An organization’s senior leaders, given their positions at the apex of power within the organization, shape its vision, strategies, organizational design, and culture. Yet the research on diversity has not sufficiently held them to account for the dynamics of demographic diversity and inclusion within their organizations and for producing performance benefits from diversity. This paper proposes that a fuller understanding of diversity and inclusion requires a focus on senior leaders’ roles in diversity leadership. Specifically, drawing on strategic leadership theory, it proposes a framework for strategic diversity leadership that focuses on the role of senior leaders in shaping the meaning of diversity in their organizations. It proposes that how senior leaders envision diversity within their organizations and symbolize its value in their communications and actions affects the extent and nature of diversity and inclusion, and through them a range of benefits to organizational performance. It also discusses potential antecedents affecting strategic diversity leadership and calls for the development of a theory of strategic diversity leadership.
参考文献：Martins, L. L. (2020). “Strategic Diversity Leadership: The Role of Senior Leaders in Delivering the Diversity Dividend". Journal of Management. 46(7):1191-1204.
As the world struggles to deal with the COVID-19 pandemic, the stark inequalities in our societies have been laid bare, and the interplay between organizations and societies has also become evident yet again. This crisis underscores the need for management scholars to take a societal turn and examine how organizational practices interact with societal economic inequality. To illustrate this approach, we discuss organizational practices—corporate social responsibility, work design, recruitment and selection, and compensation management—that can contribute to the normalization, reinforcement, and reduction of economic inequalities in society. We conclude by calling on scholars of inequality, as well as of broader management research, to take a societal turn to enhance the relevance and impact of management research.
参考文献：Bapuji, H. et al. (2020). “Corona Crisis and Inequality: Why Management Research Needs a Societal Turn". Journal of Management. 46(7): 1205–1222.
The Business Roundtable, a large group of top CEOs, recently issued a statement defining the purpose of the corporation in stakeholder terms, a direct and intended reversal from an earlier statement that defined the duty of directors as serving the interests of stockholders. In this editorial, we briefly describe the major twists and turns in the stockholders-versus-stakeholders debate that make this statement so significant to management theory and practice. We then describe the implications of the statement for scholars and practicing managers. We end with a description of three specific research topics that require more research in light of this statement: firm boundaries, the nature of value creation systems, and theory regarding the destruction of stakeholder value.
参考文献：Harrison, J. S., et al. (2019). “On the 2019 Business Roundtable “Statement on the Purpose of a Corporation". Journal of Management. 46(7): 1223-1237.
The science of organizations increases its credibility when it embraces research with an explicit focus on robustness and reliability. This special issue of curated commentaries recommends and illustrates how to incorporate robust and reliable research practices in organizational research. Together, these commentaries help researchers make contributions to improving every step of the research trajectory—theory development, methodology, and the process of quality control through peer review.
参考文献：Lee, G. K. and Wang, M. (2020). “Embracing Robustness and Reliability in the Science of Organizations". Journal of Management. 46(7): 1238-1243.
I highlight why taking causal identification seriously is important for the study of strategy and organizations. Nevertheless, the nature of the questions that are central to our field and the nature of the data we have to answer these questions complicates doing so. Because of this, I suggest that we explicitly consider identification as an issue that can be addressed only through a cumulative body of empirical research. I outline current research norms and practices that impede adopting this approach and recommend a set of actions to help overcome these norms and practices.
参考文献：Shaver, J. M. “Causal Identification Through a Cumulative Body of Research in the Study of Strategy and Organizations". Journal of Management. 46(7): 1244–1256.
With the advent of computing technologies, researchers across social science fields are using increasingly complex methods to collect, process, and analyze data in pursuit of scientific evidence. Given the complexity of research methods used, it is important to ensure that the research findings produced by a study are robust instead of being affected significantly by uncertainties associated with the design or implementation of the study. The field of metascience—the use of scientific methodology to study science itself—has examined various aspects of this robustness requirement for research that uses conventional designed studies (e.g., surveys, laboratory experiments) to collect data. Largely missing, however, are efforts to examine the robustness of empirical research using “organic data,” namely, data that are generated without any explicit research design elements and are continuously documented by digital devices (e.g., video captured by ubiquitous sensing devices; content and social interactions extracted from social networking sites, Twitter feeds, and click streams). Given the growing popularity of using organic data in management research, it is essential to understand issues concerning the usage and processing of organic data that may affect the robustness of research findings. This commentary first provides an overview of commonly present issues that threaten the validity of inferences drawn from empirical studies using organic data. This is followed by a discussion on some key considerations and suggestions for making organic data a robust and integral part of future research endeavors in management.
参考文献：Xu, H. et al. (2019). “Validity Concerns in Research Using Organic Data". Journal of Management. 46(7): 1257–1274.
Commonly reported statistics, such as the t value and p value, contain useful information about the cumulative probability of finding statistical significance based on the properties of the sample being analyzed. Unfortunately, converting t values and p values into this form of information is not intuitive and is often done incorrectly. We show how the bootstrap can provide a way to understand the cumulative probability of finding significance based on the characteristics of a specific sample and the statistical model being used. We also provide a simple way to estimate this probability from t values without having to rely on the bootstrap. Reporting sample-based probabilities can help promote robust and reliable research by conveying appropriate levels of uncertainty into discussions of results. We provide recommendations to authors, editors, reviewers, readers, and educators to help counter origination bias (i.e., how much a single-study finding should be viewed as solid or sacred) and other biases tied to misunderstanding the variability inherent associated with reporting “statistically significant” findings.
参考文献：Bliese, P. D. and Wang, M. “Results Provide Information About Cumulative Probabilities of Finding Significance: Let’s Report This Information". Journal of Management. 46(7): 1275–1288.
The aim of this commentary is to show how the use of formal models—both closed form and computational—can improve theory development and theory testing in organization theory. I also provide practical suggestions (aimed at PhD students and researchers considering developing a formal model) for dealing with challenges in developing and writing a formal modeling paper. By uncovering how formal models contribute to organization theory and presenting the constraints that formal modeling papers are subject to, this commentary can also help consumers of modeling papers to extract more value from this research method.
参考文献：Csaszar, F. A. "Certum Quod Factum: How Formal Models Contribute to the Theoretical and Empirical Robustness of Organization Theory". Journal of Management. 46(7): 1289–1301.
