【顶级管理学期刊创业研究速递】2019年1月中英文摘要
【SMJ】CEO equity risk bearing and strategic risk taking: The moderating effect of CEO personality
CEO股权风险承担与战略风险承担：CEO人格特质的调节效应
作者：
Mirko H. Benischke1 | Geoffrey P. Martin2 | Lotte Glaser3
1Department of Strategic Management and Entrepreneurship, Erasmus University, Rotterdam School of Management, Rotterdam, The Netherlands
2Department of Business Administration, University of Melbourne, Melbourne Business School, Carlton, Victoria, Australia
3Department of Strategic Management and Entrepreneurship, Erasmus University, Rotterdam School of Management, Rotterdam, The Netherlands
本文在应用心理学文献基础上探索在制定战略风险决策时CEO对其股权感知风险的潜在差异。本文的理论表明，行为代理人预示了在承担股权风险与承担战略风险之间的负向关系取决于四种人格特质。我们的实证分析基于制造业中标普1500家企业的158位CEO的特征数据资料，研究表明承担执行风险与承担战略风险之间的关系对于高度外向、更大开放性和更低责任性三种人格特质从负到正变化。这些研究结果表明，通过整合人格特质文献的洞见，可以回应基于薪酬的CEO风险预测，增强董事会尝试利用薪酬创造激励的一致性。
We draw upon applied psychology literature to explore interagent differences in perceived risk to their equity when making strategic risk decisions. Our theory suggests behavioral agency's predicted negative relationship between equity risk bearing and strategic risk taking is contingent upon four personality traits. Our empirical analyses, based on personality profiles of 158 Chief Executive Officers (CEOs) of S&P 1,500 firms in manufacturing industries, indicate the relationship between executive risk bearing and strategic risk taking crosses from negative to positive for high extraversion, greater openness, and low conscientiousness. These findings demonstrate that agency based predictions of CEO risk taking in response to compensation—and board attempts at creating incentive alignment using compensation—are enhanced by integrating insights from personality trait literature.
【AMJ】The Coevolution of Social Networks and Thoughts of Quitting
社会网络共同进化与辞职想法
作者：
Christian Tröster1 | Andrew Parker 2 | Daan van Knippenberg3 | Ben Sahlmüller4
1 Kühne Logistics University
2 University of Exeter
3 Drexel University
4 University of Rotterdam & Kühne Logistics University
摘要：
研究已经表明，在组织网络中占据更为中心位置的员工离职率较低。因此，学者们普遍将离职率视为社会网络的结果。基于资源保存理论，本文提出了另一种共同进化的观点，即确认个体社会网络位置的变化对于辞职想法（考虑离职）的影响以及也指出辞职想法如何塑造代理人维持和改变他们的社会网络。扩展了先前的研究，本文预测友谊联结和建议联结的创造（消解）都对随后的辞职想法有负向（正向）的影响。本文开发和测试了新假设即对于友谊联结，辞职想法与联结的维持正相关，与联结的创造负相关（导致网络静止），然而对于建议联结，辞职想法与联结的维持负相关，与联结的创造正相关（导致网络变动）。在对121个员工进行三个时间点的长时期网络分析，本文的发现支持了四个假设即辞职想法影响网络变动，但是没有发现网络变动影响辞职想法。
Research has shown that employees who occupy more central positions in their organization’s network have lower turnover. As a result, scholars commonly interpret turnover as the consequence of social networks. Based on conservation of resources theory, we propose an alternative coevolution perspective that recognizes the influence of changes in individuals’ social network position on their thoughts of quitting (the consideration of turnover), and which also posits that thoughts of quitting shape individuals’ agency in maintaining and changing their social network. Extending previous research, we predict that creation (dissolution) of both friendship ties and advice ties are negatively (positively) related to subsequent thoughts of quitting. We then develop and test the novel hypotheses that for friendship ties, thoughts of quitting are positively related to tie retention and negatively related to tie creation (leading to network stasis), whereas for advice ties thoughts of quitting are negatively related to tie retention and positively related to tie creation (leading to network churn). In a longitudinal network analysis that assessed 121 employees across three time points, we find support for our hypotheses that thoughts of quitting affect network changes, but do not find that network changes affect thoughts of quitting.
【AMJ】Human Capital Acquisition and Organizational Innovation: A Temporal Perspective
人力资本获取与组织创新：一个时间观点
作者：
Taiyuan Wang1 | Christopher D. Zatzick2 |
1 China Europe International Business School
2 Simon Fraser University
摘要：
新手通过带来新知识和创意以及与在位者合作交流对组织创新做贡献。本文认为组织使用这些贡献的能力取决于招聘率、招聘率变化以及招聘率分布，这些同时影响流入组织的创意、新手与在位者之间的合作水平。使用一个大的、跨产业的样本4年的数据，本文发现招聘率和招聘率分布增加了组织创新。我们也发现在存在更多合作工作实践基础上，年与年之间招聘率的增加与组织创新正相关，而招聘率分布于创新之间的关系不那么正相关。本研究强调了招聘的时间模式如何影响人力资本的获取和发展。
Newcomers contribute to organizational innovation by bringing in new knowledge and ideas, on the one hand, and by collaborating and exchanging with incumbents, on the other. We propose that an organization’s ability to use these contributions is influenced by hiring rate, hiring rate change, and hiring rate dispersion, which affect both the flow of new ideas into the organization and the level of collaboration between newcomers and incumbents. Using four years of data from a large, multi-industry sample, we find that hiring rate and hiring rate dispersion increase organizational innovation. We also find that increases in hiring rates from year to year are positively related to innovation for organizations with more collaborative work practices, while the relationship between hiring rate dispersion and innovation is less positive when organizations have more collaborative work practices. This study highlights how temporal patterns of hiring influence human capital acquisition and development.
【ASQ】Bowing before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity
在双神面前鞠躬：结构灵活性如何维持组织混合
作者：
Wendy K. Smith’1 | Marya L. Besharov’2
1 University of Delaware
2 Cornell University
摘要：
组织正在努力克服混合性——即传统上不会放在一起的身份、形式、逻辑或者其他核心元素的联合。基于成功社会企业前十年的深度长期数据——Digital Divide Data，成立于柬埔寨——本文通过结构灵活性来推导一个随时间可持续混合的实证模型：稳定的组织特征和自适应制定过程的相互作用。我们识别了两组稳定特征——矛盾框架，涉及领导者对于混合相互矛盾相互依赖两面性的认知理解；防护，由正式结构、领导专家以及各方之间的利益相关者关系——共同便利双重元素的含义与实践的持续适应，使得两种元素随时间变化得以保持可持续。本文的结构灵活性模型重新定位了单纯研究可持续混合的稳定性或者适应方法的研究，从而走向了两者之间的交互研究，对于混合性、双重性和适应性的研究具有广泛启发意义。
Organizations increasingly grapple with hybridity—the combination of identities, forms, logics, or other core elements that would conventionally not go together. Drawing on in-depth longitudinal data from the first ten years of a successful social enterprise—Digital Divide Data, founded in Cambodia—we induce an empirically grounded model of sustaining hybridity over time through structured flexibility: the interaction of stable organizational features and adaptive enactment processes. We identify two stable features—paradoxical frames, involving leaders’ cognitive understandings of the two sides of a hybrid as both contradictory and interdependent, and guardrails, consisting of formal structures, leadership expertise, and stakeholder relationships associated with each side—that together facilitate ongoing adaptation in the meanings and practices of dual elements, sustaining both elements over time. Our structured flexibility model reorients research away from focusing on either stable or adaptive approaches to sustaining hybridity toward understanding their interaction, with implications for scholarship on hybridity, duality, and adaptation more broadly.
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作者：刘志阳，系上海财经大学商学院副院长、创业学院执行副院长、中国社会创业研究中心主任
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