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��ࡱ�>�� xz��w��u �r�debjbj�n�n2h��a��a�h ��""��8�<5�zolqqqqq��n�n�n�n�n�n�n$�p�|sf�n9��n��qq4o��q�q�n��n��q�� ՝��/��n*o0zo��skf�s��/�s��k��n�n�0��zo��s��"qs: academy of management journal volume 65, issue 5, october 2022 1. title: from the editors�that's important, interesting, and generative: winners of the amj 2021 best paper award and 2022 research impact award authors: howard-grenville, jennifer; vasudeva, gurneeta; yiu, daphne w. abstract: the journal announces that the article "the hidden cost of prayer: religiosity and the gender wage gap� by traci sitzmann and beth (e.m.) campbell won the 2021 amj best paper award and the article "health care�s grand challenge: stimulating basic science on diseases that primarily afflict the poor" by keyvan vakili and anita (a.m.) mcgahan won the 2022 amj research impact award. 2. title: when do outside ceos underperform? from a ceo-centric to a stakeholder-centric perspective of post-succession performance authors: keil, thomas; lavie, dovev; pavievi, stevo. abstract: how does the appointment of an outside ceo affect the hiring firm's performance? prior research has reported that outside ceos tend to underperform compared to inside ceos, with high performance variance. extending ceo-centric perspectives, we predict that experiential learning enhances post-succession performance, while negative transfer learning undermines it. we then offer a novel, stakeholder-centric theoretical perspective, conjecturing that stakeholders' negative sentiment toward the ceo appointment undermines post-succession performance. we further conjecture that outside ceos are less effective in leveraging their executive experience and suffer more from negative transfer and negative sentiment when compared to inside ceos, who can leverage their familiarity and social embeddedness in the firm, which explains why outside ceos may underperform. analyzing the appointments of ceos in u.s. public firms, we find that counter to expectations, the length and breadth of their executive experience do not explain either post-succession performance or the performance differences between outside ceos and inside ceos. rather, the misfit between ceos' corporate backgrounds and their firms' characteristics and the negative sentiment surrounding their appointments explain performance differences and the underperformance of outside ceos. accordingly, our study directs attention to the important yet previously understudied reactions of stakeholders to ceo appointments. 3. title: when and why bias suppression is difficult to sustain: the asymmetric effect of intermittent accountability authors: solomon, brittany c.; hall, matthew e. k.; muir, cindy p. abstract: the justice literature has suggested that adhering to justice rules should be self-reinforcing. yet, the literature on bias suppression (a facet of procedural justice) has indicated that the effects of debiasing initiatives are transient. we aim to explain why sustained bias suppression is intrinsically challenging under the condition of intermittent accountability. we theorize that bias suppression with high accountability induces counterfactual thinking and regret and, ultimately, with subsequent low accountability, decision reversal. however, this process does not occur when accountability is initially low and subsequently high. thus, intermittent accountability has an asymmetric effect on bias suppression over time�bias suppression is reversed (and biased decisions sustained). we initially provide proof of concept using standard & poor's 500 firms' ceos. we then conduct a field study of prominent decision-makers: u.s. supreme court judges (study 1). we find that bias suppression is negatively associated with consistency when accountability is initially high but later reduced, as seemingly mediated through counterfactual thinking. next, we test our full model in two experiments using recall and a self-focused vignette (studies 2 and 3). finally, we explore why bias yields consistency even when accountability increases. our work highlights the power of cognitive and emotional processing relative to external control. 4. title: enabling rapid financial response to disasters: knotting and reknotting multiple paradoxes in interorganizational systems authors: jarzabkowski, paula; bednarek, rebecca; chalkias, konstantinos; cacciatori, eugenia. abstract: while market-based solutions are increasingly being proposed to address major societal and development issues, they are also often considered antithetical to issues such as climate change, poverty alleviation, and disaster response. in particular, the interorganizational systems involved in such market solutions give rise to multiple contradictory tensions, known as paradoxes. we, therefore, adopt a paradox lens to explain the dynamics through which different actors within these systems navigate the contradictions that are generated. drawing on a global qualitative study of multi-country risk pools that provide rapid capital in the immediate aftermath of a disaster, we advance paradox theory by showing how organizational actors' interactions (a) maintain equilibrium by generating mutually reinforcing balance among paradoxes, while (b) the clustering of poles from different paradoxes generates disequilibrium, and (c) the reknotting of poles from different paradoxes restores equilibrium. as our process framework shows, these dynamics form an iterative cycle between equilibrium and disequilibrium that is essential in enhancing the promise of market-based solutions to address development issues, which in our study refers to increasing the rapid availability of capital to respond to disasters such as hurricanes, earthquakes, and droughts. 5. title: surging underdogs and slumping favorites: how recent streaks and future expectations drive competitive transgressions authors: doyle, sarah p.; pettit, nathan c.; kim, sijun; to, christopher; lount jr., robert b. abstract: any single competition is rarely a "one-off" event and instead is often part of a larger sequence of related competitions. thus, we contend that in order to better understand people's competitive experiences, we must take a more holistic view, where their experiences and behaviors in the present are a function of their past and expected future outcomes. this research expands the temporal lens of competition by examining how past outcomes (i.e., winning vs. losing streak) and future expectations (i.e., underdog vs. favorite standing) collectively influence an actor's cognitive and affective reactions to a competition, with implications for their willingness to transgress. studies 1 (fantasy football managers) and 2 (the english premiere league teams) show that streaks and underdog vs. favorite standing interact to predict competitive transgressions: winning streaks increase transgressions for underdogs, and losing streaks increase transgressions for favorites. studies 3 (public defenders) and 4 (democrats and republicans) experimentally manipulate streaks and standing and unpack the cognitive (i.e., outcome uncertainty) and affective (i.e., excitement for underdogs, and anxiety for favorites) mechanisms that precipitate these transgressions. theoretical implications for the competition literature, as well as managerial insights, are discussed. 6. title: ruminating on what you think of me: a grounded model of construed image work authors: williams, trenton alma; murphy, chad. abstract: research on identity has provided key insights into the challenges individuals experience when their professional self-concept is disrupted. but there has been little consideration of individuals' sense of how they are viewed and defined by others�their construed image�also a key dimension of the professional self, one that is similarly compromised during such disruptive events. as a result, a widespread and theoretically rich phenomenon has received virtually no attention from scholars: construed image disruption and (re)construction. we develop a grounded model of "construed image work" based on qualitative data from former professional athletes. we find that, soon after a career-disrupting event (i.e., voluntary/involuntary retirement at a young age, in this case), individuals encounter cognitive and affective disorientation (or "drift") that impedes their careers. our findings reveal that systematic differences in how individuals make sense of causal forces underlying the disruptive event shape the paths they take trying to achieve a new, secure construed image and alleviate the problems of "drift." understanding construed image work is an important first step in acknowledging the importance of construed image for our theories regarding self-perceptions in the context of careers. our grounded process model offers an initial foray into a critical�and foundational�dimension of the professional self-concept, one that has previously been ignored in favor of explorations into identity. 7. title: the highs and lows of hierarchy in multiteam systems authors: matusik, james g.; mitchell, rebecca l.; hays, nicholas a.; fath, sean; hollenbeck, john r. abstract: multiteam system research operates under the assumption that multiteam systems should be structured hierarchically, or consist of component teams nested under a formal, centralized leadership team that oversees and orchestrates system activities. although multiteam system research has certainly provided evidence suggestive of the merits of more hierarchical (vs. egalitarian) structures, we take a more balanced view and argue that hierarchy both facilitates and impedes multiteam system success. using an experimental study and a sample of 76 multiteam systems observed over three performance episodes, we provide evidence that structural hierarchy (a) facilitates multiteam system learning by mitigating cognitive depletion among members, but (b) undermines multiteam system learning via its deleterious effects on horizontal coordination. critically, however, we find that the benefits of hierarchy (i.e., reduced cognitive depletion) wane over performance episodes. this investigation underscores the important role that different hierarchical arrangements play in multiteam system functioning. although a majority of multiteam system researchers have utilized hierarchical structures�which indeed have their virtues�we illustrate that egalitarian structures have key advantages as well. 8. title: how leaders with divergent visions generate novel strategy: navigating the paradox of preservation and modernization in swiss watchmaking authors: raffaelli, ryan; dejordy, rich; mcdonald, rory m. abstract: how do leaders with divergent visions for their organization come together to create a novel strategy? this paper employs paradox as a lens to investigate how leader dyads can integrate opposing strategies to produce a new, generative approach. drawing on a qualitative historical case study of switzerland's largest watch company during the quartz crisis in swiss watchmaking, we induce a process model from the activities of two leaders whose relationship embodied the tensions and strategic contradictions of preserving the past and modernizing for the future. the model specifies a set of individual, relational, and structural mechanisms by which leaders productively engage with a "preservation�modernization paradox" to facilitate novel strategy in the wake of a discontinuity. we interpret our findings in terms of the demands of navigating the management and outcomes of strategic paradoxes. while tracing the theoretical and practical implications of our model and our findings, we address leadership conundrums characteristic of organizations confronting paradox. 9. title: overcoming conflict between symmetric occupations: how "creatives" and "suits" use gender ordering in advertising authors: koppman, sharon; bechky, beth a.; cohen, andrew c. abstract: in knowledge-based organizations, conflict among interdependent occupations can be exacerbated by the absence of a clear hierarchical ordering of these occupations within the organization. moreover, given women's inroads into some traditionally male-dominated occupations but not others, these workplaces are increasingly horizontally gender segregated. in this paper, we study how members of these symmetric and segregated occupations manage conflict in u.s. advertising agencies through the case of relationships between "creatives" (copywriters, designers, and creative directors) and "suits" or account practitioners (account executives, strategists, and managers). creatives and suits are at the same organizational level in their agencies. while creatives are primarily men, suits, traditionally also men, are now primarily women. drawing on participant observation in five different u.s. advertising agencies and over 100 interviews, we show how creatives and account practitioners use gender ordering to overcome jurisdictional conflict. these practices are grounded in enacting essentialist gender differences that transform symmetric occupational relationships into hierarchical ones by embedding the gender hierarchy. we find that, while gender ordering helps women and men in cross-occupational pairs get work done, it also reinforces women's disadvantage, because, for women, it involves low-status and emotionally taxing scut work that it does not involve for men. 10. title: paradoxical leadership and innovation in work teams: the multilevel mediating role of ambidexterity and leader vision as a boundary condition authors: zhang, melody jun; zhang, yan; law, kenneth s. abstract: in light of ever-increasing demands for innovation in work teams, we recommend paradoxical leadership to manage team and individual innovation. integrating the paradox perspective and ambidexterity theory, we propose a multilevel model of how and when team leaders' paradoxical leadership enhances team and individual innovative outcomes. we conducted two multi-wave, multisource field studies and one online survey study with a cross-lagged panel design. our findings show that paradoxical leadership has a positive indirect effect on team members' individual innovation through individual ambidexterity and a positive indirect relationship with team innovation through team ambidexterity. our results further show that leader vision strengthens the effects of paradoxical leadership on team and individual ambidexterity and innovative outcomes. we discuss the theoretical and practical implications of these findings. 11. title: intersectionality in intractable dirty work: how mumbai ragpickers make meaning of their work and lives authors: shepherd, dean a.; maitlis, sally; parida, vinit; wincent, joakim; lawrence, thomas b. abstract: recent dirty work research has begun to explore intersectionality, attending to how meaning is made at the intersection of multiple sources of taint. this research has shown that individuals often construct both positive and negative meanings, which can be challenging to manage because the meanings people construct require a certain coherence to provide a foundation for action. this challenge is intensified when dirty work is intractable�when it is difficult, if not impossible, for a person to avoid doing this work. our study of meaning-making in the face of intractable dirty work examines ragpickers in mumbai, india, who handle and dispose of garbage, and are further tainted by belonging to the lowest caste in indian society, and living in slums. these ragpickers constructed both an overarching sense of helplessness rooted in the intractability of their situation, and a set of positive meanings�survival, destiny, and hope�rooted in specific facets of their lives and enacted through distinct temporal frames. by holding and combining these disparate meanings, they achieved "functional ambivalence"�the simultaneous experience of opposing orientations toward their work and lives that facilitated both acceptance and a sense of agency, and enabled them to carry on in their lives. 12. title: going viral or growing like an oak tree? towards sustainable local development through entrepreneurship authors: kim, suntae; kim, anna. abstract: nurturing venture capital�backed, high-growth entrepreneurship has been strongly promoted as an effective means to achieve local development in impoverished places. yet, growing evidence has suggested that, despite its notable successes in resource-rich regions, this approach creates limited impact in economically challenged locales. we address this conundrum by calling into question the crux of high-growth entrepreneurship�the pursuit of quick scaling through venture capital financing. our field research in two entrepreneurship-nurturing organizations in detroit reveals important heterogeneity in resourcing modes and venture growth in time and space. specifically, we find that ventures developed through different modes of resourcing (financing vs. local bricolage) grow at different spatiotemporal scales (scaling up toward fast geographical expansion vs. scaling deep toward locally anchored endurance), and consequently generate distinctive yet complementary contributions to their depleted place of origin. unlike scaling-up ventures whose local impact was explosive yet short-lived, scaling-deep ventures created jobs, products or services, and spillover effects that stayed local and addressed specific local problems. building on these findings, we challenge the exclusive pursuit of high-growth entrepreneurship for poverty alleviation and suggest that entrepreneurship-driven local development requires cohabitation of ventures growing at varying scales. 13. title: a trojan horse inside the gates? knowledge spillovers during patent litigation authors: awate, kiran s.; makhija, mona. abstract: while patent litigation is an important appropriability mechanism for protecting firms' proprietary knowledge, through the litigation process, valuable knowledge may unintentionally spill over from firms defending their patents to those they accuse of patent infringement. we examine whether such spillover subsequently enhances the innovation of accused firms by analyzing over 3,000 patent litigation cases from 1998 through 2015 in the u.s. pharmaceutical industry. we find that firms accused of infringement have higher levels of innovation following litigation relative&(013:=?@abc��̽̽̽��vfvf6h��hu<�5�ojqj^jajh��hj�5�ojqj^jajh��h�}k5�ojqj^jajh��h�ud5�ojqj^jajh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h�n�5�cjojqj^jajh 2e5�cjojqj^jajh�}k5�cjojqj^jaj#h�"�h�"�5�cjojqj^jajh�}k5�cjojqj^jaj#h�}kh�}k5�cjojqj^jaj@ab� � � )\}�lm�o��& � �%��gd�psgd)w�gd$?�gdto�gd�l$gd%j,gd�}kgdu<�gd�"�$a$gdt4�� % & � � � � � � (xznp��²��ue�e�e��ev�fh��h%j,5�ojqj^jajh��h�l$ojqj^jajh��h�l$5�ojqj^jajh��hj�5�ojqj^jajh��ht4ojqj^jajh��h�}kojqj^jajh��hj�ojqj^jajh��hu<�5�ojqj^jajh��ht45�ojqj^jajhcg 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