Articles scientifiques

Semantic Strategies for Influencing the Influencers: Trading a Stock of Names for Higher Creativity Evaluations

S. SEONG, F. GODART

Academy of Management Journal

A paraître

Départements : Management et Ressources Humaines

https://journals.aom.org/doi/pdf/10.5465/amj.2015.1354


Diversification can be risky, as it extends a firm’s identity across multiple categories. This study examines cultural and symbolic strategies that can be used to mitigate such risks by managing multiple identities. A key strategic choice is naming: the parent’s name may be included in the new subsidiary’s name (semantic seeding) or not (semantic autonomy). A stock of parent-subsidiary names provides a lens through which gatekeepers evaluate the parent’s underlying creativity in spanning categories. There is expected to be inter-firm variance in creativity evaluations due to the differences in the number of autonomous or seeded names a parent sustains, the degree of visibility of different names, and the timing of introducing a new name. Using a panel dataset of global high-end fashion houses between 1998 and 2010, we found that each new autonomous subsidiary name enhances the parent’s creativity appeal up to a certain point (an inverted U-shaped relationship). However, the predicted negative linear effect of seeded subsidiary names was not supported. Since creativity evaluations are an outcome of active sensemaking, they were also found to be shaped by the gatekeepers’ ongoing memory of the parent. Our findings reveal the possibility of using unfocused market presence for influencing the influencers

When do we feel responsible for other people’s behavior and attitudes?

V. K. BOHNS, D. NEWARK, E. BOOTHBY

Advances in Group Processes

A paraître

Départements : Management et Ressources Humaines


Who’s Watching? Accountability in Different Audit Regimes and the Effects on Auditors’ Professional Skepticism

F. HOOS, J. L. PRUIJSSERS, M. LANDER

Journal of Business Ethics

A paraître

Départements : Comptabilité et Contrôle de Gestion, Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : Accountability, Auditors, Professional skepticism, Joint audit, Judgment, Experiment

https://link.springer.com/content/pdf/10.1007%2Fs10551-017-3603-6.pdf


The European Commission has suggested that the use of joint audits should lead to improved auditor skepticism and—by extension—audit quality, throughincreased accountability. However, archival research does not find support for improved audit quality in a joint audit setting. To better understand the relationship between accountability in different review regimes and auditors’judgments, we examine the behavioral effect of implementing a joint audit relative to other review regimes based on a 1 9 3 experimental design. Forty-seven senior auditors and partners from a Big Four firm performed a goingconcern evaluation task under one of three review regimes: the joint audit, the internal review, and the no review regime. Notwithstanding the difference in the audiences to which auditors are accountable, there is no difference in thejudgment process. In terms of their judgment outcome, however, auditors in the joint audit setting were the least skeptical in their judgment of the going concern assumption. Overall, we suggest that the joint audit may lead tounintended behavioral consequences

Leadership and the Logic of Absurdity

D. NEWARK

Academy of Management Review

avril 2018, vol. 43, n°2, pp.198-216

Départements : Management et Ressources Humaines

http://amr.aom.org/content/early/2017/02/02/amr.2015.0186.abstract


Leaders are often thought to be instrumental to the performance of the organizations they lead. However, considerable research suggests that their influence over organizational performance might actually be minimal. These claims of leader irrelevance pose a puzzle: If leaders are relatively insignificant, why would someone commit to leading? Applying decision-making theory, this paper first considers justifying the decision to lead according to the Logics of Consequence and Appropriateness—the two principal decision-making logics underlying previous work on the motivation to lead. The paper then presents the Logic of Absurdity, a decision-making logic in which decision-makers knowingly choose to dedicate themselves to an irrational course of action. In terms of the decision to lead, a decision-maker employing the Logic of Absurdity acknowledges the likely futility of leading but decides to commit to leading, nonetheless. The paper concludes by considering when leaders are most likely to decide to lead according to the Logic of Absurdity and why doing so may result in leadership of exceptional originality, foolishness, intelligence, and madness

Why is style not in fashion? Using the concept of ‘style’ to understand the creative industries

F. GODART

Research in the Sociology of Organizations

2018, vol. 55, pp.103-128

Départements : Management et Ressources Humaines

Mots clés : Aesthetics; creative industries; evaluation; fashion; management; organizations; sociology of culture; style

https://www.emeraldinsight.com/doi/pdfplus/10.1108/S0733-558X20180000055005


Because we lack a usable definition of the concept of style to inform research on the creative industries, this chapter takes a first step toward developing a style-based perspective on them. The use of style in disciplines where the study of creative industries occupies a notable position (sociology, anthropology, cultural studies, and management) is compared and contrasted with a series of related concepts (status, fashion, trend, genre, movement, and category). Style is defined as a durable, recognizable pattern of aesthetic choices. Propositions that relate style to an organization’s creative performance are formulated for two types of audience: insiders and outsiders

Contacts  

Département Management et Ressources Humaines

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Francoise CHEVALIER

Management et Ressources Humaines

Voir le CV

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