唧唧堂：AMR 美国管理学会评论2019年10月论文摘要

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1、萦绕不去的身份

关于人们向新工作角色过渡的理论通常假设角色的转变通常会伴随着重大的身份变化。我们的研究提供相反的观点，本文将角色转变作为产生不确定性的事件进行研究，该事件与其他此类事件一样，可能会触发一系列评估，相应的应对措施，并因此产生有关自我（身份）的结果。我建立了一个涵盖了已有的关于角色转变后身份适应的观点，以及身份稳定性和“萦绕不去的身份”新视角的理论模型，并据此阐述以前角色的身份在角色转变后仍然持续存在。我展示了身份适应——我们长期以来对于角色转变和成功的社会化相关的认知重组，并不是对许多角色转变带来的持续不确定性的默认反应。相反，持续的不确定性会引起认知连续性反应，这种持续的反应会导致“萦绕不去的身份”。我研究了萦绕不去的身份何时可能会激发角色塑造，中立身份认同以及对新角色的认同，以及这些结果何时可能对个人和组织起到好的或不好的作用。最后，我讨论了萦绕不去的身份对于人们在现下的工作场所之内，之间和之外流动的理论与管理价值。

Our theories about people’s transitions to new work roles generally assume that significant identity changes accompany role change. Offering a contrasting view, this article examines role change as an uncertainty-producing event that, like other such events, may trigger a range of appraisals, associated coping responses, and, consequently, outcomes for the self. I build a conceptual model encompassing both the established view of identity adaptation following role change and a new perspective of identity stability and “lingering identities,” the expression I use to describe identities that are premised on former roles that persist significantly beyond role change. I show how identity adaptation—the cognitive restructuring we have long associated with role change and successful socialization—is not the default response to the ongoing uncertainty that many role changes engender. Rather, ongoing uncertainty triggers cognitive continuity responses that, when sustained, support identity lingering. I examine when lingering identities might inspire role crafting, neutral identification, or disidentification in new roles and when these outcomes might be functional or maladaptive for individuals and organizations. Finally, I discuss the implications lingering identities have for research and for managing people as they move within, between, and beyond today’s workplaces.

参考文献：Wittman, S. (2019). Lingering Identities. Academy of Management Review, 44(4), 724–745. https://doi.org/10.5465/amr.2015.0090

2、整合各层次的多样性： 多层次的人力资本，社会资本和人口多样性及其对团队效率的影响

学者们对“多样性是否有利于团队效率”进行了讨论，而实证研究表明多样化会对团队效率产生正面，负面或不产生影响。我们认为，实证研究中不同的结果是因为“多样性”是多方面的，有不同的来源（例如，人口，人力资本和社会资本），并且在不同的层次上进行分析。我们提出了在团队层级（团队多样性）和个人（个人范围）内的多样性理论模型，旨在预测多样性的各种来源如何影响团队效率。我们认为个人层次上的多样性（个人范围）和团队层次上多样性的影响可能不是独立的。具体来说，我们提出他们之间的互动可能能够帮助解释多样性如何以及为什么影响团队层面结果。我们区分了相互依存程度高和低的任务，并提出对于某些来源的多样性，在个人和团队层面是互补的关系，而对于其他的来源的多样性，则可能是替代的关系。我们进一步解释了个人范围的重叠如何影响个人范围和团队多样性的互补效应。我们的模型对未来关于多样性，团队效率以及促进组织和高管团队多样性的公共政策具有启发。

Scholars debate whether diversity is beneficial for team effectiveness, and empirical evidence reveals positive, negative, and insignificant effects. We argue that this is partly because “diversity” is multifaceted, representing different sources (e.g., demographic, human capital, and social capital) and operating at different levels of analysis. We propose a theoretical model of diversity at the team level (team diversity) and within individuals (personal range) to predict how various sources of diversity influence team effectiveness. We argue that the effects of individual-level diversity (personal range) and team-level diversity may not be independent. Specifically, we propose that their interaction may be the missing link explaining how and why diversity impacts team outcomes. We distinguish between tasks with high and low levels of interdependence and suggest that for some sources of diversity, individual- and team-level diversity are complementary, whereas for others they are substitutes. We further explain how an overlap in personal range may influence the complementary effects of personal range and team diversity. The implications of our model are important for further work on diversity, team effectiveness, and public policy efforts to promote organizational and upper echelons diversity.

参考文献：Tasheva, S., & Hillman, A. J. (2019). Integrating Diversity at Different Levels: Multilevel Human Capital, Social Capital, and Demographic Diversity and Their Implications for Team Effectiveness. Academy of Management Review, 44(4), 746–765. https://doi.org/10.5465/amr.2015.0396

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3、企业间的关系竞争： 对竞争战略的影响

在本文中，我尝试将有关竞争关系的最新研究结果应用于公司层面的竞争策略。通过 整合微观和宏观理论，我提出某些对公司会持续发展竞争关系，就像运动队或大学之间的竞争关系一样。反之，这些竞争关系可以使公司的竞争行为超越当前市场和竞争条件（例如，公司之间的资源相似性或市场重叠）。接着，我将关系竞争的相关文献和竞争动态的相关文献联系起来，提出了一系列命题，这些命题集中于企业之间的关系竞争如何影响彼此之间的竞争行为。于此，我旨在通过探索社会心理和社会因素，特别是通过强调公司间的互动历史在导致未来竞争行动中的重要性，为竞争战略研究做出贡献。这项工作还通过指出制度化是企业间竞争关系和个体间关系竞争之间的主要区别，并研究了关系竞争对宏观战略和竞争决策的影响，从而扩展了有关关系竞争的研究。

In this article I seek to apply findings from recent research on rivalry relationships to firm-level competitive strategy. I integrate microlevel and macrolevel theory in arguing that certain pairs of firms can, over time, develop rivalry relationships much like those between athletic teams or universities. In turn, these rivalry relationships can drive firms’ competitive behavior above and beyond current market and competitive conditions (such as resource similarity or market overlap between firms). I then connect the relational rivalry literature and competitive dynamics literature and put forth a series of propositions centered on how relational rivalry between firms affects their competitive moves vis-à-vis one another. In doing so I aim to contribute to competitive strategy research by exploring social psychological and sociological factors, particularly by emphasizing the importance of pairs of firms’ histories of interaction in driving future competitive action. This work also extends the existing literature on relational rivalry by pointing to institutionalization as a key difference between interfirm and interindividual relational rivalry and by examining the consequences of relational rivalry for macrolevel strategic and competitive decisions.

参考文献：Kilduff, G. J. (2019). Interfirm Relational Rivalry: Implications for Competitive Strategy. Academy of Management Review, 44(4), 775–799. https://doi.org/10.5465/amr.2017.0257

4、基于价值的竞争：积极分子与企业间竞争的理论框架

在本文中，我们通过整合和推进来自竞争动态和社会积极主义者研究的关键见解建立了一个理论框架，旨在解释积极分子和企业之间基于价值的竞争。框架的第一部分对独特的张力，行动和反应进行了概念化，这些张力，行动和反应表征了基于价值的竞争，并使得基于价值的竞争与公司之间的竞争得以区分。框架的第二部分概念化了管理者的感知在塑造公司在基于价值的竞争中回应积极分子的行动的可能性中的作用。总体而言，我们的概念化工作主要是为了扩大竞争动态研究，以解决不同参与者之间的竞争，并在此过程中扩大社会积极分子的研究，以更好地理解此类竞争。

In this article we develop a theoretical framework to explain values-based rivalry between activists and firms by integrating and advancing key insights from competitive dynamics and social activist research. The first part of our framework conceptualizes the unique tensions, actions, and responses that characterize values-based rivalry and distinguish it from rivalry between firms. The second part of our framework conceptualizes the role of managers’ perceptions in shaping their firms’ likelihood of responding to activists’ actions during values-based rivalry. Overall, our conceptualization primarily expands competitive dynamics research to account for rivalry between dissimilar actors and, in doing so, broadens social activist research to account for such rivalry.

参考文献：Waldron, T. L., Navis, C., Aronson, O., York, J. G., & Pacheco, D. F. (2019). Values-Based Rivalry: A Theoretical Framework of Rivalry Between Activists and Firms. Academy of Management Review, 44(4), 800–818. https://doi.org/10.5465/amr.2017.0205

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5、起锚：使命偏移的来源，多样性及条件

越来越多关于使命偏移的研究表明，这种偏移是与组织行为不一致有关的不好的战略结果。然而，除此之外，我们对使命偏移如何发生，如何影响组织以及组织应如何应对了解甚少。现有的管理理论为理解使命偏移提供了初步但模棱两可的见解。一方面，以往的研究认为，不一致或分歧的行为可能导致利益相关者承诺减弱和企业的名誉受损。另一方面，学者们提出，由于环境是复杂且动态的，因此这种偏移能够使组织适应环境，并因此能够生存。在这项研究中，我们提出了使命偏移理论，可以阐明其来源，多样性，以及组织如何应对外部对其使命偏移的感知。由此产生的概念模型解决了上述两个理论间的冲突，并提供了对组织行为与身份之间关系的新颖见解。

The growing number of studies referencing the concept of mission drift implies that such drift is an undesirable strategic outcome related to inconsistent organizational action, yet beyond such references, little is known about how mission drift occurs, how it impacts organizations, and how organizations should respond. Existing management theory more broadly offers initial albeit equivocal insight for understanding mission drift. On the one hand, prior studies have argued that inconsistent or divergent action can lead to weakened stakeholder commitment and reputational damage. On the other hand, scholars have suggested that because environments are complex and dynamic, such action is necessary for ensuring organizational adaptation and, thus, survival. In this study we offer a theory of mission drift that unpacks its origin, clarifies its variety, and specifies how organizations might respond to external perceptions of mission drift. The resulting conceptual model addresses the aforementioned theoretical tension and offers novel insight into the relationship between organizational actions and identity.

参考文献：Grimes, M. G., Williams, T. A., & Zhao, E. Y. (2019). Anchors Aweigh: The Sources, Variety, and Challenges of Mission Drift. Academy of Management Review, 44(4), 819–845. https://doi.org/10.5465/amr.2017.0254

6、解开绑定的纽带： 社交化和拥有企业的家庭参考点转移

现有理论描述了家族企业如何利用独特的社会情感参考点来制定战略决策，但是研究者并未充分考虑家族层面的策略以及参考点的变化。我们认为，由于拥有企业的家族会与提供新信息的人进行社交，他们的集体知识结构会发生变化，因此，战略决策中使用的参考点的性质也会受到影响。具体而言，我们将下一代家庭成员的社交与参考点的时间焦点（即向前或向后看）联系起来，将资本主义阶级的社交与参考点的空间焦点（即内部或外部导向）联系起来。此外，我们认为使用外部的专业顾问会加速参考点转移。我们的理论揭示了社会资本在参考点变化中的决定性作用，并阐明了拥有企业的家庭如何摆脱以往的战略框架。于此，我们的框架提供了一种探索参考点开发和使用基础的社会认知过程，以及更广泛的意会和诠释。

Existing theory describes how family firms utilize a unique socioemotional reference point to frame strategic decision making, but scholars have not fully considered family-level strategy or changes in reference points. We theorize that as business-owning families are socialized with actors who provide new information, their collective knowledge structures are altered and, thus, the nature of reference points used in strategic decision making is impacted. Specifically, we link the socialization of next-generation family members to the temporal focus of reference points (i.e., backward or forward looking) and socialization into the capitalist class to the spatial focus of reference points (i.e., internally or externally oriented). Further, we theorize that the use of nonfamily professional advisors accelerates reference point shift. Our theory reveals the decisive role of social capital in reference point change and sheds light on how business-owning families may break free from old strategic frames. In doing so our framework provides a route to explore the sociocognitive processes underlying reference points’ development and use, as well as sensemaking and interpretation more generally.

参考文献：Nason, R., Mazzelli, A., & Carney, M. (2019). The Ties That Unbind: Socialization and Business-Owning Family Reference Point Shift. Academy of Management Review, 44(4), 846–870. https://doi.org/10.5465/amr.2017.0289

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7、不要误解：高管解释水平的转变和灵活性

高层管理人员的研究大多据聚焦在高管人员的背景特征和个人特质上，以解释其战略选择，而对信息过滤过程的了解则很少，然而这些特征在战略决策中会得以体现。我们通过整合解释水平理论和高层梯队理论来解释高管如何处理信息。解释水平理论描述了如何以不同方式解释同一事件，从而影响人们关注的信息类型，处理该信息的方式以及由此产生的决策和行动。我们的理论框架通过开发两个新的构念来探究解释水平的动态性质：解释水平转变和解释水平的灵活性。在此过程中，我们将利用自我调节研究来详细说明高管如何发展解决问题的能力，以修调整他们处理信息的方式，从而最好地满足不断变化的环境需求。举一个说明性的例子，我们将我们的理论应用于收购情景，并证明了对于试图管理复杂战略行动的高管而言，解释水平转变和灵活性所到至关重要的作用。本文的贡献是一个高管可以使用的框架，该框架能够帮助高管有效地应对充满挑战的收购过程。

Much of upper echelons research focuses on the background characteristics and traits of executives to explain their strategic choices, but much less is understood about the information-filtering process by which those characteristics manifest in strategic decisions. We develop theory to explain how executives process information by integrating construal-level theory with upper echelons theory. Construal-level theory describes how the same event can be interpreted in different ways, thus influencing the type of information people pay attention to, how they process that information, and their resulting decisions and actions. Our theoretical framework explores the dynamic nature of construal levels by developing two new constructs: construal shifts and construal flexibility. In doing so we draw on self-regulation research to detail how executives can develop the capacity to modify how they process information to best meet changing situational demands. As an illustrative example, we apply our theory to the acquisition context and demonstrate the vital role played by construal shifts and flexibility for executives attempting to manage complex strategic actions. The end result is a framework that executives can use to effectively navigate the challenging acquisition process.

参考文献：Steinbach, A. L., Gamache, D. L., & Johnson, R. E. (2019). Don’t Get It Misconstrued: Executive Construal-Level Shifts and Flexibility in the Upper Echelons. Academy of Management Review, 44(4), 871–895. https://doi.org/10.5465/amr.2017.0273

8、从对运气的错误理解中中寻找行为机会

绩效如何被感知和归因对战略制定具有重要意义。认知和社会科学的许多研究表明，人们倾向于将运气误当作估价技巧，而忽略了未来的表现如何回归均值。我们认为，这些系统性错误可以转化为另一种获利来源：聪明的战略家可以通过利用错误的期望和战略因素市场中的错误定价来占他人对运气的错误理解的“便宜”。我们还讨论了保护学习机会和相互依赖的障碍，这些障碍保护并且能够预测行为机会的吸引力，并提出了有助于克服这些行为障碍的方法。