This paper responds to the convenors’ call to explore processual and non-representational theorising of space and time, embracing its potential in organisational studies. Specifically, we approach the call from the context of geographically dispersed work teams, thus addressing the experience of time and space beyond physical encounters. Inspired by Bakhtin’s theory (1981), we propose the notion of chronotope for apprehending the experience of organisational members who work “together apart”, in the ways temporalities and spatialities are constructed in narratives, signifying worlds of work. This leads to concurrently considering social heterogeneity, and addressing the variety of ways organisational members relate to their worlds of work. In doing so, we highlight the utility of chronotope for geographically dispersed work arrangements and conclude by outlining future plans on a project adopting this conceptual stance.
This article offers a novel theoretical conception about processes of entrepreneurial leadership in the emergence of a new small- and medium-sized enterprise (SME) venture. It draws on shifts in relational connections among venture participants to conceptualize entrepreneurial leadership through processes of creativity and direction. These processes demonstrate that the co-action of venture participants makes up entrepreneurial leadership and drives the new venture forward. This allows to understand the emergence of a new venture from a lived perspective, flowing from relational processes under which the establishment of the organization is (re)constructed relationally and is made eligible to participants in its narrow and broader societal surroundings.
The present research deals with the influence of managers’ construal level on evaluations of customers and employee’s ideas in innovation contexts. While prior research found one’s situational construal level associated with creativity and feasibility ratings of ideas, we provide theory and evidence to suggest that the true hierarchy level of managers can alter evaluations of ideas from different sources. We conducted an experiment with 113 German-speaking managers to reveal that top-managers, processing information on higher construal levels, tend to distinct creativity ratings of an idea, depending on its source (customer’s vs. employee’s ideas). Lower-level managers showed no difference in their creativity evaluations, but differentiated their feasibility rating in respect to the source of ideas (customer vs. employee) whereas top-managers did not. In addition, post hoc analysis showed that especially the evaluation of customers’ ideas benefit from this rating biases of top and lower level management. Our findings contribute to existing managerial decision making and construal level research. Furthermore, relevant practical implications, especially for marketing and innovation management, can be deduced.
We show that peer firms play an important role in shaping corporate earnings management de-cisions. To overcome identification issues in isolating peer effects, we use fund flow-induced selling pressure by passive open-end equity mutual funds as exogenous shocks to firms’ stock prices. Managers respond to such exogenous price shocks by adjusting earnings management policies. We then measure individual firms’ reactions to changes in earnings management at peer firms as a result of such exogenous price shocks. The documented peer effect in earnings management is not only statistically, but also economically significant. Our results are robust to alternative measures of fund flow-induced selling pressure and earnings management, and to estimating instrumental variables regressions in which we instrument peer firms’ earnings man-agement with mutual fund flow-induced selling pressure.
Skandale in der jüngeren Vergangenheit, mehr Wettbewerb um Spendenmittel und ein zunehmendes Verlangen von Spendern nach Transparenz: Diesen Herausforderungen müssen sich Hilfsorganisationen seit geraumer Zeit stellen. Dabei zeigt sich die Branche erstaunlich lernfähig. Eine Befragung von sechs Schweizer Hilfsorganisationen zeigt: Die Zeichen der Zeit sind erkannt, Herausforderungen werden als Chance begriffen.
