Administrative Science Quarterly Online Table of Contents Alert
The December 2022 issue of Administrative Science Quarterly is available online, Vol. 67, No. 4
Please take a look at the December issue of ASQ – it will elevate your conversations this week!
I also want to take a moment, in this week of American Thanksgiving, to offer thanks and gratitude for the life and service of Linda Johanson. Linda was the managing editor of ASQ for almost 40 years, serving eight editors, editing 856 articles and overseeing 155 issues. It is difficult to overstate the influence she had on ASQ, and we mourn her recent passing.
Shaping Nascent Industries: Innovation Strategy and Regulatory Uncertainty in Personal Genomics
Cheng Gao and Rory McDonald
In the wake of the controversy over cryptocurrency, consider this analysis of how firms manage regulatory uncertainty in emerging industries. The authors theorize why some strategies to deal with regulatory uncertainty in the personal-genomics industry may work better than others. Organizations’ survival and growth in new industries may benefit from “regulatory co-creation”—ventures helping to shape emerging regulations, especially when regulators don’t fully understand the technology involved.
Scarlet Letters: Rehabilitation Through Transgression Transparency and Personal Narrative Control
Erin Frey, Ethan Bernstein, and Nick Rekenthaler
With the sentencing of Theranos founder Elizabeth Holmes in the news, contemplate this paper on punishment of more minor transgressions in a military academy. The authors find that making transgressors wear a visible signal (a pin) did not prompt persistent stigma. Adding visibility to traditional punishments instead led to questions from peers that helped transgressors gain some control of their narrative and encouraged self-control so they could develop a new personal narrative as part of rehabilitation.
Blog post is here
The Two Blades of the Scissors: Performance Feedback and Intrinsic Attributes in Organizational Risk Taking
Xavier Sobrepere i Profitós, Thomas Keil, and Pasi Kuusela
If you are one of the millions of people watching sports this week, peruse this new paper studying the risky choices involved in U.S. football fourth-down decisions. Who is ahead? How many yards do they need? How much time is left? The authors find that performance feedback, intrinsic attributes of alternatives, and deadlines are all key. Decision makers weigh attainment discrepancy plus the magnitude and likelihood of outcomes, and they do so differently depending on the proximity of their deadline. Swap out the question about yards for goals, and you may be able to use it for World Cup watching as well.
The Task Bind: Explaining Gender Differences in Managerial Tasks and Performance
Alexandra C. Feldberg
When you find yourself in a crowded grocery store, reflect on this paper’s findings that a “task bind” exists for the female managers in the store. When stereotype threat undermines women’s management ability, women managers try to disprove negative stereotypes by spending time on one set of tasks at the expense of others. Women managers spend more time on the floor, doing more tasks in front of subordinates to showcase their management skills, and spend less time on office tasks that would improve their departments’ profitability.
Avoiding the Appearance of Virtue: Reactivity to Corporate Social Responsibility Ratings in an Era of Shareholder Primacy
Ben W. Lewis and W. Chad Carlos
If conversation turns to ways to encourage companies to behave responsibly, chew on these findings that sometimes companies react to ratings in unexpected ways. The authors find that firms recognized for being charitable in the early 1990s were likely to decrease their philanthropy. Philanthropic contributions were seen as incompatible with the dominant logic (in this period, shareholder rather than stakeholder logics), and this depressed charitable giving. The implication? Social evaluations intended to reward and inspire certain actions can sometimes thwart those actions instead.
The Impact of Mandated Pay Gap Transparency on Firms’ Reputations as Employers
Amanda Sharkey, Elizabeth Pontikes, and Greta Hsu
If conversation turns to ways to shame companies to behave responsibly, ponder this paper on how employees respond to mandated disclosure of gender pay gaps. Mandating transparency should have a large and lasting impact on firms' reputations, right? After all, requiring firms to disclose gender-based pay disparities is intended to inspire self-correction: firms will aim for improved pay parity to avoid negative evaluations. But when the UK mandated pay gap disclosures, employee evaluations did not react as expected. Improved evaluations for firms with pay parity were short-lived, while firms with pay disparities did not take a reputational hit.
Timothy G. Pollock. How to Use Storytelling in Your Academic Writing
Eswar S. Prasad. The Future of Money: How the Digital Revolution Is Transforming Currencies and Finance
Daniel Kahneman, Olivier Sibony, and Cass R. Sunstein. Noise: A Flaw in Human Judgment
Lyle A. Brenner
Mohammed Raei and Harriette Thurber Rasmussen, eds. Adaptive Leadership in a Global Economy: Perspectives for Application and Scholarship
Martha S. Feldman, Brian T. Pentland, Luciana D’Adderio, Katharina Dittrich, Claus Rerup, and David Seidl, eds. Cambridge Handbook of Routine Dynamics
Karl E. Weick
Christine Beckman, ed. Carnegie Goes to California: Advancing and Celebrating the Work of James G. March
Some of our articles are featured on Henrich Greve’s blog site Organizational Musings. Our student-run ASQ Blog features interviews with ASQ authors that offer insights into the research and writing process. To stay informed, connect with ASQ on social media: follow us on Twitter (@ASQJournal) and LinkedIn.
Christine Beckman, University of Southern California