学术前沿速递 |《Administrative Science Quarterly》论文精选

 

本文精选了管理学国际顶刊《Administrative Science Quarterly》近期发表的论文,提供管理学研究领域最新的学术动态。

 

Location-Independent Organizations: Designing Collaboration Across Space and Time

原刊和作者:

Administrative Science Quarterly Volume 68, Issue 1

Jen Rhymer (University College London)

Abstract

Collaboration is critical to organizations and difficult when work is distributed. Prior research has indicated that when individuals are distributed, organizations respond by structuring their work to decrease reciprocal interdependence, reduce the complexity of tasks that individuals perform, or accept moderate inefficiencies. Yet in an increasing number of organizations—location-independent organizations—employees are fully distributed, exist without a physical office, and engage in reciprocally interdependent work. To understand how these distributed organizations collaborate, I undertook an inductive multiple-case study. I identify two patterns of collaboration, an asynchronous orientation and a real-time orientation, and reveal the specific enabling practices for each, with a focus on asynchronous-oriented organizations. This research contributes to the distributed work literature by detailing three novel practices that enable effective collaboration for reciprocally interdependent work without geographic or temporal alignment and to the organizational design literature by identifying distinct approaches to distributed collaboration. This study also engages with the future-of-work conversation by providing empirical grounding that enhances our understanding of the theory, boundary conditions, and nuance of the phenomenon of distributed organizations, specifically location-independent organizations.

Link: https://doi.org/10.1177/00018392221129175

 

 

Embodying the Market: The Emergence of the Body Entrepreneur

原刊和作者:

Administrative Science Quarterly Volume 68, Issue 1

Alexandra Michel (University of Pennsylvania)

Abstract

When organizations take radically new forms, employees’ minds and bodies can also take radically new forms, but prior organizational research has lacked the concepts and data to understand such qualitative changes in persons. For 17 years, I studied a profound societal change, the market turn, inside organizations at their center, investment banks on Wall Street. The banks took a new, market-like form that facilitated the emergence of a cultural–historical new form of personhood, the body entrepreneur. Unlike traditional organizations, which predictably reward employee effort, the banks gradually decoupled rewards from effort, paying bankers for winning first internal and then external competitions and increasingly exposing them to market risk. Bankers internalized this entrepreneurial positioning by transforming their minds and bodies into resources for competitive success regardless of health consequences. As rewards became more elusive, bankers invested more resources, first the mind and then the body, and controlled them in progressively more powerful ways, first through cognitive techniques, then through self-experimentation with drugs. Bankers thus intervened more radically in their minds and bodies than organizations legitimately can, resulting in two qualitative person changes. One, bankers constructed personhood in cultural–historical new ways, changing from the traditional psychological self, which locates processes such as emotions and motivation in the mind, toward a somatic self, the body entrepreneur, which locates them in the body as brain states that bankers could self-design. Two, the body functioned in new ways: not inside–out as a biological imperative but outside–in, fluidly adjusting to changing situations. Whereas prior organizational theories have assumed what the body is, I problematize it, empirically studying the self-technologies through which people construct the culturally situated biologies that compel them to unproblematically reproduce new, market-like organizations.

Link: https://doi.org/10.1177/00018392221135606

 

 

Recognition Killed the Radio Star? Recognition Orientations and Sustained Creativity After the Best New Artist Grammy Nomination

原刊和作者:

Administrative Science Quarterly Volume 68, Issue 1

Spencer H. Harrison (INSEAD)

Noah Askin (INSEAD)

Lydia Paine Hagtvedt (INSEAD)

Abstract

Many organizations rely on group work to generate creativity, but existing research lacks theory on how groups’ responses to recognition for creative achievement shape their subsequent creative outcomes. Through an inductive study of bands nominated for a Best New Artist Grammy from 1980 to 1990, we develop a theory of reactions to early recognition in creative groups. Our multi-method analyses include oral histories from members of each band and quantitative data, which we use to triangulate the processes they describe. Our findings reveal that groups developed sets of emergent reactions and active adjustments to the recognition and its consequences, which we call “recognition orientations.” We identify three such orientations—absorbing, insulating, and mixed—that reflect how groups interpret recognition and integrate it into their subsequent processes. Most groups struggled by absorbing recognition, which led to internalizing expectations and opening their relationships to outsiders, ultimately inhibiting creativity. Some groups began to insulate themselves from recognition by externalizing expectations and bounding relationships, allowing them to sustain creative output over time. Finally, other groups developed a mixed orientation, initially experiencing the pitfalls of elevated recognition-seeking but ultimately attempting to insulate their need for external recognition by refocusing on their creative process. These findings reveal that recognition can upend the creative process, and groups that begin absorbing recognition are, ironically, less likely to earn it again in the future. Filling a critical research gap on creative production among groups that intend to continue working together, the results distinguish the skills needed to manage recognition from those needed to generate creativity, and offer insight into how groups enact longevity.

Link: https://doi.org/10.1177/00018392221136158

 

 

Relations in Aesthetic Space: How Color Enables Market Positioning

原刊和作者:

Administrative Science Quarterly Volume 68, Issue 1

Stoyan V. Sgourev (New Bulgarian University)

Erik Aadland (BI Norwegian Business School)

Giovanni Formilan (University of Edinburgh Business School)

Abstract

Color is omnipresent, but organizational research features no systematic theory or established method for analyzing it. We develop a relational approach to color, conceptualizing it as a means of positioning relative to a reference group or style and validating it through a computational method for processing digital images. The research context is Norwegian black metal—a genre of extreme metal music that achieved notoriety in the early 1990s through band members’ criminal activity. Our analysis of 5,125 album covers between 1989 and 2019 confirms the alignment of aesthetic and music features and articulates the role of color in the construction of a relational identity based on forces of association and disassociation. Black metal bands associated with past color choices of non-black metal bands up to a point, after which they started to disassociate from them. The positioning is dynamic, pursuing adaptation to external events. Black metal bands reacted to their stigmatization in Norwegian society by increasing colorfulness and later returning to a darker aesthetic in defiance of the genre’s commercialization. Our analysis attests to color’s ability to organize producers’ exchange of information and attention, illustrating the interweaving of aesthetic features and relational processes in markets.

Link: https://doi.org/10.1177/00018392221137289

 

 

Missing the Forest for the Trees: Modular Search and Systemic Inertia as a Response to Environmental Change

Administrative Science Quarterly Volume 68, Issue 1

Julien Clement (Stanford University)

Abstract

I develop and test a theory that explains why organizations may struggle to adapt in the face of change even when their members are aware of change, are motivated to adapt, and have the resources to do so. I build on complex-systems theory, which posits that organizations face a hierarchy of interdependent problems: they must choose how to fulfill different specialized tasks and choose processes to integrate the outputs of these tasks. Because these choices are interdependent, environmental change that directly affects only a few tasks in isolation can indirectly affect the viability of major organizational processes. Recognizing these ripple effects is difficult, however: understanding complex interdependencies is challenging for decision makers, and the division of labor within organizations can create an illusion of separability between tasks. As a result, organizations may respond to such change by engaging in “modular search” for new ways to fulfill specialized tasks, but they may fail to engage in “systemic search” for new processes integrating the outputs of specialized tasks unless they can rely on information-processing structures that help decision makers better understand interdependencies among choices. I test my theory by applying sequence analysis methods to micro-level behavioral data on competitive video gaming (esports) teams. Qualitative fieldwork and an online experiment provide additional evidence of my proposed mechanisms.

Link: https://doi.org/10.1177/00018392221136267

发布日期:2023-04-29浏览次数:
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