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��ࡱ�>�� u �r��}bjbj�n�n2��a��awu ��""��8��}$�sl��r�r�r�r�r�r�r$rt�(w<�r��r��4�r___��r_��r___��z%j��(_qr�r0s_dw^dw__�2dw��n|��_��r�rq��s��dw��"qs: organization science volume 35, issue 1, jan/feb 2024 1. title: opening the aperture: explaining the complementary roles of advice and testing when forming entrepreneurial strategy. authors: miller, amisha; o'mahony, siobhan; cohen, susan l. abstract: forming entrepreneurial strategy is difficult, as the future value of strategy alternatives is uncertain. to create and capture value, firms are advised to consider and test multiple alternative strategy elements. yet, how firms generate and test alternatives remains understudied. as entrepreneurial firms lack resources for broad search, they often draw upon advisory resources from outside the firm. however, advice can be difficult to extract, absorb, and apply. although scholars have examined static attributes of the entrepreneur or advisor to explain whether advice is used, a dynamic explanation of how advice is produced and informs strategy testing and formation is missing. in an 11-month field study, we observed 25 founders of 12 food and agriculture firms interacting with a common pool of 34 advisors in an entrepreneurship training program. leveraging the program's structured design, we observed 165 advice interactions over three phases. no firm took advice and applied it directly to firm strategy. when entrepreneurs engaged literally with advice, they later discounted it�distancing advice from strategy. in contrast, entrepreneurs that coproduced advice challenged advisors to craft novel advice relevant to their strategy, translated it to make it actionable, and tested it�integrating advice into strategy. firms that distanced advice from strategy did not test strategy alternatives, whereas firms that integrated advice into strategy tested multiple alternatives, explored broader markets, and adapted their strategies. we contribute a grounded process model that explains how coproducing advice opens firms' apertures to consider strategy alternatives, whereas testing informs the strategy elements chosen. 2. title: the motherhood wage penalty and female entrepreneurship. authors: yang, tiantian; kacperczyk, aleksandra; naldi, lucia. abstract: the need to resolve work�family conflict has long been considered a central motive for women's pursuit of entrepreneurship. in this paper, we propose and empirically uncover a novel mechanism driving female entrepreneurship: reduced earnings opportunities in wage employment due to motherhood status. combining insights from career mobility research and the motherhood penalty literature, we propose that women who become mothers will disproportionately launch a new business to reduce the motherhood penalty they would otherwise incur in wage work due to employer discrimination. we further predict that this tendency to launch a new venture will be more pronounced for women who occupy high-paying or managerial positions, given the higher opportunity cost of staying in wage work and the higher potential payoffs from entrepreneurship that accrue mothers occupying such positions. using matched employer�employee data from sweden that distinguish new-venture founding from self-employment, we find support for our arguments. overall, this study sheds light on the two antecedents of female entrepreneurship and contributes to a more thorough understanding of what motivates women to pursue irregular and atypical careers, such as entrepreneurship. 3. title: how does network structure impact socially reinforced diffusion? authors: sassine, jad georges; rahmandad, hazhir. abstract: how does network structure impact the speed and reach of social contagions? the current view holds that random links facilitate "simple" contagion, but when agents require multiple reinforcements for "complex" adoption, clustered networks are better conduits of social influence. we show that in complex contagion, even low probabilities of adoption upon a single contact would activate an exponential contagion process that tilts the balance in favor of random networks. on the other hand, underappreciated but critical to the race between random and clustered networks is how long agents engage with contagion. switching back to prior practice and the inactivation of senders and especially receivers shorten the window of engagement for convincing distant contacts and weaken the reach of diffusion on random networks. we propose a simplified framework where clustering primarily enables contagion when repetition matters and receivers lose interest quickly; otherwise, diffusion, simple or complex, is faster on random networks than clustered ones. these mechanisms can inform designing social networks, structuring groups, and seeding of ideas and innovations at a time when the increasing inflow of content from various media limits actors' engagement with each item, whereas expanding network size and connections speeds up diffusion through distant contacts. 4. title: two-sided cultural fit: the differing behavioral consequences of cultural congruence based on values versus perceptions. authors: lu, richard; chatman, jennifer a.; goldberg, amir; srivastava, sameer b. abstract: how do people establish and maintain cultural fit with an organization? prior research has offered two perspectives that have heretofore been conceptually disconnected. one focuses on personal values, whereas another emphasizes perceptions of the cultural code. we develop a theoretical account that integrates these approaches by linking them to distinct mechanisms and behavioral consequences of cultural fit. we propose that value congruence�the match between one's values and those that prevail in an organization�relates to the mechanism of group attachment and shapes behavior when one periodically steps back from day-to-day interactions, assesses one's identification with an organization, and determines whether to stay or voluntarily depart. in contrast, we argue that perceptual congruence�the degree to which one implicitly understands an organization's prevailing values and norms�relates to the mechanism of interpersonal coordination and influences behavior when one engages in routine peer interactions. accordingly, we theorize that these two forms of cultural fit relate to distinct behaviors, voluntary exit and linguistic conformity with peers, respectively. drawing on email and survey data from a midsized technology firm, we find support for our theory and discuss the implications of our findings for research on person-culture fit, dual-process models of culture and cognition, and the pairing of surveys with digital trace data. 5. title: when does external knowledge benefit team creativity? the role of internal team network structure and task complexity. authors: venkataramani, vijaya; tang, chaoying. abstract: creativity in teams is spurred by members' access to diverse knowledge, often from interactions with external sources. however, not all teams that have the capabilities to acquire such external knowledge are equally creative. integrating theories of absorptive capacity and creative synthesis in teams, we propose that teams' external knowledge acquisition capabilities in securing a wide variety of knowledge resources need to be complemented by internal knowledge integration capabilities that facilitate balanced/equal participation of all team members in the creative problem-solving process. in turn, this combination enables effective information elaboration processes underlying the generation of truly creative team outcomes. we test these ideas in two field studies. first, in a sample of 81 research and development teams in three organizations in science and technology fields, we find that teams' connections with a wide range of external parties�indicating their external knowledge acquisition capability�benefit their creativity, but only when the team's internal team member problem-solving network structure�an indicator of the team's knowledge integration capability�is less centralized (i.e., not controlled by one or few members). we further demonstrate that these effects are more salient when the team's task is more complex. replicating these findings in a second sample of 57 project teams in an energy manufacturing and services firm, we show that these effects are mediated by the team's information elaboration processes. theoretical and practical implications are discussed. 6. title: unexpected interruptions, idle time, and creativity: evidence from a natural experiment. authors: schweisfurth, tim g.; greul, anne. abstract: interruptions are common in organizational life and last from seconds and minutes to hours and days. we rely on a quantitative abductive strategy to determine how extended work interruptions shape employees' creativity. we start by studying how surprising interruptions that cause idle time affect employees' creative performance. we do so by exploiting a natural experiment�a supply chain shortage that caused unexpected stops in production plants�to show that individuals exposed to such an interruption produce 58% more ideas than uninterrupted employees in the three weeks after the interruption. we corroborate this effect in a replication and extend it to idea quality. investigating the effect's causes, we then show that we do not find the same effects for two other interruption types: for unexpected interruptions without idle time (i.e., intrusions), we find a negative effect on creative performance because employees forcefully disengage from their work and switch their attention to the interrupting task. for expected interruptions with idle time (i.e., planned breaks), we also find no positive effect on creative performance because employees discretionally disengage from work and focus on nonwork and leisure goals. we consider and evaluate three different theoretical explanations for our findings: attention residue, cognitive stimulation, and recovery. we end our abductive process by putting attention residue forward as the most likely explanation. finally, we suggest three propositions based on our findings and discuss our contributions to the literature on interruptions and creativity in organizations. 7. title: conflict, chaos, and the art of institutional design. authors: ganz, scott c. abstract: the metaphor of an organization as a garbage can is often invoked as a playful insult. however, as was recognized early on by management theorists studying garbage can ideas, the unpredictability arising from garbage can decision making has the potential to be adaptively rational for organizations facing complex task environments. the chaos produced by preference conflict and fluid participation in collective decision making can aid in search by enabling organizations to escape local performance peaks or competency traps. the decades-old hypothesis that conflict and chaos could promote adaptively rational search, however, has largely been overlooked in research on organizational design. this paper uses an agent-based model to evaluate these competing views and, in the process, identify conditions under which garbage can decision making is adaptively rational for executives searching for high-quality strategies. i show that the biased and chaotic outcomes that emerge as a result of garbage can decision making�the very features of garbage cans that lead them to be perceived to be dysfunctional�can facilitate short-term exploitation and long-term exploration of uncertain technical landscapes when organizations engage in serial judgment of local alternatives if internal conflict over desired outcomes is not too extreme. i conclude that decision-making routines that encourage chaotic conflict are robust to bounded rationality and complex task uncertainty and thus should be included in the organizational designer's portfolio. 8. title: looking for greener grass? prior status and exploration-exploitation decisions in job search. authors: barbulescu, roxana; bonet, rocio. abstract: research on the returns to specialist versus generalist careers has largely neglected what drives individuals' motivations to build different career profiles in the first place. although specialization is widely associated with benefits, generalist careers are seen as more at risk except in certain mitigated conditions. at the same time, given the uncertainty in labor markets, future returns to specialization cannot simply be assumed. we introduce in this paper a novel mechanism behind the formation of generalist careers, opportunity-enhancing generalism, whereby workers willingly give up the benefits to specialization to dissociate from a past expertise considered to yield relatively poor future prospects. on the premise that one's prior experience provides the basis for exploration-versus-exploitation decisions, we argue that aspects of one's previous jobs, including status, will importantly affect decisions about whether to continue specializing. specifically, negative feedback about prospects for advancement in their prior jobs will increase workers' motivation to search for jobs in new areas of expertise. focusing on managerial workers' job search decisions, we predict that individuals who come from low-status firms, low-status work domains, or both will be more likely to search for jobs in a new area than job seekers coming from high-status firms and work domains. using data on job searches in a master in business administration labor market, we find support for our prediction and suggestive evidence for the opportunity-enhancing mechanism we propose. 9. title: the strain of spanning structural holes: how brokering leads to burnout and abusive behavior. authors: lee, jung won; quintane, eric; lee, sun young; ruiz, camila uma�a; kilduff, martin. abstract: connecting otherwise disconnected individuals and groups�spanning structural holes�can earn social network brokers faster promotions, higher remuneration, and enhanced creativity. organizations also benefit through improved communication and coordination from these connections between knowledge silos. neglected in prior research, however, has been theory and evidence concerning the psychological costs to individuals of engaging in brokering activities. we build new theory concerning the extent to which keeping people separated (i.e., tertius separans brokering) relative to bringing people together (i.e., tertius iungens brokering) results in burnout and in abusive behavior toward coworkers. engagement in tertius separans brokering, relative to tertius iungens brokering, we suggest, burdens people with onerous demands while limiting access to resources necessary to recover. across three studies, we find that tertius separans leads to abusive behavior of others, mediated by an increased experience of burnout on the part of the broker. first, we conducted a five-month field study of burnout and abusive behavior, with brokering assessed via email exchanges among 1,536 university employees in south america. second, we examined time-separated data on self-reported brokering behaviors, burnout, and coworker abuse among 242 employees of u.s. organizations. third, we experimentally investigated the effects of the two types of brokering behaviors on burnout and abusive behavior for 273 employed adults. the results across three studies showed that tertius separans brokering puts the broker at an increased risk of burnout and subsequent abusive behavior toward others in the workplace. 10. title: unlocking the inventive potential of knowledge distance in teams: how intrateam network configurations provide a key. authors: vestal, alex; danneels, erwin. abstract: increasingly, teams consist of members from widely distinct knowledge domains. this article studies the extent to which research and development (r&d) teams can transform their members' different technological knowledge into impactful inventions. although teams composed of members with distinct expertise can create impactful new technologies, in order to realize this potential, team members must have the ability and motivation to integrate each other's knowledge. this article argues that the ability to do so is shaped by the patterns of intrateam ties, measured in terms of coauthorships on patents. our results suggest that teams' ability to reap the advantages of members' distinct expertise is shaped by the patterns of members' prior collaboration ties. prior experience working together (i.e., density) and the presence of factions of team members with common history (i.e., subgroups) improve teams' ability to leverage differences in members' knowledge. in contrast, when prior collaborations center on one focal person (i.e., centralization), teams are less able to take advantage of the knowledge differences on the team. an analysis of 32,612 nanotechnology r&d teams provides support for the hypotheses. 11. title: the fundamental recruitment error: candidate-recruiter discrepancy in their relative valuation of innate talent vs. hard work. authors: dai, xianchi; si, kao. abstract: innate talent and orientation toward hard work are highly important personal attributes with respect to workers' productive capabilities. in this research, we identify a discrepancy between job candidates and recruiters in their relative valuation of these two attributes. although innate talent is valued relatively more by job candidates than recruiters, the opposite is true for orientation toward hard work. we propose that the discrepancy is rooted in a misalignment of the fundamental motivations of the two parties in the job market. in seven studies (four preregistered), which include randomized trial experiments and quasi-experiments and use real life recruiters and job seekers (across a total of 112 industries) as participants, we provide evidence of the current effect and its underlying mechanism. studies 1a�1c demonstrate the negative consequence of the discrepancy on job market efficiency, showing that it can lead candidates to adopt impression management strategies that lower their chance of getting the job. studies 2a and 2b show that full-time workers consider career potential to be associated with both innate talent and hard work but position performance to be more strongly associated with hard work than innate talent. finally, studies 3a and 3b indicate that candidates are relatively more career-focused, whereas recruiters are relatively more position focused and that this difference in their relative focus mediates the current discrepancy. implications of the present research for both job candidates and recruiters are discussed. 12. title: being dr. jekyll and mr. hyde: role-based identity foils in organizational life. authors: ashforth, blake e.; schinoff, beth s.; rogers, kristie m.; lange, donald. abstract: soldier-medic. undercover police officer. collaborative divorce attorney. certain jobs require an individual to enact antithetical sets of role expectations (to do x and not-x), such as saving a life and taking a life, in the case of a soldier-medic. despite their important consequences, we lack a unifying framework for such antithetical expectations and their implied identity foils�where one is expected to be both dr. jekyll and mr. hyde (a life-saver and a life-taker). to this end, we build theory on how and why antithetical expectations and their implied identity foils arise in organizations. we offer a model of the responses through which individuals tend to manage these seemingly impossible binds�avoidance, favoritism, gray compromise, black-and-white compromise, and holism�and discuss the conditions under which a given response is likely. we conclude that this respective order of responses predicts more positive outcomes (i.e., clarifying the identities, fostering resources, enabling complementary or synergistic solutions) and less negative outcomes (i.e., impaired jobholder performance and credibility, increased cynicism) for individuals and their organizations. we theorize that, given certain conditions, the extreme role-based conflict caused by identity foils is best addressed by the response of holism. 13. title: founder turnover and organizational change. authors: kim, j. daniel; kim, minjae. abstract: why might start-ups not change even when doing so may enhance firm performance? it seems reasonable to point to founder presence as a potential culprit given founders' cognitive myopia and/or commitment to the status quo. however, founder presence may instead be a facilitator of change in response to environmental uncertainty because founders can uniquely coordinate resources needed for organizational change. we empirically address these two opposing views on the impact of founder presence (versus loss) on organizational change by using a comprehensive administrative data set of start-ups in the united states. correlational analysis shows that start-ups generally become less likely to change following founder turnover. given the potentially endogenous nature of founder turnover, we exploit premature deaths as a natural experiment that suddenly removes some founders from their start-ups while leaving others intact. we find that start-ups are less likely to change after losing a founder, especially if the founder loss happens during an economic recession. at the same time, the effect is attenuated when losing a founder with more experience in the same industry, suggesting that founder presence can also contribute to reinforcing the status quo under some conditions. broadly, these results not only show that founders tend to facilitate change in their organizations but also identify when founders are merely subject to organizations' bureaucratic forces that they themselves may have imprinted originally. 14. title: caught in the revolving door: firm-government employee mobility as a fleeting regulatory advantage. authors: katic, ivana v.; kim, jerry w. abstract: how does the exchange of employees between regulatory agencies and regulated firms (i.e., the firm-government revolving door) affect firm regulatory outcomes? existing work has mostly found a positive impact of revolving door hiring on firm outcomes, but it has overlooked potential limitations of this corporate political activity (cpa) tactic. we argue that the advantages firms can gain from hiring former regulators are bound by the timing of revolving door employment relative to the regulatory process. within the context of agribiotechnology and its main regulator, the u.s. department of agriculture, we study regulators who move to in-house and contract lobbying positions (i.e., exit revolving door). we find that firms receive better regulatory outcomes (i.e., faster regulatory approval for new crops) only prior to the regulators' move to in-house lobbying, consistent with the regulatory capture perspective. moreover, this revolving door was only valuable in the time period immediately before the mobility event. additionally, contrary to the belief that former regulators provide firms with expertise and social capital as lobbyists, we find that firms did not gain any advantage after regulators became lobbyists. taken together, our results suggest that revolving doors can be an effective business political mobilization strategy, albeit one that has limited success in shaping firm government outcomes, much like other types of cpa. 15. title: caught between a clock and a hard place: temporal ambivalence and time (mis)management in teams. authors: fisher, colin m.; jang, sujin; hackman, j. richard. abstract: this paper examines how teams manage temporal ambivalence, or the simultaneous and conflicting perceptions of time as a resource, including how much time has passed and whether there is enough of it left. team members' time perceptions influence how a team manages time; thus, effective time management requires some collective resolution of temporal ambivalence. to study the effects of temporal ambivalence on time management processes and performance in teams, we conducted a laboratory study in which we manipulated perceptions of time by engineering a wall clock to run at different speeds (normal, fast, or slow) to instantiate different types of temporal ambivalence. using both quantitative and qualitative analyses, we found that managing temporal ambivalence effectively is essential for teams to appropriately allocate time to different phases of work. specifically, teams often misallocated their time by either transitioning too late or too early between phases of work, both of which were associated with worse team performance than transitioning closer to the temporal midpoint. teams with heightened temporal ambivalence were more likely to manage time poorly following one or more of three dysfunctional patterns: bypassing comments, glossing over contradictions, and following passively. by contrast, teams that managed temporal ambivalence effectively did so through time management huddles, in which team members briefly and collectively took time away from the main task to explicitly discuss how to allocate their time. we discuss the implications of these findings for research on team process, ambivalence, and time management in organizations. 16. title: recruiting talent through entrepreneurs' social vision communication. authors: van balen, timo; tarakci, murat. abstract: for-profit social ventures are proliferating. they often communicate social visions, presenting an ideal future where the ventures resolve environmental or societal issues. we study whether social vision communication helps a startup to recruit talent�a fundamental problem for growth. we argue that jobseekers are less likely to apply to ventures communicating a social vision as they perceive reduced career advancement opportunities. we conducted two complementary studies to test our theory. study 1 enlisted data from a job board for startups to show that ventures communicating a social vision receive 46.3% fewer job applications. study 2 replicated this finding in a field experiment that further reveals the underlying mechanism: social vision communication limits jobseekers' perceived career advancement opportunities. both studies show that higher remuneration can compensate the negative effect of social vision communication. our findings advance research on purpose-driven organizations, human resources, entrepreneurship, and vision communication to caution entrepreneurs against social vision communication as a recruitment strategy. 17. title: the power to reward vs. the power to punish: the influence of power framing on individual-level exploration. authors: evans, jonathan b.; schilke, oliver. abstract: this article adopts a relational perspective to demonstrate that characteristics of the dyadic relationship between supervisors and their employees are critical to understanding individual-level exploration�understood as the extent to which organizational members pursue new opportunities and experiment with changes to current practices. to this end, we introduce the concept of power framing�that is, whether the control over valued resources is emphasized as the ability to reward or to punish�and propose that supervisor power framing shapes employee exploration. in an experimental study, we demonstrate that reward (versus punishment) power framing increases employee exploration behavior and that this effect is mediated by perceived trustworthiness of the supervisor. in a second survey study, we replicate these findings in a field sample and show that the relationship between reward power framing and exploration depends on the degree to which the focal employee is sensitive to power characteristics (i.e., power distance orientation). this investigation advances scholarship on the microfoundations of exploration while also highlighting the ability of leaders to alter trustworthiness perceptions and induce employee exploration through power framing. funding: this work was supported by a national science foundation career award from the directorate for social, behavioral and economic sciences [grant 1943688] granted to o. schilke. additional funding was provided by the sauder school of business, university of british columbia. 18. title: the challenge of maintaining passion for work over time: a daily perspective on passion and emotional exhaustion. authors: bredehorst, joy; krautter, kai; meuris, jirs; jachimowicz, jon m. abstract: passion for work is highly coveted, but many employees report struggling to maintain their passion over time. in the current research, we explain the challenge of pursuing passion by conceptualizing passion as an attribute with temporal variation. viewed through a daily lens, we argue that self-regulation plays a critical role in understanding the challenges underlying the daily maintenance of passion. more specifically, we hypothesize that�unless employees adequately regulate their passion on any given day�higher levels of passion will lead them to invest more time and energy into their work, decreasing their psychological detachment from work after the workday, and consequently resulting in higher levels of emotional exhaustion the next day. higher levels of emotional exhaustion on a given day subsequently prompt a greater need for recovery, shifting employees' focus away from devoting time and energy into work, thereby eroding their passion on the following day. two daily-diary studies covering 30 and 10 consecutive working days provided support for our predictions (ntotal = 798; ktotal = 15,702). employees who felt more in charge of their passion on any given day engaged in self-regulation during their workday, increasing their psychological detachment from work and subsequently being less likely to suffer the detrimental consequences of higher daily passion. our theory and findings demonstrate the daily interplay between passion and emotional exhaustion and specify why passion may be self-limiting unless employees adequately manage it, reflecting a challenge they need to navigate each day in pursuing their passion. &')035679b��ʸʦʸ��tl_qc6qhj�5�ojqj^jo(hv�hv�5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h!@�5�cjojqj^jajh 2e5�cjojqj^jaj#hv�hv�5�cjojqj^jaj#hxhx5�cjojqj^jaj#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#hv�hv�5�cjojqj^jaj678�� i78��!�!'"w"�(��gd�psgd)w�gd$?�gdto�gd��gd�l$gd%j,gdu<�gd�"�$a$gdt4�� 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