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��ࡱ�>�� tv����s��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r��=bjbj��2`�}�}�4 ���������������������8/t��rol���������n�n�n�n�n�n�n$�p�`s8�n-�������n����4 oqqq�2�����nq��nqqq�����p*=�u��%vq�n"o0roq�s���sqq�0�s�ykl��q������n�n)h���ro�������������������������������������������������������������������������s���������� �: administrative science quarterly volume 67, issue 2, june 2022 1. title: hope cultures in organizations: tackling the grand challenge of commercial sex exploitation. authors: sawyer, katina b.; clair, judith a. abstract: many organizations struggle with tackling grand challenges. research has shown that coordinating and collaborating are central to these endeavors, but the emotions inherent in doing so have been overlooked. from a two-year narrative ethnographic study of an organization tackling the grand challenge of commercial sex exploitation, we build a key theoretical insight about the role of hope culture in the pursuit of grand challenges. we define hope culture as a set of assumptions, beliefs, norms, and practices that propagate hopeful thoughts and behaviors in pursuit of an organization's goals. we show that when a hope culture is stronger, organizations more vibrantly engage with the grand challenge�the well-being of organizational members flourishes, and organizations ambitiously pursue their goals. when the strength of a hope culture flags, the opposite occurs. two core mechanisms appear to drive the strength of a hope culture in these contexts: (1) narrative sensemaking of "triggering" organizational events and (2) emotional contagion. our results demonstrate how hope cultures wax and wane in strength over time, operating as double-edged swords in organizations seeking to tackle grand challenges, with both positive and negative downstream implications. we offer rich, much-needed theory about the emotional realities of tackling grand challenges, as well as necessary guidance on how organizations might hope for a brighter future in the face of adversity. 2. title: escaping the survival trap: network transition among early-career freelance songwriters. authors: lee, yonghoon g.; gargiulo, martin. abstract: people in the early stages of their careers often face a trade-off between cultivating a closed network that helps them secure the resources they need to survive or developing an open network that can help them succeed. actors who overcome this trade-off transition from a closed network to an open network; those who fail to do so can be caught in a survival trap that jeopardizes their chances of having a successful career. we identify the factors that enable and constrain network transitions and test our theory on a sample of korean pop (k-pop) freelance songwriters before they have attained their first commercial hit. these songwriters initially rely on a closed network of collaborators and transition toward an open network by working with fellow songwriters who are not connected to those collaborators. this network transition occurs faster among songwriters who eventually attain their first hit than among those who remain unsuccessful. songwriters are more likely to collaborate with new distant colleagues when they have a reference group of commercially successful peers and when they have created stylistically similar songs in the past that have failed to become hits. however, most of their new distant colleagues also lack a hit, revealing a status barrier that constrains the network transition of early-career songwriters. 3. title: storytelling as a tool for vicarious learning among air medical transport crews. authors: myers, christopher g. abstract: learning vicariously from the experiences of others at work, such as those working on different teams or projects, has long been recognized as a driver of collective performance in organizations. yet as work becomes more ambiguous and less observable in knowledge-intensive organizations, previously identified vicarious learning strategies, including direct observation and formal knowledge transfer, become less feasible. drawing on ethnographic observations and interviews with flight nurse crews in an air medical transport program, i inductively build a model of how storytelling can serve as a valuable tool for vicarious learning. i explore a multistage process of triggering, telling, and transforming stories as a means by which flight nurses convert the raw experience of other crews' patient transports into prospective knowledge and expanded repertoires of responses for potential future challenges. further, i highlight how this storytelling process is situated within the transport program's broader structures and practices, which serve to enable flight nurses' storytelling and to scale the lessons of their stories throughout the entire program. i discuss the implications of these insights for the study of storytelling as a learning tool in organizations, as well as for revamping the field's understanding of vicarious learning in knowledge-intensive work settings. 4. title: status�authority asymmetry between professions: the case of 911 dispatchers and police officers. authors: karunakaran, arvind. abstract: status�authority asymmetry in the workplace emerges when lower-status professionals are ascribed with the functional authority to oversee higher-status professionals and elicit compliance from them on specific processes or tasks. eliciting such compliance is ridden with challenges. how and when can lower-status professionals with functional authority elicit compliance from higher-status professionals? to examine this question, i conducted a 24-month ethnography of 911 emergency coordination to understand how 911 dispatchers (lower-status professionals with functional authority) can elicit compliance from police officers (higher-status professionals). i identify a set of relational styles�entailing interactional practices and communication media�enacted by the dispatchers. my findings suggest that dispatchers whose relational styles involved customizing the workflow via private communications with police officers or privately escalating cases of officers' noncompliance to supervisors did not elicit greater compliance. in contrast, dispatchers who did elicit compliance used a peer publicizing relational style: they shared news of the noncompliant behavior�generally in a bantering, humorous manner�with an officer's immediate peers using a communication medium that all officers in the police unit could hear. publicizing noncompliant behavior among the immediate peers triggered the officer to self-discipline, as that noncompliant officer's trustworthiness was on the line in front of the peer group. more generally, through enrolling an alter's peers in the compliance process, the lower-status professionals with functional authority could generate second-degree influence and elicit compliance from the higher-status professionals. 5. title: frenemies: overcoming audiences' ideological opposition to firm�activist collaborations. authors: odziemkowska, kate. abstract: collaborations between organizations from different sectors, such as those between firms and nonprofits or governments, can offer effective solutions to complex societal problems like climate change. but complications arise because organizations operating in different sectors rely on the approval of different audiences, who may not view these relationships positively, for resources and survival. i show how concerns about audience approval impede cross-sector collaborations forming between firms and social movement organizations (smos) despite their potential societal benefits. firms wanting to signal their efforts in support of a movement's cause may be eager to form collaborations with smos. but when smos' supporters and/or peers define their identity in opposition to firms�when they are oppositional audiences �collaborations do not form. i argue and find that smos who cooperate, and don't compete, with oppositional peers can better navigate the constraint of oppositional audiences. firms, in contrast, aggravate the constraint of oppositional audiences. firms' inclination to seek collaborations to repair their reputations with their own audiences after being contentiously targeted by a movement compounds the challenge to smos of partnering with the enemies of their friends. my arguments on countervailing audience effects stifling collaborations are corroborated in 25 years of data on interactions between smos in multiple environmental movements and fortune 500 firms. 6. title: stigma hierarchies: the internal dynamics of stigmatization in the sex work occupation. authors: toubiana, madeline; ruebottom, trish. abstract: scholars studying stigmatized, or "dirty work," occupations have tended to characterize people outside of the occupation as the stigmatizers and those within the occupation as social supports who buffer each other from stigma. we argue that this characterization discounts the unique ways stigmatization can take place within heterogeneous occupations and the challenges it raises for finding support from other occupational members. based on a six-year qualitative study of the sex work occupation in canada, we explore the internal dynamics of stigmatization in the occupation. our analysis reveals that sex workers are not just the stigmatized but also the stigmatizers, as they elaborate, borrow, and adapt perceptions of stigma to rank and place each other into a stigma hierarchy. to avoid the risks of being stigmatized based on this hierarchy, sex workers engage in stealth organizing to find safe others within the occupation to provide social support. thus the occupation is not a stigma-free safe haven for its workers. instead, the occupation as a whole is characterized by dissension among its members. their efforts to find social support lead to what we call bounded entitativity : a sense of being grouplike that is confined to small community groups within a broader occupational context of dissension. we found bounded entitativity to be associated with challenges for occupational members in undertaking social change efforts. 7. title: how do employees react when their ceo speaks out? intra- and extra-firm implications of ceo sociopolitical activism. authors: wowak, adam j.; busenbark, john r.; hambrick, donald c. abstract: business leaders have traditionally avoided wading into society's debates. yet more and more ceos are taking visible public stands on hotly contested issues, engaging in what has come to be called ceo sociopolitical activism. despite its growing prevalence and potentially major implications, this class of executive behaviors remains largely unexplored by organizational scholars. our study tests and elaborates on stakeholder alignment theory to investigate the influence of ceo activism on employees' attitudes and behaviors, particularly its effects on employees' organizational commitment and support for the ideology underpinning the ceo's public stance. our theoretical predictions hinge on the degree of alignment between the ceo's stance and the prevailing ideological tilt of the employee population, as well as the degree to which employees view the ceo as a credible leader. we test our ideas in the context of a highly publicized letter signed by nearly 100 public company ceos in opposition to north carolina's controversial 2016 "bathroom bill." relying on multiple data sources to examine differences between firms whose ceos signed the letter and firms whose ceos declined the invitation to sign, we find general support for our theory, indicating that ceo activism has important intra- and extra-firm implications. �n n/ffnċ� 8. title: daniel a. levinthal. evolutionary processes & organizational adaptation: a mendelian perspective on strategic management. authors: ruef, martin abstract: the article reviews the book �evolutionary processes and organizational adaptation: a mendelian perspective on strategic management� by daniel a. levinthal. 9. title: tom eisenmann. why startups fail: a new roadmap for entrepreneurial success. authors: desantola, alicia. abstract: the article reviews the book �why startups fail: a new roadmap for entrepreneurial success� by tom eisenmann. 10. title: julie battilana and tiziana casciaro. power, for all: how it works and why it's everyone's business. authors: gruenfeld, deborah. abstract: the article reviews the book �power, for all: how it works and why it's everyone's business� by julie battilana and tiziana casciaro. 11. title: beth a. bechky. blood, powder, and residue: how crime labs translate evidence into proof. authors: weeks, john. abstract: the article reviews the book �blood, powder, and residue: how crime labs translate evidence into proof� by beth a. bechky. 12. title: mike savage. the return of inequality: social change and the weight of the past. authors: abolafia, mitchel y. abstract: the article reviews the book �the return of inequality: social change and the weight of the past� by mike savage. 13. title: christine m. beckman and melissa mazmanian. dreams of the overworked: living, working, and parenting in the digital age. authors: kossek, ellen ernst. abstract: the article reviews the book �beckman and melissa mazmanian. dreams of the overworked: living, working, and parenting in the digital age� by christine m. beckman and melissa mazmanian. 14. title: sanford m. jacoby. labor in the age of finance: pensions, politics, and corporations from deindustrialization to dodd-frank. authors: carruthers, bruce g. abstract: the article reviews the book �labor in the age of finance: pensions, politics, and corporations from deindustrialization to dodd-frank� by sanford m. jacoby.      !(*23589<=>?@bk���ʹʨʖ��x�d\oa3hh>[hh>[5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(hh>[5�cjojqj^jajh 2e5�cjojqj^jaj#h��h��5�cjojqj^jaj hh>[5�cjojqj^jajo( h��5�cjojqj^jajo(#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#hh>[hh>[5�cjojqj^jaj!?@a����3����op���!�!@"]"<(=(������������������������gd�psgd)w�gd$?�gdto�gd�l$gd%j,gdu<�gd�"�$a$gdt4���������������23<=���̿層��~�p~brp~�rpd�hih�l$ojqj^jo(hvi�h�l$5�ojqj^jo(hh>[hh>[5�ojqj^jh�l$h�l$5�ojqj^jh�l$5�ojqj^jo(hj�5�ojqjo(hiht4ojqj^jo(hh>[hh>[ojqj^jhihj�ojqj^jo(ht45�ojqj^jo(h��h��5�ojqj^jhicy5�ojqj^jh�"�hu<�5�ojqj^jhj�5�ojqj^jo(�������������nopqsy����ķ٨��ي��|ob�ug9h$?�h$?�5�ojqj^jh�"�h%j,5�ojqj^jhs/�5�ojqj^jo(hihanojqj^jh� �h� �ojqj^jh� )hto�ojqj^jo(h��h��5�ojqj^jhvi�hto�5�ojqj^jo(h� �h� �5�ojqj^jhto�hto�5�ojqj^j 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