Academy of Management Discoveries

Journal Information
EISSN : 2168-1007
Published by: The Academy of Management (10.5465)
Total articles ≅ 247
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Denny Gioia
Academy of Management Discoveries;

The assumptions we have typically used to formulate our theories and conduct our research have led us to be seen as irrelevant by an audience we should want to engage. Consequently, our approach to research and writing has put us on a road to hell. I (re)consider the fundamental assumptions we make about the phenomena we study and propose an approach that will allow us to better understand the structures and processes we purport to describe and explain.
Elizabeth Rouse, Spencer Harrison
Academy of Management Discoveries;

Research at the intersection of creativity and leadership has predominantly focused on how leaders support employees’ creativity. We break new ground by examining how creative project leaders generate ideas and influence products throughout group project work. Through an inductive study of modern dance groups attempting to develop and perform new choreography, we discovered that high creative team environments did not produce the most creative products; instead, the most creative products were associated with more leader-driven contexts. We show how contexts varied in the level of creative centralization, which we define as the extent to which creative contributions and decisions converge on a focal person. Combinations of six different creative work processes—concept-focused launch, action-focused launch, leader experimentation, co-creation, additive synthesis, and evaluative synthesis—enabled the emergence of variations in creative centralization and its associated outcomes. Our findings reveal new research puzzles at the intersection of creativity, leadership, and group work, as well as how leaders manage compositional creativity over time.
, Katleen De Stobbeleir, Stijn Viaene
Academy of Management Discoveries, Volume 7, pp 367-380;

As employees cannot always readily stretch their competencies and professional identity on the job through regular job crafting, we ask the question: are there alternative ways of crafting inside organizations through which people can stretch themselves? Using grounded theory methods, we step into the shoes of federal employees active in Open Opportunities, a digital market for temporary assignments in the U.S. federal government. We find that employees use such temporary assignments to craft a liminal space in which they can explore new skills, establish new professional ties, and claim new professional identities unavailable in their full-time jobs. However, due to its visibility, this way of crafting can also generate substantial supervisory pressures resisting it. These pressures may induce an image cost, and trigger increased frustration, stress, and strain in people’s jobs. As we describe this new job crafting pattern, we pay attention to both its benefits and burdens, and the impact thereof on people’s efforts to stretch themselves at work. We discuss the theoretical and practical implications of our study and its consequences for future research on job crafting, professional identity development, and the future of work.
Charles A. O’Reilly, Jennifer A. Chatman, Bernadette Doerr
Academy of Management Discoveries, Volume 7, pp 419-450;

Research has shown that a leader’s personality can affect organizational culture. We focus on leader narcissism and examine how it affects two specific organizational culture dimensions - collaboration and integrity. In two field studies and three laboratory studies, our results reveal that people who are more narcissistic are less likely to demonstrate collaboration and integrity in their behavior, and when we examine leaders specifically, we find that those higher in narcissism prefer and lead organizational cultures that are less collaborative and place less emphasis on integrity. In our laboratory studies, we show that narcissists endorse policies and procedures that are associated with cultures with less collaboration and integrity, and that employees follow the culture in determining their own level of collaboration and integrity, suggesting that narcissistic leaders’ behavior is amplified through culture. We discuss the potentially enduring impact that narcissistic leaders have in engendering cultures lower in collaboration and integrity to enable future theory-building connecting leader personality to organizational culture.
Ronald Klingebiel, Christian Rammer
Academy of Management Discoveries, Volume 7, pp 328-342;

We use data from the European Community Innovation Survey to quantitatively explore how firms that discontinue innovation projects differ from firms that do not. Complementing prior literature centered on the option value of innovation projects, our main focus is on the firm characteristics associated with the propensity to abandon projects. In our empirical context of product innovation, firms that select out projects during development (selectors) prove to run more projects and engage in more varied activities than their counterparts (non-selectors). This likely facilitates the re-allocation of resources from discontinued projects and makes opportunity costs more salient. Selectors also organize differently. They tend to sequence resource allocation decisions, have dedicated portfolio managers, and incentivize efficient abandonment. These organization-design features likely counteract the tendency to prolong project commitments. Our discoveries lay groundwork for future inquiry into explanations of firms’ heterogeneous ability to organize innovation in uncertain market environments.
Jean M. Bartunek
Academy of Management Discoveries, Volume 7, pp 325-327;

As academics, we study others’ practices as important and meaningful. Outside accrediting agencies, websites that track the outcomes of our work and news media treat our own work as important and meaningful. However, academics rarely pay scholarly attention to our interactions with each other as sources of scholarly learning, even though we experience these as consequential for our careers and lives. I suggest the value of enhanced scholarly attention to our own practices, and as a stimulus to such scholarship I discuss two related phenomena, the news media’s attention to bullying and harassment in academia and a Facebook group entitled “Reviewer 2 must be stopped”. Both are salient in contemporary academic interactions, both are very pertinent to, and inform understanding of, dynamics that we regularly study, and neither is adequately understood conceptually. Attention to them can benefit both our research and practice.
Stephen E. Christophe, Hun Lee
Academy of Management Discoveries, Volume 7, pp 406-418;

Initial public offering (IPO) firms confront a puzzle on how to balance the need for short-term performance against the long-term performance benefits of corporate social responsibility (CSR). This puzzle arises because IPOs face immense growth expectations and the short-term market demands of shareholders while encountering a liability of newness challenge and a myriad of CSR issues that might be pursued. Consequently, we explore: (1) how they engage in CSR activities relative to industry peers, (2) whether they engage in the CSR issues that are material or immaterial for their industry, (3) what firm characteristics affect an IPO’s investment in CSR, and (4) if those CSR activities have discriminating effects associated with post-IPO corporate financial performance (CFP). Our results show that IPOs generally have lower overall CSR ratings relative to industry peers. However, that is because IPOs discriminately focus their efforts on the CSR topics that are material for their industry. Moreover, IPOs with the most net positive material CSR activities relative to industry peers also exhibit significantly positive post-IPO abnormal returns and experience fewer post-IPO stock delistings. Overall, our study shows that IPOs are strategically managing their CSR investments by emphasizing material rather than immaterial CSR issues.
Chia-Jung Tsay
Academy of Management Discoveries, Volume 7, pp 343-366;

Entrepreneurs and investors often deem substantive content to be particularly important as they evaluate the potential value of business propositions. Yet across 12 studies and 1,855 participants using live entrepreneurial pitch competitions, silent videos—but not sound recordings, video-with-sound recordings, or pitch transcriptions—best allowed both experts and novices to identify the original investors' selections of winning entrepreneurial pitches. These results suggest that people’s judgment may be highly influenced by visual information. Further, people do not seem to fully recognize how much visual information factors into their decisions, such that they neglect the more substantive metrics that they explicitly cite and value as core to their decisions. The findings highlight the power of dynamic visual cues—including gestures, facial expressions, and body language—and demonstrate that visible passion can dominate the content of business propositions in entrepreneurial pitch competitions.
Michaela J. Kerrissey, Anna T. Mayo, Amy C. Edmondson
Academy of Management Discoveries, Volume 7, pp 381-405;

Using interviews, a national field survey and an online laboratory study, we examine teamwork in fluid cross-boundary teams. Across three studies, we qualitatively discover and quantitatively explore “joint problem-solving orientation” as a new team factor. Interviews with members of teams formed across sectors to design new processes indicated that established approaches to working across boundaries, such as increasing team familiarity, were undermined by team member fluidity. A joint problem-solving orientation emerged as an enabling factor that differed across teams. Building on the qualitative findings, we surveyed 299 cross-sector teams and conducted an online laboratory study further developing the joint-problem solving orientation construct. Survey results showed that joint problem-solving orientation varies across fluid cross-boundary teams and contributes to explaining team performance. Online study results found that joint problem-solving orientation is appropriately measured at the team level, demonstrates discriminant validity against conceptually related measures and exhibits a consistent relationship with performance. Together, these studies elucidate the compounding challenges of boundaries and team fluidity and discover joint problem-solving orientation as a measurable factor for predicting team performance. For large-scale problems requiring cross-sector teamwork, understanding how people can collaborate across boundaries in fluid combinations is vital.
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