管理学权威期刊Academy of Management Review 2023年第1期

Academy of Management Review 2023年第1期

Volume 48, Issue 1, January 2023

 

 

——更多动态，请持续关注gzh：理想主义的百年孤独

 

 

1.Continue the Story or Turn the Page? Coworker Reactions to Inheriting a Legacy

继续故事还是翻开新的一页?同事对继承遗产的反应

Jason A. Colquitt, Tyler B. Sabey, Michael D. Pfarrer, Jessica B. Rodell and Edwyna T. Hill

Existing work on legacy in management has focused on the upper echelons and on the “legator”—the person leaving the legacy. Drawing on the meaning maintenance model and concepts surrounding psychological ownership and identity, we build a model that focuses on “legatees”—the beneficiaries of the legacy—in the lower echelons. The departure of a manager, informal leader, or star serves as a disruption to legatees’ mental representations of their working world. That disruption causes them to attend to issues of ownership (either psychological ownership or disownership of the legacy) and identity (either identification or rivalry with the legator) in order to fulfill salient needs. Fulfilling continuity and belonging needs results in two behaviors that enhance the durability of the legator’s contributions: maintaining and evangelizing. Fulfilling distinctiveness and efficacy needs results in two behaviors that reduce the durability of the legator’s contributions: neglecting and erasing. We theorize that these relationships are moderated by two aspects of the legacy: its magnitude and its content (in terms of whether the contributions are tangible or intangible). We describe the implications of our model for the legacy literature in management and lay out an agenda for future research.

现有的关于管理遗产的研究主要集中在上层和“传承者”——留下遗产的人。借鉴意义维护模型和围绕心理所有权和身份认同的概念，我们构建了一个关注底层“遗产受益人”的模型。经理、非正式领导或明星的离开，会破坏遗属对工作世界的心理表征。这种破坏导致他们关注所有权(心理上的所有权或对遗产的剥夺所有权)和身份(认同或与legator竞争)的问题，以满足突出的需求。满足连续性和归属感的需求会导致两种行为，这两种行为可以增强传递者贡献的持久性:维护和传播。满足特殊性和有效性需求会导致两种行为:忽视和抹掉，从而降低代理人贡献的持久性。我们从理论上认为，这些关系受到遗产的两个方面的影响:遗产的规模和内容(即贡献是有形的还是无形的)。我们描述了我们的模型对管理中的遗留文献的影响，并为未来的研究制定了议程。

 

 

 

2.Organizational Underdog Narratives: The Cultivation and Consequences of a Collective Underdog Identity

组织弱势叙事:集体弱势身份的培养和后果

Logan M. Steele and Jeffrey B. Lovelace

Underdog stories––in which the disadvantaged and outmatched protagonist overcomes the odds—are ubiquitous. Leaders across industries, from telecom to sports, employ these narratives to inspire members of their organizations. However, little is understood about how underdog narratives influence the actions and attitudes of members of organizations. To address this gap, we explain how a leader’s communication of an underdog narrative may instill confidence in members of the organization that together they can overcome their shared disadvantage and achieve a clear set of organizational aspirations. In doing so, we introduce a conceptual model that draws on the sensemaking and social identity literatures to explain how a leader’s underdog narrative fosters the adoption of a collective underdog identity by members of an organization. Further, we explain that the specific attributes of the leader’s underdog narrative influence how this unique type of collective identity leads to varied outcomes for members of an organization. As such, this paper aims to contribute to the understanding and utilization of a prevalent but underexamined organizational phenomenon.

弱者的故事——在这些故事中，处于劣势和劣势的主角克服了困难——无处不在。从电信到体育，各行各业的领导者都用这些故事来激励他们的组织成员。然而，关于弱势叙事如何影响组织成员的行动和态度，人们知之甚少。为了解决这一差距，我们解释了领导者对弱势群体的叙述如何向组织成员灌输信心，让他们共同克服共同的劣势，实现一套明确的组织愿景。在此过程中，我们引入了一个概念模型，利用意义构建和社会认同文献来解释领导者的弱势叙事如何促进组织成员采用集体弱势身份。此外，我们还解释了领导者的弱势叙事的特定属性会影响这种独特的集体身份类型如何导致组织成员的不同结果。因此，本文旨在有助于理解和利用一个普遍但未得到充分研究的组织现象。

 

 

 

3.A Typological Theory of Domestic Employees’ Acculturation Stress and Adaptation in the Context of Globalization

全球化背景下国内员工文化适应压力与适应的类型学理论

Victor P. Lau and Margaret A. Shaffer

Integrating conservation of resources theory with acculturation taxonomies, we develop a typological theory to explain the acculturation stress and adaptation processes of domestic employees in the context of globalization. From a resource-based perspective, we first identify four resources—social dominance, ethnocentric orientation, social capital, and absorptive capacity—that represent Hobfoll’s four kinds of resources (i.e., object, personal, condition, and energy) and differentiate them in terms of their goal (i.e., maintaining the original culture or seeking intercultural interactions) and orientation (i.e., individual or social). We postulate that domestic employees’ loss and gain of these resources set boundary conditions for acculturation stress in response to the influence of globalization. Then, drawing on Berry’s taxonomies, we configure different combinations of the loss and gain of these resources to form individual and collective ideal types of resources that set boundary conditions for the influence of acculturation stress on adaptation approaches (i.e., integration, assimilation, separation, and marginalization) at the individual level and the influence of globalization on adaptation cultures (i.e., multiculturalism, melting pot, segregation, and exclusion) at the organizational level. Finally, we propose that adaptation cultures exert influences on domestic employees’ normative freedom of choice of adaptation approaches.

将资源保护理论与文化适应分类学相结合，提出了一种类型理论来解释全球化背景下国内员工的文化适应压力和适应过程。从资源基础的角度，我们首先确定了四种资源——社会支配、民族中心取向、社会资本和吸收能力，它们代表了霍福尔的四种资源(即对象、个人、条件和能量)，并根据它们的目标(即保持原始文化或寻求跨文化互动)和取向(即个人或社会)对它们进行了区分。我们假设国内员工对这些资源的损失和获得为全球化影响下的文化适应压力设定了边界条件。然后，根据Berry的分类法，我们配置了这些资源的损失和获得的不同组合，形成了个人和集体的理想资源类型，为适应文化压力在个人层面上对适应方法的影响(即融合、同化、分离和边缘化)和全球化对适应文化的影响(即多元文化主义、熔炉、隔离)设置了边界条件。排斥)在组织层面。最后，我们提出适应文化对国内员工选择适应方法的规范性自由有影响。

 

 

 

4.Designing Online Platforms for Customized Goods and Services: A Market Frictions–Based Perspective

定制商品和服务在线平台设计:基于市场摩擦的视角

Leon Yang Chu and Brian Wu

Through digitalization, online platforms facilitate suppliers to meet market demand with customized offerings, but this business model’s value-creation potential is often hampered by market frictions. Consequently, suppliers may avoid exerting effort and so customers may be unwilling to pay a premium. This article develops an analytical model to address market frictions. We identify circumstances where the classic reputation mechanism is insufficient and then propose a new strategy whereby the platform accepts only a subset of suppliers. We demonstrate that this supplier-restriction strategy can support a welfare-enhancing equilibrium and accelerate evolution even if all the suppliers are homogeneous and the customers can costlessly transact with suppliers outside the platform. At equilibrium, suppliers on the platform enjoy a higher market share than those outside and are motivated to exert effort; customers prefer to pay suppliers on the platform a premium and seek outside suppliers only if the former are unavailable. We evaluate platform profitability and social welfare, compare different payment structures, and extend the model to accommodate issues regarding verifiability, imperfect signals, and matching costs. Our work enriches the market frictions–based perspective by showing how it can guide platform design in governing economic exchanges.

通过数字化，在线平台帮助供应商通过定制产品满足市场需求，但这种商业模式的价值创造潜力往往受到市场摩擦的阻碍。因此，供应商可能会避免付出努力，因此客户可能不愿意支付额外的费用。本文开发了一个分析模型来解决市场摩擦。我们确定了经典信誉机制不足的情况，然后提出了一种新的策略，即平台只接受供应商的子集。我们证明，即使所有的供应商都是同质的，并且客户可以与平台外的供应商进行无成本交易，这种供应商限制策略也可以支持福利增强均衡并加速进化。在均衡状态下，平台上的供应商比平台外的供应商拥有更高的市场份额，并有努力的动力;客户更愿意向平台上的供应商支付溢价，只有在前者不可用的情况下才会寻找外部供应商。我们评估了平台的盈利能力和社会福利，比较了不同的支付结构，并扩展了模型，以适应可验证性、不完美信号和匹配成本等问题。我们的工作通过展示如何指导平台设计来管理经济交流，丰富了基于市场摩擦的视角。

 

 

 

5.Grounding Business Models: Cognition, Boundary Objects, and Business Model Change

基础业务模型:认知、边界对象和业务模型变更

Dean A. Shepherd, Stella K. Seyb and Gerard George

Business model research has largely focused on business models as real entities, as cognitive and linguistic schema, and as formal representations. Although such research has made important contributions to the management literature, it has largely ignored the interrelationship between business models as schema and business models as formal representations in explaining business model change. We build on grounded cognition theories and the notion of boundary objects to offer a grounded cognition framework of business model change. By developing this framework, we (a) advance understanding of the micro-foundations of strategy by explaining how business model schemas can drive boundary object-based interactions that reveal the extent of business model coherence and affect the decision to change a business model; (b) offer a new pathway by which stakeholders inform value creation and value capture by providing new insights into how physical instantiations of business models and schema work together (via grounded cognition) to increase business model coherence; and (c) explain nuances in the relationship between boundary objects, business model coherence, and the decision to change a business model, and illustrate how the mechanisms that help create a viable new business model can also help overcome an actor’s psychological obstruction to making a pivot.

商业模型研究主要集中在商业模型作为真实实体、作为认知和语言模式以及作为形式表示。尽管这样的研究对管理文献做出了重要的贡献，但在解释业务模型变更时，它在很大程度上忽略了作为模式的业务模型和作为正式表示的业务模型之间的相互关系。本文以根植性认知理论和边界对象概念为基础，提出了商业模式变革的根植性认知框架。通过开发这个框架，我们(a)通过解释业务模型模式如何驱动边界基于对象的交互来推进对战略微观基础的理解，这些交互揭示了业务模型一致性的程度，并影响改变业务模型的决策;(b)提供一种新的途径，通过提供新的见解来了解业务模型和模式的物理实例化如何协同工作(通过基于基础的认知)以增加业务模型的一致性，使利益相关者能够告知价值创造和价值获取;(c)解释边界对象、业务模型一致性和改变业务模型的决定之间关系的细微差别，并说明有助于创建可行的新业务模型的机制如何也有助于克服行动者在转向时的心理障碍。

 

 

 

6.Uncertain Learning Curves: Implications for First-Mover Advantage and Knowledge Spillovers

不确定的学习曲线：对优先移动优势和知识溢出的影响

Michael J. Leiblein, John S. Chen and Hart E. Posen

The existence of a learning curve in which a firm’s costs decline with cumulative experience suggests that early entry provides learning opportunities that create an advantage by reducing future costs relative to later entrants. While prior strategy research has often assumed that learning curves are deterministic and known ex ante to firms, substantial evidence suggests that learning curves are inherently uncertain. If there is uncertainty in the learning curve, then the taken-for-granted wisdom regarding the strategic implications of learning curves may over- or under-emphasize the value of early entry. We consider two forms of uncertainty—prospective (future costs) and contemporaneous (current costs). We demonstrate computationally that while prospective uncertainty in the learning curve enhances the benefits of early entry, contemporaneous uncertainty reduces these benefits. Further, we examine the implications of these findings for competition and learning curve spillovers between leader and laggard firms. Recognizing learning curve uncertainty highlights a novel form of spillovers that do not affect expected cost but rather affect uncertainty about cost. Our core insight is that when learning curve uncertainty is large relative to the expected learning rate, it is uncertainty, rather than expectations about this rate, that determines the extent of early-mover advantage.

在学习曲线中，企业的成本随着积累的经验而下降，这表明早期进入提供了学习机会，通过降低相对于后来者的未来成本来创造优势。虽然先前的战略研究通常假设学习曲线是确定的，并且事先为企业所知，但大量证据表明，学习曲线本质上是不确定的。如果学习曲线中存在不确定性，那么关于学习曲线的战略意义的想当然的智慧可能会过度或不足地强调早期进入的价值。我们考虑两种形式的不确定性——前瞻性(未来成本)和同期(当前成本)。我们通过计算证明，虽然学习曲线中的前瞻性不确定性增强了早期进入的好处，但同时的不确定性降低了这些好处。此外，我们研究了这些发现对领先企业和落后企业之间竞争和学习曲线溢出效应的影响。认识到学习曲线的不确定性突出了一种新形式的溢出效应，它不影响预期成本，而是影响成本的不确定性。我们的核心观点是，当学习曲线的不确定性相对于预期学习率较大时，决定先发优势程度的是不确定性，而不是对学习率的预期。

 

 

 

7.Antigone: On Phronesis and How to Make Good and Timely Leadership Decisions

安提戈涅:关于实践和如何做出良好和及时的领导决策

Alessia Contu

In this paper I examine the ancient wisdom on how to make good leadership decisions that Antigone offers. Creon, Antigone’s ruler, preconizes the traditionally masculine leadership conduct, with hubristic tyrannical tendencies, that deliver tragic consequences. Antigone schools Creon and the audience, firstly, by identifying the behaviors and circumstances that favor bad and untimely leadership decisions. Then Antigone presents the wisdom of phronesis as the way forward for good and timely leadership decisions. Phronesis is a pragmatic, measured rationality that comprises prudence, and a sensibility to the context, openness to dialogue, and to the other. Phronesis also calls for an open and flexible relation to error, to changing one’s mind. The focus is not merely on the leader but on the relations, their differences, and opportunities, and what everyone involved in the specific circumstances of the decision can offer when listening and learning from one another. Phronesis becomes part of a modus operandi that prefigures collaborative leadership. Collaborative leadership is predicated on the collective and individual flourishing central to the dawn of democratic rule and the dilemmas Antigone examines. This essay shows how today we still need Antigone in deepening our democracy and making better leadership decisions.

在本文中，我将研究安提戈涅提供的关于如何做出良好领导决策的古老智慧。克瑞翁，安提戈涅的统治者，预设了传统的男性领导行为，带有傲慢的暴虐倾向，导致了悲惨的后果。安提戈涅对克瑞翁和他的听众进行了批判，首先，通过识别有利于糟糕和不合时宜的领导决策的行为和环境。然后，安提戈涅提出了实践的智慧，作为良好和及时的领导决策的前进之路。实践是一种务实的、审慎的理性，包括谨慎、对环境的敏感、对对话的开放和对他人的开放。实践还要求对错误持开放和灵活的态度，改变一个人的想法。重点不仅在于领导者，还在于他们之间的关系、他们之间的差异和机会，以及在相互倾听和学习的过程中，参与决策的每个人都能提供什么。实践成为预示着合作领导的一种操作方式的一部分。合作领导是基于集体和个人的繁荣，这是民主统治的开端，也是安提戈涅所研究的困境。这篇文章表明，今天我们仍然需要安提戈涅来深化我们的民主，做出更好的领导决策。