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��ࡱ�>�� u �r�$lbjbj�n�n2��a��ad ��""��8�tm$��pl��mpopopopopopop$:r��t<sp��sp��4�pggg��mpg�mpggg��0up��g9p�p0�pg,u�l,ugg�1,u�=m��g��spsp�^��p��,u��"qs: organization science volume 35, issue 4, jun/aug 2024 1. title: bribery in the workplace: a field experiment on the threat of making group behavior visible. authors: dakhlallah, diana. abstract: can reputational threat among coworkers reduce bribery in organizations? i exploit within- and across-organizational variation in bribery to design and implement a field experiment in the maternity wards of five moroccan public hospitals. i test whether threatening to reveal information about ward workers' involvement in bribery to their coworkers dissuades them from taking bribes from patients. healthcare workers cut back on taking bribes in higher-incidence maternity wards but not in lower-incidence wards. qualitative data show that bribery's baseline incidence sets the costs of revealing. workers tolerate only so much bribery in their wards before they face the negative social consequences of belonging to a work group that takes bribes. they thus correct their behavior when it crosses a threshold. moreover, ineffective applications of the field interventions betrayed welfare-diminishing effects. i furnish evidence for a novel kind of policy lever against workplace bribery and shed new light on the dynamics of bribery inside organizations. 2. title: keep off my turf! low-status managers' territoriality as a response to employees' novel ideas. authors: venkataramani, vijaya; derfler-rozin, rellie; liu, xin; mao, jih-yu. abstract: although employees come up with creative (i.e., novel and useful) ideas, many of those ideas are not endorsed or implemented by managers. in shedding light on this phenomenon, we propose that managers who have lower social status in the organization are more likely to reject employees' novel (but still useful) ideas. guided by associative-propositional evaluation theory (ap-e) and the literature on the psychology of having low status, we hypothesize that when employees propose novel (compared with more mundane) ideas, it triggers greater feelings of insecurity and threat in low-status (versus high-status) managers, who perceive that these employees, if successful, could potentially infringe on their own domains at work. in turn, such low-status managers feel the need to be territorial�that is, to maintain and protect their existing work domains from potential infringement by others�and therefore refrain from endorsing their employees' novel, yet useful ideas. however, we suggest that such negative effects are attenuated when low-status managers have high levels of organizational identification, allowing them to subordinate their self-interest to the interests of the broader organization. we demonstrate these effects in four preregistered studies�three laboratory experiments and a field study (with real employee ideas provided to managers for their assessment). we discuss the implications for the literature on the receiving side of creativity, territoriality, and status in organizations. 3. title: we fly congress: market actions as corporate political activity in the u.s. airline industry. authors: pang, min-seok; funk, russell j.; hirschman, daniel. abstract: the literature on corporate political activity (cpa) generally views nonmarket actions aimed at influencing political actors (e.g., lobbying or campaign contributions) as related but separate activities from market actions. this study demonstrates how firms' core market actions (e.g., market entry or geographic expansion) can function as cpa. we theorize two mechanisms through which firms leverage market actions as cpa: "pork" (i.e., ones that primarily benefit a politician's constituents) and "perk" (i.e., ones that directly benefit the politician). we document these mechanisms through an empirical analysis of data from the u.s. airline industry in 1990�2019. specifically, we find that airlines increase the supply of flights from the airports in the home district of the chair of the transportation committee in the u.s. house of representatives (pork). we also find that the airlines increase the supply of nonstop flights to washington, dc. from the chair's district (perk). we use counterfactual estimation methods and exogenous turnovers in committee leadership to provide causal evidence. moreover, the observed increase in flight supplies is negatively associated with formal policy changes in congress, and with text mining techniques, we find that this effect is stronger for bills related to aviation safety and security. we contribute to the literature on cpa by demonstrating a blurred boundary between market and nonmarket actions, which helps explain firms' competitive actions that cannot be explained by market considerations alone. 4. title: hiding in plain sight: co-enacting the sustainable worker schema in a consulting firm. authors: heaphy, emily d.; trefalt, �pela. abstract: this inductive study of 44 consultants in a prominent consulting firm examines how consultants set work-life boundaries without getting stigmatized and how they develop their workplace relationships into sources of help for this process. within this organization, dominated by the ideal worker norm, we found a hidden, self-sustaining network of consultants who delivered excellent work while violating the ideal worker norm without stigmatization. their way of working was based on a coherent set of beliefs about work and the work-life interface we named the sustainable worker schema, which contrasted with the ideal worker schema in all ways except in the ultimate goals: high performance and excellent work. essential to this way of working was not only effective management of boundaries between work and life outside of work (work-life boundaries) but also effective management of boundaries around each work task or project (work boundaries). consultants who embraced the sustainable worker schema worked fewer hours and achieved higher satisfaction with work-life balance than their counterparts. together, these findings highlight the importance of embracing the centrality of work in work-life research; underscore the power of invisibility when challenging the ideal worker norm; and paint a rich picture of boundary work as a network-level phenomenon. 5. title: (no) time for change: when and why entrepreneurs act during underperforming fundraising attempts. authors: wilhelm, hendrik; steigenberger, norbert; weber, clarissa e.; juntunen, jouni k.; ebers, mark. abstract: entrepreneurs need to mobilize funds, but they do so under considerable uncertainty about resource holders' preferences, leading often to fundraising attempts that perform below entrepreneurs' aspirations. past research has offered contrasting theorizing and evidence for why entrepreneurs then make changes to their product offering during such attempts as well as for why entrepreneurs refrain from taking such action. this paper develops and tests behavioral theory to reconcile this tension, explicating when and why entrepreneurs change their product offering during underperforming fundraising attempts. specifically, we argue that entrepreneurs draw on three sources of information that are inherent to fundraising attempts and that inform the extent of their actions to change their product offering: the degree to which they perform below their own fundraising aspirations, the degree to which they fall below peer fundraising performance, and the time that remains until the deadline for the fundraising attempt. longitudinal data on 576 fundraising campaigns (6,758 observations) published on the crowdfunding platform kickstarter support our theory. by developing novel behavioral theory on when and why entrepreneurs take action during resource mobilization, we offer contributions to research on entrepreneurial resource mobilization, the crowdfunding literature, and the behavioral theory of the firm. 6. title: more than meets the eye: the unintended consequence of leader dominance orientation on subordinate ethicality. authors: brady, garrett l.; sivanathan, niro. abstract: leaders play a pivotal role in establishing ethical norms and behaviors within organizations. across seven studies (three in the supplementary information), we explore how subordinates infer their leader's moral character outside the domain of ethical conduct and document this process's downstream consequences. specifically, we focus on the dual-strategies theory, which posits that leaders exert influence and obtain deference via two broad orientations of behaviors and cognitions: dominance and prestige. in a field setting of employees and their managers, we find that leader dominance orientation positively relates to subordinate self-reported unethical behavior, whereas leader prestige is negatively related to the same. in a second sample of working adults, we use a time-lagged study design to show that leader dominance (prestige) positively (negatively) relates to subordinate-reported unethical behavior at work partly because of a belief that the leaders engage in more (less) unethical behaviors, which contributes to a belief that norm-violating behaviors are more (less) acceptable within teams under dominance- (prestige-) oriented leaders. finally, across four experimental studies, we observe that participants assigned to a dominance-oriented (versus prestige-oriented) leader perceived their leader as having lower moral character and expressed a greater likelihood of engaging in unethical behavior. we also document actual unethical behavior for monetary gain. this effect was mediated by the belief that unethical behavior was normative within the team. our results highlight the importance of moral (mis)perception by demonstrating the consequences of a leader's hierarchical orientation on subordinate ethical perceptions and behaviors at work. 7. title: network referrals and self-presentation in the high-tech labor market. authors: campero, santiago; kacperczyk, aleksandra. abstract: the practice of recruiting job candidates sourced through social contacts (i.e., referrals) is pervasive in the labor market. one reason employers prefer to recruit through referrals is that these candidates often present resumes that are perceived to be a better fit for the role. whereas existing research attributes this pattern to how individuals who make referrals (i.e., referrers) select individuals to refer, we propose a new mechanism: differences in self-presentation. we argue that referral ties increase the candidates' propensity to engage in self-presentation work, motivating and assisting candidates in presenting their backgrounds to convey fit. we examine this claim by utilizing unique data from an applicant-tracking system containing job applications for positions at u.s.-based high-tech firms between 2008 and 2012. a candidate fixed-effects specification reveals that when a candidate applies to a firm via a referral, he or she tends to showcase a rendition of his or her career history that better matches the target job than when the candidate pursues positions without such ties. several mechanism checks, combined with supplementary survey evidence, further indicate that the presence of referral ties to the target firm is associated with greater motivation to engage in self-presentation work as well as the provision of different forms of assistance in that work. 8. title: peer evaluations: evaluating and being evaluated. authors: klapper, helge; piezunka, henning; dahlander, linus. abstract: peer evaluations place organizational members in a dual role: they evaluate their peers and are being evaluated by their peers. we theorize that when evaluating their peers, they anticipate how their evaluations will be perceived and adjust their evaluations strategically to be evaluated more positively themselves when their peers assess them. building on this overarching claim of role duality resulting in strategic peer evaluations, we focus on a dilemma that evaluating members face: they want to leverage their evaluations of peers to portray themselves as engaged and having high standards, but at the same time, they must be careful not to offend anyone as doing so may cause retaliation. we suggest that organizational members about to be evaluated resolve this dilemma by participating in more peer evaluations but carefully targeting which evaluations they participate in. we test our theory by analyzing peer evaluations on wikipedia, supplemented by in-depth semistructured interviews. our study informs research on peer evaluation and organizational design by revealing how being an evaluator and evaluated can make evaluations more strategic. 9. title: why do some conservative ceos publicly support liberal causes? organizational ideology, managerial discretion, and ceo sociopolitical activism. authors: wowak, adam j.; busenbark, john r. abstract: the phenomenon of chief executive officers (ceos) speaking out on contested social issues is a recent one, as ceo sociopolitical activism was seen as overly risky, and even taboo, for most of american business history. yet, ceos are increasingly choosing sides in societal debates despite the inherent risk of alienating stakeholders who disagree with the ceo's stance. even more puzzlingly, conservative ceos sometimes espouse liberal stances in such debates, which runs counter to the otherwise consistent evidence in the upper echelons literature that ceos are guided by their own values in their actions. our study addresses this paradox by examining the antecedents of ceo liberal activism, with an emphasis on the interplay between the ceo's ideology and the prevailing ideological tilt of the employee population in driving ceos' activism decisions. drawing on the concept of managerial discretion, or latitude of action, we theorize that a pronounced organizational ideology constrains a ceo's ability to act in accordance with their own values�particularly in the highly symbolic domain of activism. we also argue that conservative ceos are relatively more focused on instrumental rationales for activism, whereas liberal ceos tend to prioritize more intrinsic rationales, a consequence of which is that conservative ceos more heavily weight organizational ideology in their activism decisions. we test our theory in the context of a highly publicized letter signed by nearly 100 ceos of public companies in opposition to north carolina's controversial 2016 "bathroom bill." relying on a variety of novel data sources, we find robust support for our theory. 10. title: competitive familiarity: learning to coordinate by competing. authors: ching, kenny; forti, enrico; rawley, evan. abstract: this paper develops and tests a theory of organizational learning, proposing that prior competitive interaction improves coordination among teammates. we test the theory using millions of experiments in the formation of esports teams. the results show that exogenously assigned teams of former competitors are highly effective�the marginal returns to prior competitive interaction are even larger than the returns to prior collaborative interaction. the evidence suggests that teammates learn to coordinate by competing, a finding with implications for organizational design and the management of human capital. 11. title: you can check out any time you like, but can you ever leave? a theory of firm value capture from alumni. authors: fulmer, ingrid smithey; call, matthew l.; conlon, donald e.; klotz, anthony c. abstract: in modern organizations, key sources of competitive advantage are embedded in employees. management theory has traditionally viewed employee exit as the end of firms' relationships with employees and, consequently, the end of access to human capital and other resources embedded in departing individuals. however, recent research suggests that firms can benefit from the continuation of relationships with alumni employees. we argue that how organizations create and maintain connections to alumni is critical, as it shapes the nature of potentially valuable organization-level alumni resources. we develop a theory of firm value capture from alumni that explains how firms' norms and policies before, during, and after employee exit affect firms' alumni relations climate�a shared perception among a firm's current and former employees that the firm values alumni. we further theorize that the alumni relations climate will lead to creation of firm-level alumni resources, with the configuration of these resources shaped by alumni identification. that is, the extent to which firms' alumni identify with the firm versus with members of the firm's remaining workforce (or balanced between the two) will have implications for the configuration of alumni resources that are potentially accessible to the firm. our theory describes how these different alumni resource configurations come with inherent benefits and costs when it comes to the value that firms are able to capture from their alumni resources. we illustrate the value of this theoretical perspective by identifying meaningful practical implications and avenues for future research. 12. title: a resource-based view on individual absorption in the context of multiple team memberships. authors: backmann, julia; wimmer, julia; mortensen, mark; hartmann, silja; hoegl, martin; peus, claudia. abstract: knowledge work�frequently characterized as nonroutine and complex�requires individuals to be deeply engrossed with or "absorbed" in their work. notwithstanding, organizations tend to put knowledge workers in multiple teams, undermining their ability to achieve the level of absorption required to realize their full potential. we examine how knowledge workers who are operating in multiple team contexts navigate competing demands on their time on a daily basis. based on conservation of resources theory, we posit that the time devoted to the focal team�that is, the primary team in which knowledge workers are most actively involved�fosters absorption. however, this positive relationship is moderated by the number of different team contexts and problem-solving demands that knowledge workers experience daily, as together, these contextual conditions block optimal resource utilization. to test our hypotheses, we apply hierarchical linear modelling to experience-sampling data from 140 knowledge workers surveyed over 10 consecutive working days. our findings support the hypothesized model, suggesting that daily involvement in multiple team contexts hinders full absorption, especially if daily problem-solving demands are high. our insights emphasize the importance of the role and potential cost of multiple team membership (mtm) for understanding knowledge workers' optimal functioning. 13. title: "seeing eye to eye" about our relationship is good for us and everyone else: an examination of lmx agreement and views of fair treatment. authors: matta, fadel k.; frank, emma l.; muir, cindy p. abstract: research across a wide array of fields has established the organizational importance of fair treatment and why it should be a primary consideration of supervisors. as such, scholars have begun to unpack characteristics of organizations, supervisors, and employees that may promote fair treatment. although this literature has been informative and is growing, we know little about how the dyadic interplay between leaders and followers�and, in particular, how both parties' perceptions of that joint interplay�may facilitate or hinder views of fairness. the lack of clarity on this phenomenon is particularly problematic when one considers that there are several features of dyadic relationships within work units that�by their nature�work against the facilitation of fair treatment (e.g., supervisors inevitably provide some employees more/less information, support, and attention than others because they cannot establish high-quality exchange relationships with every employee). drawing from common threads found in theories of fairness and role theory surrounding expectation alignment, we posit that the key to facilitating views of fair treatment at any level of relationship quality is for supervisors and employees to "see eye to eye" on lmx quality-lmx agreement. we further theorize that each party's views of fair treatment flowing from lmx agreement (within the dyad) will ultimately result in leaders being more efficacious about their fairness-related abilities and employees performing at higher levels (beyond the dyad). results of three field studies (and two supplemental preregistered experiments) largely support our theorizing and further show that fair treatment can result in a self-reinforcing positive fairness-efficacy spiral for supervisors. 14. title: how groups differ from individuals in learning from experience: evidence from a contest platform. authors: he, tianyu; minervini, marco s.; puranam, phanish. abstract: we examine how groups differ from individuals in how they tackle two fundamental trade-offs in learning from experience�namely, between exploration and exploitation and between over- and undergeneralization from noisy data (which is also known as the "bias-variance" trade-off in the machine learning literature). using data from an online contest platform (kaggle) featuring groups and individuals competing on the same learning task, we found that groups, as expected, not only generate a larger aggregate of alternatives but also explore a more diverse range of these alternatives compared with individuals, even when accounting for the greater number of alternatives. however, we also discovered that this abundance of alternatives may make groups struggle more than individuals at generalizing the feedback they receive into a valid understanding of their task environment. building on these findings, we theorize about the conditions under which groups may achieve better learning outcomes than individuals. specifically, we propose a self-limiting nature to the group advantage in learning from experience; the group advantage in generating alternatives may result in potential disadvantages in the evaluation and selection of these alternatives. 15. title: hierarchy conflict: causes, expressions, and consequences. authors: schouten, maartje e.; van knippenberg, daan; greer, lindred l. abstract: hierarchy conflict, a dispute among members over the rank order of influence in the team, often impairs team processes and outcomes. the current literature often operates from the assumption that self-interest must be high when team members engage in hierarchy conflict. building on interdependence theory, we propose that hierarchy conflict may also occur when members have a more prosocial motivation, leading to a more constructive expression of the hierarchy conflict and more positive effects on team performance than hierarchy conflict instigated by members with a more proself motivation. specifically, we argue that the extent to which a team member is more driven by prosocial (versus proself) motivation heightens the threshold and lowers the frequency for engaging in a hierarchy conflict and that more prosocially motivated team members express their challenge of the hierarchy more directly and with less intensity than more proself-motivated members. this sets in motion a hierarchy conflict exchange that is more constructive and helps teams perform better compared with hierarchy conflict instigated by proself motivation. our theory complements and extends the current study of the causes, expressions, and consequences of hierarchy conflict in teams across multiple levels of analysis and helps redirect the focus of how hierarchy conflict is viewed in the literature. 16. title: antecedents of independent directors on joint venture boards. authors: olie, ren�; klijn, elko; reuer, jeffrey j. abstract: the presence of independent directors on corporate boards is often seen as an important means of monitoring to address principal-agent problems and of providing external resources and advice to management. in joint ventures (jvs), however, shareholder-management frictions can be lessened by appointing insiders to management and board positions, whereas access to valuable expertise, resources, and networks are provided by the partners themselves. a natural question, then, is why and when do partners appoint independent directors to jv boards? we argue that the appointment of independent directors to joint venture boards is primarily driven by principal-principal conflict considerations, which are unique in the joint venture context compared with conventional widely held corporations. consistent with this argument, we find that the likelihood of appointing independent directors increases when jvs face more exchange hazards due to the competitive overlap between partners and the broader functional scope of the jv. however, given that jvs also have alternative governance mechanisms to mitigate shareholder conflicts, we also find that more complex contractual agreements can potentially substitute for independent directors on jv boards. although relational governance is often highlighted as a key facet of jv governance, we do not find such a substitution effect for this supporting governance mechanism. overall, our research therefore highlights several interesting domain translation issues when applying existing corporate governance insights to the joint venture setting. our paper concludes with a call for future research on independent directors serving on jv boards, as jvs represent an organizational form that has been neglected in corporate governance research. &')035679b��ʸʦʔ�vbzm?1h[fth[ft5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h!@�5�cjojqj^jajh 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