How career plateau beliefs and leader interpersonal unfairness harm job performance in dysfunctional organizational settings

Building on social exchange theory and attribution theory, this study unpacks the relationship between employees' perceptions of organizational politics and job performance, considering the mediating effect of career plateau beliefs and the moderating effect of leader interpersonal unfairness. The findings provide empirical support for the theoretical predictions. An important reason for which perceptions of dysfunctional organizational politics reduce job performance is that employees develop beliefs that opportunities for their career development are limited. This mediating role of career plateau beliefs is particularly salient to the extent that employees are exposed to organizational leaders who treat them with disrespect. Organizations can mitigate the risk that highly politicized decision-making processes lead to negative performance outcomes by stimulating fair interpersonal relationships.     

Narratives of irony and failure in ethnographic work

Organizational ethnography is one of the most valued approaches to qualitative studies of organizations. Much attention has been given to the development of the research process, of which the researcher's identity is an integral part. However, we believe that the analysis of research failures has been much less developed in the discourse of ethnographic methods for the study of organizations. Therefore, we have explored some of the “slips” in ethnographic work, as described in accounts of fellow organizational anthropologists. As the study is qualitative, we have adopted a narrative research method. We have divided the “slips” (i.e., errors) into four categories important for the ethnographer's identity: (a) one's role; (b) one's project, (c) one's relation to “the Other”; and (d) the social context of the slip. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.     

Firm Resources and Corporate Venturing Investment

Corporate venturing (CV) in which established firms invest in new entrepreneurial businesses involves identifying opportunities and creating new combinations of resources to seize opportunities. Moving beyond literature that has focused predominantly on the consequences of CV, we adopt a resource‐based view to examine how knowledge‐based and organizational‐slack resources relate to the level of firm CV. The implications of the findings for future research are discussed. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Organizational attention and learning under regulatory intervention: Governmental investigation into auto engine quality

We examine the efficacy of government regulation on a firm's product. We draw on the behavioural approach of organization research in order to understand the micromechanisms whereby the regulatory intervention process affects corporate operation. We suggest that while government investigations may limit the improvements in product quality by distracting a firm's attention, this unintended outcome depends on the extent to which the firm engages in a substantive problem‐solving process with the regulator during an investigation process. A longitudinal analysis of the US government's investigation into motor vehicle engine production offers overall support for our argument. The paper concludes with a discussion of the implications that our findings present to learning theory and institutional literature. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.     

Organizational culture evolution in temporary organizations: The case of the 2010 Olympic Winter Games

We examine organizational culture evolution within a temporary organization, specifically the 2010 Olympic Winter Games organizing committee, by exploring aspects of the work environment. Analysis of organizational artifacts, ethnographic field‐notes, and member‐checking demonstrated that liminal spaces facilitated socialization and cultural crystallization, which in turn assisted members' performance. Organizational structure, socialization, and cultural evolution were parallel processes that impacted each other. The concept of time (i.e., velocity) had a direct influence on subculture crystallization. The paper further integrates stakeholder/client interactions and draws on the role of leadership and cultural infusion mechanisms to demonstrate how culture evolves in temporary organizations. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Travellers under fire: Tourists in the Tibetan uprising

Following the demonstrations in Lhasa in the fall of 1987, tourists who witnessed the events became the principal source of information to journalists denied access to Tibet and gathered material on arrests, torture, and imprisonment for human-rights organizations. A loosely knit network that arose in the first few days following the demonstrations continued to function for more than 2 years, recruiting new volunteers to take the place of those who left. Using material collected as a participant-observer among individual travelers in Tibet during 1987 and 1988, the article examines the growth of this network in terms of the response of different travel cultures to political unrest.     

Political risk and the internationalization of firms: An empirical study of Canadian‐based export and FDI firms

Political risk analysis primarily receives attention for foreign direct investment (FDI) but only rarely for exporting. We examine how exporters and foreign direct investors evaluate the relative importance of political risk factors. We provide a rationale for exporters to evaluate political risk factors for FDI and for foreign direct investors to evaluate political risk factors for exporting. Survey data were collected from Canadian exporters and foreign direct investors and capture the distinctive nature of salient factors for exporting and FDI. We offer unique insights on the evolutionary character of political risk that are of practical value for both exporting and FDI. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.     

An examination of the usage and impact of upward influence tactics by workers in the hospitality sector of Taiwan: Expanding the framework of rao,schmidt, and murray (1995)

This study adds the political tendencies of subordinates and their organizational socialization as antecedents to the Rao, Schmidt, and Murray ( 1995 ) framework of the use of upward influence tactics. Supervisor trust in the subordinate was added as an outcome. Furthermore, using 278 subordinate‐supervisor dyads in the Taiwanese hotel industry, a full range of influence tactics were examined. Political tendencies and socialization were associated with subordinate use of influence tactics. However, assertiveness was the only tactic strongly and negatively associated with both performance rating and the level of trust the manager placed in the subordinate. Importantly, these negative effects were mediated by supervisor impressions of subordinate tenacity and disagreeableness. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.