses at home in the evening, using 685 daily matched responses from 108 worker-spouse pairings. Our results reveal that variance-focused creative behaviors (problem identification, information searching, idea generation) lead to a decline in time spent with spouse at home. In contrast, selection-focused creative behaviors (idea validation) lead to an increase in time spent with spouse. Further, openness to experience moderates these relationships. Overall, the results raise questions about the possible relational costs of creative behaviors at work on life at home.

We develop and test a theoretical model that explores how individuals appraise different types of stressful job demands and how these cognitive appraisals impact job performance. The model also explores how charismatic leaders influence such appraisal and reaction processes, and by virtue of these effects, how leaders can influence the impact of stressful demands on their followers' job performance. In Study 1 (n = 74 U.S. Marines), our model was largely supported in hierarchical linear modeling analyses. Marines whose leaders were judged by superiors to exhibit charismatic leader behaviors appraised challenge stressors as being more challenging, and were more likely to respond to this appraisal with higher performance. Although charismatic leader behaviors did not influence how hindrance stressors were appraised, they negated the strong negative effect of hindrance appraisals on job performance. In Study 2 (n = 270 U.S. Marines) charismatic leader behaviors were measured through the eyes of the focal Marines, and the interactions found in Study 1 were replicated. Results from multilevel structural equation modeling analyses also indicate that charismatic leader behaviors moderate both the mediating role of challenge appraisals in transmitting the effect of challenge stressors to job performance, and the mediating role of hindrance appraisals in transmitting the effect of hindrance stressors to job performance. Implications of our results to theory and practice are discussed. Keywords: stress, leadership, job performance, multilevel modeling

Based on a multi-year field study of early-stage drug discovery project teams at a global pharmaceutical company, this paper examines how multidisciplinary teams engaged in knowledge creation combine formal and informal coordination mechanisms when faced with unpredictable interdependencies among specialists' knowledge domains. While multidisciplinary teams are critical for knowledge creation in increasingly specialized work environments, the coordination literature has been divided with respect to the extent to which such teams rely on formal coordination structures and informal coordination practices. Our findings show that when interdependencies among knowledge domains are dynamic and unpredictable, specialists design self-managed (sub-)teams around collectively held assumptions about interdependencies based on incomplete information (conjectural interdependencies). These team structures establish the grounds for informal coordination practices that enable specialists to both manage known interdependencies and reveal new interdependencies. Newly revealed interdependencies among knowledge domains, in turn, promote structural adaptation. Drawing on these findings, we advance an integrative model explaining how team-based knowledge creation relies on the mutual constitution of formal coordination structures and informal coordination practices. The model contributes to theory on organizational design and practice-based research on coordination in cross-disciplinary knowledge creation.

This study investigates Anglo expatriate managers learning, knowledge acquisition, and adjustment to the host culture when working within Anglo multi-national companies operating in China. A structural equation model based on data from 121 expatriate managers reveal that Anglo managers adjust more effectively when their learning styles are congruent with the demands of the host culture. Their levels of accumulated managerial tacit knowledge and adaptive flexibility were also associated with their learning styles which in turn led to more effective adjustment to the host culture. Implications for theory, global manager development, and expatriate management are provided.

The interview questions deal with the means by which Estonia and other republics of the former Soviet Union managed to transform their educational systems and the impact of the Soviet heritage on this transformation. An interview was conducted with Professor Olav Aarna. In 1991 Professor Olav Aarna became the rector of TUT. From 2000 to 2003 he held the position of rector of the first private university in Estonia - Estonian Business School (EBS). From 2003 to 2007 Olav Aarna was member of the Estonian Parliament, serving also as Chairman of the Committee for Cultural Affairs responsible for education, research, culture and sports affairs. From 1998-2000 he was Vice Chairman of Estonian National Council for Research and Development. His experience in the field of educational legislation stems from his advisory position to the Minister of Education of Estonia from 1990 to1992. His competence in the field of the Bologna process results from the development of higher education legislation in Estonia (2002-...) and the development of a higher education quality assurance system for Estonia (2008-...). Olav Aarna has consulted third countries in the national qualifications framework (NQF) development as a European Training Foundation (ETF) expert.

Accumulated knowledge on organizational justice leaves little reason to doubt the notion that organizational members benefit when leaders adhere to interpersonal justice rules. However, upon considering how justice behaviors influence subordinates' cognitive processes, we predict that interpersonal justice has a surprising, unintended negative consequence. Supervisors who violate interpersonal justice rules trigger subordinates to search for reasons why their supervisors are threatening them, causing subordinates to be more attuned to supervisors' individual characteristics and therefore unlikely to use stereotypes when evaluating them. In contrast, supervisors who adhere to interpersonal justice rules allow subordinates to divert attention away from them, leading subordinates' judgments of their supervisors to be influenced by stereotypes. Consistent with these predictions, in a survey we found that minority supervisors faced bias relative to Caucasian supervisors when supervisors adhered to—but not when they violated—interpersonal justice rules. We replicated this effect in an experiment and established that it is explained by an alternating pattern of stereotype activation and inhibition: participants viewed minority supervisors to be more deceitful than Caucasians when supervisors adhered to—but not when they violated—interpersonal justice rules. We then conducted exploratory analyses and identified one factor (unit size) that mitigates this troubling pattern.

Literature on partnerships has grown rapidly in the past decade across different disciplines. However, despite conceptual attention to the value of strategic multi-stakeholder collaboration to promote peace and reconciliation, challenges posed by (post-)conflict, fragile contexts have barely been considered in empirical studies. In this article we contribute by bringing together debates from different partnership literatures and providing an overview of existing, relatively limited research insights on partnerships for peace in fragile states. We present a typology of different levels (local, national, international) at which collaboration takes place and different types of partnerships (philanthropic, transactional, engagement, transformative). This is exemplified with specific attention to Africa, where most fragile states are found, and to partnerships with transformative potential. The analysis suggests that the lowest-level (local) partnerships tend to exclude the national government, while the most recent international, multilateral-driven collaboration has not included business; national cases are most transformative but incidental and not yet leveraged internationally. Despite the interconnected nature of conflict and fragility issues, linkages between partnerships and partners at different levels are largely missing, offering potential for further development by a broad spectrum of scholars and thought leaders. Insights from 'extreme' unconventional contexts thus have relevance for management research more generally.

This article examines how and why business schools might be complicit in a growing disconnect between leaders, people supposed to follow them, and the institutions they are meant to serve. We contend that business schools sustain this disconnect through a dehumanization of leadership that is manifested in the reduction of leadership to a set of skills and its elevation to a personal virtue. The dehumanization of leadership, we suggest, serves as a valuable defense against, but as poor preparation for, the ambiguity and precariousness of leadership in contemporary workplaces. This article proposes ways to humanize leadership by putting questions about the meaning of leadership—about its nature, function, and development—at the center of scholarly and pedagogical efforts. Reflecting on our attempts to do so, we argue that it involves revisiting not just theories and teaching methods but also our identities as scholars and instructors.

We extend the knowledge-based perspective to consider the impact of spin-out founders on knowledge transfer to new ventures. We argue that existing theory largely ignores the founder's role as team catalyst who mobilizes a team and transmits the team's knowledge to a new venture. We address this gap by building theory on the role of a spin-out founder as a facilitator of co-mobility, and whose impact on firm outcomes is mediated by the size and organizational experience of the recruited team. The support for our hypotheses, through use of linked employee-employer US Census data from the legal services industry, has theoretical and practical implications for the knowledge-based view and human resource strategies for both existing and entrepreneurial firms.

Using data from 607 subjects organized in 161 teams (84 laboratory teams and 77 organizational field teams), we examined how leader humility influences team interaction patterns, emergent states, and team performance. We developed and tested a theoretical model arguing that when leaders behave humbly, followers emulate their humble behaviors, creating a shared interpersonal team process (collective humility). This collective humility in turn creates a team emergent state focused on progressively striving toward achieving the team's highest potential (collective promotion focus), which ultimately enhances team performance. We tested our model across three studies wherein we manipulated leader humility to test the social contagion hypothesis (Study 1), examined the impact of humility on team processes and performance in a longitudinal team simulation (Study 2), and tested the full model in a multistage field study in a health services context (Study 3). The findings from these lab and field studies collectively supported our theoretical model, demonstrating that leader behavior can spread via social contagion to followers, producing an emergent state that ultimately affects team performance. Our findings contribute to the leadership literature by suggesting the need for leaders to lead by example, and showing precisely how a specific set of leader behaviors influence team performance, which may provide a useful template for future leadership research on a wide variety of leader behaviors.

A key finding in the literature on industry evolution and strategy is that knowledge "inherited" from the founder's previous employer can be an important source of a new firm's capabilities. We analyze the conditions under which knowledge that is useful for carrying out a key value chain activity is inherited, and explore the mechanism through which such an inheritance shapes an entrant's strategies and, in the process, influences its performance. Evidence from the early U.S. auto industry indicates that employee spinoffs generated from incumbents that had integrated a key value chain activity were also more likely to integrate that activity than other entrants, which, we suggest, reflects the application of knowledge inheritance relative to that activity. Moreover, we find that the integration of this key activity, stimulated by knowledge inheritance, contributed to the establishment of defensible strategic positioning, thereby enhancing the survival duration of inheriting spinoffs. We thus link together the phenomena of knowledge inheritance, vertical integration, and strategic positioning to explain entrant performance. These three phenomena tend to be treated disparately in the literature, rather than in combination.

As research begins to accumulate on employee volunteering, it appears that this behavior is largely beneficial to employee performance and commitment. It is less clear, however, how employee volunteering is perceived by others in the workplace. Do colleagues award volunteering "credit"- for example, associating it with being concerned about others - or do they "stigmatize" it - for example, associating it with being distracted from work? Moreover, do those evaluations go on to predict how colleagues actually treat employees who volunteer more often? Adopting a reputation perspective, we draw from theories of person perception and attribution to explore these research questions. The results of a field study revealed that colleagues gave credit to employee volunteering when they attributed it to intrinsic reasons and stigmatized employee volunteering when they attributed it to impression management reasons. Ultimately, through the awarded credits, volunteering was rewarded by supervisors (with the allocation of more resources) and coworkers (with the provision of more helping behavior) when it was attributed to intrinsic motives - a relationship that was amplified when stigmas were low and mitigated when stigmas were high. The results of a laboratory experiment further confirmed that volunteering was both credited and stigmatized, distinguishing it from citizenship behavior, which was credited but not stigmatized.

We examine how top management team (TMT) misfit, defined as discrepancies between the TMT's functional roles and the qualifications of the managers who fill those roles, affects the evolution of TMT composition and structure in a longitudinal study of entrepreneurial ventures. We distinguish two types of misfit - overqualification and underqualification - and study how each is associated with TMT changes. We further consider the moderating effect of firm development. Results reveal that underqualified TMTs hire new managers to reinforce existing capabilities whereas overqualified TMTs elaborate their role structures. However, achieving developmental milestones (i.e., obtaining venture capital funding and staging an initial public offering) is a critical contingency to TMT change: absent these milestones, firms neither hire new managers nor add roles, even when they seemingly need to do so. These findings contribute to knowledge of how TMTs and new ventures evolve by underscoring the importance of simultaneously attending to TMT composition and structure.

In this paper, we critically assess how the devolution of researcher care moderates knowledge development in organization studies. Defining researcher care as what scholars are concerned and passionate about, we consider the extent to which individuals researchers lose their personal voice in researching organizations. This bounding of care by the research community is a reflection of the way that researchers knowingly alter their care in researching organizations to gain associated career and reputational benefits. We describe how the field's institutional logic for researching organizations enables this devolution to take hold and how larger institutional forces reinforce how it progressively moderates organizational knowledge. We offer preliminary suggestions for addressing the devolution of researcher care in organization studies and ameliorating its threat to knowledge development.

Evidence-based management has been widely advocated in management studies. It has great ambition: all manner of organizational problems are held to be amenable to an evidence-based approach. With such ambition, however, has come a certain narrowness which risks restricting our ability to understand the diversity of problems in management studies. Indeed, in the longer term, such narrowness may limit our capacity to engage with many real-life issues in organizations. Having repeatedly heard the case for evidence-based management, we invite readers to weigh up the case against. We also set out an alternative direction - one that promotes intellectual pluralism and flexibility, the value of multiple perspectives, openness, dialogue, and the questioning of basic assumptions. These considerations are the antithesis of an evidence-based approach, but central to a fully rounded management education.

Despite the proliferation of strategy process and practice research, we lack understanding of the historical embeddedness of strategic processes and practices. In this paper, we present three historical approaches with the potential to remedy this deficiency. First, realist history can contribute to a better understanding of the historical embeddedness of strategic processes; in particular, comparative historical analysis can explicate the historical conditions, mechanisms, and causality in strategic processes. Second, interpretative history can add to our knowledge of the historical embeddedness of strategic practices, and microhistory can specifically help to understand the construction and enactment of these practices in historical contexts. Third, poststructuralist history can elucidate the historical embeddedness of strategic discourses, and genealogy can in particular increase our understanding of the evolution and transformation of strategic discourses and their power effects. Thus, this paper demonstrates how in their specific ways historical approaches and methods can add to our understanding of different forms and variations of strategic processes and practices, the historical construction of organizational strategies, and historically constituted strategic agency.

This paper examines when firms pursue structural realignment through the recombination of business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997 operating within the U.S. medical device and pharmaceutical sectors demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism) and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.

Book Review

We augment transaction cost economics' (TCE) bounded rationality assumption with heuristics (framing) and cognitive biases to expand the understanding of hierarchical governance in the theory. TCE traditionally puts opportunism in the frontseat, while primarily relegating bounded rationality to the support role of invoking incomplete contracts. The theory also suggests that hierarchical governance effectively mitigates opportunism-based transaction costs, making it difficult to explain why hierarchies are not always used. However, when an augmented bounded rationality assumption is incorporated into TCE, we argue, first, that bounded rationality is a separate source of transaction costs, and, second, that these costs are not equally mitigated by all forms of hierarchy. Instead, different hierarchical forms are associated with particular frames and social referents that naturally enhance specific bounded rationality-based conflicts, allowing certain hierarchical forms to mitigate bounded rationality-based transaction costs better than others. As a result, bounded rationality takes a frontseat in the theory, addressing prior critiques of TCE, expanding the governance questions addressed by the theory and creating a new moderating role for asset specificity in internal exchanges.

Do you teach anyone whom you would consider a member of the next generation of global leaders? If you answered "yes" to this question, you likely teach an audience within which many of its members already possess intercultural experience, have traveled widely, and perhaps speak several languages. These globally minded students demand in-depth learning approaches which help them prepare for complex global leadership settings. Global Leadership Practices is an excellent source of teaching materials and tools targeted to these learners.

In Strategic Corporate Social Responsibility (3rd edition) (SCSR), David Chandler and William B. Werther Jr. advance the view that the ability of firms to create value for a range of stakeholders over the medium- and long-term requires that they embed CSR into their strategies and operations. Its focus on the integration of CSR into strategic planning and implementation distinguishes SCSR from competing business and society textbooks, which tend to survey the field or focus on the management of the firm's relationships with stakeholders and society.

We examine when and why creative role identity causes entitlement and unethical behaviors and how this relationship can be reduced. We found that the relationships among the creative identity, entitlement, and dishonesty are contingent on the perception of creativity being rare. Four experiments showed that individuals with a creative identity reported higher psychological entitlement and engaged in more unethical behaviors. Additionally, when participants believed that their creativity was rare compared to common, they were more likely to lie for money. Moreover, manipulation of rarity of creative identity, but not practical identity, increased psychological entitlement and unethical acts. We tested for the mediating effect of psychological entitlement on dishonesty using both measurement of mediation and experimental causal chain approaches. We further provide evidence from organizations. Responses from a sample of supervisor-subordinate dyads demonstrated that employees reporting strong creative identities who perceived creativity as rare in their work-group rather than common were rated as engaging in more unethical behaviors by their supervisors. This paper extends prior theory on negative moral consequences of creativity by shedding new light on assumption regarding the prevalence of creativity and the role psychological entitlement plays.

Organizational theorists are increasingly interested in the antecedents of terminating interorganizational relationships, but have paid little attention to the disruptive consequences of such terminations on future tie formation. To redress this imbalance, the present study focuses on how venture capital (VC) firms' withdrawals from VC syndicates are associated with their subsequent syndication over the 1985 through 2008 period. We argue that withdrawals disrupt the relationships of the withdrawing VC firms with the coinvestors and reduce the likelihood of them entering into subsequent exchange (relational consequences). Furthermore, public information on the withdrawals can undermine the withdrawing VC firm's reputation for reliability, making it a less desirable exchange partner overall (global reputational consequences). Finally, we find that abandoned coinvestors can spread negative, private information about the withdrawing firm, reducing its chances of syndication with their other network contacts (local reputational consequences). We also show that the global and local reputational consequences attenuate each other, due to redundancy in the content of information each provides. We discuss the implications of our theory for the research on network dynamics and reputation.

In this paper, we use a practice-based wisdom perspective to address the challenges of managing competing logics in social enterprises. From previous work it is clear that a major task for social entrepreneurs is to manage the tension between social welfare and commercial logics. Although the social welfare logic and its related values and practices form the foundations of social enterprises, social entrepreneurs have also to ensure that their businesses are commercially sustainable making it necessary to engage with the commercial logic. To this end, we develop a curriculum matrix based on social practice wisdom to assist students to learn appropriate knowledge and skills, enact social entrepreneurship goals, and integrate competing logics in innovative and sustainable ways.

Research suggests that the structure of trainee reactions is captured with as few as one or as many as eleven dimensions. It is commonly understood that reactions contain both affective and cognitive components. To date, however, training research focuses largely on affective reactions that range from pleasant to unpleasant (i.e., valence). Here, we expand and further refine the construct of affective trainee reactions by including reactions that are more and less activating versions of pleasantness (e.g., excitement and calm, respectively) and unpleasantness (e.g., stress and boredom, respectively). We develop and validate a new measure based on this model and argue that the structure of affective reactions has implications for better understanding learning and course reputation outcomes. Results from a short online training indicate that reactions were best explained by four factors: pleasant activation (e.g., excitement), pleasant deactivation (e.g., calm), unpleasant activation (e.g., stress), and unpleasant deactivation (e.g., boredom). The relationships between these reactions and training outcomes suggest what is most beneficial for course reputation outcomes (i.e., pleasant activating reactions) may not benefit learning; what is most beneficial for learning (i.e., pleasant deactivating reactions) may benefit course reputation outcomes but slightly less so.

Female corporate leadership has drawn increasing attention from academia and practitioners. We contribute to the literature by examining the impact of CEO succession with gender change—i.e., a male CEO succeeded by a female or vice versa. We propose that due to gender differences in executive leadership positions, CEO succession with gender change may amplify the disruption of the CEO succession process and thus adversely affect post-succession firm performance and increase the likelihood of successor early departure. Using data from 3,320 CEO successions in companies listed in China's Shanghai and Shenzhen Stock Exchanges from 1997 to 2010, we find evidence to support this argument. We also find that the negative (positive) impact of male-to-female succession on firm performance (the likelihood of successor early departure) may be weakened by positive organizational attitudes toward female leadership as indicated by the presence of other female leaders on the firm's board of directors and/or top management team, and the successor's inside origin.

Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) by subordinates left behind, especially when relationships between the departing leader and the subordinates, or leader-member exchanges (LMX), had been of high quality. In this paper, we posit that the quality of subordinates' relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates' organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual-level (i.e., a subordinate's identification with the departing leader and with his/her organization), at the group-level (i.e., turnover contagion), and at the organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader-departures affect organizational attachment requires multi-level theorizing and constructs. Theoretical and practical implications of such a 360-degree relational perspective on leader-departure effects are discussed.

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Carlo Lipizzi’s Societal impacts of artificial intelligence and machine learning offers a critical and comprehensive analysis of artificial intelligence (AI) and machine learning’s effects on society. This book provides a balanced perspective, cutting through the