本文精选了管理学领域国际顶刊《Academy of Management Journal》近期发表的论文，提供管理学领域最新的学术动态。

Bright and Dark Imagining: How Creators Navigate Moral Consequences of Developing Ideas for Artificial Intelligence

原刊和作者：

Academy of Management Journal Volume 68, Issue 1

Lydia Paine Hagtvedt （Akamai Technologies）

Sarah Harvey （University College London）

Ozumcan Demir-Caliskan （University College London）

Henrik Hagtvedt （Boston College）

Abstract

Despite an emerging stream of work on negative behaviors associated with engaging in creativity, research on the consequences of creativity has largely focused on unleashing the proximal success of new ideas. Both approaches overlook the downstream potential for creative ideas to directly cause harm. Through an inductive, qualitative study of individuals creating artificial intelligence technologies, the present study shifts the conversation to how workers navigate potential distal moral consequences of ideas while engaging in creative work. Our study unveils that surprises during creative work catalyze a process of imagining future consequences of ideas, which shapes the way creators engage with moral issues and approach idea development. A key insight of our study is that imagining unfolds in two ways: (1) bright imagining is associated with disconnecting moral issues from idea development, so that creators develop ideas in the relative absence of constraints and moral issues are addressed through systematized safeguards; (2) dark imagining is associated with integrating moral issues into idea development, transforming morally motivated constraints into creative forces with potential to shape the nature of ideas themselves. Our study recasts interacting with moral consequences intertwined with creative ideas as itself a creative, constructive process.

Link: https://doi.org/10.5465/amj.2022.0850

Does Identification Hurt or Help Under Identity Threat? The Exacerbating Role of Identity Centrality on Feeling Offended and the Buffering Role of Coworker Solidarity on Identity-Protection Behaviors

原刊和作者：

Academy of Management Journal Volume 68, Issue 1

Hana Huang Johnson （Washington State University）

Elizabeth Umphress （University of Washington）

Jay T. Bates （Washington State University）

Shaun M. Parkinson （Washington State University）

Leah D. Sheppard （Washington State University）

Abstract

Research on how identification impacts the experience of identity threat has uncovered mixed findings, which the current work helps resolve. We uncouple two conceptually distinct aspects of identification that research has conflated: identity centrality and solidarity. Identity centrality is focused inward on the extent to which an identity is important and salient to an individual, whereas solidarity is focused outward on the strength of the bond an individual perceives with another person or group. We propose that higher centrality exacerbates reactions to identity threat and ultimately predicts identity-protection responses (e.g., derogating or avoiding the threat source), whereas greater solidarity with coworkers mitigates negative responses stemming from identity threat. We consider two groups with whom individuals might experience solidarity in organizations: (1) others who share the threatened identity and (2) coworkers. We test and find support for our hypotheses in two studies using two-wave, time-lagged online experimental methods investigating political identity (Study 1) and working parent identity (Study 2). Notably, solidarity with coworkers provides a buffering effect while solidarity with others sharing the threatened identity does so to a lesser degree. Our work helps reconcile how and why identity centrality and certain forms of solidarity can differentially influence identity threat reactions.

Link: https://doi.org/10.5465/amj.2022.0221

The Paradox of Spatial and Relational Embeddedness: Tie Reinitiation after a Trust Violation

原刊和作者：

Academy of Management Journal Volume 68, Issue 1

Pankaj Kumar （Virginia Polytechnic Institute and State University）

Agnieszka Nowinska （Aalborg University）

Akbar Zaheer （University of Minnesota）

Abstract

How does embeddedness—spatial and relational—influence interfirm tie reinitiation when trust is violated? The taken-for-granted relationship between prior ties and repeat tie formation becomes complex when trust violations are introduced. Two divergent schools of thought emerge: an “embeddedness as a buffer” logic, wherein embedded partners may be more forgiving, versus an “et tu Brute” logic, wherein embedded partners feel betrayed. We tackle this theoretical tension by examining brokerage relationships. When spatially or relationally embedded, focal firm–broker ties further enhance trust but the ensuing higher expectations also make embedded trust more brittle due to the broker’s divided loyalties, resulting in a steeper decline in trust after a violation. Our central hypotheses thus highlight a paradox of embeddedness: while spatial and relational trust foster repeat ties under normal circumstances, it takes proportionately longer for such embedded ties to be reinitiated when trust is violated. We use a unique hand-collected data set in the global dry cargo shipping industry with voyage-level data on 3,618 exchanges between a Copenhagen-based shipowner–operator (the focal firm) and 235 shipbrokers from 2011 to 2018 and a Weibull hazard rate estimator. We find support for the paradox of embeddedness when trust is violated in brokerage relationships.

Link: https://doi.org/10.5465/amj.2022.1143

Socialization as a Political Arena: A Multi-Agent Interactionist Perspective to Understand Political Skill and Newcomer Socialization Rates

原刊和作者：

Academy of Management Journal Volume 68, Issue 1

Yingxin Deng （Beijing Institute of Technology）

Weipeng Lin （Shandong University）

Yifan Song （Texas A&M University）

Mo Wang （University of Florida）

Di Cai （Shandong University）

Jia Liu （Shandong University）

Abstract

Integrating two social-interaction-based perspectives (i.e., vertical vs. horizontal social interactions) on political skill, the current research examined how organizational newcomers might leverage their political skill to promote their socialization rates through frequent interactions with different agents of socialization (i.e., supervisor vs. veteran colleagues). Using a four-wave longitudinal study with a sample of 1,197 organizational newcomers nested in 550 supervisors, we found that newcomer political skill had positive indirect effects on growth rates of adjustment outcomes via interaction frequency with veteran colleagues (but not with supervisor), while it had positive indirect effects on early-entry adjustment states via interaction frequency with supervisor (but not with veteran colleagues). Moreover, these effects were stronger when the level of prosocial climate for newcomers was high. Two supplemental studies, each using repeated-measures data from 200 organizational newcomers, provide stronger causal inference of the impact of newcomer political skill that is contingent on prosocial climate for newcomers, and rule out alternative explanations. Furthermore, we conducted supplemental interviews with 40 newcomers to provide an in-depth discussion on the differential roles of vertical (newcomer–supervisor) versus horizontal (newcomer–veteran colleagues) interactions in transmitting newcomer political skill into different adjustment dynamics (i.e., early-entry adjustment states vs. growth rates of adjustment).

Link: https://doi.org/10.5465/amj.2022.0669

A Tale of Two Signals: Partner CSR versus CSI and Alliance Formation

Academy of Management Journal Volume 68, Issue 1

Qiwen Yu （Tongji University）

Ilya R. P. Cuypers （Singapore Management University）

Heli Wang （Singapore Management University）

Abstract

This study outlines two signaling mechanisms—trust and spillover—through which a potential partner’s corporate social responsibility (CSR) and corporate social irresponsibility (CSI) affect alliance formation. Extending a key insight in signaling theory that positive and negative signals are conceptually distinct, we propose that which mechanism is dominant in explaining alliance formation varies between CSR and CSI. Specifically, we argue that the dominant signaling mechanism for CSR is the trust mechanism, through which CSR signals the moral character of a potential partner, which is used by the focal firm to infer the partner’s trustworthiness. In contrast, CSI negatively affects alliance formation primarily through a spillover mechanism: CSI signals a potential partner’s moral character to a firm’s external stakeholders. Stakeholders’ negative assessments based on this signal might then spill over to the focal firm if it forms an alliance with that partner. We further identify two contingency factors—namely, proximity and media coverage—that help verify the dominant signaling roles of partner CSR and CSI. Using a sample of alliances formed by high-tech firms between 1995 and 2016, we find support for our predictions.

Link: https://doi.org/10.5465/amj.2022.0862