Suchergebnisse

In this study, the authors examine factors that explain international scholars' success in publishing in North American management journals through collaboration. Drawing on the international entry mode literature, the authors propose that international collaboration teams are more successful when they increase complementary resources and reduce transaction costs. A sample of 364 articles from 10 North American management journals shows that teams published in higher impact management journals when they had U.S. or Canadian collaborators, higher proportions of assistant professors, and less gender diversity. Combining additional findings from 23 semistructured interviews, the authors provide a research model to explain the resources and costs embedded in international collaboration teams as well as mechanisms that help transform costs into resources.

Chief executive officers (CEOs) are expected to guard their firms against corporate social irresponsibility (CSIR) incidents. In this study, we hypothesize that CEO humility relates negatively to CSIR occurrence and positively to correction because of CEO preferences for protecting stakeholder interests and employing systematic information processing. These associations are stronger in industries with a high number of CSIR incidents and when top management teams have a higher ratio of gender and racial minorities. We develop and validate a new unobtrusive measure of CEO humility by using automated, objective behavioral indicators derived from earnings conference call transcripts. Our arguments and hypotheses are mostly supported by a sample of 197 Fortune 500 firms, 275 CEOs, and 1,243 firm-year observations from 2002 to 2015. Our study contributes to a more complete understanding of CEOs' role in CSIR prevention and correction, widens the scope of CEO humility research by including stakeholder-centered firm outcomes, and mitigates measurement constraints in understanding CEO humility-firm action relationships. Funding: This work was supported by Hong Kong Polytechnic University [Grant P0030113] and the National Science Foundation of China [Grants 71602086, 71632005, 72372068, and 72072088], and INSEAD [Ian Potter ('93D) PhD Award]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.17104 .

In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers' responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs' humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers' perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through collective perceptions of empowerment at both levels. Qualitative data from interviews with 51 CEOs provide additional insight into the meaning of humility among CEOs and differences between those with high and low humility.