本文精选了行政管理学领域国际顶刊《Administrative Science Quarterly》近期发表的论文，提供行政管理学领域最新的学术动态。

On Democratic Organizing and Organization Theory

原刊和作者：

Administrative Science Quarterly Volume 70 Issue 2

Julie Battilana （Harvard University）

Christine M. Beckman （University of California）

Julie Yen （Boston University）

Abstract

As threats to democracy endanger the rights and freedoms of people around the world, scholars are increasingly interrogating the role that organizations play in shaping democratic and authoritarian societies. Just as societies can be more or less democratic, so, too, can organizations. This essay, in honor of ASQ’s 70th volume, argues for a deeper focus in organizational research on the extent to which organizations themselves are democratic and the outcomes associated with these varied models of organizing. First, we provide a framework for considering the extent to which organizations are democratically organized, accounting for the varied ways in which workers can participate in their organizations. Second, we call for research on the outcomes associated with democratic organizing at both the organizational and societal levels. We build from research arguing that the extent to which workers participate in organizational decision making can spill over to impact their expectations of and participation in civic life. Moving forward, we argue it is critical to recognize that questions of democracy and authoritarianism concern not only the political contexts in which organizations are embedded but also how organizations themselves are structured and contribute to society.

Link: https://doi.org/10.1177/00018392251322430

Place Iteration and Integration: How Digital Nomads Navigate the Mobile Worker Paradox

原刊和作者：

Administrative Science Quarterly Volume 70 Issue 2

Melanie K. Prengler （University of Virginia）

Anthony C. Klotz （University College London）

Chad Murphy （Oregon State University）

Abstract

To access the benefits of mobility, digital nomads regularly disconnect from their physical locations, which should prevent them from forming a sense of place. Yet, they need this sense of place to work effectively and continue to work as digital nomads. Identifying this tension between mobility and work as the mobile worker paradox, we conduct a qualitative analysis of 73 interviews with 67 digital nomads and advance a theoretical model showing two paths by which digital nomads navigate this paradox. As digital nomads initially move to a new location, they experience placelessness—enjoying freedom and being burdened by the lack of structure. They use their freedom for nonwork adventures, and they address burdens via work placemaking, resulting in placefulness, which is a deep connection to their physical location. We find that digital nomads interpret placefulness differently according to their degree of wanderlust, which determines whether they navigate the mobile worker paradox through place iteration or place integration. Challenging the idea that mobility and a sense of place are incompatible, this study enhances our understanding of digital nomads and mobile workers broadly, and it contributes to the literatures on place, paradox, and flexible work. It also invites further research on hybrid workers, the importance of wanderlust in contemporary work arrangements, and the career implications of place iteration and place integration.

Link: https://doi.org/10.1177/00018392241302795

CSR as Hedging Against Institutional Transition Risk: Corporate Philanthropy After the Sunflower Movement in Taiwan

原刊和作者：

Administrative Science Quarterly Volume 70 Issue 2

Yishu Cai （The Chinese University of Hong Kong）

Lori Qingyuan Yue （Columbia University）

Fangwen Lin （National University of Singapore）

Shipeng Yan （The University of Hong Kong）

Haibin Yang （The Chinese University of Hong Kong）

Abstract

Firms with political connections to a regime with an authoritarian history face a dilemma when the regime undergoes a democratic transition. Such connections provide an essential competitive advantage when the regime is in power but become a liability when an institutional transition brings democratic change. This study theorizes that when mass protests expose a regime’s distorted policies favoring elites over others and signal a high probability of regime turnover, firms may hedge against the risks associated with their political connections by engaging in philanthropy. We further contend that this effect is stronger for firms located in regions characterized by the rise of an opposing political party or a strong civil society. We find support for our theory in Taiwan’s 2014 Sunflower Movement. Our article reveals a strategy that firms adopt to survive democratic transitions and thus contributes to research on how firms use non-market strategies to adapt to institutional changes. Our research also shows that strategic corporate social responsibility (CSR) can substitute for corporate political activity or compensate for its limitations, and it expands research on the signaling function of social movements from public to private politics.

Link: https://doi.org/10.1177/00018392241307852

Methodological Pluralism and Innovation in Data-Driven Organizations

原刊和作者：

Administrative Science Quarterly Volume 70 Issue 2

Ryan T. Allen （University of Washington）

Rory M. McDonald （University of Virginia）

Abstract

Prior research on data-driven innovation, which assumes quantitative analysis as the default, suggests a tradeoff: Organizations that rely heavily on data-driven analysis tend to produce familiar, incremental innovations with moderate commercial potential, at the expense of risky, novel breakthroughs or hit products. We argue that this tradeoff does not hold when quantitative and qualitative analysis are used together. Organizations that substantially rely on both types of analysis in the new-product innovation process will benefit by triangulating quantifiably verifiable demand (which prompts more moderate successes but fewer hits) with qualitatively discernible potential (which prompts more novelty but more flops). Although relying primarily on either type of analysis has little impact on overall new-product sales due to the countervailing strengths and weaknesses inherent in each, together they have a complementary positive effect on new-product sales as each compensates for the weaknesses of the other. Drawing on a unique dataset of 3,768 new-product innovations from NielsenIQ linked to employee résumé job descriptions from 55 consumer-product firms, we find support for our hypothesis. The highest sales and number of hits were observed in organizations that demonstrated methodological pluralism: substantial reliance on both types of analyses. Further mixed-method research examining related outcomes—hits, flops, and novelty—corroborates our theory and confirms its underlying mechanisms.

Link: https://doi.org/10.1177/00018392251313737

Riding the Passion Wave or Fighting to Stay Afloat? A Theory of Differentiated Passion Contagion

Administrative Science Quarterly Volume 70 Issue 2

Emma L. Frank （University of Michigan）

Kai Krautter （University of Michigan）

Wen Wu （Beijing Jiaotong University）

Jon M. Jachimowicz （Harvard University）

Abstract

Prior research suggests that employees benefit from highly passionate teammates because passion spreads easily from one employee to the next. We develop theory to propose that life in high-passion teams may not be as uniformly advantageous as previously assumed. We suggest that high-passion teams also evoke pressures that lead employees to expend effort to increase their levels of passion, which negates the benefits the team provides. We first conducted an experience-sampling study at an engineering company involved in the production and maintenance of critical infrastructure that benefits the greater good, with 829 employees nested in 155 teams, which we surveyed three times per day for 20 consecutive work days. These data show that employees caught their teammates’ passion and consequently reported better performance, lower emotional exhaustion, and a stronger sense of social connection. However, these benefits coexisted alongside costs employees incurred that were associated with increasing their passion. In a subsequent pre-registered experiment (N = 1,063), we provide causal evidence for these effects and their underlying mechanism, finding that passion contagion is particularly effort-laden—more so than contagion of other states and increases in passion that are not the result of contagion. We develop a theory of differentiated passion contagion that exposes the effort inherent in contagion and the implications of that effort. Our work suggests that passion caught from others may hold less value than passion incited from within, and shifts our understanding of when and why passion for work is beneficial and detrimental. We also discuss implications for broader emotional contagion theory.

Link: https://doi.org/10.1177/00018392251316299