Academy of Management Review 2023年第1期

Volume 48, Issue 1, January 2023

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——更多動(dòng)態(tài)，請(qǐng)持續(xù)關(guān)注gzh：理想主義的百年孤獨(dú)

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1.Continue the Story or Turn the Page? Coworker?Reactions to Inheriting a Legacy

繼續(xù)故事還是翻開(kāi)新的一頁(yè)?同事對(duì)繼承遺產(chǎn)的反應(yīng)

Jason A. Colquitt,?Tyler B. Sabey,?Michael D. Pfarrer,?Jessica B. Rodell?and?Edwyna T. Hill

Existing work on legacy in management has focused on the upper echelons and on the “l(fā)egator”—the person leaving the legacy. Drawing on the meaning maintenance model and concepts surrounding psychological ownership and identity, we build a model that focuses on “l(fā)egatees”—the beneficiaries of the legacy—in the lower echelons. The departure of a manager, informal leader, or star serves as a disruption to legatees’ mental representations of their working world. That disruption causes them to attend to issues of ownership (either psychological ownership or disownership of the legacy) and identity (either identification or rivalry with the legator) in order to fulfill salient needs. Fulfilling continuity and belonging needs results in two behaviors that enhance the durability of the legator’s contributions:?maintaining?and?evangelizing. Fulfilling distinctiveness and efficacy needs results in two behaviors that reduce the durability of the legator’s contributions:?neglecting?and?erasing. We theorize that these relationships are moderated by two aspects of the legacy: its magnitude and its content (in terms of whether the contributions are tangible or intangible). We describe the implications of our model for the legacy literature in management and lay out an agenda for future research.

現(xiàn)有的關(guān)于管理遺產(chǎn)的研究主要集中在上層和“傳承者”——留下遺產(chǎn)的人。借鑒意義維護(hù)模型和圍繞心理所有權(quán)和身份認(rèn)同的概念，我們構(gòu)建了一個(gè)關(guān)注底層“遺產(chǎn)受益人”的模型。經(jīng)理、非正式領(lǐng)導(dǎo)或明星的離開(kāi)，會(huì)破壞遺屬對(duì)工作世界的心理表征。這種破壞導(dǎo)致他們關(guān)注所有權(quán)(心理上的所有權(quán)或?qū)z產(chǎn)的剝奪所有權(quán))和身份(認(rèn)同或與legator競(jìng)爭(zhēng))的問(wèn)題，以滿足突出的需求。滿足連續(xù)性和歸屬感的需求會(huì)導(dǎo)致兩種行為，這兩種行為可以增強(qiáng)傳遞者貢獻(xiàn)的持久性:維護(hù)和傳播。滿足特殊性和有效性需求會(huì)導(dǎo)致兩種行為:忽視和抹掉，從而降低代理人貢獻(xiàn)的持久性。我們從理論上認(rèn)為，這些關(guān)系受到遺產(chǎn)的兩個(gè)方面的影響:遺產(chǎn)的規(guī)模和內(nèi)容(即貢獻(xiàn)是有形的還是無(wú)形的)。我們描述了我們的模型對(duì)管理中的遺留文獻(xiàn)的影響，并為未來(lái)的研究制定了議程。

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2.Organizational Underdog Narratives: The?Cultivation?and Consequences of a?Collective?Underdog Identity

組織弱勢(shì)敘事:集體弱勢(shì)身份的培養(yǎng)和后果

Logan M. Steele?and?Jeffrey B. Lovelace

Underdog stories––in which the disadvantaged and outmatched protagonist overcomes the odds—are ubiquitous. Leaders across industries, from telecom to sports, employ these narratives to inspire members of their organizations. However, little is understood about how underdog narratives influence the actions and attitudes of members of organizations. To address this gap, we explain how a leader’s communication of an underdog narrative may instill confidence in members of the organization that together they can overcome their shared disadvantage and achieve a clear set of organizational aspirations. In doing so, we introduce a conceptual model that draws on the sensemaking and social identity literatures to explain how a leader’s underdog narrative fosters the adoption of a collective underdog identity by members of an organization. Further, we explain that the specific attributes of the leader’s underdog narrative influence how this unique type of collective identity leads to varied outcomes for members of an organization. As such, this paper aims to contribute to the understanding and utilization of a prevalent but underexamined organizational phenomenon.

弱者的故事——在這些故事中，處于劣勢(shì)和劣勢(shì)的主角克服了困難——無(wú)處不在。從電信到體育，各行各業(yè)的領(lǐng)導(dǎo)者都用這些故事來(lái)激勵(lì)他們的組織成員。然而，關(guān)于弱勢(shì)敘事如何影響組織成員的行動(dòng)和態(tài)度，人們知之甚少。為了解決這一差距，我們解釋了領(lǐng)導(dǎo)者對(duì)弱勢(shì)群體的敘述如何向組織成員灌輸信心，讓他們共同克服共同的劣勢(shì)，實(shí)現(xiàn)一套明確的組織愿景。在此過(guò)程中，我們引入了一個(gè)概念模型，利用意義構(gòu)建和社會(huì)認(rèn)同文獻(xiàn)來(lái)解釋領(lǐng)導(dǎo)者的弱勢(shì)敘事如何促進(jìn)組織成員采用集體弱勢(shì)身份。此外，我們還解釋了領(lǐng)導(dǎo)者的弱勢(shì)敘事的特定屬性會(huì)影響這種獨(dú)特的集體身份類型如何導(dǎo)致組織成員的不同結(jié)果。因此，本文旨在有助于理解和利用一個(gè)普遍但未得到充分研究的組織現(xiàn)象。

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3.A Typological Theory of Domestic Employees’ Acculturation?Stress and Adaptation in the Context?of?Globalization

全球化背景下國(guó)內(nèi)員工文化適應(yīng)壓力與適應(yīng)的類型學(xué)理論

Victor P. Lau?and?Margaret A. Shaffer

Integrating conservation of resources theory with acculturation taxonomies, we develop a typological theory to explain the acculturation stress and adaptation processes of domestic employees in the context of globalization. From a resource-based perspective, we first identify four resources—social dominance, ethnocentric orientation, social capital, and absorptive capacity—that represent Hobfoll’s four kinds of resources (i.e., object, personal, condition, and energy) and differentiate them in terms of their goal (i.e., maintaining the original culture or seeking intercultural interactions) and orientation (i.e., individual or social). We postulate that domestic employees’ loss and gain of these resources set boundary conditions for acculturation stress in response to the influence of globalization. Then, drawing on Berry’s taxonomies, we configure different combinations of the loss and gain of these resources to form individual and collective ideal types of resources that set boundary conditions for the influence of acculturation stress on adaptation approaches (i.e., integration, assimilation, separation, and marginalization) at the individual level and the influence of globalization on adaptation cultures (i.e., multiculturalism, melting pot, segregation, and exclusion) at the organizational level. Finally, we propose that adaptation cultures exert influences on domestic employees’ normative freedom of choice of adaptation approaches.

將資源保護(hù)理論與文化適應(yīng)分類學(xué)相結(jié)合，提出了一種類型理論來(lái)解釋全球化背景下國(guó)內(nèi)員工的文化適應(yīng)壓力和適應(yīng)過(guò)程。從資源基礎(chǔ)的角度，我們首先確定了四種資源——社會(huì)支配、民族中心取向、社會(huì)資本和吸收能力，它們代表了霍福爾的四種資源(即對(duì)象、個(gè)人、條件和能量)，并根據(jù)它們的目標(biāo)(即保持原始文化或?qū)で罂缥幕?dòng))和取向(即個(gè)人或社會(huì))對(duì)它們進(jìn)行了區(qū)分。我們假設(shè)國(guó)內(nèi)員工對(duì)這些資源的損失和獲得為全球化影響下的文化適應(yīng)壓力設(shè)定了邊界條件。然后，根據(jù)Berry的分類法，我們配置了這些資源的損失和獲得的不同組合，形成了個(gè)人和集體的理想資源類型，為適應(yīng)文化壓力在個(gè)人層面上對(duì)適應(yīng)方法的影響(即融合、同化、分離和邊緣化)和全球化對(duì)適應(yīng)文化的影響(即多元文化主義、熔爐、隔離)設(shè)置了邊界條件。排斥)在組織層面。最后，我們提出適應(yīng)文化對(duì)國(guó)內(nèi)員工選擇適應(yīng)方法的規(guī)范性自由有影響。

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4.Designing Online Platforms for Customized Goods?and?Services: A Market Frictions–Based?Perspective

定制商品和服務(wù)在線平臺(tái)設(shè)計(jì):基于市場(chǎng)摩擦的視角

Leon Yang Chu?and?Brian Wu

Through digitalization, online platforms facilitate suppliers to meet market demand with customized offerings, but this business model’s value-creation potential is often hampered by market frictions. Consequently, suppliers may avoid exerting effort and so customers may be unwilling to pay a premium. This article develops an analytical model to address market frictions. We identify circumstances where the classic reputation mechanism is insufficient and then propose a new strategy whereby the platform accepts only a subset of suppliers. We demonstrate that this supplier-restriction strategy can support a welfare-enhancing equilibrium and accelerate evolution even if all the suppliers are homogeneous and the customers can costlessly transact with suppliers outside the platform. At equilibrium, suppliers on the platform enjoy a higher market share than those outside and are motivated to exert effort; customers prefer to pay suppliers on the platform a premium and seek outside suppliers only if the former are unavailable. We evaluate platform profitability and social welfare, compare different payment structures, and extend the model to accommodate issues regarding verifiability, imperfect signals, and matching costs. Our work enriches the market frictions–based perspective by showing how it can guide platform design in governing economic exchanges.

通過(guò)數(shù)字化，在線平臺(tái)幫助供應(yīng)商通過(guò)定制產(chǎn)品滿足市場(chǎng)需求，但這種商業(yè)模式的價(jià)值創(chuàng)造潛力往往受到市場(chǎng)摩擦的阻礙。因此，供應(yīng)商可能會(huì)避免付出努力，因此客戶可能不愿意支付額外的費(fèi)用。本文開(kāi)發(fā)了一個(gè)分析模型來(lái)解決市場(chǎng)摩擦。我們確定了經(jīng)典信譽(yù)機(jī)制不足的情況，然后提出了一種新的策略，即平臺(tái)只接受供應(yīng)商的子集。我們證明，即使所有的供應(yīng)商都是同質(zhì)的，并且客戶可以與平臺(tái)外的供應(yīng)商進(jìn)行無(wú)成本交易，這種供應(yīng)商限制策略也可以支持福利增強(qiáng)均衡并加速進(jìn)化。在均衡狀態(tài)下，平臺(tái)上的供應(yīng)商比平臺(tái)外的供應(yīng)商擁有更高的市場(chǎng)份額，并有努力的動(dòng)力;客戶更愿意向平臺(tái)上的供應(yīng)商支付溢價(jià)，只有在前者不可用的情況下才會(huì)尋找外部供應(yīng)商。我們?cè)u(píng)估了平臺(tái)的盈利能力和社會(huì)福利，比較了不同的支付結(jié)構(gòu)，并擴(kuò)展了模型，以適應(yīng)可驗(yàn)證性、不完美信號(hào)和匹配成本等問(wèn)題。我們的工作通過(guò)展示如何指導(dǎo)平臺(tái)設(shè)計(jì)來(lái)管理經(jīng)濟(jì)交流，豐富了基于市場(chǎng)摩擦的視角。

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5.Grounding Business Models: Cognition, Boundary?Objects, and Business Model Change

基礎(chǔ)業(yè)務(wù)模型:認(rèn)知、邊界對(duì)象和業(yè)務(wù)模型變更

Dean A. Shepherd,?Stella K. Seyb?and?Gerard George

Business model research has largely focused on business models as real entities, as cognitive and linguistic schema, and as formal representations. Although such research has made important contributions to the management literature, it has largely ignored the interrelationship between business models as schema and business models as formal representations in explaining business model change. We build on grounded cognition theories and the notion of boundary objects to offer a grounded cognition framework of business model change. By developing this framework, we (a) advance understanding of the micro-foundations of strategy by explaining how business model schemas can drive boundary object-based interactions that reveal the extent of business model coherence and affect the decision to change a business model; (b) offer a new pathway by which stakeholders inform value creation and value capture by providing new insights into how physical instantiations of business models and schema work together (via grounded cognition) to increase business model coherence; and (c) explain nuances in the relationship between boundary objects, business model coherence, and the decision to change a business model, and illustrate how the mechanisms that help create a viable new business model can also help overcome an actor’s psychological obstruction to making a pivot.

商業(yè)模型研究主要集中在商業(yè)模型作為真實(shí)實(shí)體、作為認(rèn)知和語(yǔ)言模式以及作為形式表示。盡管這樣的研究對(duì)管理文獻(xiàn)做出了重要的貢獻(xiàn)，但在解釋業(yè)務(wù)模型變更時(shí)，它在很大程度上忽略了作為模式的業(yè)務(wù)模型和作為正式表示的業(yè)務(wù)模型之間的相互關(guān)系。本文以根植性認(rèn)知理論和邊界對(duì)象概念為基礎(chǔ)，提出了商業(yè)模式變革的根植性認(rèn)知框架。通過(guò)開(kāi)發(fā)這個(gè)框架，我們(a)通過(guò)解釋業(yè)務(wù)模型模式如何驅(qū)動(dòng)邊界基于對(duì)象的交互來(lái)推進(jìn)對(duì)戰(zhàn)略微觀基礎(chǔ)的理解，這些交互揭示了業(yè)務(wù)模型一致性的程度，并影響改變業(yè)務(wù)模型的決策;(b)提供一種新的途徑，通過(guò)提供新的見(jiàn)解來(lái)了解業(yè)務(wù)模型和模式的物理實(shí)例化如何協(xié)同工作(通過(guò)基于基礎(chǔ)的認(rèn)知)以增加業(yè)務(wù)模型的一致性，使利益相關(guān)者能夠告知價(jià)值創(chuàng)造和價(jià)值獲取;(c)解釋邊界對(duì)象、業(yè)務(wù)模型一致性和改變業(yè)務(wù)模型的決定之間關(guān)系的細(xì)微差別，并說(shuō)明有助于創(chuàng)建可行的新業(yè)務(wù)模型的機(jī)制如何也有助于克服行動(dòng)者在轉(zhuǎn)向時(shí)的心理障礙。

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6.Uncertain Learning Curves: Implications for?First-Mover?Advantage and Knowledge?Spillovers

不確定的學(xué)習(xí)曲線：對(duì)優(yōu)先移動(dòng)優(yōu)勢(shì)和知識(shí)溢出的影響

Michael J. Leiblein,?John S. Chen?and?Hart E. Posen

The existence of a learning curve in which a firm’s costs decline with cumulative experience suggests that early entry provides learning opportunities that create an advantage by reducing future costs relative to later entrants. While prior strategy research has often assumed that learning curves are deterministic and known ex ante to firms, substantial evidence suggests that learning curves are inherently uncertain. If there is uncertainty in the learning curve, then the taken-for-granted wisdom regarding the strategic implications of learning curves may over- or under-emphasize the value of early entry. We consider two forms of uncertainty—prospective (future costs) and contemporaneous (current costs). We demonstrate computationally that while prospective uncertainty in the learning curve enhances the benefits of early entry, contemporaneous uncertainty reduces these benefits. Further, we examine the implications of these findings for competition and learning curve spillovers between leader and laggard firms. Recognizing learning curve uncertainty highlights a novel form of spillovers that do not affect expected cost but rather affect uncertainty about cost. Our core insight is that when learning curve uncertainty is large relative to the expected learning rate, it is uncertainty, rather than expectations about this rate, that determines the extent of early-mover advantage.

在學(xué)習(xí)曲線中，企業(yè)的成本隨著積累的經(jīng)驗(yàn)而下降，這表明早期進(jìn)入提供了學(xué)習(xí)機(jī)會(huì)，通過(guò)降低相對(duì)于后來(lái)者的未來(lái)成本來(lái)創(chuàng)造優(yōu)勢(shì)。雖然先前的戰(zhàn)略研究通常假設(shè)學(xué)習(xí)曲線是確定的，并且事先為企業(yè)所知，但大量證據(jù)表明，學(xué)習(xí)曲線本質(zhì)上是不確定的。如果學(xué)習(xí)曲線中存在不確定性，那么關(guān)于學(xué)習(xí)曲線的戰(zhàn)略意義的想當(dāng)然的智慧可能會(huì)過(guò)度或不足地強(qiáng)調(diào)早期進(jìn)入的價(jià)值。我們考慮兩種形式的不確定性——前瞻性(未來(lái)成本)和同期(當(dāng)前成本)。我們通過(guò)計(jì)算證明，雖然學(xué)習(xí)曲線中的前瞻性不確定性增強(qiáng)了早期進(jìn)入的好處，但同時(shí)的不確定性降低了這些好處。此外，我們研究了這些發(fā)現(xiàn)對(duì)領(lǐng)先企業(yè)和落后企業(yè)之間競(jìng)爭(zhēng)和學(xué)習(xí)曲線溢出效應(yīng)的影響。認(rèn)識(shí)到學(xué)習(xí)曲線的不確定性突出了一種新形式的溢出效應(yīng)，它不影響預(yù)期成本，而是影響成本的不確定性。我們的核心觀點(diǎn)是，當(dāng)學(xué)習(xí)曲線的不確定性相對(duì)于預(yù)期學(xué)習(xí)率較大時(shí)，決定先發(fā)優(yōu)勢(shì)程度的是不確定性，而不是對(duì)學(xué)習(xí)率的預(yù)期。

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7.Antigone: On Phronesis and How to Make Good?and?Timely Leadership Decisions

安提戈涅:關(guān)于實(shí)踐和如何做出良好和及時(shí)的領(lǐng)導(dǎo)決策

Alessia Contu

In this paper I examine the ancient wisdom on how to make good leadership decisions that Antigone offers. Creon, Antigone’s ruler, preconizes the traditionally masculine leadership conduct, with hubristic tyrannical tendencies, that deliver tragic consequences. Antigone schools Creon and the audience, firstly, by identifying the behaviors and circumstances that favor bad and untimely leadership decisions. Then Antigone presents the wisdom of phronesis as the way forward for good and timely leadership decisions. Phronesis is a pragmatic, measured rationality that comprises prudence, and a sensibility to the context, openness to dialogue, and to the other. Phronesis also calls for an open and flexible relation to error, to changing one’s mind. The focus is not merely on the leader but on the relations, their differences, and opportunities, and what everyone involved in the specific circumstances of the decision can offer when listening and learning from one another. Phronesis becomes part of a modus operandi that prefigures collaborative leadership. Collaborative leadership is predicated on the collective and individual flourishing central to the dawn of democratic rule and the dilemmas?Antigone?examines. This essay shows how today we still need?Antigone?in deepening our democracy and making better leadership decisions.

在本文中，我將研究安提戈涅提供的關(guān)于如何做出良好領(lǐng)導(dǎo)決策的古老智慧。克瑞翁，安提戈涅的統(tǒng)治者，預(yù)設(shè)了傳統(tǒng)的男性領(lǐng)導(dǎo)行為，帶有傲慢的暴虐傾向，導(dǎo)致了悲慘的后果。安提戈涅對(duì)克瑞翁和他的聽(tīng)眾進(jìn)行了批判，首先，通過(guò)識(shí)別有利于糟糕和不合時(shí)宜的領(lǐng)導(dǎo)決策的行為和環(huán)境。然后，安提戈涅提出了實(shí)踐的智慧，作為良好和及時(shí)的領(lǐng)導(dǎo)決策的前進(jìn)之路。實(shí)踐是一種務(wù)實(shí)的、審慎的理性，包括謹(jǐn)慎、對(duì)環(huán)境的敏感、對(duì)對(duì)話的開(kāi)放和對(duì)他人的開(kāi)放。實(shí)踐還要求對(duì)錯(cuò)誤持開(kāi)放和靈活的態(tài)度，改變一個(gè)人的想法。重點(diǎn)不僅在于領(lǐng)導(dǎo)者，還在于他們之間的關(guān)系、他們之間的差異和機(jī)會(huì)，以及在相互傾聽(tīng)和學(xué)習(xí)的過(guò)程中，參與決策的每個(gè)人都能提供什么。實(shí)踐成為預(yù)示著合作領(lǐng)導(dǎo)的一種操作方式的一部分。合作領(lǐng)導(dǎo)是基于集體和個(gè)人的繁榮，這是民主統(tǒng)治的開(kāi)端，也是安提戈涅所研究的困境。這篇文章表明，今天我們?nèi)匀恍枰蔡岣昴鶃?lái)深化我們的民主，做出更好的領(lǐng)導(dǎo)決策。

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