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Journal of Management Studies
Volume 57, Issue 8，November 2020
一、目录
[1].
Too Much of a Good Thing? The Boomerang Effect of Firms’ Investments on Corporate Social Responsibility during Product Recalls
Alfred Zhu Liu, Angela Xia Liu, Rui Wang, Sean Xin Xu
[2].
Toward A Temporal Theory of Faultlines and Subgroup Entrenchment
Alyson Meister, Sherry M.B. Thatcher, Jieun Park, Mark Maltarich
[3].
Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure
Hendrik J. van de Brake, Frank Walter, Floor A. Rink, Peter J. M. D. Essens, Gerben S. van der Vegt
[4].
Coupling
High Self‐Perceived Creativity and Successful Newcomer Adjustment in
Organizations: The Role of Supervisor Trust and Support for Authentic
Self‐Expression
Lucas Dufour, Massimo Maoret, Francesco Montani
[5].
When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory
Nicola Breugst, Holger Patzelt, Dean A. Shepherd
[6].
How Exhausting!? Emotion Crossover in Organizational Social Networks
Thomas J. Zagenczyk, E. Erin Powell, Kristin L. Scott
[7].
Performative Achievement of Routine Recognizability: An Analysis of Order Taking Routines at Sushi Bars
Yutaka Yamauchi, Takeshi Hiramoto
[8].
Untangling
the Integration–Performance Link: Levels of Integration and Functional
Integration Strategies in Post‐Acquisition Integration
Tian Wei, Jeremy Clegg
[9].
Internal Resource Allocation and External Alliance Activity of Diversified Firms
Joseph J. Cabral, Chaoqun Deng, M. V. Shyam Kumar
[10].
Undoing Gender in Academia: Personal Reflections on Equal Opportunity Schemes
Susanne Täuber
COVID‐19 Commentaries
[11].
Introduction to the COVID‐19 Commentaries
Daniel Muzio, Jonathan P. Doh
[12].
Covid‐19 and the Future of Family Business Research
Alfredo De Massis, Emanuela Rondi
[13].
The Implications of COVID‐19 for Nonmarket Strategy Research
Thomas C. Lawton, Sinziana Dorobantu, Tazeeb S. Rajwani, Pei Sun
[14].
Organizational Culture and COVID‐19
André Spicer
[15].
Movements, Societal Crisis, and Organizational Theory
Brayden G King, Edward J. Carberry
[16].
Lessons from the Losing: Implications of the COVID‐19 Pandemic for Organizational Diversity Scholarship and Practice
Derek R. Avery
[17].
COVID 19 and Entrepreneurship: Time to Pivot?
Dean A. Shepherd
[18].
What has changed? The Impact of Covid Pandemic on the Technology and Innovation Management Research Agenda
Gerard George, Karim R. Lakhani, Phanish Puranam
[19].
Learning Theory: The Pandemic Research Challenge
Henrich R. Greve
[20].
Identity and Identification During and After the Pandemic: How Might COVID‐19 Change the Research Questions we Ask?
Blake E. Ashforth
[21].
Implications of the COVID‐19 Pandemic for Gender Equity Issues at Work
Frances J. Milliken, Madeline K. Kneeland, Elinor Flynn
[22].
Global Value Chains in the Post‐COVID World: Governance for Reliability
Liena Kano, Chang Hoon Oh
二、题目、作者、作者单位、关键词
1 Too Much of a Good Thing? The Boomerang Effect of Firms
’
Investments on Corporate Social Responsibility during Product Recalls
Alfred Zhu Liu
University at Albany, SUNY
Angela Xia Liu
Belk College of Business, UNC Charlotte, Charlotte, NC 28223
Rui Wang
Guanghua School of Management, Peking University, Beijing, 100871, China
Sean Xin Xu
Tsinghua University
https://doi.org/10.1111/joms.12525
Abstract
：
Prior research shows that a good record of corporate social responsibility (CSR) has an insurance
‐
like
effect on shareholder value in negative events. We posit and provide
empirical evidence that excessive CSR activities can also cause a
boomerang effect during negative events. In the setting of product
recalls, we show that overinvestment in CSR has a boomerang effect on
shareholder value when a company with excessive CSR activities announces
a recall. Further analysis shows that the boomerang effect is
exacerbated when institutional ownership is low or when customer
awareness is high. Our study adds to the literature new insights on how
CSR affects shareholder value during a reputation crisis.
2 Toward A Temporal Theory of Faultlines and Subgroup Entrenchment
Alyson Meister
Alyson Meister, IMD Business School, Chemin de Bellerive 23, Box 915, 1003 Lausanne, Switzerland
Sherry M.B. Thatcher
University of South Carolina
Jieun Park
Drake University
Mark Maltarich
University of South Carolina
https://doi.org/10.1111/joms.12538
Abstract
：
A
wealth of scholarship shows that faultlines drive important outcomes
for groups. However, despite mounting calls for incorporating time in
the group literature, our understanding of faultlines is bound by
assumptions that constrain our ability to incorporate the crucial role
of time as it relates to faultlines and their effects. Drawing together
guidance for exploring temporal phenomena, with the faultline and group
literatures, we embark on an understanding of the temporal nature of
faultlines. We distinguish faultlines from specific subgroup
configurations by introducing the concept of subgroup entrenchment
–
the agreement among group members about the existence and composition of strong and stable subgroups. We highlight how a group
’
s
history influences its current and future experience of faultlines and
subgroups, by exploring concepts such as duration, temporal alignment,
and sequencing patterns. Our theory highlights how the dynamic features
of multiple faultlines can influence subgroup entrenchment at any point
in time.
3 Benefits and Disadvantages of Individuals
’
Multiple Team Membership: The Moderating Role of Organizational Tenure
University of Groningen
Copenhagen Business School
Frank Walter
Justus Liebig University Giessen
Floor A. Rink
University of Groningen
Peter J. M. D. Essens
University of Groningen
Gerben S. van der Vegt
University of Groningen
doi.org/10.1111/joms.12539
Abstract
：
Many employees in today
’
s organizations are involved in more than one team at the same time. Building on the challenge
‐
hindrance
stressor framework, this study investigates potential benefits and
disadvantages of such multiple team membership (MTM) for individual
employees. Furthermore, we extend this framework with insights from the
job demands
‐
resources model to propose that, depending on an employee
’
s
organizational tenure, individual MTM will differentially shape his or
her perceptions of work challenge and role ambiguity, subsequently
influencing the employee
’
s job performance and absenteeism. We tested our conceptual model using time
‐
lagged multi
‐
source
data from a large organization of applied research (N = 1211). Our
results demonstrate that, for employees with relatively low
organizational tenure, MTM was negatively associated with perceived work
challenge and positively associated with perceived role ambiguity,
which in turn associated with lower job performance and higher
absenteeism. For employees with higher organizational tenure, by
contrast, MTM associated positively with their work challenge
perceptions and subsequent performance outcomes, whereas MTM was
unrelated to perceived role ambiguity as well as absenteeism. These
findings identify relevant psychological mechanisms and a key
contingency factor that explain when and why MTM may have positive or
negative individual
‐
level consequences.
Keywords:
ReligionROACorporate governanceBuddhism
4 Coupling High Self
‐
Perceived
Creativity and Successful Newcomer Adjustment in Organizations: The
Role of Supervisor Trust and Support for Authentic Self
‐
Expression
Lucas Dufour
University of Toronto
Massimo Maoret
IESE Business School
Francesco Montani
International University of Monaco
doi.org/10.1111/joms.12547
Abstract
：
This study addresses how supervisors can facilitate the socialization of newcomers with high self
‐
perceived creativity into their new jobs. We combine self
‐
verification theory and current literature on socialization in a dual
‐
stage moderated mediation model where a) newcomer self
‐
perceived
creativity interacts with supervisor trust in the newcomer to trigger
supervisor perception of newcomer creativity; and b) supervisor
perception of newcomer creativity, in turn, interacts with supervisor
support for newcomer authentic self
‐
expression to impact newcomer adjustment outcomes (i.e., task performance, job satisfaction, and stress symptoms). A two
‐
wave, multisource study of 146 newcomer
–
supervisor
dyads provides support for our predictions, suggesting that high levels
of supervisor trust and support for authentic self
‐
expression
serve as moderating conditions allowing supervisor perception of
newcomer creativity to positively mediate the relationship between
newcomer self
‐
perceived creativity and newcomer adjustment.
5 When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory
Nicola Breugst
Technical University of Munich
Holger Patzelt
Technical University of Munich
Dean A. Shepherd
University of Notre Dame
doi.org/10.1111/joms.12546
Abstract
：
Consistent
with social motivation theory, prior research on managerial motivation
suggests that effort is contagious across management team members. In
this study, we draw on belongingness theory to develop a model on
important boundary conditions to social motivation theory in the
management team context. The model predicts that new venture managers
react to their teammates
’
higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat
–
namely, low venture performance and high environmental hostility
–
but
that effort is less contagious when managers face little threat. We
test our model with a sample of 103 new venture managers nested in 51
management teams in a longitudinal setting capturing managerial effort
over 26 weeks. While we do not find a direct relationship between
teammates
’
effort and a new venture manager
’
s
subsequent effort, we find support for the crucial role of threat in
triggering the contagion of managerial effort. We discuss the
contributions of our study for research on management teams, performance
feedback, and entrepreneurial effort in new ventures.
6 How Exhausting!? Emotion Crossover in Organizational Social Networks
Thomas J. Zagenczyk
Clemson University
E. Erin Powell
North Carolina State University
Kristin L. Scott
Clemson University
doi.org/10.1111/joms.12557
Abstract
：
Does emotional exhaustion cross over between employees? Departing from the traditional within
‐
person
view, we draw on the crossover model to argue and test an interpersonal
model of emotional exhaustion. We conducted a sociocentric social
network study in a U.S. construction company and found that employees
had similar levels of emotional exhaustion to co
‐
workers
with whom they had interaction and advice ties and structurally
equivalent network positions, but that they did not have similar
emotional exhaustion to friends or supervisors. We advance scholarly
understanding of emotion crossover by theorizing and simultaneously
testing important organizationally structured patterns of interaction
and transfer previously unexamined, examined only in isolation or
examined in a piecemeal manner. Our results highlight the importance of
exploring the influence of structural and relational patterns embedded
in the organization
’
s
formal and informal structures and provide a theoretical and
methodological platform to advance our understanding of crossover,
emotional contagion and important outcomes at work.
7 Performative Achievement of Routine Recognizability: An Analysis of Order Taking Routines at Sushi Bars
Yutaka Yamauchi
Kyoto University
Takeshi Hiramoto
Kyoto Prefectural University
doi.org/10.1111/joms.12555
Abstract
：
The
concept of performativity, a central theme in routine dynamics
research, suggests that a routine does not first exist as a recognizable
phenomenon, and then actions are taken subsequently. On the contrary,
actions themselves need to achieve the recognizability of the routine.
This paper revisits recognizability in light of routine interdependence
and materiality. Focusing on order taking routines at sushi bars, the
analysis reveals that participants constantly achieve the beginning of a
routine performance by drawing on performances of other routines and
materiality, both of which are seemingly unrelated to the focal routine.
Prior to routine initiation, much material and embodied work is
conducted in order to make the routine recognizable. Once initiated, the
routine performance makes subtle use of materiality, allowing
participants to engage in a seemingly unrelated routine while they
remain subordinately attentive to the focal routine. While a routine
appears to exist on its own once it is recognized, the achievement of
this recognition relies largely on factors that are not part of the
routine.
8 Untangling the Integration
–
Performance Link: Levels of Integration and Functional Integration Strategies in Post
‐
Acquisition Integration
Tian Wei
Fudan University
Jeremy Clegg
University of Leeds
doi.org/10.1111/joms.12571
Abstract
：
The integration
–
performance link created during post
‐
acquisition
integration has defied satisfactory theoretical explanation. To address
this gap, we conduct a functional analysis to explore the
intermediating mechanisms between the level of integration
–
which represents the extent of the target firm
’
s integration with the acquirer
–
and acquisition performance. We use six in
‐
depth
acquisition case studies in the medical technology industry to develop
an integrated model with which to untangle the integration
–
performance
link. First, our model connects the level of integration to specific
functional integration strategies, which refer to the approaches
acquirers employ to manage functional resources. Second, we identify
value creation and value leakage as the two routes through which
functional integration strategies impact acquisition performance.
Finally, we propose two qualitative measures of acquisition performance: value gap and time delay. Our study suggests that a functional analysis of the integration
–
performance link may help resolve long
‐
standing conflicts within the literature.
Keywords:Religion；ROA；Corporate governance；Buddhism
9 Internal Resource Allocation and External Alliance Activity of Diversified Firms
Joseph J. Cabral
Louisiana State University
Chaoqun Deng
Baruch College, CUNY
M. V. Shyam Kumar
Rensselaer Polytechnic Institute
doi.org/10.1111/joms.12570
Abstract
：
Prior
research suggests that diversified firms are often unable to match
resources to the market needs and opportunities of their divisions due
to factors such as influence activities. In this research, we propose
that when such internal inefficiencies arise, diversified firms may form
alliances to access resources externally to support their divisions in
their industries and operations. Using a sample of US firms between 1997
and 2006, we find that, on average, diversified firms form more
alliances within industries that they currently operate in when compared
to single business firms. The alliancing activity in related industries
increases when businesses with diverse growth opportunities exist
within the same firm, and it decreases with the intensity of internal
control and coordination mechanisms. Our study suggests a link between
internal resource allocation processes and external alliancing activity,
while highlighting that alliances may play an important role in how
diversified firms manage the inefficiencies that arise within their
boundaries.
10 Undoing Gender in Academia: Personal Reflections on Equal Opportunity Schemes
Susanne Täuber
University of Groningen
doi.org/10.1111/joms.12516
Abstract
：
I
have always considered myself privileged to be working for my
university, an institution bustling with innovativeness and committed to
gender equality and diversity. The past years strained this feeling of
privilege as I grew aware of the immense discrepancy between the
university
’
s
gender equality policy on paper, and my actual experiences at work.
This discrepancy is not a purely subjective experience, as countless
reports and figures show. But being a fellow of an equal opportunity
program, the prestigious EU
‐
funded
Rosalind Franklin Fellowship program (RFF) of the University of
Groningen, I think that sharing my subjective experiences might offer
some surprising answers to the question of why strong commitment to
gender equality does not necessarily translate into the expected
progress. In particular, while the RFF scheme was specifically designed
to close the gender gap at all career stages by facilitating the flow
‐
through
of women to the higher functions in the university, I came to believe
that initiatives deliberately set up to promote gender equality might
inadvertently work against women. In my years as a fellow, I have
experienced and observed a number of mechanisms that work particularly
to the disadvantage of women academics in the equal opportunity scheme.
Many of those mechanisms seem negligible in isolation, but accumulate to
form substantial disadvantages over time. Intriguingly, rather than
simply being unsuccessful in combatting these mechanisms, the RFF scheme
seems to actually cause or reinforce them. My experiences of unintended
backlash of equal opportunity schemes revolve around three key issues.
First, they are designed in ways that inadvertently facilitate the
structural discrimination they purportedly seek to challenge and
moderate. Second, equal opportunity schemes can be seen as undermining
meritocratic principles, thereby lending legitimization to senior (male)
academics
’
active reduction of any perceived or real benefits of the schemes. Third, the common top
‐
down practice of imposing diversity on organizations hurts both the minority and the majority group.
11 Introduction to the COVID
‐
19 Commentaries
Daniel Muzio
University of York
Jonathan P. Doh
Villanova University
doi.org/10.1111/joms.12635
Abstract
：
The COVID
‐
19 pandemic confronted the world with a rapid, unexpected and far
‐
reaching
global crisis. While it began as a healthcare emergency, it very
rapidly became clear that the pandemic would have unprecedented
political, economic and social consequences. While both the healthcare
crisis and its broader consequences are still unfolding, it is becoming
obvious that many countries will be faced with unprecedented economic
recessions, leading to business failures, mass unemployment, rising debt
levels and placing additional strain on political, economic and civic
institutions. Furthermore, COVID
‐
19
is affecting existing businesses, their strategies, processes and
practices as supply chains are disrupted, operations are shifted online
and increasingly costly regulations are implemented often at very short
notice. More dramatically, the pandemic is undermining the profitability
and even the viability of entire sectors, including travel and tourism,
higher education, hospitality and the performing arts. Of course not
all sectors have been equally affected; some, such as those with
existing online channels like some retailers, have found it relatively
easy to rebalance towards that side of their operations. Others like
professional services firms have managed to adjust to home working
practices. Some sectors such as couriers, video
‐
conferencing solution providers and streaming platforms have even benefited from the pandemic.
What is clear is that whatever
‘
new normal
’
emerges from the pandemic, many established assumptions, concepts and practices in management studies and its many sub
‐
disciplines
will require revisiting and rethinking. Further, the current crisis and
responses to it may generate entirely new research questions and
directions while displacing or redirecting established ones. In this
forum, we seek to help set the agenda for post
‐
COVID
management research by bringing together a number of world leading
academics to share their thoughts on what the pandemic may mean for a
specific topic or disciplinary focus. Examples include: international
business, entrepreneurship, global supply chains, strategy, employment
relations, organizational culture, team work, and social networks to
name a few. The effects of the pandemic are of course ongoing and
unpredictable and while there may be disagreement in terms of its impact
on a particular area, we believe that the ideas and suggestions in this
collection represent an important contribution and source of
inspiration for academics working in these areas. Over the years to
come, we look forward to colleagues addressing the many questions posed
in this forum.
12 Covid
‐
19 and the Future of Family Business Research
Alfredo De Massis
Free University of Bozen
‐
Bolzano
Emanuela Rondi
Free University of Bozen
‐
Bolzano
doi.org/10.1111/joms.12632
Abstract
：
The world is witnessing dramatic changes brought about by Covid
‐
19
and its aftermath, with significant implications for the management of
organizations, and hence, management studies. We argue that the pandemic
and its social and economic reverberations are triggering particularly
salient challenges for family businesses (FBs)
–
the most ubiquitous form of business organization in any world economy
–
that
call into question some fundamental assumptions at the core of FB
research. We identify five assumptions in the field that are challenged
by Covid
‐
19
and its aftermath, articulate a scholarly agenda and propose urgent
research questions that contribute to redirecting and advancing the
study of FBs.
13 The Implications of COVID
‐
19 for Nonmarket Strategy Research
Thomas C. Lawton
University College Cork
Sinziana Dorobantu
New York University
Tazeeb S. Rajwani
University of Surrey
Pei Sun
University of Manchester
doi.org/10.1111/joms.12627
Abstract
：
The COVID
‐
19
virus ignited social and economic turmoil around the world. Not since
the Spanish Flu of 1918 had we seen a pandemic of such scale and
severity. The resultant global transformation of industries, supply
chains, work, communication, and institutional frameworks suggests we
are entering a period of non
‐
ergodic
change, in which the future cannot be extrapolated from the past
(North, 1999). This means that we do not know the probability
distribution or the outcomes from the virus. So, we must find a way to
coexist and build our resilience. Moreover, although pandemics cause
short
‐
term fear and disruption, they can also initiate long
‐
term change for economies and societies. Thus, we suggest that although COVID
‐
19
challenges the foundations of modern business and management, it
reinforces the core assumptions of nonmarket strategy research. In
particular
–
and especially during times of crisis and uncertainty
–
competitive
advantage is predicated on proactive political and social awareness and
engagement, aligned with strategic business objectives.
14 Organizational Culture and COVID
‐
19
Andr
é
Spicer
The Business School, City, University of London
doi.org/10.1111/joms.12625
Abstract
：
COVID
‐
19
and the large scale social and economic shock which it bought has
already profoundly transformed organisational cultures. Well known
symbols of organisational life such as open plan workplaces filled with
people wearing suits have been replaced by Perspex screens and personal
protective equipment. Rituals such as water cooler chat have been
replaced with zoom calls. The underlying values and assumptions of many
organisations seem to have shifted from exploration and creativity
towards safety and resilience. This profound change represents a major
challenge for managers (Kniffin et al., 2020). They are asking
themselves how they can build a company culture when everyone is working
from home (Howard
‐
Greenville,
2020). But it also represents a significant opportunity for researchers
to investigate how such a large scale transition in society unsettles
organisational culture and how those cultures might adapt.
15 Movements, Societal Crisis, and Organizational Theory
Brayden G King
Northwestern University
Edward J. Carberry
University of Massachusetts Boston
doi.org/10.1111/joms.12624
Abstract
：
Public health crises test the robustness of institutions, and the current COVID
‐
19
pandemic is no exception. The spread of the virus and subsequent
hospitalizations and deaths have laid bare the fragility of governments
’
capacities
to protect their citizens, and it has strained otherwise normally
functioning institutions like higher education. The pandemic has exposed
dramatic economic and racial inequalities, especially in countries
without strong welfare infrastructure. Grievances that were once
contained by relatively prosperous times are now raging on the surface.
The Black Lives Matter protests that emerged throughout the world during
the pandemic may be about enduring problems with racism, but their
timing is clearly connected to citizens
’
frustrations with institutions they are supposed to trust, but that have undeniably failed them during a time of public crisis.
16 Lessons from the Losing: Implications of the COVID
‐
19 Pandemic for Organizational Diversity Scholarship and Practice
Derek R. Avery
University of Houston
doi.org/10.1111/joms.12630
Abstract
：
Organizational
profitability and survival are often contingent on the ability to
respond to crises effectively (Pearson and Clair, 1998). In this essay, I
contend that considering the impact of country composition and culture
during the COVID
‐
19
pandemic can enhance our comprehension of the role of diversity during
duress. When crises occur, demographic differences tend to be especially
salient, as individuals become more attentive to protecting the
perceived interests of the in
‐
group,
often at the expense of outgroups (King et al., 2010; Krosch et al.,
2017). This suggests that more diverse countries may be experiencing
more difficulty managing the COVID
‐
19
pandemic than more homogenous countries. Moreover, we know that
diversity tends to correspond with higher collective performance when
differences are embraced and supported and lower collective performance
when diversity is unsupported (e.g., Gonzalez and DeNisi, 2009), at
least in part because providing equal opportunity and promoting
inclusion increases tolerance for the uncertainty that often accompanies
demographic differences (Guillaume et al., 2017). Extrapolating this to
the country level suggests that a country
’
s
diversity should correspond in more infections and deaths during a
pandemic when its citizens are less tolerant of uncertainty (higher
uncertainty avoidance).
17 COVID 19 and Entrepreneurship: Time to Pivot?
Dean A. Shepherd
Mendoza College of Business, University of Notre Dame
doi.org/10.1111/joms.12633
Abstract
：
I
thank JMS for this invitation to explore how COVID 19, and its
aftermath, leads us to question some of the fundamental assumptions of
entrepreneurship research. In this dialogue, I highlight five
fundamental assumptions of the field that are challenged by COVID 19
that may require a research pivot, that is, that may require a change in
research direction on specific topics.
18 What has changed? The Impact of Covid Pandemic on the Technology and Innovation Management Research Agenda
Gerard George
Singapore Management University
Karim R. Lakhani
Harvard University
Phanish Puranam
INSEAD
doi.org/10.1111/joms.12634
Abstract
：
Whereas
the pandemic has tested the agility and resilience of organizations, it
forces a deeper look at the assumptions underlying theoretical
frameworks that guide managerial decisions and organizational practices.
In this commentary, we explore the impact of the Covid
‐
19
pandemic on technology and innovation management research. We identify
key assumptions, and then, discuss how new areas of investigation emerge
based on the changed reality.
19 Learning Theory: The Pandemic Research Challenge
Henrich R. Greve
INSEAD
doi.org/10.1111/joms.12631
Abstract
：
Organizational
learning theory examines how organizations change routine behaviours as
a function of their goals and experience (Levitt and March, 1988).
Research built on learning theory has assembled much evidence on how
organizations adapt to their environments (e.g., Gavetti et al., 2012).
Learning acts both as an underlying assumption in other theories and as a
theory on its own, and is used in organizational theory, strategy, and
entrepreneurship. This foundational role means that a reassessment of
learning theory is consequential for the wider field of management, not
just for scholars specialized in learning theory.
The Covid
‐
19 pandemic poses challenges to four branches of learning theory
–
organizational routines, performance feedback, vicarious learning, and coalitions
–
and
this commentary explains how each challenge could inspire new research
in this area. One may argue that pandemics are rare and unworthy of
special attention, but this would be wrong in two ways. First, pandemics
are not rare. Spanish Flu killed more than 40 million 100 years ago,
HIV/AIDS killed 35 million in 40 years, and Ebola, SARS, and MERS are
recent pandemics that suddenly halted. Research on each one is important
because pandemics cause fundamental changes to organizations and
communities, with effects seen decades later (Rao and Greve, 2018).
Second, pandemics reveal assumptions behind our theoretical mechanisms
that we rarely question, allowing creation of new theory and integration
of new evidence. We should therefore examine this pandemic for its
theoretical importance and substantive impact.
20 Identity and Identification During and After the Pandemic: How Might COVID
‐
19 Change the Research Questions we Ask?
Blake E. Ashforth
Department of Management & Entrepreneurship, W. P. Carey School of Business, Arizona State University, Tempe, AZ 85287, USA
Abstract
：
In any work context, individuals need a sense of who they are
–
what identity or identities are most salient, that is, relevant and valued
–
in order to navigate that context. COVID
‐
19 cannot erase this fundamental need. However, COVID
‐
19 is challenging how individuals are meeting this need and thereby the wisdom of scholars
’
conventional focus on the organization as the prime locus of individual
’
s work
‐
based identity. More specifically, I argue below that COVID
‐
19 is encouraging individuals to define themselves less in terms of an
‘
organizational we
’
and more as other forms of
‘
we
’
along with a personalized
‘
me
’
. Further, I argue that scholars would profit from examining how event
‐
specific
organizational responses to the pandemic (and major events in general)
affect identification with the organization, and how the pandemic and
similar events affect identification with relevant occupations.
21 Implications of the COVID
‐
19 Pandemic for Gender Equity Issues at Work
Frances J. Milliken
New York University
Madeline K. Kneeland
Cornell University
Elinor Flynn
New York University
doi.org/10.1111/joms.12628
Abstract
：
As
we write this commentary in the late summer of 2020 in the midst of the
coronavirus pandemic, we are observing a world of work (and of
unemployment) vastly different than it was six short months ago. In this
commentary, we focus on the effects the coronavirus pandemic has had,
and may continue to have, on gender equity issues in organizations and
society. In particular, we consider how the reduced frequency of face
‐
to
‐
face communication in this time period, coupled with the potential for increased work
‐
family conflict and weakened network ties, may be differentially impacting the careers of men and women.
22 Global Value Chains in the Post
‐
COVID World: Governance for Reliability
Liena Kano
University of Calgary
Chang Hoon Oh
University of Kansas
doi.org/10.1111/joms.12626
Abstract
：
The COVID
‐
19
pandemic has delivered a profound shock to global value chains (GVCs).
To date, popular and academic press has predicted significant changes in
GVC configurations due to COVID
‐
19 (FT, 2020; Panwar, 2020). It has been argued that the pandemic has illuminated pre
‐
existing
underlying fragilities of GVCs (Silverthorne, 2020), and that lead
firms are likely to respond by reshoring operations, vertically
integrating, and reducing the geographic footprint of their networks. We
agree that GVCs may undergo certain reconfigurations in the post
‐
pandemic
world, including strategic supply chain diversification (Gereffi,
2020), greater localization of production of essential supplies, and
reduction in irreversible investments abroad (Verbeke, 2020). We do not,
however, foresee long
‐
term changes to fundamental principles of GVC governance. Moreover, we argue that many changes that do occur are not pandemic
‐
specific. Rather, COVID
‐
19 has reinforced extant macro
‐
level trends and tensions already affecting GVCs, such as, for example, renewed protectionism, de
‐
Sinicization,
and digitization (Kano et al., 2020; Strange, 2020). We predict that,
while some structural changes to GVCs can indeed be expected, most
pandemic
‐
induced adjustments will take place in the realm of managerial/strategic governance.
会计前沿期刊跟踪栏目
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：
柯甜甜 西安石油大学
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