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解析文章首发于唧唧堂网站www.jijitang.com
解析作者 | 唧唧堂管理学写作小组：
COMET
；审校编辑 |
悠悠 糖糖
1. 重新认识女性为职业发展谈判了什么以及如何谈判
本文提出了一个概念框架，旨在扩大关于“性别在职业谈判中的作用”的未来研究范围。
关于“性别在职业谈判种的作用”的已有研究强调女性较男性在薪酬谈判中的劣势地位。
本文将基于来自多样化样本（公共，私人和非政府组织中的高管，中层和早期职业人士）关于谈判记录的数据，对女性为促进职业发展和在组织中担任领导职位进行谈判的内容和方式进行归纳研究。
结合六项研究，本文提出了一个关于男性和女性为职业发展进行谈判的更全面的视角，包括他们的角色发展，工作-家庭冲突以及薪酬。
本文还识别了三种不同的谈判策略（询问，弯曲和塑造），它们在谈判者符合，偏离或试图重新定义组织规范的程度上有所不同。
本文的分析表明，谈判策略的选择对男性和女性的职业发展都有影响，特别会影响女性在非传统职业道路上的导航以及男性和女性的领导权主张。
本文最后为研究谈判在职业发展以及促进和缓解组织中的性别不平等中的作用提出了新的研究方向。
We propose a conceptual framework for expanding the scope of future research on the role of gender in career negotiations. Extant research on gender in career negotiations emphasizes women’s disadvantages relative to men in compensation negotiations. We present an inductive study of what and how women negotiate for career advancement and the attainment of leadership positions in organizations, drawing on data from diverse samples of negotiation accounts by senior executive, mid-level, and early career professionals from the public, private, and nonprofit sectors and six world regions. Integrating insights from six studies, we propose a more comprehensive perspective on what men and women negotiate for career advancement, including their role development and work–family conflicts, as well as compensation. We also identify three distinct negotiating strategies—asking, bending, and shaping—that vary in the extent to which the negotiator conforms to, deviates from, or attempts to redefine organizational norms. Our analyses suggest that the choice of negotiating strategy has implications for men’s and women’s career progression, particularly for women’s navigation of nontraditional career paths and men’s and women’s leadership claiming. We suggest new directions for research on the role of negotiation in career advancement and in promoting and mitigating gender inequality in organizations.
参考文献：
Bowles, H. R., Thomason, B., & Bear, J. B. (2019). Reconceptualizing What and How Women Negotiate for Career Advancement. Academy of Management Journal, 62(6), 1645–1671. https://doi.org/10.5465/amj.2017.1497
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2. 现场意识形态的集合：
观念中心视角下影响力投资中系统性权力的研究
本文提出了一种新颖的“观念中心视角”，旨在研究领域中制度化的生活中充满权力的方面。
本文的研究包括2006-2018年欧洲影响力投资领域的数据（从内部收集得到，并由内部和外部研究人员共同分析）。
本文基于二分法开发了一种分析工具，以查明容易被忽视的潜在冲突形式，以及某些观念何以成为主导，而其他的观点则被抛弃或淘汰。
本文展示了现场意识形态的集合，即一个连贯的思想体系，这个体系塑造了领域中的思考，推理和行动。
此外，本文将“抑制”定义为一种机制，该机制可在领域中产生并保持系统性力量，限制选择权并塑造什么是有价值的。
本文的研究提供了对制度化生活领域动态性的见解，包括未采用的其他途径和可能的未来。
We advance a novel idea-centric perspective to study power-laden aspects of institutional life in fields. Our study includes data from the field of impact investing in Europe from 2006–2018, collected from the inside and analyzed collaboratively by inside and outside researchers. We develop an analytical tool based on dichotomies to detect latent forms of conflict that easily remain unnoticed and to see how some ideas become dominant while others are abandoned or sidelined. We display the assembly of a field ideology—a coherent system of ideas that shapes thinking, reasoning and acting in a field. Furthermore, we specify suppression as a mechanism that gives rise to and perpetuates systemic power infields, restricting options and shaping what is valued. Our study provides insights into the dynamic nature of institutional life in fields, including alternative paths not taken and possible futures.
参考文献：
Hehenberger, L., Mair, J., & Metz, A. (2019). The Assembly of a Field Ideology: An Idea-Centric Perspective on Systemic Power in Impact Investing. Academy of Management Journal, 62(6), 1672–1704. https://doi.org/10.5465/amj.2017.1402
3. 使不可见的变得可见：
交叉隐身对行政管理职位上的黑人女性职业经历的悖论影响
黑人女性身上交织着的边缘化身份，使得她们有着独特且复杂的经历和挑战，然而这些却被管理研究所忽视。
尽管黑人妇女在实体上是可见的，因为她们的长相与大多数同事不同，但交叉隐身研究表明，由于从在性别和种族身份上看，黑人女性不是典型的成员，因此她们可能同时容易被忽视或蔑视。
为了阐明交叉隐身在黑人女性的认知和经历中所扮演的角色，本文在7年中对59名黑人女性（这些黑人女性在组织中担任高级职务）进行了两次深度访谈。
本文开发了一种理论模型来解释行政管理职位上的黑人女性处于“局外人”状态的悖论效应，在这种情况下，她们同时经历了与两种交叉隐身形式（良性和敌对性）相关的机会和制约。
为了管理两种形式的交叉隐身，行政管理职位上的黑人女性采取了许多关键策略来获得提升其职业所需的可信的可见度。
The unique and complex experiences of and challenges for Black women, which are tied to their intersecting marginalized identities, have largely been overlooked in management research. Although Black women are physically visible in that they are different from most of their colleagues, intersectional invisibility research suggests that they can be simultaneously invisible—easily overlooked or disregarded—because they are non-prototypical members of their gender and racial identity groups. To shed new light on the role that intersectional invisibility plays in Black women’s perceptions and experiences, we conducted two waves of in-depth interviews across seven years with 59 Black women who occupy senior-level positions in organizations. We develop a theoretical model to explain the paradoxical effects of executive Black women’s “outsider within “status in which they simultaneously experience opportunities and constraints associated with two forms of intersectional invisibility: benign and hostile. To manage both forms of intersectional invisibility, executive Black Women adopt a number of critical strategies to gain credible visibility needed to ascend in their careers.
参考文献：
Smith, A. N., Watkins, M. B., Ladge, J. J., & Carlton, P. (2019). Making the Invisible Visible: Paradoxical Effects of Intersectional Invisibility on the Career Experiences of Executive Black Women. Academy of Management Journal, 62(6), 1705–1734. https://doi.org/10.5465/amj.2017.1513
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4. 生态合理性：
不确定情形下管理决策中快速节俭的启发式方法
启发式方法通常被认为次于详尽搜索和处理信息的“理性”策略。
在介绍生态合理性的理论观点时，本文对这种观点提出了挑战，并指出：
在管理决策常见的不确定性情形下，若使用快速节俭的启发式方法，管理人员可以做出更好的决策。
在人员选拔的情形下，本文证明了一种称为Δ推理的启发式方法，在预测两个求职者中的哪个在将来表现更好上，比Logistic回归（一种典型的理性策略）的准确性更高。
基于来自一家航空公司的236名申请人的数据，本文在研究1中发现，尽管搜索的线索不足一半，但使用Δ推理比逻辑回归更能做出准确的选择决策。
然后，本文在研究2中基于1,728个模拟任务环境，检验在生态条件下使用启发式预测比逻辑回归更准确。
最后，在研究3中，本文在一个实验中发现，参与者根据任务的特点调整了他们的策略，并且逐渐增加了他们以前在选择决策方面的经验。
本文的目的是提出生态合理性，以替代当前有关管理决策中启发式方法本质的看法。
Heuristics are often viewed as inferior to “rational” strategies that exhaustively search and process information. Introducing the theoretical perspective of ecological rationality, we challenge this view and argue that, under conditions of uncertainty common to managerial decision making, managers can actually make better decisions using fast-and-frugal heuristics. Within the context of personnel selection, we show that a heuristic called Δ-inference can more accurately predict which of two job applicants would perform better in the future than can logistic regression, a prototypical rational strategy. Using data from 236 applicants at an airline company, we demonstrate, in Study 1, that, despite searching less than half of the cues, Δ-inference leads to more accurate selection decisions than logistic regression. After this existence proof, we examine, in Study 2, the ecological conditions under which the heuristic predicts more accurately than logistic regression using 1,728simulated task environments. Finally, in Study 3, we show in an experiment that participants adapted their strategies to the characteristics of a task—and increasingly so the greater their previous experience in selection decisions. The aim of this article is to propose ecological rationality as an alternative to current views about the nature of heuristics in managerial decisions.
参考文献：
Luan, S., Reb, J., & Gigerenzer, G. (2019). Ecological Rationality: Fast-and-Frugal Heuristics for Managerial Decision Making under Uncertainty. Academy of Management Journal, 62(6), 1735–1759. https://doi.org/10.5465/amj.2018.0172
5. 动态系统理论和双重变化评分模型：
通过发展心理学的眼光看待团队
关于团队发展的实证研究长期落后于纯粹的理论研究。
并且组织管理研究中经常采用的传统设计和逻辑通常排除了研究各种团队属性的轨迹的可能性。
这种做法是存在问题的，因为在许多有名的团队概念中都隐含了连续性，非线性和构造内反馈。
因此，本研究将把来自发展心理学的动态逻辑，理论和方法学整合到组织管理研究中，因为该主题的本质需要研究人员对随着时间的变化进行更仔细的探究。
整合后，本文提出并验证一种新颖的理论观点，该观点能够为团队研究做出一些贡献。
首先，我们扩展了目前主要用于解释儿童个体发展的理论，以详细说明团队性质中可验证的三种动态原理。
其次，利用内部构造逻辑，本文证明了团队的确是一个动态系统，但是其动态的程度取决于团队属性本身的特征。
最后，我们利用现代建模技术来说明团队如何利用其独特的过去来预测他们对未来破坏性事件的不对称反应。
Empirical research examining team development has long lagged behind purely conceptual work. Moreover, traditional designs and logics frequently employed in the organizational sciences generally preclude the possibility of studying the trajectories of various team properties. This is problematic as continuity, nonlinearity, and within-construct feedback are implicit in many eminent conceptualizations of teams. Hence, the present investigation integrates dynamic logic, theory, and methodology from the discipline of developmental psychology—wherein the nature of the topic has necessitated a more careful examination of change over time—into the organizational literature. As a product of this integration, we propose and test a novel theoretical perspective that provides several contributions to teams research. First, we extend theory that has thus far been primarily used to explain intraindividual development in children to detail three testable principles of dynamism in team properties. Second, and utilizing a within-construct logic, we demonstrate that teams are indeed dynamic systems, but that the extent to which any particular team property may be considered dynamic is contingent upon characteristics of the property itself. Finally, we illustrate how teams’ unique pasts may be leveraged to predict their asymmetric reactions to disruptive events in the future by employing a contemporary modeling technique.
参考文献：
Matusik, J. G., Hollenbeck, J. R., Matta, F. K., & Oh, J. K. (2019). Dynamic Systems Theory and Dual Change Score Models: Seeing Teams through the Lens of Developmental Psychology. Academy of Management Journal, 62(6), 1760–1788. https://doi.org/10.5465/amj.2017.1358
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6. 通过视觉赋能：
社会企业家如何利用情感符号来促进社会变革
人们对社会企业家如何试图促使他们的事业目标实现知之甚少，尤其是当这个事业目标难以被接受时。
通过一项纵向研究，本文分析了抗塑料污染的社会企业家如何利用多种方式的（视觉和言语）互动来影响其目标并推动其事业。
本文的发现表明，这些社会企业家使用所谓的“情感符号化手段”，包括使用视觉和文字引发道德冲击，进而引发负面情绪，然后将这些情绪转化为实施的情感能量。
情感转变过程需要将目标参与者与事业，集体身份以及社会企业家本身联系起来。
本文关于情感符号的研究强调使用多种方式的交互影响情感，进而影响目标参与者参与社会企业家的事业。
Little is known about how social entrepreneurs try to induce enactment of their cause, especially when this cause is difficult to embrace. Through a longitudinal study, we analyze how anti-plastic pollution social entrepreneurs use multimodal (visual and verbal) interactions to influence their targets and promote their cause. Our findings reveal that these social entrepreneurs use what we call “emotion-symbolic work,” which involves using visuals and words to elicit negative emotions through moral shock, and then transforming those emotions into emotional energy for enactment. The emotional transformation process entails connecting target actors to a cause, a collective identity, and the social entrepreneurs themselves. Our exploration of emotion-symbolic work offers new ways of seeing by emphasizing the use of multimodal interactions to affect emotions in efforts to influence target actors to enact a cause.
参考文献：
Barberá-Tomás, D., Castelló, I., de Bakker, F. G. A., & Zietsma, C. (2019). Energizing through Visuals: How Social Entrepreneurs Use Emotion-Symbolic Work for Social Change. Academy of Management Journal, 62(6), 1789–1817. https://doi.org/10.5465/amj.2017.1488
7. 为什么要坚持拼命工作（极端工作时长）？
一种新的观察方式：
时间分离
本文将时间分离作为一种新的方式来研究拼命工作令人困惑的持续性，以及组织及其环境之间的时间关系。
通过历史案例研究，本文跟踪并分析了40年来精英咨询公司中拼命工作现象的产生，强化和维护。
本文发现时间结构的一个小变化激发了两个积极的反馈过程。
这些过程巩固了一种与传统工作时间逐渐脱节的工作时间安排。
基于这些发现，本文做出了两个贡献。
首先，本文挑战了组织研究中的传统观念，即认为组织与环境之间是理想的同步关系。
相反，我们提出了一个替代的视角，即时间分离。
它使我们发现同步和异步如何同时成为潜在可行的选择，它们共存并有时相互构成。
其次，本文为临时性（更改，构建和协商时间安排）提供了一种新的视角，临时性是支撑拼命工作的一种构成力量，并提供了一种新颖的解释，说明它们在系统性，临时性锁定情况下的持久性。
本文将积极反馈作为一种解释机制，这种机制解释了微小的时间偏移如何可以整合为难以逆转的时间锁定。
This paper develops temporal uncoupling as a new way of seeing the puzzling persistence of extreme work hours, as well as the temporal relations of organizations and their environments. Drawing on a historical case study, we trace and analyze the genesis, reinforcement, and maintenance of extreme work hours in an elite consulting firm over a period of 40 years. We find that a small shift intemporal structuring mobilized two positive feedback processes. These processes consolidated a temporal order that increasingly uncoupled from the traditional workweek. Grounded in these findings, we make two contributions. First, we challenge the orthodox view of entrainment as an ideal synchronous relation between organizations and their environments. Instead, we offer temporal uncoupling as an alternative lens. It enables us to see how both synchrony and asynchrony are potentially viable options, which coexist and sometimes coconstitute each other. Second, we shed new light on temporality as a constitutive force that underpins extreme work hours and offer a novel explanation of their persistence as a case of systemic temporal lock-in. We develop positive feedback as a mechanism that explains how small temporal shifts can become consolidated into hardly reversible temporal lock-ins.
参考文献：
Blagoev, B., & Schreyögg, G. (2019). Why Do Extreme Work Hours Persist? Temporal Uncoupling as a New Way of Seeing. Academy of Management Journal, 62(6), 1818–1847. https://doi.org/10.5465/amj.2017.1481
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8. 喜悦能帮助筹到钱吗？
企业家顶峰喜悦表现的强度，持续时间和阶段对资金表现的影响
在筹款期间表现出积极的情绪（例如，喜悦）是否有助于企业家获得更多的财务支持？
过去的研究对该问题的回答主要是将情感展示视为静态的并关注展示的情感的整体或平均水平。
然而，情感展示在时间上是动态的，并且在某些时刻或阶段比其他时刻更显著。
借助完形特征和事件系统理论，本文采用一种动态的方法来检验企业家表现出喜悦的“顶峰”时刻——具体而言，即在路演的不同阶段，顶峰喜悦的强度和持续时间。
本文使用最新的面部表情分析技术分析了1,460个路演视频中超过800万帧的数据。
分析结果揭示了在路演中表现顶峰喜悦的好处，尤其是在路演的开始和结束阶段。
此外，企业家表达顶峰喜悦的时长与资金绩效呈倒U型关系。
这项研究不仅强调了在人际关系中研究情绪时间动态的重要性，而且强调了面部表情分析在理解复杂管理现象方面所提供的独特研究机会。
Does displaying positive emotions (e.g., joy) during a funding pitch help an entrepreneur gain more financial support? Past research has approached this question mostly by treating emotional displays as static and focusing on the overall or average levels of displayed emotions. However, emotional displays are temporally dynamic and more salient in some moments or phases than others. Drawing from gestalt characteristics and event system theories, we take adynamic approach to examine the “peak” moments of entrepreneurs’ displayed joy—specifically, the strength and duration of peak displayed joy during different phases of a pitch. We analyzed data from over eight million frames in1,460 pitch videos, using the latest facial expression analysis technology. The findings unveil the benefit of pitching with a greater level of peak displayed joy, especially during the beginning and ending phases of a pitch. Moreover, the amount of time an entrepreneur spends at the peak level of his or her displayed joy has an inverted U-shaped relationship with funding performance. This research highlights not only the importance of investigating emotion temporal dynamics in the interpersonal context, but also the unique research opportunities provided by facial expression analyses in understanding complex management phenomena.
参考文献：
Jiang, L., Yin, D., & Liu, D. (2019). Can Joy Buy You Money? The Impact of the Strength, Duration, and Phases of an Entrepreneur’s Peak Displayed Joy on Funding Performance. Academy of Management Journal, 62(6), 1848–1871. https://doi.org/10.5465/amj.2017.1423
9. 您看不到的内容可能会伤害您：
意识提示可以勾勒间接竞争对手
意识-动机-能力（AMC）框架为公司意识到竞争对手提供了指示，但是对于描述尚未成为竞争对手但有可能成为竞争对手的公司提供的指导有限。
由于竞争对手嵌入到二元，三元，四元组等中，因此多层次视角可以揭示出指定敌意轮廓的意识线索，并使意识具有预见性。
通过研究10年中数千的竞争经历，我们发现，在公司层面及二元层面上，多元化和不对称压力（面对竞争承受的不同层面的压力）是预测竞争经历的可靠线索。
在网络层次上，融合推动了三方遭遇（与竞争对手的竞争对手竞争），间接竞争对手之间的分隔程度决定了敌对行为的外部界限。
具体来说，直接竞争对手和二，三级间接竞争对手有意识，而远端玩家则没有。
意识和敌对性轮廓共同描绘了概念范围，在此范围内意识是有预见性的，超越该范围则是错误的。
挑战几个假设后，本文的研究表明，竞技场的观点有助于预测跨行业竞争。
为了更好地预测竞争，建议应用公司，二元和网络层次的分析；
并且间接竞争对手是“可分析的”，使我们甚至可以在竞争对手打击我们之前发现他们。
The awareness–motivation–capability (AMC) framework instructs firms to be aware of rivals, yet it offers limited guidance on how to profile those who are not yet rivals but stand to become so. Because rivals are embedded in dyads, triads, retransmit., a multilevel view can unearth awareness cues that specify a hostility profile and make the awareness construct prescient. Studying thousands of competitive encounters over 10 years, we show that, at the firm and dyad levels, diversification and asymmetric pressure (differential exposure to competitive pressure) are reliable cues predicting competitive encounters. At the network level, convergence drives triadic encounters (competition with arrival’s rival), and the degree of separation among indirect competitors defines the outer bounds of the hostility profile. Specifically, direct rivals and second- and third-degree indirect competitors merit awareness—more distal players do not. Together, the awareness cues and hostility profile delineate the conceptual bound within which awareness is prescient and beyond which it is misplaced. Challenging several assumptions, our study shows that an arena view assists in predicting cross-industry competition; applying firm, dyad, and network levels of analysis is advisable to better foresee competition; and indirect competitors are “profitable,” allowing us to “see” rivals even before they strike.
参考文献：
Downing, S. T., Kang, J.-S., & Markman, G. D. (2019). What You Don’t See Can Hurt You: Awareness Cues to Profile Indirect Competitors. Academy of Management Journal, 62(6), 1872–1900. https://doi.org/10.5465/amj.2018.0048
10. 从动作到路径再到模式化：
模式化程序的动态理论
本文提出了一种通过路径概念（按时间顺序排列执行工作中的动作或事件）理解和理论化“组织例程的动态性”的新方法。
从实证和理论上来看，路径联系了特定动作和动作模式。
当例行程序被描述为叙事网络时，追踪动作路径的形成和消失可以产生有关程序表现中动作动态模式的新见解。
本文使用来自视频游戏开发项目的纵向数据跟踪了动作路径，发现动作模式会根据项目的需求随时间而发生巨大变化。
本文使用通用机制解释了这些变化，这些通用机制导致叙事网络中更多（或更少）路径的制定。
本文提出可以将模式化视为常规动力学的新动力，并讨论通过模式影响叙事网络结构的通用机制。
This paper demonstrates a new way of seeing and theorizing about the dynamics of organizational routines through the concept of paths—time-ordered sequences of actions or events in performing work. Empirically and conceptually, paths provide the missing link between specific actions and patterns of action. When routines are represented as a narrative network, tracing the formation and dissolution of action paths can generate new insights about the dynamic patterning of actions in routine performances. We traced action paths using longitudinal field data from a videogame development project, and found that action patterns change dramatically over time based on the needs of the project. We explain these changes in terms of generic mechanisms that lead to the enactment of more (or fewer) paths in the narrative network. We propose that patterning can be seen as a new motor of routine dynamics and discuss generic mechanisms through which patterning can influence narrative network structure.
参考文献：
Goh, K. T., & Pentland, B. T. (2019). From Actions to Paths to Patterning: Toward a Dynamic Theory of Patterning in Routines. Academy of Management Journal, 62(6), 1901–1929. https://doi.org/10.5465/amj.2018.0042
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11. 构建遥远的未来：
从地球工程中获取的想象
本文将“遥远的未来”这一概念视为通过集体努力看待未来的新方式。
“不久的将来”用实际的术语表示，并与不确定条件下的期望和目标有关，而“遥远的未来”用风格化的术语表示，并与在模棱两可的条件下想象的可能性有关。
已有的关于未来导向行动的管理研究关注的是“不久的将来”会产生的问题。
为了探索“遥远的将来”，本文分析了地球工程的案例（即一组行星尺度的技术，进而提出解决气候变化威胁的方案）。
尽管持续存在争议并且没有任何实施方案，但地球工程越来越被视为现实。
本文发现，建立在根深蒂固的道德基础和宇宙学基础上的社会层面的虚构思想为地球工程学的概念提供了支撑，而调和对立虚构思想的辩证性尝试则增加了地球工程学的具体性和可信度，因此人们逐渐将其视为一个“假设”的现实。
本文认为“遥远的未来”以独特的方式来指导集体努力，不是作为具体的行动指南，而是通过表达批判和替代性，将其视为“假设”的现实。
We develop the concept of the distant future as a new way of seeing the future in collective efforts. While a near future is represented in practical terms and concerned with forming expectations and goals under conditions of uncertainty, a distant future is represented in stylized terms and concerned with imagining possibilities under conditions of ambiguity. Management research on future-oriented action has developed around problems of the near future. To explore distant futures, we analyze the case of geoengineering, a set of planetary-scale technologies that have been proposed as solutions to the threat of climate change. Geoengineering has increasingly been treated as if it were a reality, despite continued controversy and the absence of any implementation. We find that societal-level imaginaries that were built on deeply held molasses and cosmologies underpinned the conception of geoengineering, and that a dialectic process of discursive attempts to reconcile oppositional imaginaries increased the concreteness and credibility of geoengineering so that it has increasingly been treated as an “as-if” reality. We suggest that distant futures orient collective efforts in distinctive ways, not as concrete guides for action but by expressing critiques and alternatives, that can become treated as as-if realities.
参考文献：
