Unintended agency: Impression management support as a trigger of institutional change in corporate governance

In this paper we describe an emergent process of institutional change in which institutional entrepreneurs are unintentional contributors to the change process. Our theory suggests how change in the predominant institutional logic of corporate governance at public U.S. companies resulted not from deliberate attempts by corporate leaders to change the criteria by which governance is evaluated, but from the cumulative efforts of top executives to provide “impression management support” (IM support) for individual leaders of other firms. We first discuss how IM support has spread among corporate leaders through generalized social exchange. Then we suggest how individual leaders, in seeking to persuade journalists about the quality of corporate leadership at particular other firms, tend to invoke evaluative criteria that deviate from the prevailing institutional logic of governance. We further suggest how the rhetoric of IM support instigated a cascading social influence process that has contributed to changing perceptions about corporate governance among a broad range of other corporate stakeholders. We discuss the implications of our model for sociological perspectives on corporate governance and the corporate elite. Finally, we consider how the occasional negative commentary by corporate leaders about their peers, in combination with IM support, helps to sustain the credibility of the social system in which leaders, journalists, and other information intermediaries operate.     

股权分置改革:程序公正和投资者关系

中国社会正处于变革时期,诸多改革都涉及利益分配,改革的过程和结果对于评判改革的成败是相当重要的。本文借鉴社会学理论,从中小流通股东角度研究了股权分置改革背景下的投资者关系问题。本文为流通股东对股改程序公正的理解寻找了两个前因:信息披露和反馈的及时性以及流通股东潜在的影响力。研究发现,提高信息反馈的及时性和流通股东的潜在影响力可以改善流通股东对程序公正的理解,可以改善投资者关系。研究同时发现,流通股东对程序公正的理解是信息反馈及时性和流通股东潜在影响力对投资者关系的中介变量。最后,本文提出一些政策建议。     

Informal leadership support: an often overlooked competitive advantage

As environmental pressures mount, the advantage of using the same strategies and tactics employed by competitors continues to shrink. An alternative is adapting and applying answers successfully employed in other industries to health care organizations. Working with informal influence leaders to share your change management efforts represents one such example. Informal influence leaders offer an often-overlooked source of competitive advantage--they have already earned credibility and respect from others, who regularly look to them for guidance. When sharing their views, they significantly influence the acceptance or rejection of new initiatives. Influence leaders reach into every conversation, every meeting, and every decision made in an organization. The important question is whether they will exert their leadership in support or in opposition to changes you propose. By identifying influence leaders and inviting them to join a group to discuss change initiatives, physician executives can create a positive force for change.     

Engaging Stakeholders Through Corporate Political Activity: Insights From MNE Nonmarket Strategy in an Emerging African Market

As interest increases in the political engagement between multinational enterprises (MNEs) and emerging economy host governments, less is known about wider MNE stakeholder engagement and the development of nonmarket capabilities in institutionally fragile environments. This study investigates how MNEs engage stakeholders through corporate political activity (CPA) during the pro-market reform of Uganda's electricity generation sector. Data is collected through semi-structured interviews, archival materials and fieldwork notes, and is analyzed using an NVivo-supported grounded analytic method. We find both proactive and reactive leveraging of CPA to manage diverse stakeholders. We argue that the host government remains the most important political stakeholder in the early phases of reform, but changes in institutional and political environments necessitate strategic adaptations as the reform process progresses. These adaptations include the need for local engagement and the accommodation of multi-level stakeholder pressures. Our findings contribute to an understanding of corporate political capabilities in Africa's emerging markets, and illustrate how these capabilities can be strategically leveraged to effectively manage diverse stakeholders.     

Public Perceptions of Health Risks from Polluted Coastal Bathing Waters: A Mixed Methodological Analysis Using Cultural Theory

This article explores public perceptions of, and attitudes toward, possible health risks from polluted coastal bathing waters in the United Kingdom. Cultural theory is applied in the present analysis, using a mixed methodology of quantitative analysis from interviews and qualitative interpretation of focus group discussions to provide insights into how different cultural solidarities view a number of issues. These include risks to health; attitudes toward regulation; public consultation and information provision; and trust, blame, and accountability applied to different stakeholders in the bathing-water-quality debate. The results show that individuals' standpoints can be represented on a number of dimensions, consistent with cultural theory, including perceptions of power and authority, beliefs in the efficacy of collective action, and acceptance or rejection of incremental change as opposed to radical solutions. The discussion focuses both on methodological and substantive issues related to the use of cultural theory as a research tool, and on policy recommendations arising from this research.     

Executives’ Views of Factors Affecting Governance Change in a Not‐for‐Profit Setting

Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not‐for‐profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address.     

Changing Strategy Processes and Strategy Content in Public Sector Organizations? A Longitudinal Case Study of NPM Reforms’ Influence on Strategic Management

New Public Management reforms have been argued to intensify the use of strategic management in public organizations, but there is a need to understand how reforms influence specific aspects such as strategy processes and strategy content. The NPM reforms are expected to formalize and professionalize strategy processes and strategy content towards greater competitiveness, but this may counter cooperation between organizations, which is essential in many areas for overall service provision. Research has provided little empirical knowledge about the simultaneous competition and cooperation in the public sector. This study offers such knowledge via a panel case study of five Danish upper secondary schools over a ten‐year period during a large NPM reform. The study includes three rounds of interviews with school principals before, during and after the reform, combined with secondary data. The study shows that, during reform implementation, strategy processes become more formalized and professionalized, and that teachers, in particular, lose influence. Regarding strategy content, the authors find an increase in external focus and competition, though schools maintain a focus on cooperation. The results suggest that NPM reforms can significantly change strategic management in public organizations, and that this is not necessarily at the expense of cooperation, at least in the short run.     

Administrative Reform Policy: The Challenges of Turning Symbols into Practice

Administrative reform policies are often characterized by a large number of reform symbols. While these are generally aimed at furthering the legitimacy of the political leadership, they can have the opposite effect and generate problems in implementing reform practice. This paper starts by discussing the theory of reform symbols and relates it to theories of instrumental, negotiation and cultural features of reforms. We illustrate this discussion by analyzing interview data collected among the central political and administrative elite in Norway. The analysis shows the relevance of reform symbols even in Norway, a country with a reluctant reform tradition and few incentives for reform. The respondents often perceived reform symbols as negative, something that creates problems for the political leadership in reconciling symbols with practice and leads it to engage in double-talk. Political and administrative leaders on different levels have differing attitudes towards administrative reform symbols, reflecting different roles and perspectives. The conclusion is that symbols are a main feature of administrative reform but also that reforms are not only symbols. Symbols matter, but turning symbols into practice is not an easy task to do.     

When leaders victimize: The role of charismatic leaders in facilitating group pressures

We present a conceptual model exploring the process by which employees seek out and process information from their social context in response to victimizing behaviors from their leader. In particular, we explore how charismatic leaders with personalized values can facilitate group processes whereby group members pressure the target into conforming. Followers of charismatic leaders have been found to ingratiate themselves with, and revere, their leader. This creates the potential for followers to prematurely comply with destructive behaviors from their leader. Research on social influence is drawn upon to theorize how targets who experience confusion about victimizing behaviors can become particularly susceptible to group pressures to conform. Through our theoretical model, we advance theory on the potential dark side of charismatic leadership, specifically how personalized charismatic leaders may trigger negative consequences for the target, group, and organization. We conclude with theoretical and practical implications and propose avenues for future research.     

Framing strategy under high complexity: Processes and practices of ongoing reframing in the becoming of strategy

Framing is a key concept in research on how strategists legitimize and win support for strategic change by establishing a frame of reference for that change. This article advances research on strategy framing by showing how, under conditions of high complexity and uncertainty, strategists continuously reframe strategy in relation to shifting constellations of stakeholders. It presents the findings of an ethnographic study of strategizing in the highly complex context of the digital transformation journey of a global manufacturing firm. It shows how (re)framing practices are combined to iteratively shape strategy formation in ways that sustain strategic influence in the face of constant threats to legitimacy. By accounting for how (re)framing practices reach back and forth in time, the ethnographic findings refine the conventional understanding of how framing resources of past strategizing enter and reworked in present strategy work. Finally, the article contributes empirical insights into how information systems specialists, often marginalized as strategic actors, frame and pitch strategic projects to gain and exert influence in strategy formation processes.     

Labels and leaders: The influence of framing on leadership emergence

In two studies, this paper examines the influence of task framing on leadership emergence in mixed-gender dyads. In Study 1, we found that males are more likely to emerge as leaders when a paper-folding task is framed as masculine (i.e., Building Project) relative to feminine (i.e., Art Project). Furthermore, females are more likely to emerge as leaders when a paper-folding task is framed as feminine relative to masculine. In Study 2, we conceptually replicate these results using a weaving task (framed as Knot-Tying Task vs. Hair-Braiding Task) and find that perceived competence is the mechanism through which task framing affects leadership emergence. Taken together, these results suggest that task framing can influence the emergence of leaders because of changes in perceptions of competence. These findings are discussed in the context of related theoretical findings and managerial implications are elaborated on.     

Financial Reforms of Statutory Bodies in Singapore: Control and Autonomy in a Centralized State

This article explores the major financial reforms of both government-funded and self-funded statutory bodies in Singapore over the last 7 years. The reforms have been based on two models of administrative reform: the business enterprise model and the bureaucratic efficiency model. In accordance with the business enterprise model, changes have been made to place statutory bodies on a more commercial footing, requiring them to adopt the financial and management practices found in business enterprises and, in doing so, to become more financially self-reliant. The autonomy expected to flow from these reforms has been circumscribed by the retention of key decision-making responsibilities and veto powers at the center of government. The reforms thus indicate ambivalence in the thinking of political and administrative leaders in relation to the management of statutory bodies, allowing them greater freedom as business-like enterprises, but still subjecting them to centrally imposed restrictions and directives.     

Deliberation: Integrating Analytical Results into Environmental Decisions Involving Multiple Stakeholders

The National Research Council has recommended the use of an analytic/deliberative decision making process in environmental restoration decisions that involve multiple stakeholders. This work investigates the use of the results of risk assessment and multiattribute utility analysis (the "analysis") in guiding the deliberation. These results include the ranking of proposed remedial action alternatives according to each stakeholder's preferences, as well as the identification of the major reasons for these rankings. The stakeholder preferences are over a number of performance measures that include the traditional risk assessment metrics, e.g., individual worker risk, as well as programmatic, cultural, and cost-related impacts. Based on these results, a number of proposals are prepared for consideration by the stakeholders during the deliberation. These proposals are the starting point for the formulation of actual recommendations by the group. In our case study, these recommendations included new remedial action alternatives that were created by the stakeholders after an extensive discussion of the detailed analytical results.     

How the Pygmalion Effect operates in intra-family succession: Shared expectations in family SMEs

The Pygmalion Effect is a case of the self-fulfilling prophecy, whereby the expectations of leaders influence the performance of followers (Avolio, Walumbwa, & Weber, 2009; Rosenthal, 1993). Intra-family succession processes, which are hardly ever formalised in small- and medium-sized family enterprises, provide a natural context to explore the perceptions that predecessors have about their successors and where the Pygmalion Effect is expected to occur. However, little is known about how a predecessor’s expectations can affect intra-family firm succession processes. Based on qualitative interviews with key family and non-family members, expectations were analysed in four in-depth case studies of intra-family SME succession processes. The findings show that the Pygmalion Effect operates over time and embraces incumbent, successor, and key stakeholders’ expectations, which support the new leader when facing succession-related challenges.     

Organizational Transformation and Top-Down Change: The Case of the NHS

This paper analyses the effects of government-sponsored attempts to change the way that the NHS, one of the largest employers in Europe, is managed. The theoretical issues raised relate to the concept of transformational change and attempts at public-sector restructuring, which set the context for the presentation of data. The empirical research, carried out over three years, examines the changes since the most recent reforms (the NHS and Community Care Act 1990).
The research considers the extent of organizational change which can be seen as the outcome of these reforms in relation to: a multiple and inter-related change agenda; the creation of new forms of organization; the creation of new roles; the reconfiguration of power relations; and the creation of a new culture, ideology and organizational meaning. These are presented as the key variables which could indicate whether transformational, rather than incremental, change has occurred. The focus of this analysis is at local board level.
This article concludes that earlier analyses of the limited success of administrative reform are no longer the case. Our analysis of the key variables suggests that what is occurring at least at local board level goes beyond incremental change and may represent the beginnings of an 'organizational transformation'. This contains unintended as well as intended elements as an unanticipated 'hybrid' form of management may be emerging.     

The possibilities of leadership: revisiting J.C. Rost’s leadership writings

In the 90s, J.C. Rost highlighted the possibilities for leadership to become inclusive, participative, and socially responsible. He explicitly questioned the leadership paradigm of the previous two centuries encouraging a new paradigm for the twenty-first century. His contribution to leadership studies was recognized through the International Leadership Association’s lifetime achievement award in 2008. However, his work has largely been overlooked within management and organization studies and today’s dominant leadership paradigm remains largely unchanged from that of the previous century. In this paper, the major elements of Rost’s approach; influence relationships, real intended change, and mutual purpose and their implications for developing good leadership are revisited and explained. Rost was unable to shift the dominant leadership paradigm which he encountered, but he was able to highlight the possibilities of what leadership could become. Conclusions are drawn with regards to the enduring separation between leaders and followers, the vested interests of stakeholders in leadership and the influence of a mythical leadership narrative.     

基本养老保险系统集成度的演化博弈分析及仿真研究

我国现行城镇职工基本养老保险制度面临提升统筹层次、提高待遇充足性等问题，而现阶段养老保险体系改革困境的制度根源正是由于中央政府、地方政府和企业三方的竞争、制衡。论文针对这一问题，运用改进的捕食者-猎物R-M模型，刻画这三个利益主体之间的动态博弈，设计实验分析基本养老保险系统的保费博弈。理论分析发现：提高养老保险统筹层次、积极应对人口老龄化、提高基金管理效率，多样化退休收入，不仅能提高养老保险待遇充足性，还能促进经济增长，但集成速度过快也会超出市场承载力而导致政策失效。实验结果与理论相符，此外，通过适度提升系统集成度来提高统筹层次能够降低最终保费，且使保费博弈更快达到稳定。     

Conditional Influence Diagrams in Risk Management

This paper introduces conditional influence diagrams into risk management. A contaminated-site cleanup involving two stakeholders is used as a hypothetical case study. The treatment choices must satisfy several conflicting objectives. Any decision made by one stakeholder will affect the choices of the other stakeholder. In building the influence diagrams for each of the stakeholders, the logical relationship of all relevant factors is determined and the values of these factors are analyzed. The influence diagram for each stakeholder is conditional on the options available to the other stakeholder. The influence diagrams are, then, used to evaluate the possible choices of each stakeholder based on decision options of the other stakeholder. These results are analyzed using game theory methods to gain insights useful to risk management and to demonstrate how mutual trust and cooperation can lead to decisions benefiting both stakeholders.     

Paternalistic leadership and employee voice in China: A dual process model

Drawing from social exchange and self-concept-based leadership theories, we investigate how paternalistic leadership — authoritarian, benevolent, and moral — affects employee voice from leader–member exchange (LMX) and status-judgment perspectives in the Chinese context. Data from 402 employees and their supervisors show that LMX and status-judgment mechanisms could work simultaneously in transmitting the influences of paternalistic leadership behaviors to employee voice. Authoritarian paternalistic leaders reduce employee voice by reducing their status judgment. Benevolent paternalistic leaders encourage employee voice by enhancing both LMX and status judgment. Moral paternalistic leaders positively influence employee voice mainly through LMX processes. We discuss theoretical and practical implications of the findings.