唧唧堂：ASQ 管理科学季刊2020年6月刊论文摘要

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解析作者 | 唧唧堂心理学研究小组：LYYYY；

审校编辑 |悠悠

1、太好了，不适合雇佣？劳动力市场中承诺的能力与推论

我们研究候选人的能力信号如何影响该人对雇主承诺的感知。在以招聘经理为研究对象的四项实验研究中，我们的实验显示，经理认为能力强的候选人对组织的承诺低于能力差但足够胜任的候选人，因此在招聘过程中会惩罚能力强的候选人。我们的结果显示，经理们对高能力候选人未来对组织的承诺感到担忧，他们认为高能力候选人对组织的兴趣较低，这意味着他们不太关心组织的使命和价值观，也不太努力实现这些目标，此外，高能力候选人有更多的外部工作选择，增加了他们的逃离风险。我们的研究结果强调，能力信号并不一定能让候选人在选择中占据优势，这表明在帮助候选人获得工作方面，能力信号和其他方面信号的传递有一个上限。我们的研究有助于劳动力市场、人力资本和资格认证的研究，为能力信号为什么和何时会对求职者的选择决策产生负面影响提供了理论依据。

We examine how signals of a candidate's capability affect perceptions of that person's commitment to an employer. In four experimental studies that use hiring managers as subjects, we test and show that managers perceive highly capable candidates to have lower commitment to the organization than less capable but adequate candidates and, as a result, penalize high-capability candidates in the hiring process. Our results show that managers have concerns about a high-capability candidate's future commitment to the organization because they view highly capable candidates as having lower levels of organizational interest—meaning they care less about the mission and values of the organization and exert a lower level of effort toward those ends—and because they assume highly capable candidates have more outside job options, increasing their flight risk. Our findings highlight that capability signals do not necessarily afford candidates an advantage in selection, suggesting an upper limit on credentials and other signals of capability in helping candidates get jobs. Our study contributes to research on labor markets, human capital, and credentialing by offering a theory for why and when capability signals can negatively influence job candidate selection decisions.

参考文献：Roman V. Galperin, Oliver Hahl, Adina D. 2020. Sterling, Jerry Guo. Too Good to Hire? Capability and Inferences about Commitment in Labor Markets. Administrative Science Quarterly, Vol 65, Issue 2, pp. 275 – 313.

2、独立第三方（The Uniplex Third）:在多重关系中实现单一领域角色转换

多重关系中的领导者——跨越多个领域的角色——可以在一个领域努力过渡到新的角色，而不会破坏另一个领域中现有的角色层次及相互关系。通过对七家中国家族企业代际领导传承的归纳研究，我们检验了领导者如何完成这种单一领域的角色转换。我们发现，当母亲(即创始人的妻子)更多的承担家庭责任而不是活跃于公司时，作为创始人和继承人在家庭中的可信任的第三方，同时对他们的业务分歧保持中立，创始人/父亲和继承人/儿子之间的代际传承是成功的。将母亲的参与限制在家庭中，可以让母亲帮助创始人和继任者维持他们现有的家庭角色和互动，同时过渡到公司的新角色。一个同时涉及公司和家庭的母亲不能在创始人和继承人之间保持无党派，这损害了他们对她的信任，并阻碍母亲平衡创始人和继承人之间的多重关系以及促进代际传承。我们将独立第三方（The Uniplex Third）的作用概念化: 当她或他仅在一个领域中连接具有多重二元关系的两个参与者时，独立第三方在关系网络中占据的位置。我们的案例显示，独立第三方的作用是通过建立与多重二元关系有关的信任度和中立关系。因此，独立第三方可以促进一个领域的变革，并保持另一个领域的稳定。我们还观察到，当母亲的亲属参与公司的高层管理时，她独立第三方的作用会被阻碍。如果公司中母亲的核心家庭和她的亲属之间存在冲突，我们发现母亲在家庭和公司领域都脱离了继承帮助活动。

Actors in a multiplex relationship—one crossing multiple domains—can struggle to transition into new roles in one domain without disrupting existing interactions and the role hierarchy in another. Via an inductive study of intergenerational leadership successions in seven Chinese family firms, we examine how actors can complete such a single-domain role transition. We find that a succession between the founder/father and the successor/son is successful when the mother (i.e., the founder's wife) is active in the family but not the firm, acting as a trustworthy third party to the founder and successor in the family while staying nonpartisan to their business disagreements. Limiting her involvement to the family allows the mother to help the founder and successor maintain their existing family roles and interactions while transitioning into new roles in the firm. A mother involved in both firm and family could not stay nonpartisan between the founder and successor, which compromised their trust in her and prevented her from legislating over their multiplex relationship and facilitating the succession. We conceptualize the position of the uniplex third: the network position an actor occupies when she or he is connected in only one domain to two actors who have a multiplex dyadic relationship. Our cases reveal that the uniplex third position grants an actor authority via establishing trustworthiness and nonpartisanship relative to a multiplex dyadic relationship. The uniplex third party can thus facilitate change in one domain and maintain stability in another. We also observe how the mother is inhibited from occupying the uniplex third position when her kin are involved in the firm's top management. If conflicts exist in the firm between the mother's nuclear family and her kin, we find the mother disengages from succession-aiding activities in both family and firm domains.

参考文献：Li, J. B. , & Piezunka, H.. 2020. The Uniplex Third: Enabling Single-domain Role Transitions in Multiplex Relationships. Administrative Science Quarterly, Vol 65, Issue 2, pp. 275 – 313.

3、多样性中的二元性:内部和人际文化异质性与企业绩效的关系

一个组织中的文化异质性与其执行和创新的潜在能力有什么关系？文化多样性通常被认为是任务协调和解决创造性问题之间的一种折衷，多样性主要是通过个体之间的文化差异产生的。相比之下，我们认为，当个人对组织持有多种文化信仰时，多样性也可以存在于个人内部。我们称这些不同的形式为人际和个人内部的文化异质性。我们认为前者倾向于破坏协调并预示着公司盈利能力的恶化，而后者促进了创造力并支持更大的专利成功和更积极的市场评估。为了评估这些命题，我们使用计算语言学来识别一家领先公司评论网站上近500家公开上市公司的员工评论中的文化内容，然后开发新的、时变的文化异质性测量方法。我们的实证结果支持了我们的两个核心命题，表明需要重新思考文化异质性的表现:有可能收获更高的个人内部异质性的创造性利益，同时也有可能收获更低的人际异质性的效率利益。

How does cultural heterogeneity in an organization relate to its underlying capacity for execution and innovation? Cultural diversity is commonly thought to present a tradeoff between task coordination and creative problem solving, with diversity arising primarily through cultural differences between individuals. In contrast, we propose that diversity can also exist within persons when individuals hold multiple cultural beliefs about the organization. We refer to these different forms as interpersonal and intrapersonal cultural heterogeneity. We argue that the former tends to undermine coordination and portends worsening firm profitability, while the latter facilitates creativity and supports greater patenting success and more positive market valuations. To evaluate these propositions, we use computational linguistics to identify cultural content in employee reviews of nearly 500 publicly traded firms on a leading company review website and then develop novel, time-varying measures of cultural heterogeneity. Our empirical results lend support for our two core propositions, suggesting the need to rethink the performance tradeoffs of cultural heterogeneity: it may be possible to reap the creativity benefits of higher intrapersonal heterogeneity and, at the same time, the efficiency benefits of lower interpersonal heterogeneity.

参考文献：Corritore, M. , Goldberg, A. , & Srivastava, S. B. 2020. Duality in Diversity: How Intrapersonal and Interpersonal Cultural Heterogeneity Relate to Firm Performance. Administrative Science Quarterly, Vol 65, Issue 2, pp. 359–394.

4、初创企业惯性与灵活性:创始人身份在新兴行业中的作用

通过对新生的空中出租车市场的四个早期进入者的归纳、比较研究，我们考察了为什么初创企业，通常被描述为灵活、可延展的实体，可能会表现出惯性行为。尽管其中两家公司正在进行试验和改造，但两家公司积极强化了它们最初的风险概念，即使面临环境变化和公司业绩下降。对这些公司的比较揭示了创始人身份的重要性。两组创始人认为自己是“革命者”，正在建立新的尝试来推动彻底的变革。相比之下，其他两组创始人将自己视为“发现者”，他们发现新的机会，并利用这些机会建立成功的企业。我们认为身份确认机制导致了企业的惰性和灵活性。革命创立者以与其自我观点一致的方式行事，致力于激进的风险概念，并积极地对其进行再投资，拒绝他们认为会损害新颖性的潜在适应性变化。相比之下，认为自己是发现者的创始人更重视实验和变化，以应对不断变化的条件。我们提出了一个新兴框架，探索在一个新兴行业中，创始人的身份如何引发企业惰性或灵活性的自我强化循环。

Through an inductive, comparative study of four early entrants in the nascent air taxi market, we examine why start-ups, generally characterized as flexible, malleable entities, might instead exhibit inertial behavior. While two of the firms engaged in ongoing experimentation and adaptation, two firms actively reinforced their original venture concepts, even in the face of environmental shifts and declining firm performance. Comparisons of the firms revealed the importance of founders' identities. Two founders saw themselves as "revolutionaries" building novel ventures to drive radical change. In contrast, two sets of founders saw themselves as "discoverers" identifying new opportunities and exploiting them to build successful businesses. We propose that these identities contributed to the firms' inertia and flexibility primarily through the mechanism of identity affirmation. Acting in a manner consistent with their self-views, revolutionary founders committed to and actively reinvested in radical venture concepts, rejecting potentially adaptive changes that they felt compromised novelty. In contrast, discoverer founders prioritized experimentation and change in reaction to shifting conditions. We propose an emergent framework exploring how, in a nascent industry, a founder's identity can set off self-reinforcing cycles of firm inertia or flexibility.

参考文献：Zuzul, T., & Tripsas, M. 2020. Start-up Inertia versus Flexibility: The Role of Founder Identity in a Nascent Industry. Administrative Science Quarterly, Vol 65, Issue 2, pp. 395–433.

5、等待吸入:减少医用大麻行业的耻辱

当一个新的行业类别是基于一个产品或活动受到“核心”污名——意味着它的本质被污名化——试图建立它的行为者可能会努力获得生存和发展所需的资源。为了解释减少一个行业类别的耻辱的过程，我们采用归纳的方法来理解美国医用大麻行业的行为者如何集体地试图创建和传播一个基于治愈和患者权利的道德公众形象。我们发现，减少类别层面的核心污名是一项分阶段的工作，跨越不同的关系空间进行。一个基于广泛接受的价值观的道德议程启动了这个过程，然后这个行业创造了一个新的道德原型，反映出这些行业参与者可以认同的价值观。类别成员必须公开与当前被污名化的原型不一致，并通过他们的语言和实践将新的道德原型注入到他们的利益相关者受众中，建立情感联系，从而导致认知接受。这个过程是混乱的，因为单个组织经常需要继续从事被污名化的行为来生存，即使他们公开表明不认同。我们的过程模型还确定了核心污名化类别中类别出现的方式与非污名化类别中类别出现的方式不同。

When a new industry category is predicated on a product or activity subject to "core" stigma—meaning its very nature is stigmatized—the actors trying to establish it may struggle to gain the resources they need to survive and grow. To explain the process of reducing an industry category's stigma, we take an inductive approach to understanding how actors in the U.S. medical cannabis industry collectively attempted to create and disseminate a moral public image based on healing and patients' rights. We find that reducing category-level core stigma is a phased effort that takes place across different relational spaces. A moral agenda based on broadly acceptable values jumpstarts the process, and the industry then creates a new moral prototype reflecting these values that industry actors can identify with. Category members must publicly disidentify with the current, stigmatized prototypes and infuse the new moral prototype among their stakeholder audiences through their language and practices, creating emotional connections that lead to cognitive acceptance. This process is messy, as individual organizations often need to continue engaging in stigmatized behaviors to survive, even as they publicly disidentify with them. Our process model also identifies ways in which category emergence in core-stigmatized categories differs from the process for non-stigmatized categories.

参考文献：Lashley, K., & Pollock, T. G. 2020. Waiting to Inhale: Reducing Stigma in the Medical Cannabis Industry. Administrative Science Quarterly, Vol 65, Issue 2, pp. 434–482.

6、平行游戏:初创企业、新兴市场和有效的商业模式设计

先前的研究已经对新兴市场的创业成功提出了几种解释，但留下了一个未被探索的关键因素:商业模式。通过研究新兴金融技术市场中的五个风险企业，我们开发了一个新的理论框架来理解企业家如何有效地设计商业模式:平行游戏。类似于学龄前儿童的平行游戏，企业家从事平行游戏交织行动，认知和时间，以加快学习一个新的世界。具体来说，他们首先从同行那里借鉴，专注于他们的服务或产品的既定替代品；之后测试假设，致力于一个广泛的商业模型模板；最后在详尽制定活动系统之前暂停。我们框架的见解有助于对独特性的研究以及学习和进化调整的文献。更广泛地说，我们将组织理论与一个新的理论透镜——业务模型过程——相结合，以强调组织实际上是如何工作和创造价值的。

Prior research has advanced several explanations for entrepreneurial success in nascent markets but leaves a key imperative unexplored: the business model. By studying five ventures in a nascent financial-technology market, we develop a novel theoretical framework for understanding how entrepreneurs effectively design business models: parallel play. Similar to parallel play by preschoolers, entrepreneurs engaged in parallel play interweave action, cognition, and timing to accelerate learning about a novel world. Specifically, they (1) borrow from peers and focus on established substitutes for their services or products, (2) test assumptions, then commit to a broad business-model template, and (3) pause before elaborating the activity system. The insights from our framework contribute to research on optimal distinctiveness and to the learning and evolutionary-adjustment literatures. More broadly, we blend organization theory with a fresh theoretical lens—business-model processes—to highlight how organizations actually work and create value.

参考文献：Mcdonald, R. M., & Eisenhardt, K. M. 2020. Parallel Play: Startups, Nascent Markets, and Effective Business-model Design. Administrative Science Quarterly, Vol 65, Issue 2, pp. 483–523.

7、组织政治意识形态与企业对社会行动主义的开放性

本文认为，作为其成员政治意识形态的函数，组织往往更“开放”或“封闭”，这种变化有助于解释企业对社会行动主义的反应。整合社会行动主义和政治心理学的研究，我们提出当公司经历激进分子的抗议时，一个自由主义倾向的公司将比保守主义倾向的公司更可能对激进分子的要求让步，因为它的决策者将更容易接受公司的活动与激进分子的主张之间的相互联系。在这个核心概念的基础上，我们考察了增加一个组织意识形态显著性的因素如何放大了它对抗议反应的影响。基于2001年至2015年针对《财富》500强企业的558起抗议事件的纵向样本，我们的结果支持了这样一种观点，即倾向自由主义的企业对激进主义做出了更多让步，这种效果是在考虑了抗议问题的意识形态效果后存在的。当一个组织的成员离公司总部更近时，其意识形态的这种影响就会增强。当公司的意识形态与其当地社区或行业的意识形态不一致时，情况也是如此。这些发现有助于研究政治意识形态的组织含义，以及社会运动、制度复杂性和非市场策略。

This paper argues that organizations tend to be more "open" or "closed" as a function of their members' political ideologies and that this variation can help explain firms' responses to social activism. Integrating research on social activism with political psychology, we propose that when firms experience activists' protests, a liberal-leaning firm will be more likely to concede to activists' demands than its conservative-leaning counterpart, because its decision makers will more readily accept the interconnectedness of the firm's activities with the activists' claims. Building on this core concept, we examine how factors that increase the salience of an organization's ideology also amplify its effect on responses to protests. Based on a longitudinal sample of 558 protest events directed against Fortune 500 firms from 2001 to 2015, our results support the notion that liberal-leaning firms concede more to activism, an effect that exists after accounting for the ideological valence of the protest issues. When an organization's members are more proximate to the corporate headquarters, this effect of its ideology is heightened. The same is true when the firm's ideology is incongruent with that of its local community or its industry. These findings inform research on the organizational implications of political ideologies, as well as on social movements, institutional complexity, and non-market strategy.

参考文献：Gupta, A., & Briscoe, F. 2020. Organizational Political Ideology and Corporate Openness to Social Activism. Administrative Science Quarterly, Vol 65, Issue 2, pp. 524–563.

唧唧堂研究人简介：LYYYY

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