Academy Of Management Review Research Articles

An exploration study on the relationship between social capital and public librarians’ personal characteristics

Article history: Received January 20, 2014 Accepted 30 August 2014 Available online August 31 2014 Social capital plays essential role for development of strong long-term employee commitment. This paper presents a study to investigate the effects of some employees’ personal characteristics on all components of social capital. The study uses a standard questionnaire developed by Nahapiet and Ghoshal (1998) [Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-266.]. The study has accomplished among all employees who worked as librarian in Astane Quds Razavi main library in city of Mashhad, Iran in 2014. The study has concluded that although age, job experience, marital status and type of employment had no impact on social capital, gender played essential role on this survey. In other words, our survey has indicated that women presented more social capital than men did. © 2014 Growing Science Ltd. All rights reserved. Social capital Librarian Personal characteristics

Fertilizer recommendation for Agriculture: practice, practicalities and adaptation in Bangladesh and Netherlands

There has been an increasing interest in organization theory field towards network theory and methodology during the recent years. Academy of Management Review which is one of the most important journals in this field published a special issue concerning the organizational networks. Social embeddedness theory of Granovetter (1985) can be seen as a milestone for the widespread usage of social network methodology in the field of economics and management. Network research methodology has gained importance to measure the social capital of the organizations (Bordieu, 1983 and Coleman, 1988) for understanding institutional effects in an organizational field (DiMaggio and Powell, 1983; Galaskiewicz and Wasserman, 1989) and to map resource dependency relations between organizations (Pfefer and Salancik, 1978). Networks research methodology can also be used to determine some micro issues in organizations like coalition groups, cliques, social capital formation tendency of the actors. The purpose of this study is to provide information to the potential researchers about basic aspects of social network theory, usage areas in organizational research field, data collection, data entry, measurement items, data analysis and software tools for analyzing social networks.

A study on relationship between employees’ psychological empowerment and organizational commitment

Article history: Received December 28, 2013 Accepted 4 May 2014 Available online May 5 2014 This paper presents an empirical investigation to study the relationship between employees’ psychological empowerment and organizational commitment in revenue agency of city of Semnan, Iran. The study uses two questionnaires, one for measuring the effects of psychological empowerment developed by Mishra and Spreitzer (1998) [Mishra, A. K., & Spreitzer, G. M. (1998). Explaining how survivors respond to downsizing: The roles of trust, empowerment, justice, and work redesign. Academy of management Review, 23(3), 567-588.] and the other for measuring organizational commitment developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.]. Cronbach alphas for psychological empowerment and organizational commitment are calculated as 0.81 and 0.92, respectively, which are well above the minimum acceptable levels. The results of our survey have indicated that there were positive and meaningful relationships between psychological empowerment and organizational commitment components including Sense of efficacy (r = 0.414, Sig. =0.000), meaningful (r = 0.481, Sig. =0.000), having a choice (r = 0.341, Sig. = 0.000) and trust (r = 0.736, Sig. =0.000). However, the survey does not support any relationship between Competency and organizational commitment. © 2014 Growing Science Ltd. All rights reserved.

Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator

Organisational learning (OL) that enhances efficiency and the continuous improvement of processes is a key objective of lean product development and has become an important principle of new product development (NPD). Therefore, it is critical for an organisation to capture individuals’ and groups’ knowledge and learning about processes, institutionalise it, and deploy it organisation-wide. Since OL is more likely to occur if it is supported systematically, NPD scholars and practitioners recognise the importance of investigating facilitators’ effect on OL. However, there is no shared understanding of OL among existing studies. This disparity makes it hard to assess, compare, and integrate prior findings into studies. Our article addresses this gap. We investigate how value stream mapping (VSM) and its implementation in NPD affect OL in development processes. Therefore, we operationalise OL on the basis of Crossan et al .'s 4I framework, which is comprehensive and widely recognised (Crossan, M., Lane, H. and White, R., 1999. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3), 522–537). We analysed the approach to VSM and its implementation in four longitudinal, comparative case studies in the German-speaking car supplier industry. Using the 4I framework, we captured VSM's effects on the various OL dimensions. We provide valuable insights for R&D managers who seek to improve their processes and want to implement VSM.

Assessing key dimensions to effective innovation implementation in interorganizational project teams: an Integrated Project Delivery case

This research examines the architecture, engineering and construction (AEC) industry's use of the contractually followed Integrated Project Delivery (IPD) format as an administrative innovation to reduce inefficiencies and fragmentation in ventures involving multiple agents and contractors. A promising integrative theoretical framework, developed by Klein and Sorra [The challenge of innovation implementation. Academy of Management Review, 21, 1055–80], emphasizes two constructs in the successful implementation of innovative organizational processes: climate and value-fit. This paper presents an IPD case study via the lens of Klein and Sorra's model to: test the model's fit to interorganizational AEC project teams; bring insights to effective implementation of IPD as an innovation; and expand our understanding of administrative innovations' implementation. The case study provided a unique opportunity to this research as five months into the project, the owner decided to give up IPD and revert to a more fam...

CATME Smarter TeamworkCATME Smarter Teamwork (www.CATME.org)

Academy of Management Learning & EducationVol. 12, No. 4 Book & Resource ReviewsCATME Smarter TeamworkG. A. HrivnakG. A. HrivnakBond University.Published Online:10 Oct 2013https://doi.org/10.5465/amle.2013.0302AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Carless S. A. , de Paola C. 2000. The measurement of cohesion in work teams. [article]. Small Group Research, 31: 71. Google Scholar Jehn K. A. , Mannix E. A. 2001. The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44: 238–251.Link , Google Scholar Layton R. A. , Loughry M. L. , Ohland M. W. , Ricco G. D. 2010. Design and validation of a web-based system for assigning members to teams using instructor-specified criteria. Advances in Engineering Education, 2: 1–28. Google Scholar Marks M. A. , Mathieu J. E. , Zaccaro S. J. 2001. A temporally based framework and taxonomy of team processes. [article]. Academy of Management Review, 26: 356–376.Abstract , Google Scholar Ohland M. W. , Loughry M. L. , Woehr D. J. , Bullard L. G. , Felder R. M. , Finelli C. J. , Layton R. , Pomeranz H. R. , Schmucker D. G. 2012. The comprehensive assessment of team member effectiveness: Development of a behaviorally anchored rating scale for self- and peer evaluation [article]. Academy of Management Learning and Education, 11: 609–630.Abstract , Google Scholar Van der Vegt G. S. , Emans B. J. M. , Van de Vliert E. 2001. Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction. [article]. Personnel Psychology, 54: 51–69. Google ScholarFiguresReferencesRelatedDetails Vol. 12, No. 4 Permissions Metrics in the past 12 months History Published online 10 October 2013 Published in print 1 December 2013 Information© Academy of Management Learning & EducationDownload PDF

Tidal Power Development in Maine: Stakeholder Identification and Perceptions of Engagement

Development of renewable energy affects or is affected by numerous stakeholders. Understanding who the stakeholders are and how they are engaged in the process is necessary for improving the responsible development of renewable energy technologies. Using structured community interviews and in-depth ethnographic research (semi-structured interviews, informal interviews, observations, and document review), we identified and characterized the most salient stakeholders associated with tidal power development in Maine and documented stakeholder perceptions of developer engagement strategies. Stakeholder characterization was facilitated using a framework by Mitchell et al. (The Academy of Management Review 22:853–886, 1997) that characterizes salient stakeholders using attributes of power, urgency, and legitimacy. Key stakeholders identified include fishermen, community members, tribes, regulators, developers, and scientists. Fishermen and regulators are definitive stakeholders, with legitimacy, power, and urgency in the process. Tribes are considered dominant stakeholders; they have legitimacy and power, but their interests are, at this time, not viewed as urgent. Scientists are considered to have urgency and power. The developers viewed their stakeholder engagement strategy as open and transparent. Community stakeholders, regulators, and fishermen generally perceived the developer's approach as effective; they noted the company's accessibility and their efforts to engage stakeholders early and often. Given the dynamic nature of stakeholder salience, our findings highlight the importance of engaging dominant stakeholders so that future conflict can be more easily avoided as new information develops. Our approach can be used to inform stakeholder identification and engagement research in other renewable energy contexts.

Cheat and you Lose! Don’t Cheat and you Lose! Reflections and Analysis of Accounting Student Data

During 2012 students enrolled in a Master’s management accounting unit were invited to complete a compulsory class quiz, which was arranged to include a mild form of deception allowing them an opportunity to cheat. Prior to the test students were coached concerning the importance of the ICMA code of ethical conduct, which formed the basis of the quiz. Following the test, students were made aware of the deception and asked to judge the propriety of their actions using a research instrument based on moral intensity theory (Jones in The Academy of Management Review, 16(2), 366–395, 1991). Academic dishonesty, in its many forms is endemic in universities and in this study a significant number of students take advantage of an opportunity to maximise test scores and earn an advertised reward by cheating. Others adopted a virtuous position and opted not to use the information. As reported from an earlier investigation, Woodbine and Amirthalingam (2013) again demonstrate the effect of cognitive dissonance (Festinger 1957) although previously the research instrument did not clearly differentiate between respondent types. A logistic regression of subsequent data establishes that high achievers (in terms of their test scores) are more likely to take advantage of the disclosed information to maximise scores and that this is somewhat offset by aspects of their moral character. Immediately following the field experiment, students met to reflect on their actions. A summary of their responses is provided, which tends to support prior evidence that many are somewhat blase in their attitude to this form of opportunistic behaviour. These findings have ramifications in terms of the way tertiary institutions emphasise academic excellence before moral development, while acting to manage the incidence of misbehaviour.

The Role of Managerial Interventions and Organizational Ideologies in Advancing Radical Change

This article asks what is the role of managerial interventions and ideologies in fostering organizational change on a large scale and how do they relate to each other? It is based on longitudinal fieldwork in a case company, which has for several years attempted to progress with its radically new and comprehensive business concept, yet with meagre outcomes. Two theoretical lenses are used, Huy's model of managerial interventions [Huy, Q. N. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26, 601–623] and Brunsson's theory of irrational organization [Brunsson, N. (1985). The irrational organization. Irrationality as a basis for organizational action and change. New York, NY: Wiley], focusing on the notion of ideology and its change. This study suggests how these two theories, both insufficient on their own, are compatible and can be integrated into a meaningful theoretical framework to explain organizational change. The analysis suggests that managerial interventions and ideologies are deeply and reciprocally intertwined in organizational change processes. The analysis also highlights how an organizational change process can end in an enduring battle between rival ideologies – social deadlock, sturdy and hard to open. The outcome can easily look like a mission impossible, despite being embedded with some constructive potential.

Integrating Theories inAMJArticles

Academy of Management JournalVol. 56, No. 4 From the EditorsIntegrating Theories in AMJ ArticlesKyle J. Mayer and Raymond T. SparroweKyle J. MayerUniversity of Southern CaliforniaWashington University and Raymond T. SparroweUniversity of Southern CaliforniaWashington UniversityPublished Online:26 Jul 2013https://doi.org/10.5465/amj.2013.4004AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Argyres N. S. , Zenger T. R. 2012. Capabilities, transaction costs, and firm boundaries. Organization Science, 23: 1643–1657. Google Scholar Blau P. 1964. Exchange and power in social life. New York: Wiley. Google Scholar Brass D. J. 1984. Being in the right place: A structural analysis of individual influence in an organization. Administrative Science Quarterly, 29: 518–539. Google Scholar Bunderson J. S. 2003. 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Google Scholar Weber L. , Mayer K. J. 2011. Designing effective contracts: Exploring the influence of framing and expectations. Academy of Management Review, 36: 53–75.Link , Google ScholarFiguresReferencesRelatedDetailsCited byNew Ways of Seeing: Radical TheorizingSucheta Nadkarni, Marc Gruber, Katy DeCelles, Brian Connelly and Markus Baer5 March 2018 | Academy of Management Journal, Vol. 61, No. 2 Vol. 56, No. 4 Permissions Metrics in the past 12 months History Published online 26 July 2013 Published in print 1 August 2013 Information© Academy of Management JournalDownload PDF

From Implicit to Explicit CSR in a Scandinavian Context: The Cases of HÅG and Hydro

The aim of this article is to explain the transition from implicit CSR to explicit CSR that has taken place in Scandinavia over the last two decades. Matten and Moon’s (Academy of Management Review, 33:404–424, 2008) distinction between implicit and explicit CSR is the point of departure for the analysis, which is based on case studies of two Norwegian companies: HAG and Hydro. On the basis of these case studies, we identify two forces that are pushing the transition from implicit to explicit CSR in Scandinavia: (1) Organizational expressiveness and (2) Re-legitimizing. Both of these measures are adjustments to the globalization of the economy, altering the competitive situation even in highly institutionalized, Scandinavian economies. HAG, a midsized Norwegian manufacturer of office chairs, made CSR and environmental values an integral part of their expressive strategy in the early 1990s. Hydro, a big Norwegian aluminium producer, made CSR an explicit issue around the turn of the millennium, in an attempt to re-legitimize their business operations in a new market situation where plants in local communities in Norway were shut down and relocated to less regulated regimes in low-cost regions abroad.

2012 Presidential Address—On Compassion In Scholarship: Why Should We Care?

2012 Presidential Address—On Compassion In Scholarship: Why Should We Care?

Where Are the Old Theories of Organization? Prospects for Retrospection in Organization Theory

Academy of Management ReviewVol. 38, No. 2 DialogueWhere Are the Old Theories of Organization? Prospects for Retrospection in Organization TheoryJohn Hassard, Julie Wolfram Cox and Michael RowlinsonJohn HassardManchester University, Julie Wolfram CoxMonash University and Michael RowlinsonQueen Mary London UniversityPublished Online:16 Apr 2013https://doi.org/10.5465/amr.2012.0100AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESAdler P. (Ed.). 2009. The Oxford handbook of sociology and organization studies: Classical foundations. Oxford: Oxford University Press. Google ScholarBuchanan D., Bryman A. 2009. The organizational research context: Properties and implications. In Bryman A.Buchanan D. (Eds.), The Sage handbook of organizational research methods: 1–18. London: Sage. Google ScholarBurrell G., Morgan G. 1979. 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Organizational analysis in North America and Europe: A comparison of co-citation networks. Organization Studies, 16: 503–526. Google ScholarWillmott H. 1993. Breaking the paradigm mentality. Organization Studies, 14: 681–719. Google ScholarWillmott H. 2011. Institutional work for what? Problems and prospects of institutional theory. Journal of Management Inquiry, 20: 67–72. Google ScholarFiguresReferencesRelatedDetailsCited byBack to the Future: Can Counterhistory Accelerate Theoretical Advancement in Management?Per L. Bylund and Mark D. Packard2 June 2022 | Academy of Management Perspectives, Vol. 36, No. 2Editor's Comments: Why Theory?Roy Suddaby23 March 2018 | Academy of Management Review, Vol. 39, No. 4 Vol. 38, No. 2 Permissions Metrics in the past 12 months History Published online 16 April 2013 Published in print 1 April 2013 Information© Academy of Management ReviewKeywordsTHEORYPARADIGM (Theory of knowledge)ORGANIZATIONAL sociologyMANAGEMENT researchDownload PDF

Studying the Origins of Social Entrepreneurship: Compassion and the Role of Embedded Agency

Academy of Management ReviewVol. 38, No. 3 DialogueStudying the Origins of Social Entrepreneurship: Compassion and the Role of Embedded AgencyMatthew G. Grimes, Jeffery S. McMullen, Timothy J. Vogus and Toyah L. MillerMatthew G. GrimesUniversity of Alberta, Jeffery S. McMullenIndiana University, Timothy J. VogusVanderbilt University and Toyah L. MillerIndiana UniversityPublished Online:6 Mar 2013https://doi.org/10.5465/amr.2012.0429AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESArend R. J. 2013. A heart-mind-opportunity nexus: Distinguishing social entrepreneurship for entrepreneurs. Academy of Management Review, 38: 313–315.Link , Google ScholarBattilana J. 2006. Agency and institutions: The enabling role of individuals' social position. Organization, 13: 653–676. Google ScholarDacin M. T., Dacin P. A., Tracey P. 2011. 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Social entrepreneurship: Theoretical antecedents and empirical analysis of entrepreneurial processes and outcomes. Journal of Small Business and Enterprise Development, 14: 418–434. Google ScholarFiguresReferencesRelatedDetailsCited ByEntrepreneurship for the Public Good: A Review, Critique, and Path Forward for Social and Environmental Entrepreneurship ResearchSiddharth Vedula, Claudia Doblinger, Desirée Pacheco, Jeffrey G. York, Sophie Bacq, Michael V. Russo and Thomas J. Dean26 January 2022 | Academy of Management Annals, Vol. 16, No. 1Energizing through Visuals: How Social Entrepreneurs Use Emotion-Symbolic Work for Social ChangeDavid Barberá-Tomás, Itziar Castelló, Frank G. A. de Bakker and Charlene Zietsma19 December 2019 | Academy of Management Journal, Vol. 62, No. 6Why We Care about Certified B Corporations: From Valuing Growth to Certifying Values PracticesJoel Gehman, Matthew G. Grimes and Ke Cao26 March 2019 | Academy of Management Discoveries, Vol. 5, No. 1Hidden Badge of Honor: How Contextual Distinctiveness Affects Category Promotion among Certified B CorporationsJoel Gehman and Matthew Grimes23 February 2018 | Academy of Management Journal, Vol. 60, No. 6An Identity-Based Approach to Social EnterpriseTyler Wry and Jeffrey G. York8 September 2015 | Academy of Management Review, Vol. 42, No. 3An Embedded Agency Approach to Entrepreneurship Public Policy: Managerial Position and Politics in New Venture Location DecisionsJeffery S. McMullen, Matthew S. Wood and Alexander S. Kier27 July 2016 | Academy of Management Perspectives, Vol. 30, No. 3Converging Winds: Logic Hybridization in the Colorado Wind Energy FieldJeffrey G. York, Timothy J. Hargrave and Desirée F. Pacheco8 June 2015 | Academy of Management Journal, Vol. 59, No. 2 Vol. 38, No. 3 Permissions Metrics Downloaded 75 times in the past 12 months History Published online 6 March 2013 Published in print 1 July 2013 Information© Academy of Management ReviewWe thank Roy Suddaby for his editorial feedback.PDF download

Portrait of an Entrepreneur: Vincent van Gogh, Steve Jobs, and the Entrepreneurial ImaginationVan Gogh: The Life, by NaifehSteven and SmithGregory White. New York: Random House, 2011.Steve Jobs, by IsaacsonWalter. New York: Simon & Schuster, 2011.

Academy of Management ReviewVol. 38, No. 4 Book ReviewPortrait of an Entrepreneur: Vincent van Gogh, Steve Jobs, and the Entrepreneurial ImaginationJoep P. CornelissenJoep P. CornelissenVU University AmsterdamPublished Online:11 Oct 2013https://doi.org/10.5465/amr.2013.0068AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Alvarez S. , Barney J. B. 2013. Epistemology, opportunities, and entrepreneurship: Comments on Venkataraman et al. (2012) and Shane (2012). Academy of Management Review, 38: 154–157.Link , Google Scholar Bacharach S. B. 1989. Organizational theories: Some criteria for evaluation. Academy of Management Review, 14: 496–515.Link , Google Scholar Cobb E. 1959. The ecology of imagination in childhood. Daedalus, 88: 537–548. Google Scholar Cornelissen J. P. 2005. Beyond compare: Metaphor in organization theory. Academy of Management Review, 30: 751–764.Link , Google Scholar Cornelissen J. P. , Clarke J. S. 2010. Imagining and rationalizing opportunities: Inductive reasoning and the creation and justification of new ventures. Academy of Management Review, 35: 539–557.Link , Google Scholar Eckhardt J. T. , Shane S. A. 2013. Response to the commentaries: The individual-opportunity (IO) nexus integrates objective and subjective aspects of entrepreneurship. Academy of Management Review, 38: 160–163.Link , Google Scholar Garud R. , Giuliani A. P. 2013. A narrative perspective on entrepreneurial opportunities. Academy of Management Review, 38: 157–169.Link , Google Scholar Grégoire D. , Shepherd D. A. 2012. Technology market combinations and the identification of entrepreneurial opportunities: An investigation of the opportunity-individual nexus. Academy of Management Journal, 55: 539–557. Google Scholar Grégoire D. A. , Corbett A. C. , McMullen J. S. 2011. The cognitive perspective in entrepreneurship: An agenda for future research. Journal of Management Studies, 48: 1443–1477. Google Scholar Isaacson W. 2011. Steve Jobs. New York: Simon & Schuster. Google Scholar Kets de Vries M. F. R. 1977. The entrepreneurial personality: A person at the crossroads. Journal of Management Studies, 14: 34–57. Google Scholar Mitchell J. R. , Mitchell R. S. , Randolph-Seng B. In press. Handbook of entrepreneurial cognition. Cheltenham, UK: Edward Elgar. Google Scholar Monk R. 2007. Life without theory: Biography as an exemplar of philosophical understanding. Poetics Today, 28: 527–570. Google Scholar Mullins J. , Komisar R. 2010. A business plan? Or a journey to plan B? MIT Sloan Management Review, 51(3): 1–5. Google Scholar Naifeh S. , White Smith G. 2011. Van Gogh: The life. New York: Random House. Google Scholar Padgett J. F. , Powell W. W. 2012. The emergence of organizations and markets. Princeton, NJ: Princeton University Press. Google Scholar Venkataraman S. , Sarasvathy S. D. , Dew N. , Forster W. R. 2013. Of narratives and artifacts. Academy of Management Review, 38: 163–166.Link , Google ScholarFiguresReferencesRelatedDetails Vol. 38, No. 4 Permissions Metrics in the past 12 months History Published online 11 October 2013 Published in print 1 October 2013 Information© Academy of Management ReviewI thank Eva Boxenbaum, Robin Holt, Leo Jansen, Renate Meyer, Majken Schultz, Roy Suddaby, Christine Quinn Trank, Elco Van Burg, and seminar participants at Copenhagen Business School and the University of St. Gallen for their helpful feedback on the ideas presented in this essay.Download PDF

From the Editors: Assessing Scholarly Impact in the World of Google

Academy of Management Learning & EducationVol. 12, No. 1 From the EditorsFrom the Editors: Assessing Scholarly Impact in the World of GoogleDawn R. DeTienneDawn R. DeTienneColorado State UniversityPublished Online:7 Jan 2013https://doi.org/10.5465/amle.2013.0013AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Adler N. J. , Harzing A. 2009. When knowledge wins: Transcending the sense and nonsense of academic rankings. Academy of Management Learning and Education, 8: 72–95.Link , Google Scholar Aguinis H. , Suárez-González I. , Lannelongue G. , Joo H. 2012. Scholarly impact revisited. Academy of Management Perspectives, 26: 105–132.Link , Google Scholar Cole S. , Cole J. R. 1967. Scientific output and recognition: A study in the operation of the reward system in science. American Sociological Review, 32: 377–390. Google Scholar Hambrick D. C. 1994. 1993 Presidential address: What if the academy actually mattered? Academy of Management Review, 19: 11–16.Abstract , Google Scholar Kirkpatrick S. A. , Locke E. A. 1992. The development of measures of faculty scholarship. Group and Organization Management, 17: 5–23. Google Scholar Podsakoff P. M. , MacKenzie S. B. , Podsakoff N. P. , Bachrach D. G. 2008. Scholarly influence in the field of management: A bibliometric analysis of the determinants of university and author impact in the management literature in the past quarter century. Journal of Management, 34: 641–720. Google Scholar Shane S. A. 1997. Who is publishing in the entrepreneurship research? Journal of Management, 23: 83–95. Google ScholarFiguresReferencesRelatedDetailsCited byScholarly Impact: A Pluralist ConceptualizationHerman Aguinis, Debra L. Shapiro, Elena P. Antonacopoulou and Thomas G. Cummings3 February 2015 | Academy of Management Learning & Education, Vol. 13, No. 4 Vol. 12, No. 1 Permissions Metrics in the past 12 months History Published online 7 January 2013 Published in print 1 March 2013 Information© Academy of Management Learning & EducationKeywordsSCHOLARLY publishingDownload PDF

Value Capture and Crowdsourcing

Academy of Management ReviewVol. 38, No. 3 DialogueValue Capture and CrowdsourcingAllan Afuah and Christopher L. TucciAllan AfuahUniversity of Michigan and Christopher L. TucciÉcole Polytechnique Fédérale de Lausanne (EPFL)Published Online:11 Oct 2013https://doi.org/10.5465/amr.2012.0423AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESAfuah A., Tucci C. L. 2002. Internet business models and strategies. New York: McGraw-Hill. Google ScholarAfuah A., Tucci C. L. 2012. Crowdsourcing as a solution to distant search. Academy of Management Review, 37: 355–375.Link , Google ScholarChen M., Miller D. 1994. Competitive attack, retaliation, and performance: An expectancy valence framework. Strategic Management Journal, 15: 85–102. Google ScholarJeppesen L. B., Lakhani K. R. 2010. Marginality and problem-solving effectiveness in broadcast search. Organization Science, 21: 1016–1033. Google ScholarLepak D. P., Smith K. G., Taylor M. S. 2007. Value creation and value capture: A multilevel perspective. Academy of Management Review, 32: 180–194.Link , Google ScholarTeece D. J. 1986. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15: 285–305. Google ScholarVagelos P. 1991. Are prescription drug prices high? Science, 252: 1080–1084. Google ScholarFiguresReferencesRelatedDetailsCited byThe Translucent Hand of Managed Ecosystems: Engaging Communities for Value Creation and CaptureElizabeth J. Altman, Frank Nagle and Michael L. Tushman26 January 2022 | Academy of Management Annals, Vol. 16, No. 1Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years LaterMary J. Benner and Michael L. Tushman10 February 2015 | Academy of Management Review, Vol. 40, No. 4 Vol. 38, No. 3 Permissions Metrics in the past 12 months History Published online 11 October 2013 Published in print 1 July 2013 Information© Academy of Management ReviewDownload PDF

Moral Intensity and School Principals’ Ethical Decision-Making: An Empirical Study

This study is based on Jones’s (Academy of Management Review 1(2):366–395, 1991) theoretic model and explores the relationship between perceived moral intensity and the first three stages (moral recognition, judgment, and intention) of the ethical decision-making process for school principals. A survey consisting of four scenarios was conducted with 790 school principals in Taiwan. The results revealed differences in perceived moral intensity and the ethical decision-making process between scenarios. The two-factor solution for moral intensity and the relationship between moral intensity and moral recognition, judgment, and intention were found to support Jones’s (1991) theory. In addition, perceived potential harm appeared to have a stronger relationship with moral judgment and intention. However, the correlation between moral intensity and principals’ moral recognition appeared to be weak.

The Chief Officer of Corporate Social Responsibility: A Study of Its Presence in Top Management Teams

I present a review of the top management teams (TMTs) of the largest public corporations in the U.S. and Scandinavia (one thousand in total) to identify corporations that have a TMT position with “corporate social responsibility” (CSR) or a “CSR synonym” like sustainability or citizenship explicitly included in the position title. Through this I present three key findings. First, I establish that a number of CSR TMT positions exist and I list all identified corporations and associated position titles. Second, I show that Scandinavian corporations are significantly more likely than U.S. corporations to have such CSR TMT positions. This finding serves as evidence that the U.S. may have been surpassed by a subset of Europe, i.e., Scandinavia, in at least one relevant measure of explicit CSR, whereby this study may serve witness to a noteworthy juncture post Matten and Moon’s (Academy of Management Review, 33(2):404–424, 2008) “Implicit & Explicit CSR” article. And third, I show that corporations with a CSR TMT position are three times more likely to be included in the Dow Jones Sustainability Index (DJSI) than corporations with none. A range of further research opportunities stemming from these findings include exploring whether explicit attention to CSR by the corporation is indicative of a longer term trend that has to do with attention to responsible business and whether a move away from the expression ‘CSR’ toward the expression ‘sustainability’ is underway and what this may entail.

Doing Good and Doing Well: On the Multiple Contributions of Journal Editors

We investigate four facets of the post-editorship research performance of journal editors (i.e., number of articles in refereed journals, books, book chapters, and presentations at professional conferences) and their relationship with nonresearch performance at the university (i.e., department, school/college, university) and professional (i.e., professional organizations, journal editorial boards) levels. Our sample included 31 of the 32 journal editors from the mid-1950s to the mid-2000s of Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, Journal of Management, and Personnel Psychology who have not retired or passed away studied by Aguinis, de Bruin, Cunningham, Hall, Culpepper, and Gottfredson (2010). Results based on robust regression analysis indicate that post editorship productivity does not involve a simplistic dichotomy and mutually exclusive choice between research performance versus other types of contributions. Results show that past editors can do well—be productive researchers—and also do good—make meaningful nonresearch contributions to their universities as well as their professions in general.