Studies have demonstrated that foreign firms locate where immigrants from their home countries reside and have suggested that doing so can improve performance. We argue that to properly assess how immigrants impact the performance of co-national firms, research must account for heterogeneity in how independent foreign firms (owned by individual foreigners) versus multinational corporation (MNC) subsidiaries (owned by a foreign corporate parent) benefit from immigrant communities. Independent firms have a greater need for resources from the immigrant community and depend more on their individual managers’ personal connections within the community to obtain such resources. Subsidiaries of MNCs can instead rely on the impersonal organizational resources of their parent firm (e.g., brand, reputation, channels) to access valuable immigrant community resources. Using data on foreign firms in Russia during 2006–2011, we find that immigrants improve the profitability of co-national independent firms only if they are managed by immigrant chief executive officers (CEOs), whereas co-national MNC subsidiaries profit from immigrants regardless of their CEOs’ nationality. Our study suggests that although organizations benefit from the resources of co-national immigrant communities in foreign markets, the means by which they activate them—personal or impersonal—systematically vary across different types of firms.
参考文献：Hernandez, E., & Kulchina, E. (2020). Immigrants and Foreign Firm Performance. Organization Science, 31(4), 797–820. https://doi.org/10.1287/orsc.2019.1331
Early-stage experiments are central to the design-thinking approach to organizational innovation, and they are also a core practice in evidence-based management. Organizations use experiments to test new strategies in a low-stakes setting before escalating their commitment to a new initiative. Yet organizations also use experiments to evaluate managers who will implement these strategies in a high-stakes setting. I develop a formal model to demonstrate that these two types of evaluations are fundamentally incompatible. Managers who fear replacement in response to a poor experimental outcome pervert their experiments to maximize the likelihood that they succeed. This saps early experiments of much of their informational value. I show that if an organization can observe a manager's experimental strategies and the experiment’s outcomes and can commit ahead of time to an evaluation and replacement rubric, then it can resolve this agency problem. However, if a manager's experimental strategy cannot be credibly communicated, the organization will either replace good managers to induce a desirable experimental strategy or retain bad managers to alleviate the fear of replacement. I show that in low-uncertainty environments, the control exerted by the former replacement regime offers the best results, whereas, in high-uncertainty environments, commitment to retention regardless of experimental outcomes is best.
参考文献：Ganz, S. (2020). Hyperopic Search: Organizations Learning About Managers Learning About Strategies. Organization Science, 31(4), 821–838. https://doi.org/10.1287/orsc.2019.1330
This study examines how pluralistic organizations confronting fundamental differences in values can proceed with strategic change. By drawing on a longitudinal case analysis of strategic change in a Nordic city organization, we show how the proponents and challengers play a “rhetorical game” in which they simultaneously promote their own value-based interests and ideas and seek ways to enable change. In particular, we identify a pattern in which the discussion moved from initial contestation through gradual convergence to increasing agreement. In addition, we elaborate on four rhetorical practices used in this rhetorical game: voicing own arguments, appropriation of others’ arguments, consensus argumentation, and collective argumentation. By so doing, our study contributes to research on strategic change in pluralistic organizations by offering a nuanced account of the use of rhetoric when moving from contestation to convergence and partial agreement. Furthermore, by detailing specific types of rhetorical practices that play a crucial role in strategy making, our study advances research on the role of rhetoric in strategy process and practice research more generally.
参考文献：Sorsa, V., & Vaara, E. (2020). How Can Pluralistic Organizations Proceed with Strategic Change? A Processual Account of Rhetorical Contestation, Convergence, and Partial Agreement in a Nordic City Organization. Organization Science, 31(4), 839–864. https://doi.org/10.1287/orsc.2019.1332
Irony is an effective means of dealing with controversy in organizations, but there is a paucity of knowledge of the various ways in which irony helps managers to do so without necessarily ‘solving’ those issues. By drawing on discursive incongruity theory, we examine the use of irony when managers are confronted with controversial issues in a multinational company. As a result, we identify and elaborate on four distinctively different pathways of how irony helps participants to move on: ‘acquiescing’ (framing understanding as having no alternative because of environmental constraints), ‘empowering’ (synthesizing a view through broad inputs from different individuals), ‘channelling’ (subsuming other interpretations under a single and often dominant view) and ‘dismissing’ (rejecting alternative interpretations and often reinforcing the status quo). On this basis, we develop a theoretical model that elucidates the process dynamics in dealing with and moving on with controversial issues and elaborates the specific characteristics of each of these four pathways. Our analysis also leads to a fuller understanding of the discursive underpinnings and intersubjective dynamics in irony use in organizations.
参考文献：Kwon, W., Clarke, I., Vaara, E., Mackay, R., & Wodak, R. (2020). Using Verbal Irony to Move on with Controversial Issues. Organization Science, 31(4), 865–886. https://doi.org/10.1287/orsc.2019.1333
This research addresses the important question of how organizations can use financial incentives to influence the work tasks of their professional workforce—a constituency that is notoriously difficult to manage because of their specialized knowledge, considerable autonomy, strong socialization, and powerful professional norms. In particular, I explore how a baseline incentive effect is moderated by two features of professionals’ tasks and jurisdictions: jurisdictional dominance (i.e., how much the profession controls the provision of the task relative to other professions) and jurisdictional prominence (i.e., how commonly provided the task is within a profession relative to other tasks). Using data on thousands of physician tasks from Ontario, Canada, and a difference-in-differences empirical design, I find that professionals’ incentive responses are smaller when a profession has higher jurisdictional dominance over a task, but are larger when the task has higher jurisdictional prominence within the profession. This research contributes to the literature on professions and professionals in multiple ways. First, I introduce the concepts of jurisdictional dominance and jurisdictional prominence, distinguishing them from each other and from existing conceptions of professional control. Second, this study shows that financial incentives can be an effective tool for influencing professionals, but highlights that their efficacy is shaped by a task’s jurisdictional dominance and jurisdictional prominence. Finally, I show that these new conceptions of jurisdictional control influence professionals’ behaviors in meaningful ways and should therefore be considered in future studies of professions.
参考文献：Chown, J. (2020). Financial Incentives and Professionals’ Work Tasks: The Moderating Effects of Jurisdictional Dominance and Prominence. Organization Science, 31(4), 887–908. https://doi.org/10.1287/orsc.2019.1334
In this article, we develop a process model that specifies how managers come to understand and approach the evaluation of merit in the workplace. Interviews from a diverse sample of managers and from managers at a U.S. technology company, along with supplemental qualitative online review data, reveal that managers are not blank slates: we find that individuals’ understandings of merit are shaped by their (positive and negative) experiences of being evaluated as employees prior to promotion to management. Our analysis also identifies two distinct managerial approaches to applying merit when evaluating others: the focused approach, in which managers evaluate employees’ work actions quantitatively at the individual level; and the diffuse approach in which managers assess both employees’ work actions and personal qualities, quantitatively and qualitatively, at both the individual and team levels. We further find that, as a result of their different past experiences as subjects of evaluation, individuals who experience mostly negative evaluation outcomes as employees are more likely to adopt a focused approach to evaluating merit, whereas individuals who experience mostly positive evaluation outcomes are more likely to adopt a diffuse approach. Our study contributes to the scholarship on meritocracy and workplace inequality by showing that merit is not an abstract concept but a guiding principle that is produced and reproduced over time based on individuals’ evaluation experiences in the workplace.
参考文献：Castilla, E., & Ranganathan, A. (2020). The Production of Merit: How Managers Understand and Apply Merit in the Workplace. Organization Science, 31(4), 909–935. https://doi.org/10.1287/orsc.2019.1335
We study how the cognitive complexity of chief executive officers (CEOs) changes during their tenures. Drawing from prior theory and research, we argue that CEOs attain gradually greater role-specific knowledge, or expertise, as their tenures advance, which yields more complex thinking. Beyond examining the main effect of CEO tenure on cognitive complexity, we consider three moderators of this relationship, each of which is expected to influence the accumulation of expertise over a CEO’s time in office: industry dynamism, industry jolts, and CEO positional power. We conduct our tests on a sample of 684 CEOs of public corporations. The analytic centerpiece of our study is a novel index of CEO cognitive complexity based on CEOs’ language patterns in the question-and-answer portions of quarterly conference calls. As part of our extensive theory of measurement, we provide evidence of the reliability and validity of our index. Our results indicate that CEOs, in general, experience substantial increases in cognitive complexity over their time in office. Examined moderators somewhat, but modestly, alter this general trajectory, and nonlinearities are not observed. We discuss the implications of our findings.
参考文献：Graf-Vlachy, L., Bundy, J., & Hambrick, D. (2020). Effects of an Advancing Tenure on CEO Cognitive Complexity. Organization Science, 31(4), 936–959. https://doi.org/10.1287/orsc.2019.1336
We examine how entrepreneurs acquire financial resources for their early-stage ventures from distributed non-professionals via crowdfunding. Through an inductive analysis of entrepreneurs’ successful and unsuccessful non-equity crowdfunding campaigns, we derive a holistic framework of community-based resource mobilization. Our framework consists of three distinct processes entrepreneurs use to attain financial capital from non-professional resource providers over time: community building to establish psychological bonds with individuals possessing domain-relevant knowledge, community engaging to foster social identification with existing resource providers, and community spanning to leverage proofpoints with intermediaries who can help orchestrate resource mobilization with broader audiences. Entrepreneurs’ enactment and temporal sequencing of these three processes distinguish successful versus unsuccessful resource mobilization efforts in a crowdfunding setting. Community building is used by successful entrepreneurs primarily prior to a campaign’s launch, community engaging is used throughout a campaign, and community spanning is most effectively used after achieving a campaign’s initially-stated funding goal. This study empirically illustrates and theoretically conceptualizes the dynamics of resource mobilization in a crowdfunding setting.
参考文献：Murray, A., Kotha, S., & Fisher, G. (2020). Community-Based Resource Mobilization: How Entrepreneurs Acquire Resources from Distributed Non-Professionals via Crowdfunding. Organization Science, 31(4), 960–989. https://doi.org/10.1287/orsc.2019.1339
Little is known about when and where hybrid organizations diffuse. We argue that neo-institutional perspectives, which stress the constraining role of market categories and institutional logics, have to be complemented with demand-side perspectives that stress the enabling force of economic incentives to explain the origins of hybrids. We develop theory to predict the country-level diffusion of hybrid forms in Islamic banking in the 1975–2017 period, during which many conventional banks invaded the domain of Islamic banking by starting to sell Islamic banking services, or so-called “Islamic windows.” Our findings underscore the relevance of simultaneously studying the impact of constraining and enabling forces. Consistent with neo-institutional theory, we find strong evidence that a lack of constitutive legitimacy of the window form—only in countries where Muslims make up a large share of the population—and the ideological polarization of local audiences reify the ideological boundaries between the oppositional banking logics, which in turn hampers the diffusion of windows in the focal country. At the same time, however, it appears that the failure of local credit markets and country-level economic globalization, the latter even more in countries with a Muslim majority, provide potent economic incentives for the diffusion of windows. By stressing the role of utilitarian incentives and material exchange as drivers of hybridization, we bridge the gap between neo-institutional and more rationalist approaches of institutional change.
参考文献：Boone, C., & Özcan, S. (2020). Oppositional Logics and the Antecedents of Hybridization: A Country-Level Study of the Diffusion of Islamic Banking Windows, 1975–2017. Organization Science, 31(4), 990–1011. https://doi.org/10.1287/orsc.2019.1338
