Abstract: In this study, we explore how top executives affect the well-being of multiple stakeholders and long-run organizational outcomes. In the context of the 2008 global financial crisis (GFC), we examine how CEO greed impacts firms’ stance toward corporate social responsibility (CSR) prior to the onset of the GFC and how this, in turn, shapes firms’ fate during and after the GFC. We argue that CEO greed will be negatively associated with CSR, because in their unbridled pursuit of personal wealth, greedy CEOs are more likely to exhibit myopic behaviors and neglect investment in CSR. We also adopt a person-pay interactionist logic to theorize that the willingness of greedy executives to invest in CSR will be especially sensitive to different types of pay instruments. Next, we build on recent findings from research on CSR that suggest that stakeholder engagement is a defining feature of resilient organizations. We expect that, due to low CSR investment, firms led by greedy CEOs will experience greater losses in the short run and will take longer time to recover from the 2008 GFC. For a sample of 301 CEOs of public U.S. organizations, we analyzed the stock prices and found general support for our hypotheses.
论文原文：
Sajko, M., Boone, C., & Buyl, T. 2020. CEO Greed, Corporate Social Responsibility, and Organizational Resilience to Systemic Shocks. Journal of Management, 47(4): 957-992. DOI: 10.1177/0149206320902528
Abstract: After reviewing the various ways employee recovery from work has been conceptualized in existing literature as well as the predominant theoretical frameworks used to study recovery, we meta-analyze the relationships between employee recovery, demands, resources, well-being, and performance. We also quantitatively examine the conceptualizations of recovery as activities, experiences, or states in terms of both their intercorrelations and differing effects with demands, resources, well-being, and performance. Results of meta-analyses using a total of 198 empirical samples indicated general support for the hypothesized positive relationships between employee recovery and resources, well-being, and performance as well as a negative relationship with demands. However, the size and consistency of observed effects differed markedly based on the conceptualization utilized. Additionally, various conceptualizations of recovery were shown to be only modestly related, while recovery experiences and the state of being recovered were shown to have substantial temporal consistency. Implications of these findings for scholars studying recovery and practitioners are discussed.
论文原文：
Steed, L. B., Swider, B. W., Keem, S., & Liu, J. T. 2019. Leaving Work at Work: A Meta-Analysis on Employee Recovery From Work. Journal of Management, 47(4): 867-897. DOI: 10.1177/0149206319864153
Abstract: Inventors are triply embedded. They are embedded in a network of knowledge components that they can reuse in future inventions. They are embedded in an inventor network, where internal embeddedness (the strength of relationships between focal inventors and their colleagues upon whose knowledge the team builds) and network centrality influence access to information. Finally, they are embedded in the firm, with its specific routines that favor external or internal knowledge search, what we call search orientation. Using a sample of 39,785 semiconductor patents, we study the pattern of knowledge reuse, or the recombination of technologically similar components, on invention impact. We propose that reuse of internal knowledge affects invention impact in a concave manner and posit that internal embeddedness steepens this relationship while network centrality leads to an inflection point shift. We examine whether these effects differ for subsamples of firms with inward- or outward-looking search orientation. We find that inward-looking firms’ optimal pattern of internal knowledge reuse does not differ markedly from that of outward-looking firms. We find that inward-looking firms are more susceptible to internal embeddedness and that centrality in the collaborative network flattens rather than shifts the relationship between reuse and impact. These findings elevate the theoretical discourse of embeddedness from the effects of network positions on innovation outcomes to similar network positions having asymmetric effects that vary with the firm’s search orientation. Our results contribute to an emergent area in innovation research on how inventor networks shape the inventive process and its outcomes.
论文原文：
Schillebeeckx, S. J. D., Lin, Y., George, G., & Alnuaimi, T. 2020. Knowledge Recombination and Inventor Networks: The Asymmetric Effects of Embeddedness on Knowledge Reuse and Impact. Journal of Management, 47(4): 838-866. DOI: 10.1177/0149206320906865
Abstract: To shed light on the paradoxical phenomenon that third parties of interpersonal mistreatment are motivated to restore justice but often engage in unethical actions, this research differentiates between destructive and constructive punitive reactions while testing the different moderating roles of moral identity and moral thinking orientation. From two studies using different methods and samples from different cultures, we obtained consistent findings that witnessed peer-to-peer incivility triggered moral outrage, which in turn led to both types of punitive reactions. Moral identity strengthened the relationship between witnessed incivility and moral outrage, while rule-based moral thinking orientation weakened the relationship between moral outrage and destructive punitive reaction. Moral identity strengthened the relationship between moral outrage and constructive punitive reaction. The indirect effect of witnessed mistreatment on destructive punitive reaction through moral outrage was strongest among participants with higher moral identity but lower rule-based moral thinking orientation. We discuss the theoretical and practical implications of our findings.
论文原文：
Lin, X., & Loi, R. 2019. Punishing the Perpetrator of Incivility: The Differential Roles of Moral Identity and Moral Thinking Orientation. Journal of Management, 47(4): 898-929. DOI: 10.1177/0149206319870236
Abstract: A number of studies have examined how employees regulate their behaviors in keeping with their leaders’ formal control (e.g., authoritarian leadership) or informal control (e.g., abusive supervision). Yet, these two lines of investigation are largely unintegrated. Drawing on a social control perspective, we integrate these two forms of controlling behaviors into one coherent model and link them to employee proactive behaviors. We propose that authoritarian leadership and abusive supervision substitute effects from each other in thwarting followers’ proactivity by increasing their perceived powerlessness. We then test our hypotheses with three field samples of Chinese supervisor-subordinate dyads, using different exemplary behaviors to operationalize proactivity (i.e., taking charge, personal initiative, and proactive performance). The findings across the three studies show that authoritarian leadership and abusive supervision weaken each other’s effects in terms of inhibiting subordinate proactive behaviors. Moreover, in our third study, perceived powerlessness mediates this interaction effect. These results, however, do not generalize to employee affiliative behaviors, operationalized as altruism, cooperation, and conscientious behaviors. The implications of our findings for theory and practice are discussed.
论文原文：
Li, R., Chen, Z., Zhang, H., & Luo, J. 2019. How Do Authoritarian Leadership and Abusive Supervision Jointly Thwart Follower Proactivity? A Social Control Perspective. Journal of Management, 47(4): 930-956. DOI: 10.1177/0149206319878261
Abstract: As employees are among firms’ most important resources and labor markets are facing serious labor shortages, firm-level collective turnover is one of the most important challenges facing organizations. Context-emergent turnover theory provides a theoretical framework for the performance implications of collective turnover and argues that context, and in particular, firm size, plays a crucial role in the collective turnover–performance relationship. Yet, the moderating role of firm size remains undertheorized, empirically understudied, and thus, unclear. Based on the resource-based view of the firm, we develop a theoretical framework for two competing perspectives (a negative and a positive one) on the role of firm size and put forward the firm’s knowledge intensity as a crucial additional moderator. The main premise is that whereas firm size determines what resources firms have to successfully cope with turnover, knowledge intensity determines the resources firms need to do so. We propose a three-way interaction, suggesting that firm size reinforces the harmful effect of turnover in highly knowledge-intensive firms and buffers it in firms with low levels of knowledge intensity. Using a unique multi-industry and longitudinal administrative data set of 6,913 Belgian firms (2012–2016), we find support for these assumptions. This study highlights the importance of the context in which firms have to deal with turnover, and it spurs researchers to go beyond studying turnover in narrow study contexts, to take into account the interplay among different but intertwined organizational contingencies, and to acknowledge both the quantitative (how many employees leave) and qualitative components (who leaves) of turnover.
论文原文：
De Meulenaere, K., De Winne, S., Marescaux, E., & Vanormelingen, S. 2019. The Role of Firm Size and Knowledge Intensity in the Performance Effects of Collective Turnover. Journal of Management, 47(4): 993-1023. DOI: 10.1177/0149206319880957
Abstract: This paper tests the relationship between organizational expectations to monitor work-related electronic communication during nonwork hours and the health and relationship satisfaction of employees and their significant others. We integrate resource-based theories with research on interruptions to position organizational expectations for e-mail monitoring (OEEM) during nonwork time as a psychological stressor that elicits anxiety due to employee attention allocation conflict. E-mail–triggered anxiety, in turn, negatively affects the health and relationship quality of employees and their significant others. We conducted three studies to test our propositions. Using the experience sampling method with 108 working U.S. adults, Study 1 established within-employee effects of OEEM on anxiety, employee health, and relationship conflict. Study 2 used a sample of 138 dyads of full-time employees and their significant others to replicate detrimental health and relationship effects of OEEM through anxiety. It also showed crossover effects of OEEM on partner health and relationship satisfaction. Finally, Study 3 employed a two-wave data collection method with an online sample of 162 U.S. working adults to provide additional support for the OEEM construct as a distinct and reliable job stressor and replicated findings from Studies 1 and 2. Taken together, our research extends the literature on work-related electronic communication at the interface of work and nonwork boundaries, deepening our understanding of the impact of OEEM on employees and their families’ health and well-being.
论文原文：
Becker, W. J., Belkin, L. Y., Conroy, S. A., & Tuskey, S. 2019. Killing Me Softly: Organizational E-mail Monitoring Expectations’ Impact on Employee and Significant Other Well-Being. Journal of Management, 47(4): 1024-1052. DOI: 10.1177/0149206319890655
