Creating new ventures is one of the most central topics to entrepreneurship and is a critical step from which many theories of management, organizational behavior, and strategic management build. Therefore, this review and proposed research agenda are relevant to not only entrepreneurship scholars but also other management scholars who wish to challenge some of the implicit assumptions of their current streams of research and extend the boundaries of their current theories to earlier in the organization’s life. Given that the last systematic review of the topic was published 16 years ago, and that the topic has evolved rapidly over this time, an overview and research outlook are long overdue. From our review, we inductively generated 10 subtopics: (a) lead founder, (b) founding team, (c) social relationships, (d) cognitions, (e) emergent organizing, (f) new-venture strategy, (g) organizational emergence, (h) new-venture legitimacy, (i) founder exit, and (j) entrepreneurial environment. These subtopics are then organized into three major stages of the entrepreneurial process: co-creating, organizing, and performing. Together, the framework provides a cohesive story of the past and a road map for future research on creating new ventures, focusing on the links connecting these subtopics.
参考文献：Shepherd, D. A. et al. 2020. Creating New Ventures: A Review and Research Agenda. Journal of Management, 47(1), 11-42.
Organizational adaptation is equivocal. On the one hand, the concept is ubiquitous in management research and acts as the glue binding together the central issues of organizational change, performance, and survival. On the other hand, it lurks around in various guises (e.g., “fit,” “alignment,” “congruence,” and “strategic change”) studied from multiple theoretical streams (e.g., behavioral, resource based, and institutional) and at different levels of analysis (e.g., organization and industry levels). In a novel approach to reviewing 443 adaptation articles that leverages both computational and hand-coded analysis, we produce an interactive visual of the themes most studied by adaptation scholars. We inductively draw out a definition of adaptation as intentional decision making undertaken by organizational members, leading to observable actions that aim to reduce the distance between an organization and its economic and institutional environments. We then review the literature across three main areas of inquiry and six theoretical perspectives that surfaced from our analysis and identify 11 difficulties that have hampered adaptation research in the past 50 years. Our review suggests ways to address these difficulties to enable future research to develop and cumulate.
参考文献：Sarta, A. et al. 2020. Organizational Adaptation. Journal of Management, 47(1), 43-75.
There has been increasing attention to examining informal (i.e., horizontal), rather than formal (i.e., vertical), approaches to leadership over the last several decades, enhancing our understanding of the dynamics of emergent leadership. Although such research has led to a growing comprehension of the process of, and factors involved in, leader emergence, the literature still lacks theoretical coherence. Without a clear way to connect and synthesize extant research, the time is right for a much-needed comprehensive review. To address this issue, we examine emergent leadership research to date with the aim of developing a concise overview and comprehensive framework of the literature. In doing so, we (1) review past conceptualizations, establish a clear, common definition, and compare emergent leadership to other related constructs; (2) review previous operationalizations and provide recommendations for future measurement; (3) develop a comprehensive organizing framework of existing research; and (4) use our organizing framework, as well as three existing theories related to emergent leadership, to generate a series of detailed suggestions for future research for the next decade and beyond.
参考文献：Hanna, A. A. et al. 2020. The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research. Journal of Management, 47(1), 76-104.
An expanding number of methodological resources, reviews, and commentaries both highlight endogeneity as a threat to causal claims in management research and note that practices for addressing endogeneity in empirical work frequently diverge from the recommendations of the methodological literature. We aim to bridge this divergence, helping both macro and micro researchers understand fundamental endogeneity concepts by: (1) defining a typology of four distinct causes of endogeneity, (2) summarizing endogeneity causes and methods used in management research, (3) organizing the expansive methodological literature by matching the various methods to address endogeneity to the appropriate resources, and (4) setting an agenda for future scholarship by recommending practices for researchers and gatekeepers about identifying, discussing, and reporting evidence related to endogeneity. The resulting review builds literacy about endogeneity and ways to address it so that scholars and reviewers can better produce and evaluate research. It also facilitates communication about the topic so that both micro- and macro-oriented researchers can understand, evaluate, and implement methods across disciplines.
参考文献：Hill, A. D. et al. 2020. Endogeneity: A Review and Agenda for the Methodology-Practice Divide Affecting Micro and Macro Research. Journal of Management, 47(1), 105-143.
While physical activity is widely recognized to be relevant to employee well-being and organizational health care costs, the management literature has yet to clarify when, how, and why employee physical activity influences job performance. Therefore, the goal of this review is to provide a cross-disciplinary synthesis of evidence surrounding the implications of physical activity for job performance. After first conducting an emergent systematic review of the management literature to verify our assertion that this research base has inadequately addressed the relationship between physical activity and job performance, we performed a cross-disciplinary review of six key disciplines (sports sciences, public environmental occupational health, general medicine internal, physiology, neuroscience, and psychology/psychiatry) to develop a resource-based framework that serves to identify how physical activity relates to job performance. This unifying framework is intended to guide future research on employee physical activity. As an initial application of this framework, we provide a set of future research directions centered on empirically evaluating proposed mechanisms, boundary conditions, and temporal factors that can inform physical activity research in organizational contexts.
参考文献：Calderwood, C. et al. 2020. Employee Physical Activity: A Multidisciplinary Integrative Review, Journal of Management, 47(1), 144-170.
An organizational coalition consists of individuals who, despite their persistent differences, work together to pursue a mutually beneficial goal. While central to the political view of the firm, the research on organizational coalitions has evoked diverse characterizations of its members, their relationship with the rest of the organization, and how coalitions balance conflicts and compromise. The result is a fragmented literature that has limited the theoretical clarity necessary to appreciate one of the most important forms of collective political influence in organizations. Drawing on six decades of research, we offer a systematic review of organizational coalitions. We anchor our review on the actors who are party to a coalition, the structures that characterize the boundaries of a coalition, and the processes that lead to a coalition’s influence. This synthesis reveals significant overlaps with regard to the definition of actors, their structural positions, and the perpetual nature of conflict and negotiations. Yet we also note significant divergence in the interactions between actors, how the structure of a coalition maps onto that of an organization, and the processes that affect a coalition’s bargaining position and outcomes. These divergences reveal six distinct streams of research. Using our actor-structure-process model, we organize these research streams into a framework that identifies the diverse conceptualizations as contextual and reconcilable manifestations of a common underlying construct, thus yielding a dynamic model of organizational coalitions. Building on this framework, we propose an agenda for future research.
参考文献：Mithani, M. A. and O’Brien, J. P. So What Exactly Is a “Coalition” Within an Organization? A Review and Organizing Framework. Journal of Management, 47(1), 171-206.
Substantial research has documented challenges women experience building and benefiting from networks to achieve career success. Yet fundamental questions remain regarding which aspects of men’s and women’s networks differ and how differences impact their careers. To spur future research to address these questions, we present an integrative framework to clarify how and why gender and networks—in concert—may explain career inequality. We delineate two distinct, complementary explanations: (1) unequal network characteristics (UNC) asserts that men and women have different network characteristics, which account for differences in career success; (2) unequal network returns (UNR) asserts that even when men and women have the same network characteristics, they yield different degrees of career success. Further, we explain why UNC and UNR emerge by identifying mechanisms related to professional contexts, actors, and contacts. Using this framework, we review evidence of UNC and UNR for specific network characteristics. We found that men’s and women’s networks are similar in structure (i.e., size, openness, closeness, contacts’ average and structural status) but differ in composition (i.e., proportion of men, same-gender, and kin contacts). Many differences mattered for career success. We identified evidence of UNC only (same-gender contacts), UNR only (actors’ and contacts’ network openness, contacts’ relative status), neither UNC nor UNR (size), and both UNC and UNR (proportion of men contacts). Based on these initial findings, we offer guidance to organizations aiming to address inequality resulting from gender differences in network creation and utilization, and we present a research agenda for scholars to advance these efforts.
参考文献：Woehler, M. L. 2020. Whether, How, and Why Networks Influence Men’s and Women’s Career Success: Review and Research Agenda. Journal of Management, 47(1), 207-236.
The use of signals to overcome information asymmetries and reduce the uncertainty inherent in resource acquisition has become a prominent theme in new-venture financing literature. In particular, the assessment of a wide range of different information signals, with the aim of conveying a venture’s quality and legitimacy to prospective investors, is receiving increased scholarly attention. With contributions from a broad spectrum of diverse research foci investigating interactions with distinct types of investors, the literature on entrepreneurial signaling in new-venture financing has become fragmented, and this is harming further development of the field. This study systematically reviews the different literature streams on entrepreneurial signaling to provide a more integrative framework, which can contribute to the cumulative and evidence-based body of knowledge about the role of entrepreneurial signaling in new-venture financing. Furthermore, the authors identify critical sender-, signal-, receiver-, and environment-related boundary conditions that influence the signaling effectiveness. In this way, the authors identify gaps in the existing literature and map directions for future research.
参考文献：Colombo, O. 2020. The Use of Signals in New-Venture Financing: A Review and Research Agenda, Journal of Management, 47(1), 237-259.
In this review, we address inconsistencies and a lack of clarity in the study of leader-member exchange (LMX) differentiation and group outcomes. We do so by drawing on another highly visible group dispersion literature in the management domain, group diversity, based on the recognition that LMX quality is a characteristic on which group members vary. Utilizing insights from Harrison and Klein’s typology of group diversity constructs, we introduce a framework that specifies the meaning and shape of three variations of differentiated leader-member relationships in groups and connects each construct with implications in terms of theorizing and measurement. Specifically, our framework conceptualizes LMX differentiation as LMX separation (dispersion in LMX relationships as disagreement or opposition regarding an opinion, perception, or position), LMX variety (dispersion in LMX relationships as distinctiveness in kind, source, or category), and LMX disparity (dispersion in LMX relationships as inequality in concentration of valued social assets or resources). We then apply this framework to conduct a systematic review of the LMX differentiation literature with particular attention to alignment among a study’s descriptions of the construct, application of theory, expected group outcomes, and construct measurement. Finally, we offer recommendations for future research and for applying our framework to enhance reliability, validity, and generalizability in studies of LMX differentiation and group outcomes.
参考文献：Buengeler, C. et al. 2020. LMX Differentiation and Group Outcomes: A Framework and Review Drawing on Group Diversity Insights, Journal of Management, 47(1), 260-287.
