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

Categorizing Concepts and Phenomena in Management Research: A Four-Phase Integrative Review and Recommendations

原刊和作者：

Academy of Management Annals Volume 19, Issue 1

Jason R. Pierce （University of North Carolina）

Abstract

Concerns about imprecise concepts and incoherent theories have long plagued management studies. Though systematic categorizing was once proposed as a remedy for those concerns, as it had resolved similar ones in other scientific disciplines, conversation about that potential ceased decades ago. This integrative review revives and refocuses that conversation by systematically categorizing how management scholars categorize concepts and phenomena, in four phases. Phases 1 and 2 (conceptual-mapping and etymological reviews, respectively) together yield a framework encompassing three general approaches—classical, commonsense, and contemporary—scholars across all scientific disciplines, including management studies, historically have taken to categorize concepts and phenomena. Phase 3 (a qualitative review) determines that management scholars seldom use formal methods to categorize. Finally, Phase 4 (another qualitative review) yields a second framework that more meaningfully differentiates the ways management scholars currently categorize. The results indicate that categorizing in management studies remains unsystematic due to scholars predominantly relying on intuitive methods and introducing idiosyncratic categorial schemes instead of rigorous methods to improve extant ones. Unexpected findings from each phase provide insights into the changes scholars must make to categorize systematically as well as how doing so would foster more precise conceptualizing and coherent theorizing in the field.

Link: https://doi.org/10.5465/annals.2023.0052

Workplace Impostor Thoughts, Impostor Feelings, and Impostorism: An Integrative, Multidisciplinary Review of Research on the Impostor Phenomenon

原刊和作者：

Academy of Management Annals Volume 19, Issue 1

Basima A. Tewfik （Massachusetts Institute of Technology）

Jeremy A. Yip （Georgetown University）

Sean R. Martin （University of Virginia）

Abstract

In light of recent recognition of the timeliness, relevance, and need for more research on the impostor phenomenon, we conducted an integrative review of organizational research and the relevant work from nearby disciplines. We engaged in co-citation mapping to identify silos and fragmentation within and across disciplines, and we leveraged text analysis tools to trace the construct’s evolution. Next, we identified issues of construct clarity and surfaced foundational assumptions that, upon review of the evidence, appeared ill founded or inadequate. The challenges and assumptions we identified form the bedrock for three emergent insights. First, following from the lack of construct clarity, we suggest recentering the phenomenon’s defining cognitive feature—the belief that others overestimate one’s abilities—as an important course correction. Second, stemming from the questionable assumptions, we outline opportunities for future theoretical development and empirical exploration. Third, to inspire the next wave of research by organizational scholars, we bridge lines of inquiry at the intersection of the impostor phenomenon and the organizational domains alongside which it is often mentioned (i.e., leadership, diversity, and identity).

Link: https://doi.org/10.5465/annals.2023.0100

Addressing the Flexible Use of Cognitive Flexibility Constructs: Toward a Multifaceted Approach

原刊和作者：

Academy of Management Annals Volume 19, Issue 1

Shefali V. Patil （University of Texas at Austin）

Santosh B. Srinivas （HEC Paris）

Danielle V. Tussing （University at Buffalo）

Junyeon Rhee （University of Texas at Austin）

Abstract

Many researchers have drawn on the term “cognitive flexibility” to denote the explanatory mechanism underlying a broad array of organizational theories. However, conceptualization (and operationalization) of this construct is inconsistent, and sometimes conflates with that of other constructs, thereby weakening our understanding of cognitive flexibility and muddling the theories that rest on it. To bring clarity, we conduct a comprehensive search of cognitive flexibility constructs, strip away their labels, and use text analysis and manual coding of their descriptions to distinguish among five fluid thought processes: (1) elaborating, (2) dimensionalizing, (3) integrating, (4) juxtaposing, and (5) matching. We further group these processes into three higher-order categories involving the reshaping, contending, and shifting of cognitive structures—and conduct a literature review of their consequences and antecedents. Our surveying demonstrates that these processes’ substance and implications differ markedly. As such, we argue that cognitive flexibility may be more appropriately viewed as a multifaceted, rather than monolithic, construct. We discuss how a multifaceted approach helps bring clarity to implicated organizational theories—and opens up exciting questions about the transferability, antagonism, and trainability of cognitive flexibility’s distinct facets.

Link: https://doi.org/10.5465/annals.2023.0078

Not Your Garden (Hose) Variety Emotion: An Integrative Review of the Flows of Anger and a Path Forward

原刊和作者：

Academy of Management Annals Volume 19, Issue 1

Laura Rees （Oregon State University）

Ray Friedman （Vanderbilt University）

Abstract

Our integrative review of anger in organizational life uncovered four organizing dimensions to understanding and productively managing the life cycle of anger: roles in an anger episode (i.e., angry person, target, and observer), phases of an episode (i.e., stimulus, experience, and response), time (i.e., within and beyond the episode), and level of control. Although much existing work has focused on freeze frames of specific aspects of anger, integrating these dimensions spurred development of the intensity-direction framework, which encapsulates two unifying underlying themes: the intensity (which can be amplified or dampened) and direction (which can be focused or redirected) of anger. Much like the flow of water through a garden hose, scholarship on anger needs to understand when, where, why, and how the intensity and direction of the flow of anger varies. Based on this integrative framework, we identify directions for future research that are ripe for continued exploration.

Link: https://doi.org/10.5465/annals.2022.0160

Personal Growth in Organizations: A Review and Integrative Theoretical Framework

Academy of Management Annals Volume 19, Issue 1

Manjari Ganti （University of Michigan）

Susan J. Ashford （University of Michigan）

Grace Cormier （Harvard Business School）

Abstract

Personal growth has interested management scholars for nearly a century, yet research on personal growth has not cohered into a substantive research domain. Nevertheless, various bodies of literature have made important strides in understanding specific elements of personal growth, such as the mindsets that foster such growth (e.g., growth mindset), growth following extreme challenges (e.g., post-traumatic growth), and personal growth within specific roles (e.g., leadership development). While these and other literature streams offer valuable insights about growth, they lack integration, resulting in an incomplete understanding of how employees achieve personal growth at work. To further research on personal growth in organizations, we review 292 articles from six streams of organizational and psychology literature that explore various aspects of personal growth. We provide an integration of the existing literature by developing a clear definition of personal growth, offering an integrative process model of personal growth, identifying opportunities for cross-pollination across growth literatures, and providing a clear agenda for future research on this topic. Our integrative framework responds to the expanding scholarly interest in personal growth and the increasing emphasis that individuals place on it as a crucial element of their working lives.

Link: https://doi.org/10.5465/annals.2023.0073