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Journal of Management Studies

Volume 57, Issue 8，November 2020

一、目录

[1]. Too Much of a Good Thing? The Boomerang Effect of Firms’ Investments on Corporate Social Responsibility during Product Recalls

Alfred Zhu Liu, Angela Xia Liu, Rui Wang, Sean Xin Xu

[2]. Toward A Temporal Theory of Faultlines and Subgroup Entrenchment

Alyson Meister, Sherry M.B. Thatcher, Jieun Park, Mark Maltarich

[3]. Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure

Hendrik J. van de Brake, Frank Walter, Floor A. Rink, Peter J. M. D. Essens, Gerben S. van der Vegt

[4]. Coupling High Self‐Perceived Creativity and Successful Newcomer Adjustment in Organizations: The Role of Supervisor Trust and Support for Authentic Self‐Expression

Lucas Dufour, Massimo Maoret, Francesco Montani

[5]. When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Nicola Breugst, Holger Patzelt, Dean A. Shepherd

[6]. How Exhausting!? Emotion Crossover in Organizational Social Networks

Thomas J. Zagenczyk, E. Erin Powell, Kristin L. Scott

[7]. Performative Achievement of Routine Recognizability: An Analysis of Order Taking Routines at Sushi Bars

Yutaka Yamauchi, Takeshi Hiramoto

[8]. Untangling the Integration–Performance Link: Levels of Integration and Functional Integration Strategies in Post‐Acquisition Integration

Tian Wei, Jeremy Clegg

[9]. Internal Resource Allocation and External Alliance Activity of Diversified Firms

Joseph J. Cabral, Chaoqun Deng, M. V. Shyam Kumar

[10]. Undoing Gender in Academia: Personal Reflections on Equal Opportunity Schemes

Susanne Täuber

COVID‐19 Commentaries

[11]. Introduction to the COVID‐19 Commentaries

Daniel Muzio, Jonathan P. Doh

[12]. Covid‐19 and the Future of Family Business Research

Alfredo De Massis, Emanuela Rondi

[13]. The Implications of COVID‐19 for Nonmarket Strategy Research

Thomas C. Lawton, Sinziana Dorobantu, Tazeeb S. Rajwani, Pei Sun

[14]. Organizational Culture and COVID‐19

André Spicer

[15]. Movements, Societal Crisis, and Organizational Theory

Brayden G King, Edward J. Carberry

[16]. Lessons from the Losing: Implications of the COVID‐19 Pandemic for Organizational Diversity Scholarship and Practice

Derek R. Avery

[17]. COVID 19 and Entrepreneurship: Time to Pivot?

Dean A. Shepherd

[18]. What has changed? The Impact of Covid Pandemic on the Technology and Innovation Management Research Agenda

Gerard George, Karim R. Lakhani, Phanish Puranam

[19]. Learning Theory: The Pandemic Research Challenge

Henrich R. Greve

[20]. Identity and Identification During and After the Pandemic: How Might COVID‐19 Change the Research Questions we Ask?

Blake E. Ashforth

[21]. Implications of the COVID‐19 Pandemic for Gender Equity Issues at Work

Frances J. Milliken, Madeline K. Kneeland, Elinor Flynn

[22]. Global Value Chains in the Post‐COVID World: Governance for Reliability

Liena Kano, Chang Hoon Oh

二、题目、作者、作者单位、关键词

1 Too Much of a Good Thing? The Boomerang Effect of Firms’ Investments on Corporate Social Responsibility during Product Recalls

Alfred Zhu Liu

University at Albany, SUNY

Angela Xia Liu

Belk College of Business, UNC Charlotte, Charlotte, NC 28223

Rui Wang

Guanghua School of Management, Peking University, Beijing, 100871, China

Sean Xin Xu

Tsinghua University

https://doi.org/10.1111/joms.12525

Abstract：Prior research shows that a good record of corporate social responsibility (CSR) has an insurance‐like effect on shareholder value in negative events. We posit and provide empirical evidence that excessive CSR activities can also cause a boomerang effect during negative events. In the setting of product recalls, we show that overinvestment in CSR has a boomerang effect on shareholder value when a company with excessive CSR activities announces a recall. Further analysis shows that the boomerang effect is exacerbated when institutional ownership is low or when customer awareness is high. Our study adds to the literature new insights on how CSR affects shareholder value during a reputation crisis.

2 Toward A Temporal Theory of Faultlines and Subgroup Entrenchment

Alyson Meister

Alyson Meister, IMD Business School, Chemin de Bellerive 23, Box 915, 1003 Lausanne, Switzerland

Sherry M.B. Thatcher

University of South Carolina

Jieun Park

Drake University

Mark Maltarich

University of South Carolina

https://doi.org/10.1111/joms.12538

Abstract：A wealth of scholarship shows that faultlines drive important outcomes for groups. However, despite mounting calls for incorporating time in the group literature, our understanding of faultlines is bound by assumptions that constrain our ability to incorporate the crucial role of time as it relates to faultlines and their effects. Drawing together guidance for exploring temporal phenomena, with the faultline and group literatures, we embark on an understanding of the temporal nature of faultlines. We distinguish faultlines from specific subgroup configurations by introducing the concept of subgroup entrenchment – the agreement among group members about the existence and composition of strong and stable subgroups. We highlight how a group’s history influences its current and future experience of faultlines and subgroups, by exploring concepts such as duration, temporal alignment, and sequencing patterns. Our theory highlights how the dynamic features of multiple faultlines can influence subgroup entrenchment at any point in time.

3 Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure

University of Groningen

Copenhagen Business School

Frank Walter

Justus Liebig University Giessen

Floor A. Rink

University of Groningen

Peter J. M. D. Essens

University of Groningen

Gerben S. van der Vegt

University of Groningen

doi.org/10.1111/joms.12539

Abstract：Many employees in today’s organizations are involved in more than one team at the same time. Building on the challenge‐hindrance stressor framework, this study investigates potential benefits and disadvantages of such multiple team membership (MTM) for individual employees. Furthermore, we extend this framework with insights from the job demands‐resources model to propose that, depending on an employee’s organizational tenure, individual MTM will differentially shape his or her perceptions of work challenge and role ambiguity, subsequently influencing the employee’s job performance and absenteeism. We tested our conceptual model using time‐lagged multi‐source data from a large organization of applied research (N = 1211). Our results demonstrate that, for employees with relatively low organizational tenure, MTM was negatively associated with perceived work challenge and positively associated with perceived role ambiguity, which in turn associated with lower job performance and higher absenteeism. For employees with higher organizational tenure, by contrast, MTM associated positively with their work challenge perceptions and subsequent performance outcomes, whereas MTM was unrelated to perceived role ambiguity as well as absenteeism. These findings identify relevant psychological mechanisms and a key contingency factor that explain when and why MTM may have positive or negative individual‐level consequences.

Keywords: ReligionROACorporate governanceBuddhism

4 Coupling High Self‐Perceived Creativity and Successful Newcomer Adjustment in Organizations: The Role of Supervisor Trust and Support for Authentic Self‐Expression

Lucas Dufour

University of Toronto

Massimo Maoret

IESE Business School

Francesco Montani

International University of Monaco

doi.org/10.1111/joms.12547

Abstract：This study addresses how supervisors can facilitate the socialization of newcomers with high self‐perceived creativity into their new jobs. We combine self‐verification theory and current literature on socialization in a dual‐stage moderated mediation model where a) newcomer self‐perceived creativity interacts with supervisor trust in the newcomer to trigger supervisor perception of newcomer creativity; and b) supervisor perception of newcomer creativity, in turn, interacts with supervisor support for newcomer authentic self‐expression to impact newcomer adjustment outcomes (i.e., task performance, job satisfaction, and stress symptoms). A two‐wave, multisource study of 146 newcomer–supervisor dyads provides support for our predictions, suggesting that high levels of supervisor trust and support for authentic self‐expression serve as moderating conditions allowing supervisor perception of newcomer creativity to positively mediate the relationship between newcomer self‐perceived creativity and newcomer adjustment.

5 When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Nicola Breugst

Technical University of Munich

Holger Patzelt

Technical University of Munich

Dean A. Shepherd

University of Notre Dame

doi.org/10.1111/joms.12546

Abstract：Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.

6 How Exhausting!? Emotion Crossover in Organizational Social Networks

Thomas J. Zagenczyk

Clemson University

E. Erin Powell

North Carolina State University

Kristin L. Scott

Clemson University

doi.org/10.1111/joms.12557

Abstract：Does emotional exhaustion cross over between employees? Departing from the traditional within‐person view, we draw on the crossover model to argue and test an interpersonal model of emotional exhaustion. We conducted a sociocentric social network study in a U.S. construction company and found that employees had similar levels of emotional exhaustion to co‐workers with whom they had interaction and advice ties and structurally equivalent network positions, but that they did not have similar emotional exhaustion to friends or supervisors. We advance scholarly understanding of emotion crossover by theorizing and simultaneously testing important organizationally structured patterns of interaction and transfer previously unexamined, examined only in isolation or examined in a piecemeal manner. Our results highlight the importance of exploring the influence of structural and relational patterns embedded in the organization’s formal and informal structures and provide a theoretical and methodological platform to advance our understanding of crossover, emotional contagion and important outcomes at work.

7 Performative Achievement of Routine Recognizability: An Analysis of Order Taking Routines at Sushi Bars

Yutaka Yamauchi

Kyoto University

Takeshi Hiramoto

Kyoto Prefectural University

doi.org/10.1111/joms.12555

Abstract：The concept of performativity, a central theme in routine dynamics research, suggests that a routine does not first exist as a recognizable phenomenon, and then actions are taken subsequently. On the contrary, actions themselves need to achieve the recognizability of the routine. This paper revisits recognizability in light of routine interdependence and materiality. Focusing on order taking routines at sushi bars, the analysis reveals that participants constantly achieve the beginning of a routine performance by drawing on performances of other routines and materiality, both of which are seemingly unrelated to the focal routine. Prior to routine initiation, much material and embodied work is conducted in order to make the routine recognizable. Once initiated, the routine performance makes subtle use of materiality, allowing participants to engage in a seemingly unrelated routine while they remain subordinately attentive to the focal routine. While a routine appears to exist on its own once it is recognized, the achievement of this recognition relies largely on factors that are not part of the routine.

8 Untangling the Integration–Performance Link: Levels of Integration and Functional Integration Strategies in Post‐Acquisition Integration

Tian Wei

Fudan University

Jeremy Clegg

University of Leeds

doi.org/10.1111/joms.12571

Abstract：The integration–performance link created during post‐acquisition integration has defied satisfactory theoretical explanation. To address this gap, we conduct a functional analysis to explore the intermediating mechanisms between the level of integration – which represents the extent of the target firm’s integration with the acquirer – and acquisition performance. We use six in‐depth acquisition case studies in the medical technology industry to develop an integrated model with which to untangle the integration–performance link. First, our model connects the level of integration to specific functional integration strategies, which refer to the approaches acquirers employ to manage functional resources. Second, we identify value creation and value leakage as the two routes through which functional integration strategies impact acquisition performance. Finally, we propose two qualitative measures of acquisition performance: value gap and time delay. Our study suggests that a functional analysis of the integration–performance link may help resolve long‐standing conflicts within the literature.

Keywords:Religion；ROA；Corporate governance；Buddhism

9 Internal Resource Allocation and External Alliance Activity of Diversified Firms

Joseph J. Cabral

Louisiana State University

Chaoqun Deng

Baruch College, CUNY

M. V. Shyam Kumar

Rensselaer Polytechnic Institute

doi.org/10.1111/joms.12570

Abstract：Prior research suggests that diversified firms are often unable to match resources to the market needs and opportunities of their divisions due to factors such as influence activities. In this research, we propose that when such internal inefficiencies arise, diversified firms may form alliances to access resources externally to support their divisions in their industries and operations. Using a sample of US firms between 1997 and 2006, we find that, on average, diversified firms form more alliances within industries that they currently operate in when compared to single business firms. The alliancing activity in related industries increases when businesses with diverse growth opportunities exist within the same firm, and it decreases with the intensity of internal control and coordination mechanisms. Our study suggests a link between internal resource allocation processes and external alliancing activity, while highlighting that alliances may play an important role in how diversified firms manage the inefficiencies that arise within their boundaries.

10 Undoing Gender in Academia: Personal Reflections on Equal Opportunity Schemes

Susanne Täuber

University of Groningen

doi.org/10.1111/joms.12516

Abstract：I have always considered myself privileged to be working for my university, an institution bustling with innovativeness and committed to gender equality and diversity. The past years strained this feeling of privilege as I grew aware of the immense discrepancy between the university’s gender equality policy on paper, and my actual experiences at work. This discrepancy is not a purely subjective experience, as countless reports and figures show. But being a fellow of an equal opportunity program, the prestigious EU‐funded Rosalind Franklin Fellowship program (RFF) of the University of Groningen, I think that sharing my subjective experiences might offer some surprising answers to the question of why strong commitment to gender equality does not necessarily translate into the expected progress. In particular, while the RFF scheme was specifically designed to close the gender gap at all career stages by facilitating the flow‐through of women to the higher functions in the university, I came to believe that initiatives deliberately set up to promote gender equality might inadvertently work against women. In my years as a fellow, I have experienced and observed a number of mechanisms that work particularly to the disadvantage of women academics in the equal opportunity scheme. Many of those mechanisms seem negligible in isolation, but accumulate to form substantial disadvantages over time. Intriguingly, rather than simply being unsuccessful in combatting these mechanisms, the RFF scheme seems to actually cause or reinforce them. My experiences of unintended backlash of equal opportunity schemes revolve around three key issues. First, they are designed in ways that inadvertently facilitate the structural discrimination they purportedly seek to challenge and moderate. Second, equal opportunity schemes can be seen as undermining meritocratic principles, thereby lending legitimization to senior (male) academics’ active reduction of any perceived or real benefits of the schemes. Third, the common top‐down practice of imposing diversity on organizations hurts both the minority and the majority group.

11 Introduction to the COVID‐19 Commentaries

Daniel Muzio

University of York

Jonathan P. Doh

Villanova University

doi.org/10.1111/joms.12635

Abstract：The COVID‐19 pandemic confronted the world with a rapid, unexpected and far‐reaching global crisis. While it began as a healthcare emergency, it very rapidly became clear that the pandemic would have unprecedented political, economic and social consequences. While both the healthcare crisis and its broader consequences are still unfolding, it is becoming obvious that many countries will be faced with unprecedented economic recessions, leading to business failures, mass unemployment, rising debt levels and placing additional strain on political, economic and civic institutions. Furthermore, COVID‐19 is affecting existing businesses, their strategies, processes and practices as supply chains are disrupted, operations are shifted online and increasingly costly regulations are implemented often at very short notice. More dramatically, the pandemic is undermining the profitability and even the viability of entire sectors, including travel and tourism, higher education, hospitality and the performing arts. Of course not all sectors have been equally affected; some, such as those with existing online channels like some retailers, have found it relatively easy to rebalance towards that side of their operations. Others like professional services firms have managed to adjust to home working practices. Some sectors such as couriers, video‐conferencing solution providers and streaming platforms have even benefited from the pandemic.

What is clear is that whatever ‘new normal’ emerges from the pandemic, many established assumptions, concepts and practices in management studies and its many sub‐disciplines will require revisiting and rethinking. Further, the current crisis and responses to it may generate entirely new research questions and directions while displacing or redirecting established ones. In this forum, we seek to help set the agenda for post‐COVID management research by bringing together a number of world leading academics to share their thoughts on what the pandemic may mean for a specific topic or disciplinary focus. Examples include: international business, entrepreneurship, global supply chains, strategy, employment relations, organizational culture, team work, and social networks to name a few. The effects of the pandemic are of course ongoing and unpredictable and while there may be disagreement in terms of its impact on a particular area, we believe that the ideas and suggestions in this collection represent an important contribution and source of inspiration for academics working in these areas. Over the years to come, we look forward to colleagues addressing the many questions posed in this forum.

12 Covid‐19 and the Future of Family Business Research

Alfredo De Massis

Free University of Bozen‐Bolzano

Emanuela Rondi

Free University of Bozen‐Bolzano

doi.org/10.1111/joms.12632

Abstract：The world is witnessing dramatic changes brought about by Covid‐19 and its aftermath, with significant implications for the management of organizations, and hence, management studies. We argue that the pandemic and its social and economic reverberations are triggering particularly salient challenges for family businesses (FBs) – the most ubiquitous form of business organization in any world economy – that call into question some fundamental assumptions at the core of FB research. We identify five assumptions in the field that are challenged by Covid‐19 and its aftermath, articulate a scholarly agenda and propose urgent research questions that contribute to redirecting and advancing the study of FBs.

13 The Implications of COVID‐19 for Nonmarket Strategy Research

Thomas C. Lawton

University College Cork

Sinziana Dorobantu

New York University

Tazeeb S. Rajwani

University of Surrey

Pei Sun

University of Manchester

doi.org/10.1111/joms.12627

Abstract：The COVID‐19 virus ignited social and economic turmoil around the world. Not since the Spanish Flu of 1918 had we seen a pandemic of such scale and severity. The resultant global transformation of industries, supply chains, work, communication, and institutional frameworks suggests we are entering a period of non‐ergodic change, in which the future cannot be extrapolated from the past (North, 1999). This means that we do not know the probability distribution or the outcomes from the virus. So, we must find a way to coexist and build our resilience. Moreover, although pandemics cause short‐term fear and disruption, they can also initiate long‐term change for economies and societies. Thus, we suggest that although COVID‐19 challenges the foundations of modern business and management, it reinforces the core assumptions of nonmarket strategy research. In particular – and especially during times of crisis and uncertainty – competitive advantage is predicated on proactive political and social awareness and engagement, aligned with strategic business objectives.

14 Organizational Culture and COVID‐19

André Spicer

The Business School, City, University of London

doi.org/10.1111/joms.12625

Abstract：COVID‐19 and the large scale social and economic shock which it bought has already profoundly transformed organisational cultures. Well known symbols of organisational life such as open plan workplaces filled with people wearing suits have been replaced by Perspex screens and personal protective equipment. Rituals such as water cooler chat have been replaced with zoom calls. The underlying values and assumptions of many organisations seem to have shifted from exploration and creativity towards safety and resilience. This profound change represents a major challenge for managers (Kniffin et al., 2020). They are asking themselves how they can build a company culture when everyone is working from home (Howard‐Greenville, 2020). But it also represents a significant opportunity for researchers to investigate how such a large scale transition in society unsettles organisational culture and how those cultures might adapt.

15 Movements, Societal Crisis, and Organizational Theory

Brayden G King

Northwestern University

Edward J. Carberry

University of Massachusetts Boston

doi.org/10.1111/joms.12624

Abstract：Public health crises test the robustness of institutions, and the current COVID‐19 pandemic is no exception. The spread of the virus and subsequent hospitalizations and deaths have laid bare the fragility of governments’ capacities to protect their citizens, and it has strained otherwise normally functioning institutions like higher education. The pandemic has exposed dramatic economic and racial inequalities, especially in countries without strong welfare infrastructure. Grievances that were once contained by relatively prosperous times are now raging on the surface. The Black Lives Matter protests that emerged throughout the world during the pandemic may be about enduring problems with racism, but their timing is clearly connected to citizens’ frustrations with institutions they are supposed to trust, but that have undeniably failed them during a time of public crisis.

16 Lessons from the Losing: Implications of the COVID‐19 Pandemic for Organizational Diversity Scholarship and Practice

Derek R. Avery

University of Houston

doi.org/10.1111/joms.12630

Abstract：Organizational profitability and survival are often contingent on the ability to respond to crises effectively (Pearson and Clair, 1998). In this essay, I contend that considering the impact of country composition and culture during the COVID‐19 pandemic can enhance our comprehension of the role of diversity during duress. When crises occur, demographic differences tend to be especially salient, as individuals become more attentive to protecting the perceived interests of the in‐group, often at the expense of outgroups (King et al., 2010; Krosch et al., 2017). This suggests that more diverse countries may be experiencing more difficulty managing the COVID‐19 pandemic than more homogenous countries. Moreover, we know that diversity tends to correspond with higher collective performance when differences are embraced and supported and lower collective performance when diversity is unsupported (e.g., Gonzalez and DeNisi, 2009), at least in part because providing equal opportunity and promoting inclusion increases tolerance for the uncertainty that often accompanies demographic differences (Guillaume et al., 2017). Extrapolating this to the country level suggests that a country’s diversity should correspond in more infections and deaths during a pandemic when its citizens are less tolerant of uncertainty (higher uncertainty avoidance).

17 COVID 19 and Entrepreneurship: Time to Pivot?

Dean A. Shepherd

Mendoza College of Business, University of Notre Dame

doi.org/10.1111/joms.12633

Abstract：I thank JMS for this invitation to explore how COVID 19, and its aftermath, leads us to question some of the fundamental assumptions of entrepreneurship research. In this dialogue, I highlight five fundamental assumptions of the field that are challenged by COVID 19 that may require a research pivot, that is, that may require a change in research direction on specific topics.

18 What has changed? The Impact of Covid Pandemic on the Technology and Innovation Management Research Agenda

Gerard George

Singapore Management University

Karim R. Lakhani

Harvard University

Phanish Puranam

INSEAD

doi.org/10.1111/joms.12634

Abstract：Whereas the pandemic has tested the agility and resilience of organizations, it forces a deeper look at the assumptions underlying theoretical frameworks that guide managerial decisions and organizational practices. In this commentary, we explore the impact of the Covid‐19 pandemic on technology and innovation management research. We identify key assumptions, and then, discuss how new areas of investigation emerge based on the changed reality.

19 Learning Theory: The Pandemic Research Challenge

Henrich R. Greve

INSEAD

doi.org/10.1111/joms.12631

Abstract：Organizational learning theory examines how organizations change routine behaviours as a function of their goals and experience (Levitt and March, 1988). Research built on learning theory has assembled much evidence on how organizations adapt to their environments (e.g., Gavetti et al., 2012). Learning acts both as an underlying assumption in other theories and as a theory on its own, and is used in organizational theory, strategy, and entrepreneurship. This foundational role means that a reassessment of learning theory is consequential for the wider field of management, not just for scholars specialized in learning theory.

The Covid‐19 pandemic poses challenges to four branches of learning theory – organizational routines, performance feedback, vicarious learning, and coalitions – and this commentary explains how each challenge could inspire new research in this area. One may argue that pandemics are rare and unworthy of special attention, but this would be wrong in two ways. First, pandemics are not rare. Spanish Flu killed more than 40 million 100 years ago, HIV/AIDS killed 35 million in 40 years, and Ebola, SARS, and MERS are recent pandemics that suddenly halted. Research on each one is important because pandemics cause fundamental changes to organizations and communities, with effects seen decades later (Rao and Greve, 2018). Second, pandemics reveal assumptions behind our theoretical mechanisms that we rarely question, allowing creation of new theory and integration of new evidence. We should therefore examine this pandemic for its theoretical importance and substantive impact.

20 Identity and Identification During and After the Pandemic: How Might COVID‐19 Change the Research Questions we Ask?

Blake E. Ashforth

Department of Management & Entrepreneurship, W. P. Carey School of Business, Arizona State University, Tempe, AZ 85287, USA

Abstract：In any work context, individuals need a sense of who they are – what identity or identities are most salient, that is, relevant and valued – in order to navigate that context. COVID‐19 cannot erase this fundamental need. However, COVID‐19 is challenging how individuals are meeting this need and thereby the wisdom of scholars’ conventional focus on the organization as the prime locus of individual’s work‐based identity. More specifically, I argue below that COVID‐19 is encouraging individuals to define themselves less in terms of an ‘organizational we’ and more as other forms of ‘we’ along with a personalized ‘me’. Further, I argue that scholars would profit from examining how event‐specific organizational responses to the pandemic (and major events in general) affect identification with the organization, and how the pandemic and similar events affect identification with relevant occupations.

21 Implications of the COVID‐19 Pandemic for Gender Equity Issues at Work

Frances J. Milliken

New York University

Madeline K. Kneeland

Cornell University

Elinor Flynn

New York University

doi.org/10.1111/joms.12628

Abstract：As we write this commentary in the late summer of 2020 in the midst of the coronavirus pandemic, we are observing a world of work (and of unemployment) vastly different than it was six short months ago. In this commentary, we focus on the effects the coronavirus pandemic has had, and may continue to have, on gender equity issues in organizations and society. In particular, we consider how the reduced frequency of face‐to‐face communication in this time period, coupled with the potential for increased work‐family conflict and weakened network ties, may be differentially impacting the careers of men and women.

22 Global Value Chains in the Post‐COVID World: Governance for Reliability

Liena Kano

University of Calgary

Chang Hoon Oh

University of Kansas

doi.org/10.1111/joms.12626

Abstract：The COVID‐19 pandemic has delivered a profound shock to global value chains (GVCs). To date, popular and academic press has predicted significant changes in GVC configurations due to COVID‐19 (FT, 2020; Panwar, 2020). It has been argued that the pandemic has illuminated pre‐existing underlying fragilities of GVCs (Silverthorne, 2020), and that lead firms are likely to respond by reshoring operations, vertically integrating, and reducing the geographic footprint of their networks. We agree that GVCs may undergo certain reconfigurations in the post‐pandemic world, including strategic supply chain diversification (Gereffi, 2020), greater localization of production of essential supplies, and reduction in irreversible investments abroad (Verbeke, 2020). We do not, however, foresee long‐term changes to fundamental principles of GVC governance. Moreover, we argue that many changes that do occur are not pandemic‐specific. Rather, COVID‐19 has reinforced extant macro‐level trends and tensions already affecting GVCs, such as, for example, renewed protectionism, de‐Sinicization, and digitization (Kano et al., 2020; Strange, 2020). We predict that, while some structural changes to GVCs can indeed be expected, most pandemic‐induced adjustments will take place in the realm of managerial/strategic governance.

会计前沿期刊跟踪栏目

跟踪人：柯甜甜西安石油大学

完成时间：2020年12月2日

编辑人员：孟丹河北工业大学

完成时间：2020年12月17日

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