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

How Music Theory Can Inform Competitive Dynamics: Anticipatory Awareness and Successful Preemption

原刊和作者：

Academy of Management Review, Volume 51, Issue 3

Eric Y. Lee （Texas A&M University）

John R. Busenbark （University of Notre Dame）

Michael C. Withers （University of Notre Dame）

Edward J. Zajac （Northwestern University）

Abstract

Competitive dynamics (CD) research has long relied on the awareness-motivation-capability (AMC) framework to analyze competitive actions and responses. Rooted in the stimulus-response model from social cognition research, the AMC framework unsurprisingly emphasizes a focal firm’s ex post (i.e., emergent) awareness of a rival’s attack as the requisite stimulus for a focal firm’s competitive response. We extend both the AMC model and the CD literature by considering the competitive relevance of an alternative stimulus: a focal firm’s anticipatory awareness of rivals’ intentions. To elaborate the process by which anticipatory awareness can manifest itself, we advance a novel conceptual framework rooted in music theory (tonal harmony and rhythm perspectives) to explain how a listener, by recognizing consonance and dissonance in musical notes and patterns in timing, can anticipate what will come next. We apply our framework to discuss ways in which a focal firm can develop anticipatory awareness vis-à-vis competitor intentions, and we link this alternative stimulus to an under-researched but managerially important response that is also anticipatory: successful preemption. We conclude with a discussion of the multiple uses and extensions of our theoretical framework for research and practice on anticipated interactions between firms and their rivalrous (and non-rivalrous) counterparts.

Link: https://doi.org/10.5465/amr.2022.0263

The Power and Peril of Awe in Leadership: Transforming Follower Identity and Behavior

原刊和作者：

Academy of Management Review, Volume 51, Issue 3

Jack McGuire （Northeastern University）

Daniel J. McAllister （National University of Singapore）

Jochen I. Menges （University of Zurich）

David De Cremer （Northeastern University）

Abstract

Awe is a profound emotion that has captured significant attention within psychological research. While the potential for leaders to inspire awe in followers has received some recognition, systematic research on the nature and effects of awe in leadership—and within organizational contexts more broadly—remains limited. In this article, we offer a conceptual framework that explains the multifaceted and transformative nature of leadership through the power of awe. Specifically, we identify four leader behaviors—charismatic leadership tactics, exceptional performance, problem reframing, and self-sacrificial behavior—that elicit awe among followers. We further propose three variants of awe-inspiring leaders, describing how variation in a leader’s self-construal (independent, collective-interdependent, or humanity) differentially orients followers toward hero worship, in-group favoritism, or universal prosociality through follower identification processes. Finally, we argue that a leader’s zero-sum beliefs either intensify or weaken these behavioral consequences. By advancing this framework, we hope to stimulate further research on the effects of awe within organizations and deepen our understanding of how this transformative emotion shapes identity, behavior, and more.

Link: https://doi.org/10.5465/amr.2022.0282

Is Time the Great Equalizer? How Interpersonal Time Request Processes Are Shaped by and Reproduce Disparities

原刊和作者：

Academy of Management Review, Volume 51, Issue 3

Borbala Csillag （Oregon State University）

Elizabeth M. Campbell （University of Minnesota）

Le Zhou （Texas A&M University）

Abstract

We extend the predominantly individual view on time use and inequality by spotlighting and sharpening the view of time request processes in the dyadic context of interpersonal interactions. Despite its prevalence, little research has examined how requests for time—a scarce resource with economic, psychological, and collective social meanings—unfold in organizations. Drawing from and integrating time and status literatures, we work toward a theory that unpacks the processes of conceiving of, making, interpreting, and responding to time requests occurring between two coworkers. Further, we theorize how forms of status disparity derived from both cues for achieved status (i.e., task-based expertise) and cues for ascribed status (i.e., observable demographic characteristics) shape how an initiator and a responder engage in time request processes, affecting their relative expenditures in psychological resources and clock time. We specify how dyadic temporal contracts emerge over time from an interaction history of time request episodes, which in turn exert normative influence on future time requests in ways that can reproduce disparities between organizational members. We conclude by outlining how our theorizing can enable future research and inform practices about time use and inequality.

Link: https://doi.org/10.5465/amr.2023.0242

Why and How Societal Crises Give Rise to Extreme Growth Outliers: A Theory of External Enablement

原刊和作者：

Academy of Management Review, Volume 51, Issue 3

Frederik von Briel （The University of Queensland）

Per Davidsson （Jönköping International Business School）

Jan Recker （University of Hamburg）

Abstract

We develop new theory to explain the apparent mystery that societal crises recurringly and consistently give rise to extreme growth outlier organizations that reach prominent positions in their industries and markets. We argue that societal crises increase demand for the market offerings of a minority of organizations, which can help the negatively affected majority of economic agents adapt to the crisis conditions. Because the majority of economic agents struggle, this externally-enabled minority simultaneously benefits from mutually reinforcing improvements to resource supply and institutional legitimation—advantages that are usually not bestowed on organizations that experience demand surges under non-crisis conditions. We further argue that societal crises with a broad scope, sudden onset, and extended duration provide sufficient enablement to make extreme growth possible for a select few organizations. Finally, we argue that organizations must be internally dispositioned to leverage resource expansibility, flexibility, and distributability to actualize this external enablement. Our theory about the occurrence of crisis-enabled extreme growth outliers extends emerging conversations around the important minority of organizations that benefit from crises’ overall detrimental effects. It also invites more research into the essential and systematic impact of environmental changes on economic activity to extend existing agent-based theories.

Link: https://doi.org/10.5465/amr.2023.0072

The PSI Model for Predicting Activist Engagements: Toward a Theory of Shareholder Activism

Academy of Management Review, Volume 51, Issue 3

Mark R. DesJardine （Dartmouth College）

Abstract

This paper introduces a multidimensional theoretical perspective for predicting shareholder activism. First, I outline a generalized process of activist targeting, divided into two stages: target identification and target engagement. Second, I argue that activist shareholders target firms based on three elements: problem, solution, and intervention. Synthesizing several strands of literature and insights from the target identification stage of the activist targeting process, I develop the baseline proposition that activists do not merely target firms with clear problems, but account for the availability of viable solutions and the opportunity to intervene in their targeting calculus. Third, I extend this problem × solution × intervention (PSI) model to develop propositions about variation in the types and outcomes of activism campaigns that manifest in different contexts. Drawing on insights from the target engagement stage of the activist targeting process, I argue that activism campaigns vary in terms of both tactics and outcomes based on the configuration of the three elements of the PSI model.

Link: https://doi.org/10.5465/amr.2024.0006