Results 201 to 210 of about 56,313 (235)

Mergers and Attributions: An Examination of M&A Terminations in 1996–2022

open access: yesJournal of Management Studies, EarlyView.
Abstract Firms often make attributions regarding their actions in managing relationships with shareholders and investors. While research utilizing attribution theory has found that firms tend to attribute negative outcomes to external factors and positive outcomes to internal ones, this behaviour can have both positive and negative consequences ...
Zhe (Adele) Xing, Xiwei Yi
wiley   +1 more source

Performing Micro‐Role Transitions in Open Strategy

open access: yesJournal of Management Studies, EarlyView.
Abstract Open strategy (OS) requires contributors with a variety of functional backgrounds to episodically perform a strategy role in addition to their functional responsibilities. These actors engage in micro‐role transitions as they temporarily shift from one role to another.
Anna Plotnikova   +2 more
wiley   +1 more source

It’s All About Me (Or Is It Us?): The Narrative Antecedents of the Locus of Celebrity

open access: yesJournal of Management Studies, EarlyView.
Abstract For two decades, research on individual and organizational celebrity has flourished. However, the literature remains limited in several ways. First, despite recent gains regarding the antecedents of celebrity, current theory does not fully explain why celebrity resides at a specific locus (i.e., at the individual‐ and/or organizational level).
Laura D’Oria   +3 more
wiley   +1 more source

Entrepreneurial Market Leadership Claims, Cultural Resonance, and Investor Evaluations in Nascent Markets: The Goldilocks Effect

open access: yesJournal of Management Studies, EarlyView.
Abstract Cultural entrepreneurship research emphasizes entrepreneurs’ use of cultural resources to influence audience evaluations through resonance. However, the process by which such cultural resonance is achieved remains underexplored, particularly as an intermediary outcome.
Xiumei Li   +3 more
wiley   +1 more source

Do Women Executives Make Workplaces Safer? Evidence from Workplace Safety Violations

open access: yesJournal of Management Studies, EarlyView.
Abstract In this study, we develop and test theory on whether, when, and how the prevalence of women in firms’ top management influences workplace safety – an important ‘do no harm’ dimension of corporate social performance. Consistent with our theorizing, we find that there is a negative relationship between the prevalence of women executives in firms’
Yangyang Chen   +4 more
wiley   +1 more source

Leave It to Me: Overconfident CEOs’ Lower Propensity to Delegate Acquisition Responsibility

open access: yesJournal of Management Studies, EarlyView.
Abstract Overconfident CEOs have been shown to lead their firms to achieve different outcomes, but the literature has only a limited understanding why this is the case. In this paper, we focus on whether overconfident CEOs run their firms differently, focusing on a key internal interaction: CEOs' choices regarding whether to delegate to other ...
Matthew Josefy   +2 more
wiley   +1 more source

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