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��ࡱ�>�� {}����z��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r�nbjbj��2l�}�}qf ���������������������8/\���pl��������'p)p)p)p)p)p)p$r��t8mp������mp����4bp111�&����'p1�'p111������dr5��r1pxp0�p1�tsf�t11v1�t��l���1�����mpmp������p�������������������������������������������������������������������������t���������� �: academy of management journal volume 65, issue 6, december 2022 1. title: advancing reform: embedded activism to develop climate solutions. authors: schifeling, todd; soderstrom, sara. abstract: activists increasingly seek to influence organizations that also espouse support for social movement goals, encouraging the use of collaborative tactics. while there has been growing research on insider activists who import social movement resources, little is known about how internal activism might operate through a coordinated and collaborative approach with external social movement organizations, which we refer to as embedded activism. likewise, collaborative activists encounter organizations with a wide range of prior reform experience, and the resulting "opportunity structure" for collaboration is not well understood. we investigate how a network of embedded activists can operate to advance reform efforts across diverse organizations. our analysis combines surveys, interviews, and archival records from the environmental defense fund's climate corps program, which embeds graduate students in partner organizations to advance climate change reforms. embedded activists accomplish this work by matching external resources with the organizational context in order to generate a fertile mixture of support and ambiguity and create new solutions. external resources are especially important for organizations that are at the extremes of prior issue development. 2. title: different roots, different fruits: gender-based differences in cultural narratives about perceived discrimination produce divergent psychological consequences. authors: tost, leigh plunkett; hardin, ashley e.; roberson, jacob w.; gino, francesca. abstract: we examine whether narratives about, and the psychological consequences of, perceived gender discrimination differ between women and men. we argue that women and men have different dominant narratives about the reasons why people discriminate against people of their respective genders. while women attribute the majority of their perceptions of gender discrimination in the workplace to patriarchal norms and practices, the majority of men's perceptions of gender discrimination emerge from a belief that organizations are likely to discriminate against them in order to reduce discrimination against women. these differences in understandings about the root causes of gender discrimination also produce divergent psychological consequences. we argue that perceived workplace gender discrimination (a) reduces self-efficacy among women but not among men and (b) reduces both men's and women's sense of belonging in the workplace. we further argue that these effects contribute to a reduction of well-being among members of both genders, with the negative effect on well-being being more pronounced among women than among men. we examine these predictions in five studies of working adults. we discuss the implications for research on perceptions of discrimination and for organizations seeking to reduce the negative consequences of perceptions of discrimination. 3. title: bridge supervision: correlates of a boss on the far side of a structural hole. authors: burt, ronald s.; wang, song. abstract: "bridge supervision" occurs when the connection between manager and boss is a network bridge between separate social worlds. improved communication technology has facilitated the use of bridge supervision, so manager and boss can easily interact by audio or onscreen as a pair of people disconnected from surrounding colleagues�but at what cost to the manager, or to effective management? we argue that bridge supervision affects the way in which managers play their role, but not how well the role is played. we find clear support for the argument in a traditional corporate hierarchy. managers operating under bridge supervision exclude the boss from their work discussions and are conservative in expressing emotion. behavioral correlates notwithstanding, compensation and good ideas have their familiar association with network brokerage independent of bridge versus embedded supervision. in sum, bridge supervision affects manager style, but not performance. we conclude this paper by discussing the implications of our findings for future research. 4. title: creating and sustaining stakeholder emotional resonance with organizational identity in social mission-driven organizations. authors: kouam�, saour�; hafsi, taieb; oliver, david; langley, ann. abstract: how do senior managers of social mission-driven organizations build and sustain stakeholders' emotional resonance with organizational identity beliefs over time in the face of repeated existential threats? this is an important question, given the dependence of many such organizations on external stakeholders who provide the resources necessary for survival. in this paper, we investigate the case of solidum, a philanthropic organization devoted to poverty causes. drawing on ethnographic, interview, and archival data over 20 years, we develop a process model showing how senior managers may create and sustain stakeholder emotional resonance through three practices of emotional resonance work: (a) building emotional bridges, (b) enrolling stakeholders in collective soul-searching, and (c) materializing an appealing identity symbol. we show that stakeholder emotional resonance needs to be continually renewed and reshaped in the face of ongoing challenges associated with macro-organizational trends and the routinization of existing practices that can result in the dissipation of emotional resonance over time. the paper contributes to the literature on organizational identity maintenance by drawing attention to the active managerial work required to sustain stakeholder emotional resonance over time to allow mission-driven organizations to survive and prosper. 5. title: it's not always sunny in relationally rich jobs: the influence of negative beneficiary contact. authors: nielsen, jordan d.; colbert, amy e. abstract: contact with beneficiaries has been described as an important job characteristic for shaping perceptions about the social value of work; however, little is known about how to navigate experiences in which contact with beneficiaries is negative, which can explicitly undermine the conclusion that work is socially valuable. we draw from two tenets of social information processing theory to propose that negative contact with beneficiaries has a dual effect on employees. whereas negative contact may make employees perceive low social worth, it may simultaneously lead employees to believe they are engaging in self-sacrifice for a worthy cause�a relatively positive justification of such experiences. we investigated these ideas in three studies. in study 1, a three-wave survey of registered nurses and their supervisors supported the hypothesized dual effect. further consistent with our theorizing, the effect of perceived self-sacrifice on job satisfaction and performance was contingent on coworker emotional support: with higher support, perceived self-sacrifice exhibited a null relationship with satisfaction and a positive relationship with performance; with lower support, these effects were negative. in study 2, we again studied nurses using an experimental vignette method, showing that negative contact exhibits a causal effect on employee perceptions, and that negative contact is more likely to lead to perceived self-sacrifice when the contact is attributed to the nature of the work versus one's own performance. in study 3, a two-wave survey of people from various occupations replicated the effects of negative contact on perceived social worth and perceived self-sacrifice. moreover, the effect of negative contact on sacrifice was contingent on affective commitment to beneficiaries. 6. title: meaning, mission, and measurement: how organizational performance measurement shapes perceptions of work as worthy. authors: beer, haley; micheli, pietro; besharov, marya. abstract: a compelling organizational mission can contribute to employees' sense of work as worthy and thereby meaningful. yet realizing this potential depends on whether and how the mission is conveyed to employees and connected to their day-to-day work, with organizational performance measurement practices playing a critical but poorly understood role. to develop empirically grounded insights into how measurement practices shape individuals' perceptions of work as worthy, we leverage a qualitative, inductive study of two u.k. social enterprises. we find that employees' encounters with measurement practices both affirm and challenge perceptions of work as worthy by influencing whether employees can accomplish their work tasks, see the impact of their work, and have a credible and valued voice in their interpersonal interactions. building on these findings, we develop a model that theorizes practical, existential, and relational pathways through which measurement encounters create ongoing expansions and contractions of work worthiness. taken together, our findings and model broaden understandings of the sources and processes of meaningful work, develop a dynamic conception of meaningfulness, and point toward a more agentic view of organizational performance measurement processes. 7. title: when helping hurts helpers: anticipatory versus reactive helping, helper's relative status, and recipient self-threat. authors: harari, dana; parke, michael r.; marr, jennifer carson. abstract: research on workplace helping has suggested that helpers receive positive outcomes from recipients in return for their help. we argue that this predominantly positive view of recipient reactions to helpers is because the literature has not adequately distinguished the outcomes of reactive helping (i.e., assistance provided in response to a request) from those of anticipatory helping (i.e., assistance offered or provided in advance of being asked). we propose that anticipatory helping, especially from helpers with higher status than the recipient, is more self-threatening to recipients than is reactive helping; hence, recipients are less likely to accept this help and more likely to lower their evaluations of both the helper's performance and their relationship with the helper. we find support for these hypotheses with four studies and one supplemental study that use experimental and field methodologies across a range of work contexts and social exchange relationships. because our findings imply that both peer- and higher-status employees should withhold anticipatory help, which is impractical and potentially detrimental, we identify how these helpers can instead mitigate the negative effects of anticipatory helping by signaling a more balanced social exchange relationship with the recipient. we discuss how our findings expand research on helping, social exchange, and status. 8. title: the downside of cfo function-based language incongruity. authors: um, cyril taewoong; guo, shiau-ling; lumineau, fabrice; shi, wei; song, ruixiang. abstract: the prior literature on role congruity theory has revolved around demographic-based expectations, emphasizing role incongruity derived from a mismatch between prescriptive expectations of distinct roles. in this study, we depart from this traditional focus on between-role incongruity and explore an alternative source of role incongruity by examining how language can trigger the within-role incongruity of function-based expectations. through an analysis of conference call transcripts and contracts for 7,649 deals during 2003�2018, we show that the incongruity of function-based expectations manifested through the language of the cfo leads banks to employ more debt contract covenants. this takes place because such incongruity increases banks' perceived hazards. in addition, by investigating the moderating effects of corresponding ceo language and media sentiment, we show how the social context and sentiment toward the firm weaken this incongruity effect. we discuss the theoretical implications of our study for future research on the sources of role incongruity and the antecedents of contract design. 9. title: fast or slow: how temporal work design shapes experienced passage of time and job performance. authors: zhao, helen h.; deng, hong; chen, rocky peng; parker, sharon k.; zhang, wei. abstract: experienced passage of time, the extent to which employees perceive the passage of work time as being fast or slow, is a fundamental aspect of work experience. we identify two novel temporal work design characteristics that can speed up employees' experienced passage of time: temporal predictability and task segmentation. jobs with high temporal predictability do not make employees go through uncertain wait times before embarking on their next task. high task segmentation occurs when a large chunk of work time is segmented by categorically different temporal markers. we tested a model in which temporal predictability and task segmentation affect experienced passage of time, which in turn influences job performance, with five studies: two experiments that established the internal validity of temporal predictability and task segmentation (studies 1a and 1b), a naturalistic field study in a factory that investigated the natural consequences of distinct temporal work design (study 2), an organizational field study that constructively replicated the model using a sample of knowledge workers and their supervisors (study 3), and an online survey in which we connected our model with the broader work design literature (study 4). altogether, the studies support a new temporal approach to work design. 10. title: the social aftershocks of voice: an investigation of employees' affective and interpersonal reactions after speaking up. authors: welsh, david t.; outlaw, ryan; newton, daniel w.; baer, michael d. abstract: we draw on cognitive-motivational-relational theory to build a theoretical model that outlines how speaking up affects voicers' emotions and subsequent social behavior. across three studies�an experimental pilot study, a daily within-person study of employee�coworker dyads, and a preregistered experiment�we test our proposal that promotive voice elicits pride due to a sense of social accomplishment, whereas prohibitive voice elicits anxiety due to a sense of social uncertainty. we demonstrate that these feelings of pride and anxiety have diverging effects on voicers' tendency to withdraw from social interaction during the rest of the day. in turn, these diverging effects on voicers' interpersonal avoidance influence voicers' daily interpersonal citizenship behaviors. we further propose that recipients of voice have the potential to "hijack" voicers' affective appraisals in a manner that can amplify or attenuate their emotional reactions and subsequent social behavior. our results disentangle the complex experience of speaking up and provide novel insights into how voicers and organizations can maximize the benefits of voice while minimizing its harmful social side effects. 11. title: the grand tour: the role of catalyzing places for industry emergence. authors: aversa, paolo; bianchi, emanuele; gaio, loris; nucciarelli, alberto. abstract: research on clusters has highlighted that some geographical areas display superior conditions to nurture concentrations of businesses locally. but why do certain industries�despite ascribing their origin to specific locations�emerge away from their birthplace? we qualitatively investigate the influence that the town of arco, italy, and its periodic event "rockmaster" exerted on the emergence of the global sport climbing industry. we advance the concept of "catalyzing places" that support industry emergence and growth through an ongoing, cyclical process of three forces: "centripetal" (i.e., attracting), "catalyzing" (i.e., reacting), and "centrifugal" (i.e., ejecting). the forces attract communities of practice to the place, expose them to intense, transformational experiences toward entrepreneurship, and induce them to establish their businesses elsewhere. by redeploying the resources and reputation acquired in the place, these scattered communities enact a collective phenomenon of user entrepreneurship and ultimately industry emergence. we claim that the ongoing activities of the place, and the periodic ones of the event, are mutually reinforcing. we advance two novel elements�"portable economies" and "springboard firms"�that, in catalyzing places, exert the antithetical effect of "agglomeration economies" and "anchor firms" in clusters. we discuss our contribution to research on industry emergence, new practices, and user entrepreneurship. 12. title: leader perfectionism�friend or foe of employee creativity? locus of control as a key contingency. authors: xu, linna; liu, zhi; ji, ming; dong, yuntao; wu, chia-huei. abstract: this research aims to explain whether leader perfectionism toward employees fosters or hinders employee creativity. from a self-regulation perspective, we theorize that depending on employees' locus of control, leader perfectionism can influence two regulatory states of employees (i.e., engagement and emotional exhaustion) linearly or curvilinearly, which in turn affect their creativity in opposite directions. in a lab experiment and a multisource, multiwave field study, we found that for internals, leader perfectionism had a curvilinear effect on their engagement (but no effect on emotional exhaustion) and subsequent creativity such that the effect was positive but became weaker when leader perfectionism was extreme. by contrast, we found partial support across the two studies that for externals, leader perfectionism had a positive effect on their emotional exhaustion (but no effect on engagement), which undermined their creativity. we discuss the theoretical contributions of this research and its practical implications for organizations.     $%'/02:=>?@ac��ʹ�ʖʄufua9,h�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( h �5�cjojqj^jajo(h �5�cjojqj^jajh 2e5�cjojqj^jaj#h�bh�b5�cjojqj^jaj hg5�cjojqj^jajo(#h8g�h8g�5�cjojqj^jaj 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