【編者按】《管理科學季刊》(Administrative Science Quarterly - ASQ）由康奈爾大學管理研究生院所有並管理，自組織研究領域起步以來，一直處於該領域的前沿。這一頂級期刊定期出版源於年輕學者的學位論文和著名學者原作深化或新領域探索方面的最佳理論和實證論文，也刊登來自多個學科的組織理論方面的跨學科論文。ASQ不僅發表定性論文，也發表定量論文和純理論論文，而且多年來在ASQ上發表的許多論文都獲得了該領域最佳論文的獎項。除此之外，ASQ還提供對組織研究領域重要書籍的深思熟慮的評論，為讀者提供了關於每本書及其貢獻的足夠信息。
經過IACMR候任主席張志學教授的協調，IACMR取得了ASQ的授權，發布ASQ已往各期刊出的論文摘要。英文摘要由張志學老師和北京大學光華管理學院博士研究生雷瑋共同翻譯成中文。2017年四期摘要已經全部發布，從本期開始，我們將發布2018年各期的中英文論文摘要，以方便國內相關學者和實踐界了解組織管理研究領域最高質量的研究成果。
【原創文章，轉載請申請授權：iacmrbj@pku.edu.cn, 010-62758824】
Translated by Zhi-Xue Zhang and Wei Lei, Guanghua School of Management, Peking University
翻譯：張志學，雷瑋，北京大學光華管理學院
Issue of March 2018
樂而為之：早期美國無線電領域業餘愛好者和業餘專長的合法化
Grégoire Croidieu and Phillip H. Kim
許多人號稱自己是某類知識的專家，但要使自己的專長獲得合法性，需要被該領域中的其他人認可為權威。我們通過對1899至1927年間美國業餘無線電操作員運動的有關歷史文本進行自動主題模型分析，提出了一個業餘專長合法化作為專業化替代方式的過程模型。專業化的認定取決於專業工作、資格認證和領域內權威人士限制性和管轄性的把控，而我們的模型強調業餘專長得到認可的四種機制：建立領先的集體能力，在非限制的公共空間中運作，提供變革性的社會貢獻，以及擴展原初的集體角色身份。我們的分析展示了出於愛好而精通某些活動的非專業人士如何在專業空間外獲得領域的專長。我們的研究還揭示了業餘專長的認可取決於非專業人士集體身份與集體能力之間的交互作用，並解釋了當專業和非專業人士共同存在並爭取專長獲得認可時權力轉移的動態機制。
關鍵詞：專長，專業化，外行專長，合法化，業餘愛好者，主題建模，無線電產業
Labor of Love: Amateurs and Lay-expertise Legitimation in the Early U.S. Radio Field
Grégoire Croidieu and Phillip H. Kim
Many actors claim to be experts of specialized knowledge, but for this expertise to be perceived as legitimate, other actors in the field must recognize them as authorities. Using an automated topic-model analysis of historical texts associated with the U.S. amateur radio operator movement between 1899 and 1927, we propose a process model for lay-expertise legitimation as an alternative to professionalization. While the professionalization account depends on specialized work, credentialing, and restrictive jurisdictional control by powerful field actors, our model emphasizes four mechanisms leading to lay-expert recognition: building an advanced collective competence, operating in an unrestricted public space, providing transformational social contributions, and expanding an original collective role identity. Our analysis shows how field expertise can be achieved outside of professional spaces by nonprofessionalized actors who master activities as a labor of love. Our work also reveals that lay-expertise recognition depends on the interplay between collective identities and collective competence among non-professional actors, and it addresses the shifting power dynamics when professional and non-professional actors coexist and strive for expertise recognition.
Keywords: expertise, professionalization, lay expertise, legitimation, amateurs, topic modeling, radio industry
欺詐與市場參與：社會關係作為組織不端行為的調節
Christopher B. Yenkey
本文拓展了關於不信任的組織研究，來解釋發生欺詐之後組織不端行為對於後續市場參與的影響。我提出受害者和欺詐者之間的社會關係可以隔離不信任的形成和擴散。由於與欺詐者屬於同一社會群體的受害者更可能歸咎於進行欺詐的組織，而來自外群體的受害者更可能歸咎於欺詐者所在的社會群體並進而迴避該群體成員管理的其他組織和機構，所以欺詐發生之後市場參與會有所變動。本研究的實證場景來自肯亞具有種族多樣的奈洛比證券交易所（NSE），在2008年詐騙了兩萬五千名客戶後，這個國家最大的券商被驅逐出奈洛比證券交易所。通過分析奈洛比證券交易所受害和非受害投資人的交易數據以及由姓氏識別出的投資人種族數據，我們發現與腐敗券商頭目來自同一種族的客戶比那些來自其他種族的客戶更可能在欺詐發生後繼續參與市場，也更可能選擇同一種族成員所運營的其他中介機構。但是結果也發現有些受害人在欺詐之後投資更多，並選擇可信度更低的中介結構進行投資。這表明基於誠信的信任在正常市場交易中發揮的協調作用比在人際交換中更低。本研究的一個重要意義在於，不端行為不僅僅簡單地降低平均市場參與，還會過濾掉那些更可能呼籲更強治理標準的多種社會群體從而改變市場構成。
關鍵詞：群體多樣性，政治經濟學，組織不端行為，信任，腐敗，資本市場，奈洛比證券交易所
Fraud and Market Participation: Social Relations as a Moderator of Organizational Misconduct
Christopher B. Yenkey
This paper extends organizational research on distrust to explain the effects of organizational misconduct on continued market participation after a fraud. I argue that social relations between fraud victims and perpetrators insulate against the formation and diffusion of distrust. Variation in market participation after a fraud occurs because victims who belong to the perpetrator’s social group are more likely to attribute blame to the organization that committed the fraud, while victims from social out-groups are more likely to generalize blame to the perpetrator’s social group and subsequently avoid other organizations and institutions governed by its members. The empirical setting is Kenya’s ethnically diverse Nairobi Securities Exchange (NSE), from which the country’s largest stock brokerage was expelled in 2008 after defrauding one-quarter of its 100,000 clients. Analysis of NSE data on trades for victimized and nonvictimized investors, as well as surnames that identify investors』 ethnicities, shows that clients from the same ethnic group as leaders of the corrupt brokerage are more likely than clients from rival ethnic groups to continue to participate in the market after a fraud and more likely to choose another intermediary operated by members of their ethnic group. But results also show that some victims invest more after the fraud and useless-trustworthy intermediaries to do so. This suggests that integrity-based trust may be a less effective coordination device in arm’s-length market transactions than in interpersonal transactions. A key implication is that misconduct does not simply reduce average participation in a market; it changes the market’s composition by filtering out diverse social groups that are more likely to demand stronger governance standards.
Keywords: group diversity, political economy, organizational misconduct, trust, corruption, capital markets, Nairobi Securities Exchange
管理模型的進化：新熊彼得理論
Zlatko Bodrožić and Paul S. Adler
在過去的一個半世紀裡，美國產業界見證了幾個不同管理模型的出現。我們提出一個基於三個嵌套和互動過程的演化理論。首先，我們識別了幾輪連續的技術革命，每輪技術革命都促成了主流組織範式的相應變革。其次，每種嵌入在技術革命浪潮中的組織範式都歷經兩個連續的循環而出現，即以全新管理模型淘汰過時組織範式的主循環和建立其他管理模型以緩解主循環模型功能失調的次循環。第三，每一個循環中都嵌入了問題解決過程，在這個過程中每個模型的發展都會經歷四個主要階段：1）發現一個組織和管理中廣泛存在的問題，2）創造創新的管理概念來為這個問題提供多種解決方案，3）將這些概念理論化建構出新的模型，4）新模型的傳播和擴散。通過將新模型的湧現與特定技術革命聯繫起來，我們能夠解釋其內容的變化。通過整合雙循環的辯證解釋和對範式變革浪潮的解釋，我們洞察到相互競爭的模型在一個共同範式下實則是互補的組合。通過分解每個模型的發展階段，我們能夠發現各種行動者和管理概念在驅動模型內容變化中的作用，並看到這些結構性變革背後的主觀能動性。
關鍵詞：管理模型，組織範式，技術革命，新熊彼得
The Evolution of Management Models: A Neo-Schumpeterian Theory
Zlatko Bodrožić and Paul S. Adler
In the last century and a half, U.S. industry has seen the emergence of several different management models. We propose a theory of this evolution based on three nested and interacting processes. First, we identify several successive waves of technological revolution, each of which prompted a corresponding wave of change in the dominant organizational paradigm. Second, nested within these waves, each of these organizational paradigms emerged through two successive cycles—a primary cycle that generated a new management model making the prior organizational paradigm obsolete, and a secondary cycle that generated another model that mitigated the dysfunctions of the primary cycle’s model. Third, nested within each cycle is a problem-solving process in which each model’s development passed through four main phases: (1) identification of a widespread organizational and management problem, (2) creation of innovative managerial concepts that offer various solutions to this problem, (3) emergence and theorization of a new model from among these concepts, and (4) dissemination and diffusion of this model. By linking new models』 emergence to specific technological revolutions, we can explain changes in their contents. By integrating a dialectical account of the paired cycles with an account of the waves of paradigm change, we can see how apparently competing models are better understood as complementary pairs in a common paradigm. And by unpacking each model’s phases of development, we can identify the roles played by various actors and management concepts in driving change in the models』 contents and see the agency behind these structural changes.
Keywords: management model, organizational paradigm, technological revolution, neo-Schumpeterian
策略性沉默：隱瞞認證狀態作為避免虛偽的策略
W. Chad Carlos and Ben W. Lewis
我們考察為什麼組織獲得了知名認證後卻有時選擇不予以公開。基於印象管理的文獻，我們提出，擔心被視為虛偽會導致組織策略性地隱瞞他們的認證狀態。採用道瓊可持續發展指標（一知名環境認證指標）的企業成員的縱向面板數據，我們發現，在面臨聲譽威脅時，如果威脅看起來與認證內容具有直接衝突，那麼組織不太可能公開他們的認證狀態。我們的發現表明，當企業在獲得認證的領域擁有更高聲譽，以及當受眾成員對於認證具有更好的理解並重視認證時，虛偽的威脅會被放大。我們的發現勾勒出企業發出親社會聲明的新邊界條件，並鼓勵人們重新思考長期以來有關社會讚許行為傳播和實行脫節的過程的假設。本研究還為非市場戰略的學者研究企業如何策略性地與外部相關方溝通可持續發展措施提供了洞見。
關鍵詞：認證，印象管理，虛偽，可持續性，非市場戰略
Strategic Silence: Withholding Certification Status as a Hypocrisy Avoidance Tactic
W. Chad Carlos and Ben W. Lewis
We examine why organizations that obtain prominent certifications may at time select not to publicize them. Drawing on the impression management literature, we argue and show that concerns about being perceived as hypocritical may cause organizations to strategically withhold their certification status. Using a longitudinal panel of corporations that were members of the Dow Jones Sustainability Index, a prominent environmental certification, we show that in the face of reputational threats, organizations are less likely to publicize their certification status when the threat appears to directly contradict the claims implied by the certification. Our findings suggest that the threat of hypocrisy is amplified for firms with stronger reputations in the same domain as the certification and when audience members better understand and value the certification. Our findings delineate new boundary conditions under which firms will make prosocial claims and inspire reconsideration of long-held assumptions about the process of decoupling the implementation and communication of socially valued practices. This study also provides insights for scholars of nonmarket strategy on how corporations strategically communicate with external constituents about their sustainability initiatives.
Keywords: certification, impression management, hypocrisy, sustainability, nonmarket strategy
慣例的調節：平衡組織慣例中相互衝突的目標
Carlo Salvato and Claus Rerup
為了檢驗組織慣例如何成為平衡相互衝突的組織目標的來源，我們採用歸納的方法對義大利設計公司Alessi進行研究，探索公司成員在新產品開發慣例中如何同時實現設計和效率這兩個相互衝突的目標。我們的分析發現了組織成員採取三種調節行動（拼接，激活和抑制），通過同一個慣例靈活地實現這些相互衝突的組織目標。我們觀察到，三種調節行動促使新產品開發成員之間建立起新的聯繫，使得他們在新產品的原創、評估和發展階段能夠機動地停止爭論並完成兩個相互衝突的目標。慣例調節將我們的關注點從慣例作為停止爭論的穩態轉移到停止爭論其實是一種過程，突顯了組織各個層級中的個人所採取行動的作用，並將對話從消除目標衝突轉移到通過精心策劃個體的行動來管理相互衝突的組織目標。通過闡述執行慣例的行動如何具備調節相互衝突的組織目標的功能，我們的研究發現和理論洞察將慣例更深入地概念化為一個生成系統。
關鍵詞：慣例動力學，行動，組織目標衝突，作為停止爭論的慣例，新產品開發
Routine Regulation: Balancing Conflicting Goals in Organizational Routines
Carlo Salvato and Claus Rerup
To examine how organizational routines serve as a source for balancing conflicting organizational goals, we use an inductive study of Alessi, an Italian design company, to trace how organizational members simultaneously achieved the conflicting organizational goals of design and efficiency in the new product development routine. Our analysis identified three types of regulatory actions (splicing, activating, and repressing) that participants took to flexibly enact these conflicting organizational goals through the same routine. We observed that the three regulatory actions facilitated new connections between new product development participants, allowing them to create a dynamic truce and accomplish the two conflicting goals in a new product’s origination, evaluation, and development phases. Routine regulation shifts our focus away from the routine as a stable truce to the truce as process, highlighting the role of actions performed by individuals throughout the organizational hierarchy, and moves the conversation away from eliminating goal conflict to elaborating the ongoing actions that people take to manage conflicting organizational goals. Our findings and theoretical insights produce a deeper conceptualization of routines as generative systems by demonstrating how action taken to enact a routine also has the capacity to regulate conflicting organizational goals.
Keywords: routine dynamics, action, organizational goal conflict, routine as truce, new product development
互動與利益：合作的後果，競爭的顧慮和三角閉合的限制
Pavel I. Zhelyazkov
組織理論家普遍指出，如果兩個組織先前與同一個第三方存在關係，那麼它們之間很有可能建立關係，這種現象被稱為三角閉合。不過，組織理論家忽視了共同的第三方在促進或者逆轉這一過程中所起的重要作用。我的理論認為，位於開放三角關係中的中介方對於合作後果和競爭顧慮的考量在很大程度上決定了三角關係能否閉合。利用1997-2007年間美國創業投資公司有限合伙人投資決策的縱向數據，我發現中介在兩種條件下不太可能促進雙方的直接聯繫：1）中介經歷過與其中一個間接關聯方失敗的合作，或者2）中介因自身可被替代性和相對吸引力產生的競爭顧慮，擔心在未來可能將生意輸給其中一個間接關聯方。本文超越了將間接關聯概念化為被動接受建立直接關聯的支架，更側重強調中介方在其間發揮的作用。
關鍵詞：網絡結構，企業聯合組織，組織間關係，三角閉合
Interactions and Interests: Collaboration Outcomes, Competitive Concerns, and the Limits toTriadic Closure
PavelI. Zhelyazkov
Organizational theorists have extensively documented the increased likelihood that two organizations will form a relationship if they have preexisting relationships with the same third party, a phenomenon known as triadic closure. They have neglected, however, the importance of the shared third party in facilitating or reversing this process. I theorize that the collaboration outcomes and competitive concerns of the intermediary spanning an open triad play a crucial role in whether that triad closes. Using a longitudinal dataset of the investment decisions of limited partners investing in U.S. venture capital firms in the period 1997–2007, I find that an intermediary is less likely to facilitate a direct connection under two conditions: (1) the intermediary has experienced failed collaborations with one of the indirectly connected parties or (2) the intermediary has competitive concerns—driven by its replace ability and relative attractiveness— that it may lose future business to one of the indirectly connected parties. The paper goes beyond the conceptualization of indirect ties as passive scaffolding that supports creating direct ties and instills a greater appreciation for the role of the intermediary that sits across them.
Keywords: network structure, syndicates, interorganizational relations, triadic closure