原标题：AMJ（美国管理学会学报）2019年10月刊论文摘要汇编 | 麦哲学术
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Impression Offsetting as an Early Warning Signal of Low CEO Confidence in Acquisitions
作者：Daniel L. Gamache, Gerry McNamara, Scott D. Graffin, Jason Kiley, Jerayr Haleblian and Cynthia E. Devers
长期以来，研究人员一直对了解CEO行动背后的动机感兴趣。一方面，CEO可能会由于他们自信能大大的提升公司价值百科而采取战略行动。另一方面，CEO即使在对这些行动的价值百科信心不足时，也可能出于自身利益或社会压力而采取行动。尽管已有研究表明收购公告后的CEO期权行使是首席执行官对收购的价值百科创造潜力信心不足的事后行为，但先前的研究并未找到股东可拿来评估CEO宣布收购决策信心的事前信号。本研究通过探索潜在的CEO信心低下的预警信号——印象对冲（Impression Offsetting）来解决这一问题。研究结果认为，印象对冲（以公司在收购公告前后的几天内发布的其他与收购事项不相关的积极公告来衡量）可能是首席执行官对收购带来的公司价值百科提升潜力信心不足的事前信号，即表现为与CEO事后信心低落的行为结果（期权行使）呈正相关。我们用491个大样本检验了我们的理论，结果表明我们的假设得到了支持。
Researchers have long been interested in understanding the motives behind CEOs’ actions. On the one hand, CEOs may pursue strategic actions because they are confident they will enhance firm value. Alternatively, CEOs may take actions even when they have low confidence in the value of those actions, perhaps driven by self-interest or social pressures. Although research suggests that CEO option exercises following an acquisition announcement are an ex post behavioral outcome of low CEO confidence in the acquisition’s value-creation potential, prior research has not identified any ex ante signals shareholders can look for to assess acquiring CEOs’ confidence when the acquisition is announced. We address this concern by exploring a potential early warning signal of low CEO confidence: impression offsetting. We theorize that impression offsetting—measured as other unrelated positive announcements made by the firm in the days immediately surrounding the acquisition announcement—may serve as an ex ante signal of low CEO confidence in the acquisition’s value-creation potential, and, as such, will be positively associated with CEO option exercises, an ex post behavioral outcome of low confidence. We test our theory with a sample of 491 large acquisitions and find consistent support for our hypotheses.
原文链接：https://doi.org/10.5465/amj.2017.0158
From Montagues to Capulets: Analyzing the Systemic Nature of Rivalry in Career Mobility
作者：Stoyan V. Sgourev and Elisa Operti
本文提出了一种系统的竞争理论，该理论通过阐明竞争如何在分析层次和社会领域之间传播来解决过去研究的一个关键局限。为了将研究视角从竞争的角度转移到阻止竞争的角度，我们将竞争概念化为一种超越直接竞争者范围的关系约束系统。使用有关意大利锡耶纳著名赛马场Palio di Siena（1743-2011）的骑师流动性的定性和定量数据，我们记录了流动性网络中的相关差距——即使基于经济原因，也不会发生职业变动。分析表明，竞争不仅限制了对手的行动，而且也限制了对手的盟友和盟友的对手。跟着时间的推移，这种影响慢慢的变强，证明了关系约束在发达市场中仍然存在。我们的实地调查表明，竞争的约束能力是基于对忠诚度期望的遵守以及对群体身份的坚持。观察到的关系鸿沟不仅与竞争的相关研究有关，而且与流动性和网络研究有关。
The paper proposes a systemic theory of rivalry that addresses a key limitation of past research by articulating how rivalry spreads across levels of analysis and between social domains. Shifting the perspective from what rivalry does to what it prevents from doing, we conceptualize rivalry as a system of relational constraints that extends beyond the level of direct rivals. Using qualitative and quantitative data on the mobility of jockeys in the Palio di Siena (1743–2011), the famous horse race in Siena, Italy, we document relational gaps in the mobility network—career moves that do not occur, even if expected on economic grounds. The analysis shows that rivalry constrains not only the moves to rivals but also to allies of rivals and rivals of allies. The effect becomes stronger over time, attesting that relational constraints persist in developed markets. Our fieldwork reveals that the constraining ability of rivalry is based on conformity to expectations of loyalty and adherence to group identities. The observed relational gaps are pertinent not only to scholarship on rivalry but also to mobility and network research.
原文链接：https://doi.org/10.5465/amj.2017.0662
Where the Heart Functions Best: Reactive–Affective Conflict and the Disruptive Work of Animal Rights Organizations
作者：Lee C. Jarvis, Elizabeth Goodrick and Bryant Ashley Hudson
我们研究了由美国动物权利组织（ARO）所做工作情感方面的问题，这些工作试图阻止被认为是虐待动物的现代工厂化养殖活动的产业实践。根据对ARO倡导者的采访以及从ARO网站收集的文字和视频数据的归纳和定性分析，我们大家都认为抑制情绪在ARO的破坏性工作中起着至关重要的作用。我们发现，倡导者有动力抑制自己的情绪，因为他们的反应性情感表现与其对机构工作的情感承诺之间不相容，或者我们称之为反应-情感冲突。我们展示了反应-情感冲突的两个触发因素（潜在的支持者对现状的投资以及控制机构工作的情感规范）如何鼓励ARO倡导者在与受众面对面的互动中压制自己的情绪，同时尝试通过视觉手段激发情感来作为他们破坏性工作的策略。我们通过突出潜在支持者的特征，机构工作的性质以及机构工作者对自己的情绪进行管理以促进机构项目之间的重要关系，为有关机构工作中情感的战略使用的理论研究做出贡献。在此过程中，我们在现有的概念中补充了必要的细微差别，即情感是如何作为有目的地创建、维护和破坏制度的一部分进行战略部署的。
We study the emotive aspect of institutional work performed by U.S. animal rights organizations (AROs) attempting to disrupt industrial practices in modern factory farming operations perceived to be abusive to animals. Drawing on an inductive, qualitative analysis of interviews with ARO advocates, as well as textual and visual archival data collected from AROs’ websites, we argue that the suppression of emotion plays a critical role in AROs’ disruptive work. We find that advocates are motivated to suppress their emotions by a perceived incompatibility between their reactive emotional displays and their affective commitment to institutional work, or what we label reactive–affective conflict. We show how two triggers of reactive–affective conflict—potential supporters’ investment in the status quo and emotive norms governing institutional work—encourage ARO advocates to suppress their emotions in face-to-face interactions with audiences while attempting to elicit emotions via visuals as their strategy of disruptive work. We contribute to the literature on the strategic use of emotion in institutional work by highlighting important relationships between the characteristics of potential supporters, the nature of institutional work, and institutional workers’ management of their own emotions to further their institutional projects. In doing so, we add needed nuance to extant conceptualizations of how emotion is strategically deployed as part of purposeful efforts to create, maintain, and disrupt institutions.
原文链接：https://doi.org/10.5465/amj.2017.0342
The Goldilocks Effect of Strategic Human Resource Management? Optimizing the Benefits of a High-Performance Work System Through the Dual Alignment of Vertical and Horizontal Fit
作者：Joo Hun Han, Saehee Kang, In-Sue Oh, Rebecca R. Kehoe and David P. Lepak
尽管战略人力资源管理中的纵向和横向匹配是高性能工作系统（HPWS）与组织绩效之间联系的基础，但人们对这两种匹配如何相互作用以影响组织绩效知之甚少。我们在解决这一缺点的同时，还提高了对每种匹配类型的了解。我们将重点放在HPWS与组织的市场进入时机模式（战略的关键要素）的一致性上，从而对纵向匹配度进行更为细致的检查（通常针对组织的广泛战略类型进行评估）。我们建议在追求新产品开发的组织中，HPWS对组织绩效的影响在紧随其后（fast-follower）的进入时机战略中是最积极的，其次是先行者（first-mover），最后是严格进入时机模式（fence-sitter）。然后，我们假设当在能力，动机和机会领域内以更高的内部一致性（或类似强度）实施包括HPWS的补充人力资源实践时，垂直匹配的好处会被放大，这反映了垂直和水平之间的积极互动适合预测HPWS的有效性。四类具有国家代表性的面板数据分析为我们的SHRM双重匹配模型提供了有力的支持。
Although vertical and horizontal fit in strategic human resource management are foundational to the links between a high-performance work system (HPWS) and organizational performance, little is known about how these two fits interact to affect organizational performance. We address this shortcoming while also advancing knowledge on each type of fit. We offer a more nuanced examination of vertical fit (which has typically been assessed with respect to organizations’ broad strategic types) by focusing on the alignment of an HPWS with an organization’s market entry timing mode—a key element of strategy. We propose that among organizations pursuing new product development, the effect of an HPWS on organizational performance is most positive under a fast-follower entry timing, followed by a first-mover and finally a fence-sitter entry timing. We then hypothesize that the benefit of vertical fit is magnified when the complementary human resources practices comprising an HPWS are implemented with greater internal consistency (or with similar intensities) across the ability, motivation, and opportunity domains—reflecting a positive interaction between vertical and horizontal fit in predicting the effectiveness of an HPWS. Analyses of four-wave nationally representative panel data yield strong support for our dual-alignment model of SHRM.
原文链接：https://doi.org/10.5465/amj.2016.1187
Bringing “Together”: Emotions and Power in Organizational Responses to Institutional Complexity
作者：Linda Jakob Sadeh and Tammar B. Zilber
在过去的二十年中，学者们对组织怎么样处理矛盾逻辑（contradicting logics）的理论难题进行了广泛研究。这些研究将着重关注在认知层面，但是却忽略了情感和力量，而情感和力量对于逻辑的生活经验及其构成至关重要。本文使用一个在以色列混居城市中的犹太人-巴勒斯坦组织“Together”的15个月人种志，我们探讨该组织如何通过激发普世主义观念成功地挑战社会主导的民族主义观念，以及随着民族主义的蔓延，它为何偶尔会面临失败。我们的研究结果表明，情绪控制使组织能够处理矛盾的逻辑，并实现他们想要的目的，而未隐藏的情绪扰乱了当地的努力，并使所需要的逻辑问题发生明显的变化。此外，系统性权力还调解了逻辑学的经验以及发生改变的前景：社会的不对称性要求弱势群体更努力地开展情感工作，区分其逻辑学经验，并限制情感爆发是一种可行的选择。因此，我们的研究突出了逻辑，情感和力量的交集，以及逻辑的管理方式和失败方式。
The theoretical puzzle of how organizations deal with contradicting logics has been extensively investigated during the past two decades. This stream of research has focused on the cognitive, but has overlooked emotions and power, which are fundamental to the lived experience of logics, and to their constitution. Drawing on a 15-month ethnography of “Together,” a Jewish–Palestinian organization in a mixed city in Israel, we explore how the organization succeeds in challenging societal dominant notions of ethno-nationalism by stimulating universalistic notions, and how it occasionally fails to do so, as ethno-nationalism creeps in. Our findings indicate that emotional control allows organizations to deal with contradictory logics and achieve their desired constellation, while unbidden emotions disrupt local efforts and enable changes in desired constellations of logics. Further, systemic power mediates the very experience of logics and the prospects of changing their constellation: Social asymmetry necessitates harder emotion work on behalf of the underprivileged, differentiating their experience of logics, and limiting the extent to which emotional eruption is a viable option. Thus, our study highlights the intersection of logics, emotions, and power, and how logics are managed and failed to be managed.
原文链接：https://doi.org/10.5465/amj.2016.1200
Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship
作者：Mirko Antino, Ramon Rico and Sherry M. B. Thatcher
我们研究了活跃的团队断层线如何代表非正式的感官结构，通过这种结构，队友可以解释他们的社会现实。从小组间的比较中构建，激活的团队故障线可能会导致模棱两可或不合法的状态感知。因此，激活的断层线威胁着团队的公正气氛，这加剧了地位冲突，损害了团队的绩效。我们探索团队结构清晰性在提供有关地位和结构的确定性或合法性方面的影响，从而缓解激活的断层线对团队正义氛围的负面影响。我们使用多源（三个源），多波交叉滞后设计（四波）对41个团队的271名员工和41位领导者进行了测试。我们发现，激活的断层线与团队绩效之间的负面关系是由团队正义的气候-状态冲突因果链所调节的。我们还发现，团队结构清晰可减少激活的断层线对团队正义氛围的负面影响。结果突出了使用团队断层线，社会认同方法和正义理论的价值百科，以了解不同团队如何解释其社会现实，从而影响其绩效。此外，我们的研究为管理人员建立清晰的结构提供了实际指导，以最大程度地减少激活的断层线对正义感和团队绩效的有害影响。
We investigate how activated team faultlines represent an informal sensemaking structure through which teammates interpret their social reality. Constructed from intersubgroup comparisons, activated team faultlines likely result in ambiguous or illegitimate status perceptions. Thus, activated faultlines threaten team justice climate, which drives status conflict, impairing team performance. We explore the effects of team structure clarity in providing certainty or legitimacy around status and structure, ameliorating the negative effect of activated faultlines on team justice climate. We test our model using a multi-source (three sources), multi-wave cross-lagged design (four waves) on a sample of 271 employees and 41 leaders in 41 teams. We find that the negative relationship between activated faultlines and team performance is mediated by the team justice climate–status conflict causal chain. We also find that team structure clarity reduces activated faultlines’ negative effect on team justice climate. Results highlight the value of using team faultlines, the social identity approach, and justice theories to understand how diverse teams interpret their social reality, which influences their performance. Furthermore, our research provides practical guidance to managers in building clear structures that minimize harmful effects of activated faultlines on justice perceptions and team performance.
原文链接：https://doi.org/10.5465/amj.2017.0054
Dynamics and Implications of Distress Organizing
作者：William A. Kahn
这项研究为社会建构过程提供了理论上的检验，通过该过程，定期暴露于心理困扰中的成员可以应对悖论性的要求，从而在与他人的工作中扩展并保护自我。对儿童福利机构的定性研究发现，成员组织起来能够尽可能的防止自觉遭受心理困扰。遇险组织首先涉及使用集体回避机制，这种机制限制了成员体验工作遇险的时间，空间和动力。其次，人际回避模式阻止了可能发生这种经历的关系。遇险组织的相辅相成，累积的效果大幅度的降低了成员对客户和同事的情感可用性，这表现为对他人遇难的大部分无动于衷的反应。无动于衷的回应导致情绪孤立和情绪疲惫，成员通过进一步回避他人来应对。遇险组织因此而加剧而不是减轻了。当代理机构成员暂时创造了提供和接受同情的条件时，扩增过程被暂时暂停。这些发现为有关组织中心理困扰的社会背景，减轻这种困扰以及组织过程的基础做出了贡献。
This study offers a theory-generating examination of the social construction processes through which members regularly exposed to psychological distress navigate paradoxical demands to both extend and protect the self in their work with others. A qualitative study of a child welfare agency found that members organized themselves to avoid the conscious experience of psychological distress. Distress organizing involved, first, the use of collective avoidance mechanisms that constrained the time, space, and impetus for members to experience the distress of their work; and, second, patterns of interpersonal avoidance that prevented relationships in which such experiencing could occur. The mutually reinforcing, cumulative effect of distress organizing sharply reduced members’ emotional availability to clients and coworkers, which manifested as largely dispassionate responses to others’ distress. Dispassionate responding led to emotional isolation and emotional exhaustion, with which members coped by further avoidance of others. Distress organizing thus amplified rather than ameliorated distress. Amplification processes were temporarily suspended when agency members momentarily created conditions for providing and receiving compassion. These findings contribute to theory about social contexts of psychological distress in organizations, the alleviation of such distress, and the bases of organizing processes.
原文链接：https://doi.org/10.5465/amj.2016.0319
The Ideator’s Bias: How Identity-Induced Self-Efficacy Drives Overestimation in Employee-Driven Process Innovation
作者：Christoph Fuchs, Fabian J. Sting, Maik Schlickel and Oliver Alexy
掌握想法的真实价值百科对于企业创新成功至关重要。但是，在预测自己的创新思想的价值百科时，人们可能会系统地犯错。在本文中，我们阐明了这个创造者的偏见，并研究了何时以及为什么某些想法更容易产生偏见。具体来说，我们大家都认为有偏见的想法评估取决于思想者在产生特定想法时可能从他们在公司中的特定角色和社会身份中获得的自我效能。我们通过使用有关过程创新及其估值的公司数据集来测试针对这样的一种情况的过度自信的理论预测。此外，我们通过一系列额外的采访和四个基于场景的实验，对预测的机制进行了三角划分，并排除了其他解释。与我们针对特定情况，基于身份的帐户一致，我们发现来自较高（相对于较低）组织级别的员工的想法以及来自成组（相对于单个）的想法的员工的想法更容易产生想法偏见。这样，我们的研究有助于解释在真实的生活中组织中何时出现思想家的偏见，提高对当前一些代理的警惕，以识别出高潜力的思想，并为围绕过分自信和自我效能感的既定理论提供新的见解。
Grasping the true value of ideas is essential for corporate innovation success. When it comes to forecasting the value of one’s own innovation ideas, however, people may err systematically. In this paper, we shed light on this ideator’s bias, and examine when and why certain ideas are more prone to biased evaluations. Specifically, we argue that biased idea evaluations depend on the self-efficacy that ideators may derive from their specific role and social identity in the firm when generating a specific idea. We test our theoretical predictions of such a situation-specific perspective on overconfidence by using a corporate dataset on process innovations and their valuations. Furthermore, we triangulate our predicted mechanism and rule out alternative explanations through a series of additional interviews and four scenario-based experiments. Consistent with our situation-specific, identity-based account, we find that ideas from employees at a higher (vs. lower) organizational level, and from employees generating ideas in groups (vs. individually) are more prone to an ideator’s bias. In doing so, our study helps explain when the ideator’s bias prevails in a real-life organizational context, raises caution about some current proxies to identify high-potential ideas, and provides fresh insights to established theories around overconfidence and self-efficacy.
原文链接：https://doi.org/10.5465/amj.2017.0438
The Stuff of Legend: History, Memory, and the Temporality of Organizational Identity Construction
作者：Davide Ravasi, Violina Rindova and Ileana Stigliani
关于组织如何与他们的历史互动的慢慢的变多的研究表明，组织成员会根据当前的关注重新审视历史，以激发或使未来的行动方针合法化。 然而，对组织历史影响现在和未来的过程的研究仍然很少。 为了揭示组织成员系统地参与历史的过程和实践，我们调查了四个公司博物馆中对物质记忆的使用。 我们的分析揭示了三种不同的参与模式，它们反映了组织身份的不同时空观点，涉及不同的跨时间解释过程，并以不同的方式影响了行动。 我们的理论见解不仅对理解组织中历史的使用具有重要意义，而且对组织身份和组织记忆的研究也具有重要意义。
A growing body of research on how organizations engage with their histories has shown that organizational members revisit history in the light of present-day concerns to inspire or legitimize future courses of action. Studies of the processes through which organizational history is brought to bear on the present and future, however, remain rare. To uncover the processes and practices through which organizational members systematically engage with history, we investigate uses of material memory in four corporate museums. Our analysis uncovers three distinct modes of engagement, reflecting different temporal perspectives on organizational identity, involving different cross-temporal interpretative processes, and influencing action in different ways. Our theoretical insights have significant implications not only for understanding the use of history in organizations, but also for research on organizational identity and organizational memory.
原文链接：https://doi.org/10.5465/amj.2016.0505
The Dark Side of Transformational Leader Behaviors for Leaders Themselves: A Conservation of Resources Perspective
作者：Szu-Han (Joanna) Lin, Brent A. Scott and Fadel K. Matta
迄今为止，有关变革型领导的绝大多数理论和研究都集中于变革型领导行为如何影响追随者，并将这些行为明确地描述为有益的。我们从这一主要重点转向关注领导者自身的变革型领导行为。从资源节约理论出发，我们提出，尽管变革型领导者行为既为领导者也为跟随者带来收益，但这些行为也会给领导者自身带来损失。两项经验抽样研究的结果是，领导者及其跟随者完成了为期六周的每周调查，结果表明，变革型领导者的行为与领导者的情绪疲惫和随后的领导者离职意图的增加相关，并且这些有害后果超出了对员工的好处跟随者（研究1）和对领导者自身的利益（研究2）。此外，变革型领导者行为与情绪疲惫的增加相关的程度取决于追随者的属性，因此，当领导者的变革型领导者行为针对的是认真性（研究1）和能力低的追随者时，他们的情感疲倦会更大地增长。研究2）。总体而言，我们的工作为为什么以及在何种情况下也许会出现变革型领导者行为的阴暗面提供了答案。
The vast majority of theory and research to date on transformational leadership has focused on how transformational leader behaviors influence followers, portraying those behaviors as unequivocally beneficial. We pivot from this predominant focus to a focus on the detriments of transformational leader behaviors for leaders themselves. Drawing from conservation of resources theory, we propose that although transformational leader behaviors produce gains for both leaders and followers, those behaviors also trigger losses for leaders themselves. The results of two experience-sampling studies, whereby leaders and their followers completed weekly surveys for six weeks, revealed that transformational leader behaviors were associated with increases in leader emotional exhaustion and subsequent leader turnover intentions, and these detrimental consequences occurred over and above benefits to followers (Study 1) and benefits to leaders themselves (Study 2). Furthermore, the extent to which transformational leader behaviors were associated with increases in emotional exhaustion depended upon attributes of followers, such that leaders experienced greater increases in emotional exhaustion when their transformational leader behaviors were directed toward followers low in conscientiousness (Study 1) and competence (Study 2). Overall, our work provides answers to both why and under what conditions the dark side of transformational leader behaviors is likely to appear.
原文链接：https://doi.org/10.5465/amj.2016.1255
Between Legitimacy and Efficiency: An Institutional Theory of Corporate Giving
作者：Young-Chul Jeong and Tai-Young Kim
这项研究探讨了公司捐赠背景下的合法性管理成本。具体来说，组织要花多少钱来管理外部合法性？我们将公司捐赠视为企业寻求外部合法性的一种手段，并建议组织根据外部受众的评估，在合法性和效率问题之间的紧张关系下，从战略上管理此类成本。我们通过建立公司捐赠的制度理论并通过使用2003年至2011年韩国上市公司的公司捐赠行为来检验我们的假设来检验这一论点。与我们关于外部受众在塑造合法性管理成本中的作用的主张相一致，我们证明了有关公司在公司捐赠上花费多少的战略决策与公司受到媒体正面或负面关注的程度有关。此外，我们发现媒体评估与公司捐赠之间的关系随公司的绩效而变化，这表明其内部效率条件可能是确定其合法性管理成本的重要偶然性因素。我们讨论了这些发现对合法性管理流程的研究以及外部受众在此类流程中的作用。
This study explores the cost of legitimacy management in the context of corporate giving. Specifically, how much does an organization spend in order to manage external legitimacy? We view corporate giving as a means by which firms may seek external legitimacy, and propose that, in response to evaluations of external audiences, organizations strategically manage such costs under a tension between legitimacy and efficiency concerns. We examine this argument by developing an institutional theory of corporate giving and testing our hypotheses using the corporate giving behaviors of publicly listed Korean companies from 2003 to 2011. Consistent with our proposition concerning the role of external audiences in shaping legitimacy management costs, we show that strategic decisions regarding how much a firm spends on corporate giving are related to the extent that the firm receives positive or negative media attention. Furthermore, we find that the relationship between media evaluations and corporate giving varies with a firm’s performance, which suggests that its internal efficiency condition can be an important contingency factor in determining its legitimacy management cost. We discuss the implications of these findings for the study of legitimacy management processes and the role of external audiences in such processes.
原文链接：https://doi.org/10.5465/amj.2016.0575
Microfoundations of Corporate Social Responsibility and Irresponsibility
作者：Catherine T. Shea and Olga V. Hawn
这项研究检验了社会对公司社会责任（CSR）和不负责任（CSI）的认识重要性。从关于定型观念的社会心理学文献中，我们大家都认为，社会感知的两个基本维度（温暖和能力）有助于解释CSR导致特定结果的潜在过程和条件。我们建议从事企业社会责任的公司被认为具有较高的热情，并且默认情况下具有胜任能力。此外，对组织的热情和能力的不同看法可以减轻CSR奖励和CSI的处罚。为了证明这一点，我们进行了三个实验。实验1将CSR与对温暖和能力的认知联系起来，表明温暖的认知介导了CSR与重要成果（例如购买意愿和声誉）之间的关系。实验2添加了有关公司原籍国的信息，揭示了CSR奖励和CSI罚金的不同取决于CSR策略与国家定型观念的（错误）匹配。实验3使用行为范式复制了这些发现。我们发现，与来自低热情国家（德国，巴基斯坦）的公司相比，来自高热情国家（美国，瑞典，葡萄牙）的公司获得的CSR奖励较低，并且要支付更高的CSI惩罚，但这种影响会因竞争能力而减弱。我们的微观研究促进了社会评估，战略企业社会责任和国际管理理论研究。
This study examines the importance of social perception of corporate social responsibility (CSR) and irresponsibility (CSI). Drawing from social psychology literature on stereotypes, we argue that two fundamental dimensions of social perception—warmth and competence—help explain the underlying processes and conditions under which CSR leads to specific outcomes. We propose that firms engaging in CSR are perceived as higher in warmth and, by default, competence; moreover, different perceptions of the organization’s warmth and competence can moderate CSR rewards and CSI penalties. To demonstrate this, we conduct three experiments. Experiment 1 links CSR with perceptions of warmth and competence, showing that warmth perceptions mediate the relationship between CSR and important outcomes, such as purchase intentions and reputation. Experiment 2 adds information on firms’ countries of origin, revealing that CSR rewards and CSI penalties differ depending on the (mis)alignment of CSR strategy with country stereotypes. Experiment 3 replicates these findings using behavioral paradigms. We find that firms from high-warmth countries (the United States, Sweden, Portugal) receive lower CSR rewards and pay higher CSI penalties than firms from low-warmth countries (Germany, Pakistan) but this effect is moderated by competence. Our micro–macro study advances social evaluation, strategic CSR, and international management literatures.
原文链接：https://doi.org/10.5465/amj.2014.0795
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