Paper sessions
8AM - Professor Lilian Otaye-Ebede (author): Understanding Psychosocial Functions as an Innovative Practice for Diversity and Inclusion (14716)
9.45AM - Natthapong Pakieranum, Dr Huadong Yang and Dr Mariella Miraglia (authors): An Attributional Perspective on HRM Implementation and University Faculty Members’ Well-Being (14435)
9.45AM - Professor Wolfgang Sofka and Professor Nikolaos Papageorgiadis (authors): The Exposure of Emerging Market MNCs to Patent Litigation Abroad (21072)
9.45AM - Professor Panagiotis Ganotakis (author): The Temporal Dynamics of External Knowledge Sourcing: The Influence on Innovation Performance (21335)
9.45AM - Dr Yihan Liu (author): Legacy as Atmospheric Space (20777)
11.30AM - Dr Etieno Enang (author): How Stories Make Strategy: Top Management and Middle Managers’ Storytelling Performances (12010)
11.30AM - Dr Sarah Stephen (author): The Link Between Climate Change Risk Perception, Strategy, and Performance: A Risk-Based Approach (19146)
11.30AM - Professor Julia Brennecke (author): A Structuration Perspective on Board Interlocks and Corporate Strategic Action (14809)
1.15PM - Dr Ming Li (author): Psychological Resource as a Necessary Condition for Students’ Mental Health and Study Adjustment (18470)
3PM - Dr Sarah Stephen (session moderator): II. Executive, Board & Leadership Impacts on Corporate Social Responsibility (CSR) & Sustainability (22884)
Symposium (panel)
11.30AM - Professor Mike Zundel (panelist): History, Memory and Ethics (14282)
1.15 PM - Dr Mariella Miraglia and Professor Rory Donnelly (participants): New Forms of Work and Their Effects on Employee Experiences, Wellbeing and Performance (12193)
Symposium (presenter)
8AM - Dr Huadong Yang (session moderator): Revisiting and Advancing HR Process Research: Exploring New Horizons (10244)
8AM - Dr Huadong Yang and Professor Rory Donnelly (authors and presenters): Line managers’ implementation of pay for performance on unit-level outcomes in Chinese MNCs (10244)
8AM - Dr Mariella Miraglia (session moderator): Sick and Working: Innovation in Presenteeism Research (14071)
8AM - Dr Mariella Miraglia (author and presenter): Presenteeism profiles and attendance (14071)
8AM - 9.30AM CT (UTC-5), Swissotel Chicago (Zurich Z)
Revisiting and Advancing HR Process Research: Exploring New Horizons (10244)
SYMPOSIUM (PRESENTER)
Division: HR - Human Resources, OB - Organizational Behavior
Session: 1810
Session moderator
Summary
HR process research was established to explain the 'black box' in the relationship between HR practices and organizational performance. Bowen and Ostroff’s (2004) framework on HRM system strength, along with Nishii, Lepak, and Schneider's (2008) model of HR attributions, have served as foundational pillars that initiated a stream of HR process research. The five papers presented in this symposium conceptually build upon but challenge the core ideas of these two frameworks. They also methodologically advance HR process research by demonstrating its predictive validity, enhancing research designs and analyses, and enriching research contexts. By revisiting these foundational frameworks, the papers in the symposium encourage to apply of novel concepts and rigorous methods to unveil new horizons in HR process research. The symposium will conclude with Prof. Kaifeng Jiang providing insightful feedback on each paper and discussing how these papers contribute to the advancement of HR process research.
8AM - 9.30AM CT (UTC-5), Swissotel Chicago (Zurich D)
Line managers’ implementation of pay for performance on unit-level outcomes in Chinese MNCs (10244)
SYMPOSIUM (PRESENTER)
Division: HR - Human Resources, OB - Organizational Behavior
Session: 1810 - Revisiting and Advancing HR Process Research: Exploring New Horizons (10244)
Authors
- Chunyu Xiu – HR attribution research
- Huadong Yang – University of Liverpool Management School
- Rory Donnelly – University of Liverpool Management School
8AM - 9.30AM CT (UTC-5), Swissotel Chicago (Vevey 3)
Sick and Working: Innovation in Presenteeism Research (14071)
SYMPOSIUM (PRESENTER)
Division: OB - Organizational Behavior, MOC - Managerial and Organizational Cognition
Session: 1839
Session moderator
Summary
This symposium aims to advance understanding of presenteeism through innovative discussions and research. It includes papers using person- centered approaches to analyze decision-making and attendance behavior patterns, alongside studies on gender, health, and the impact of organizational practices during COVID-19 on presenteeism. Additionally, it explores the consequences of presenteeism, using a blend of quantitative and qualitative methods to examine individual experiences within organizations.
8AM - 9.30AM CT (UTC-5), Swissotel Chicago (Vevey 3)
Presenteeism profiles and attendance (14071)
SYMPOSIUM (PRESENTER)
Division: OB - Organizational Behavior, MOC - Managerial and Organizational Cognition
Session: 1839 - Sick and Working: Innovation in Presenteeism Research
Authors
- Mariella Miraglia – University of Liverpool Management School
- Pietro Menatta – Sapienza University Di Roma Rome, Italy
- Laura Borgogni – University of Rome
8AM - 9.30AM CT (UTC-5), Hyatt Regency Chicago (Picasso)
Understanding Psychosocial Functions as an Innovative Practice for Diversity and Inclusion (14716)
PAPER SESSION
Division: DEI - Diversity, Equity and Inclusion
Session: 1785 - Innovative DEI Practices
Authors
- Loliya Kagher – U. of Aberdeen
- Lilian Otaye-Ebede – Uniiversity of Liverpool Management School
- James Stewart – Liverpool John Moores University
Abstract
This study highlights the relevance of recognising and understanding psychosocial functioning in organisational diversity discourse to advance inclusion and belonging in the workplace. In this study, we focus on gender and ethnic organisational diversity. We draw from interviews with 30 women of African origin living and working in the UK. We identify their psychosocial functioning by examining their involvement in mentoring functions. Likewise, we use a womanism theoretical perspective to understand why women of African Origin value psychosocial functioning. Our contribution shows that psychosocial functioning identified through intentional mentoring and adapted within the work environment is a necessity for addressing present and future work challenges concerning diversity, inclusion and belonging.
9.45AM - 11.15AM CT (UTC-5), Swissotel Chicago (Zurich E)
An Attributional Perspective on HRM Implementation and University Faculty Members’ Well-Being (14435)
PAPER SESSION
Division: HR - Human Resources
Session: 1923 - Leveraging Advanced Methodologies to Transform HR Practices
Authors
- Natthapong Pakieranum – PhD candidate at University of Liverpool Management School
- Huadong Yang – University of Liverpool Management School
- Mariella Miraglia – University of Liverpool Management School
Abstract
Although it is acknowledged that the intended HRM differs from the implemented HRM, past studies on employee attributions of HRM have mainly focused on the intended HRM by organizations. Little is known about how employees attribute the implemented HRM by line managers. Drawing on Kelley’s (1973) covariation model of attribution theory and Schwartz’s (2012) framework of personal values, this study investigates how information patterns of HRM implementation influence employees’ attributions and how employees’ personal values modify the relationships between perceived information patterns and employees’ attributions of HRM implementation. In addition, it also explores the effects of employees’ attributions of HRM implementation on their well-being. Using vignettes as experimental stimuli, we conducted a one-factor (with three levels) between-subject design with personal values as covariates among 200 academic staff in a Thai university. The results largely support the moderated mediation models, showing that personal values moderated the relationships between information patterns perceived by employees and their attributions of HRM implementation, which in turn influenced employees’ well-being. Theoretical and practical implications of these findings are further discussed.
9.45AM - 11.15AM CT (UTC-5), Hyatt Regency Chicago (Michigan 1B)
The Exposure of Emerging Market MNCs to Patent Litigation Abroad (21072)
PAPER SESSION
Division: IM - International Management
Session: 1930 - Managing Change in the Host Country
Authors
- Wolfgang Sofka – University of Liverpool Management School and Copenhagen Business School
- Nikolaos Papageorgiadis – University of Liverpool Management School
- Sreevas Sahasranamam – University of Glasgow
- Mukundhan K.V. – Indian Institute of Management, Tiruchirappalli
Abstract
Threats from patent litigations are a major roadblock for the internationalization strategies of MNCs from emerging markets (EMNCs). While extant theory focuses on weak patent systems in emerging economies as an obstacle for multinational corporations from developed economies, we conceptualize them as experiential learning contexts, shaping patent enforcement routines of local firms. We reason that superstitious learning from patent enforcement experiences as defendants in weak, domestic patent systems are counterproductive for EMNCs. Overconfidence in underdeveloped patent enforcement competences expose them to costly patent litigation abroad. We find empirical support analyzing 2273 Indian firms between 2007 and 2017. Vicarious learning from operating in many countries with strong patent systems and experience with patent filings abroad create boundary conditions.
9.45AM - 11.15AM CT (UTC-5), Sheraton Grand Chicago (Michigan B)
The Temporal Dynamics of External Knowledge Sourcing: The Influence on Innovation Performance (21335)
PAPER SESSION
Division: TIM - Technology and Innovation Management
Session: 2007 - Open Innovation and Innovation Success
Authors
- Panagiotis Ganotakis – University of Liverpool Management School
- Sofia Angelidou – Agricultural University of Athens
- Matthew Matthew Yeung – Lee Shau Kee School of Business and Administration
- Palitha Konara – University of Sussex Business School
- Charalampos Saridakis – Athens University of Economics and Business
Abstract
Prior research on open innovation has taken a static view by focusing on stable patterns of external knowledge sourcing. Such a static view ignores the fact that a firm’s portfolio of external knowledge sources evolves over time. Our study attempts to address this gap by clarifying how temporal variations in a firm’s knowledge sourcing activities (i.e., changes in external search breadth and external search depth) affect its innovative performance (i.e., radical innovative performance). We conceptualize temporal variations as encompassing simple change events (i.e., single transformative events captured through increases and/or decreases in breadth and depth) and multiple change events (i.e., repeated changes captured through increases and/or decreases in breadth and depth); and then developing theoretical arguments that draw on the organization learning theory. We find that asymmetries emerge when comparing both simple and multiple change events in breadth and depth. Our findings contribute to the research on open innovation by providing insights into the temporal dynamics and evolution of knowledge sourcing activities.
9.45AM - 11.15AM CT (UTC-5), Swissotel Chicago (Monte Rosa)
Legacy as Atmospheric Space (20777)
PAPER SESSION
Division: MH - Management History
Session: 1937 - Tracing Organizational Histories: Narratives, Memory, and Legacy
Authors
- Yihan Liu – University of Liverpool Management School
- Ziyun Fan – University of York
Abstract
How can we understand legacy as space? We address this question through a non-representational approach to space by conceptualizing legacy as and through atmospheric space. We argue that the atmospheric spatialization of legacy is a tensional yet regulative mechanism that both structures and disrupts an inherited reality being re-lived in the present, generating multiple and contesting realities. We show how such tensional organizing of legacy is formed by and forms competing interactions between a staged past and a living present. Drawing on a historical case study with two rounds of archival data collection and 47 semi-structured interviews on a historically prestigious Victorian building, we bring forward three interconnected forms of such competing interaction, including atmospheric alignment with hope, misalignment as a catalyst for change, and (re)alignment with entrapment. The contribution is twofold. First, we extend the limited understanding of space in the study of legacy, which is largely one-dimensional considering space as a physical and static container. We show how the interactions between atmospheric space and legacy partake in the contesting actualization of legacy. Second, this study partakes in the broader conversations on the ‘atmospheric turn’ in management and organization studies, foregrounding the tensional in-betweenness of atmospheric space, in turn unveiling the danger of contagiousness of legacy.
11.30AM - 1PM CT (UTC-5), Swissotel Chicago (Monte Rosa)
History, Memory and Ethics (14282)
SYMPOSIUM (PANEL)
Division: MH - Management History, SIM - Social Issues in Management, OMT - Organization and Management Theory
Session: 2054
Organisers
- William Foster – University of Alberta
- Diego Coraiola – University of Victoria
Panelist
- Francois Bastien – University of Victoria
- Andrew Crane – University of Bath
- Mollie Painter-Morland – Nottingham Trent University
- Daniel Wadhwani – University of Southern California
- Mike Zundel – University of Liverpool Management School
Discussant
- Christine Quinn Trank – Vanderbilt University
Summary
Despite the increasing interest in multitemporality, or how the past intersects with the present and the future to affect the way people enact social reality, the relationship between the past and (un)ethical behaviors has been typically overlooked in current debates. There is a lack of understanding of how history, memory and the past inform ethics, and a decided absence of normative direction about how managers should engage with the past. This symposium is intended to address our lack of understanding of how ethics shapes history and memory and how the past can inform our normative understanding of ethical behavior within and around organizations.
11.30AM - 1PM CT (UTC-5), Fairmont Chicago - Millennium Park (Regal Room)
How Stories Make Strategy: Top Management and Middle Managers’ Storytelling Performances (12010)
PAPER SESSION
Division: SAP - Strategizing Activities and Practices
Session: 2106 - Narrative Practices
Authors
- Etieno S. Enang – University of Liverpool Management School
- Ying Zhang – Strathclyde Business School, University of Strathclyde
- Harry Sminia – Strathclyde Business School, University of Strathclyde
Abstract
Whose stories generate strategy within organizations? This question is answered by examining archival and interview data from CementCo over a period of 5 years. The data revealed that strategic change is performed through the interplay between alignment and accordance of top management persuasive and middle managers’ self-persuasive storytelling. The study unravels temporal structuring practices used to conjure up strategic change as plausible, necessary, inescapable, and desirable. This advances our understanding of how storytelling may perform strategic change. Our findings help managers to understand how strategic change takes place, not only through top-down storytelling practices by top management, but also attempts at self- persuasion by middle managers who are instrumental to implementing strategic change. These self-persuasion practices performed by middle managers are not linear, straightforward processes, but occur through struggles, tensions, and attempts to justify change. This paper addresses the assumed power asymmetry that top management can realize change by simply providing stories that are persuasive.
11.30AM - 1PM CT (UTC-5), Chicago Marriott Downtown Magnificent Mile (Indiana)
The Link Between Climate Change Risk Perception, Strategy, and Performance: A Risk-Based Approach (19146)
PAPER SESSION
Division: ONE - Organizations and the Natural Environment
Session: 2092 - Navigating Risks and Opportunities in Sustainable Investment and Management
Authors
- Martin Nerlinger – HSG University of St. Gallen
- Sarah Stephen – University of Liverpool Management School
- Sebastian Utz – University Augsburg
- Judith Louise Walls – HSG University of St. Gallen
Abstract
While many companies engage in both climate mitigation and adaptation strategies, a clear understanding of how risk perceptions shape these strategies and their ultimate effectiveness is lacking. Our research proposes a novel risk-based model of corporate climate change strategy, arguing that companies' perceptions of climate risk determine the type of strategy they pursue, ultimately affecting environmental and financial performance. We theorize three risk-based climate strategies (risk-avoiding, risk-reducing, and risk-transferring) and hypothesize that they mediate the relationship between risk and performance. We use a rich dataset of large panel data and causal mediation analysis to test our hypotheses. We find that more stringent climate strategies mediate the climate change risk-environmental performance relationship more strongly than less stringent strategies. Further, stringent strategies improve short-term financial performance and external carbon exposure evaluations influence long-term financial performance. Our new conceptualization is based on risk and task environment, and integrated with climate mitigation and adaptation.
11.30AM - 1PM CT (UTC-5), Sheraton Grand Chicago (Sheraton Ballroom IV)
A Structuration Perspective on Board Interlocks and Corporate Strategic Action (14809)
PAPER SESSION
Division: STR - Strategic Management
Session: 2119 - Interorganizational Networks
Authors
- Steffen Triebel – University of Exeter Business School
- Julia Brennecke – University of Liverpool Management School and University of Potsdam
- Christiana Weber – Leibniz University Hannover
Abstract
Studies on board interlocks are divided into two streams, one examining their dynamics; the other, their consequences. Our paper proposes that both phenomena – board interlock dynamics and board interlock consequences – are interdependent. Adopting a structuration theoretical perspective, we theorize and empirically demonstrate how firm’s corporate strategic actions (specifically, acquisitions and divestitures) influence their board interlock networks and how these networks, in turn, influence the firm’s corporate strategic actions, revealing their recursive nature. Integrating these heretofore disjunct research streams, we complement the corporate governance literature by providing evidence that corporate strategic actions and board interlock networks coevolve. We contribute to theory on strategic networks by applying a structuration theory lens. Lastly, we illustrate methodological advances by using stochastic actor-oriented models to analyze coevolution processes.
1.15PM - 2.45PM CT (UTC-5), Swissotel Chicago (Grindelwald)
New Forms of Work and Their Effects on Employee Experiences, Wellbeing and Performance (12193)
SYMPOSIUM (PANEL)
Division: HR - Human Resources
Session: 2162
Organiser
- Hoa Do – University of Leicester
Participant
- Jiatong Liu – Xiamen University, China
Presenters
- Stephen Wood – University of Leicester
- Helen Shipton – Human Resource Management
- Hoa Do – University of Leicester
Participant
- Xiaoshuang Lin – University of South Australia
Organisers
- Helen Shipton – Human Resource Management
- Xiaoshuang Lin – University of South Australia
Session Chair
- Margarita Nyfoudi – University of Birmingham
Discussant
- Pawan S. Budhwar – Aston University
Participant
- Xiaomin Xu – The Chinese University of Hong Kong, Shenzhen
- Mariella Miraglia – University of Liverpool Management School
Presenter
- Jin Cheng – Xiamen University
Participant
Summary
New forms of work such as hybrid working, homeworking, alternative work arrangements have become a norm, and thus a strategic policy decision in organizations because of the advent of new technologies. The need for new forms of work has recently accelerated due to changes in societal attitudes, employee expectations, the need for flexibility and external factors such Covid-19. Despite their growing importance and research attention, research on new forms of work is still limited and imbalanced between these forms, i.e., more on homeworking but less on hybrid working. This lack of research and balance holds back understanding, meaning that scholarly insight as well as guidance to practitioners is limited. This symposium (consisting of 4 papers: two focused on hybrid working, one on alternative working arrangements, and another on homeworking) aims to address this important gap by shedding light on (1) the role of new forms of work and their effects on employee experiences of work, wellbeing and performance, (2) the variations of new forms of work from the perspective of different stakeholders, within different contexts and based on a range of methodologies, and (3) how the ‘rhetoric versus reality’ of new forms of work is challenged to understand their real effects. Collectively, the papers suggest that each form of work may have a differential effect on employee performance and wellbeing, depending on how and where it is implemented as well as how employees experience and perceive it. This symposium therefore has important implications for both academics and practitioners.
1.15PM - 2.45PM CT (UTC-5), Hyatt Regency Chicago (Michigan 2)
Psychological Resource as a Necessary Condition for Students’ Mental Health and Study Adjustment (18470)
PAPER SESSION
Division: MED - Management Education and Development
Session: 2171 - Wellbeing in Management Education
Authors
- Ming Li – University of Liverpool Management School
- Michal Wilczewski – University of Economics and Human Sciences in Warsaw
- Paola Giuri – Bologna University
- Zhixi Zhuang – Ryerson University
Abstract
Drawing on the conservation of resource (COR) theory, this study examines individual psychological resource as a necessary condition for students’ mental health and study adjustment during the Covid-19 pandemic. We further examine how international and domestic students differ in their resources, mental health and study adjustment. Employing partial least squares structural equation modeling (PLS-SEM), the study tests the hypothesized effects of psychological resources utilizing online survey data from 2,136 domestic and international students across five countries. The necessary condition analysis demonstrates psychological resources as necessary but not sufficient conditions for mental health and study adjustment. Additionally, one-way analysis of variance reveals that international students surpass domestic students in psychological resources, mental health, and adjustment. This research makes a novel contribution to the COR theory by proposing the “necessary resource principle,” which underscores that certain resources constitute necessary conditions in the event of significant losses of other resources. It provides evidence that individual psychological resources are not only desirable but also indispensable for students’ mental health and study outcomes during stressful periods. Furthermore, it contributes to adjustment theory by emphasizing the pivotal role of mental health in students’ adjustment. The implications for management and higher education are discussed.
3PM - 4.30P, CT (UTC-5), Chicago Marriott Downtown Magnificent Mile (Michigan)
II. Executive, Board & Leadership Impacts on Corporate Social Responsibility (CSR) & Sustainability (22884)
PAPER SESSION
Division: SIM - Social Issues in Management
Session: 2332
Session moderator
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