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<title><![CDATA[Editors&#x2019; Comments: Sense and Structure&#x2014;The Core Building Blocks of an AMR Article]]></title>
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<dc:creator><![CDATA[Donald Lange, Michael D. Pfarrer]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2016.0225</dc:identifier>
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<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Editors&#x2019; Comments: Sense and Structure&#x2014;The Core Building Blocks of an AMR Article]]></dc:title>
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<title><![CDATA[Who Is Deserving and Who Decides: Entitlement As a Work-Situated Phenomenon]]></title>
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<description><![CDATA[Popular press accounts and emerging research suggest that organizations increasingly face the prospect of managing employees who are highly entitled, yet relatively little research has explored entitlement in work settings. Moreover, in the limited existing research, scholars have considered entitlement through a narrow lens, primarily viewing it as a stable individual difference without consideration of the social context that surrounds the individual. The conceptualization presented here, which we label “work-situated entitlement,” depicts entitlement as a socially determined work condition that reflects a misalignment between perceptions of the individual employee and perceptions of the workgroup. Situating entitlement in the work context allows for explanation of both the processes through which work-situated entitlement develops and its emotional and behavioral effects. This model provides a broader conceptualization of entitlement and illustrates how organizations might intervene to limit its deleterious work-related consequences.]]></description>
<dc:creator><![CDATA[Anne O&#x2019;Leary&ndash;Kelly, Christopher C. Rosen, Wayne A. Hochwarter]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2014.0128</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2014.0128</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Who Is Deserving and Who Decides: Entitlement As a Work-Situated Phenomenon]]></dc:title>
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<title><![CDATA[An Identity-Based Approach to Social Enterprise]]></title>
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<description><![CDATA[Social enterprise has gained widespread acclaim as a tool for addressing social and environmental problems. Yet because social enterprises integrate social welfare and commercial logics, they face the challenge of pursuing frequently conflicting goals. Studies have begun to address how established social enterprises can manage these tensions, but we know little about how, why, and with what consequences social entrepreneurs mix competing logics as they create new organizations. To address this gap, we develop a theoretical model based in identity theory that helps to explain (1) how commercial and social welfare logics become relevant to entrepreneurship, (2) how different types of entrepreneurs perceive the tension between these logics, and (3) what implications this has for how entrepreneurs recognize and develop social enterprise opportunities. Our approach responds to calls from organizational and entrepreneurship scholars to extend existing frameworks of opportunity recognition and development to better account for social enterprise creation.]]></description>
<dc:creator><![CDATA[Tyler Wry, Jeffrey G. York]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2013.0506</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2013.0506</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[An Identity-Based Approach to Social Enterprise]]></dc:title>
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<prism:volume>42</prism:volume>
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<title><![CDATA[Celebrity and Infamy? The Consequences of Media Narratives About Organizational Identity]]></title>
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<description><![CDATA[Research on organizational celebrity is in its nascence, and our understanding of the process through which organizations gain, maintain, and lose this asset remains incomplete. We extend this research by examining which information is the primary catalyst of the celebrity process, how and why this process unfolds, and what the potential consequences are for an organization. In doing so we make three primary contributions. First, we propose that the availability of information about the salient and socially significant elements of an organization’s identity makes the media more likely to cast the organization as a main character in their dramatic narratives. Second, we theorize that the salience of these elements attracts constituents’ attention and the social significance evokes their emotional responses. However, because some constituents may view the elements of an organization’s identity as congruent and others as incongruent with their personal identities, an organization may simultaneously gain celebrity among some constituents and infamy among others. Third, we theorize that because of the different emotional responses that are generated from constituents’ perceptions of identity (in)congruence, celebrity is more difficult to maintain and easier to lose than infamy.]]></description>
<dc:creator><![CDATA[Anastasiya Zavyalova, Michael D. Pfarrer, Rhonda K. Reger]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2014.0037</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2014.0037</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Celebrity and Infamy? The Consequences of Media Narratives About Organizational Identity]]></dc:title>
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<title><![CDATA[Beyond (Just) the Workplace: A Theory of Leader Development Across Multiple Domains]]></title>
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<description><![CDATA[Most leaders develop through experiences across multiple domains of life (work, community, friends/family), yet how this process occurs remains largely unexplored. We propose a theory to explain how leaders develop across multiple domains by explicating both the process and content of leader development. Using a sensemaking framework, we describe how leaders first notice and subsequently interpret cross-domain connections and disconnections, leading to changes in their identity with respect to strength, integration, meaning, and level. These changes then lead to increased depth and breadth of leader competence and an ongoing, interweaving process of sensemaking that explains cross-domain leader development. We conclude with a discussion of the benefits of and future directions for studying leader development across domains for leaders, organizations, and leadership educators.]]></description>
<dc:creator><![CDATA[Michelle Hammond, Rachel Clapp-Smith, Michael Palanski]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2014.0431</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2014.0431</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Beyond (Just) the Workplace: A Theory of Leader Development Across Multiple Domains]]></dc:title>
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<prism:section>Articles</prism:section>
<prism:volume>42</prism:volume>
<prism:number>3</prism:number>
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<title><![CDATA[Toward a More Comprehensive Model of Firms&#x2019; Human Capital Rents]]></title>
<link>http://amr.aom.org/content/42/3/499.short?rss=1</link>
<description><![CDATA[Strategic human capital research has recently expanded to encompass other types of labor market frictions in addition to those posed by firm-specific human capital. Labor market frictions inhibit trade in human capital, allowing firms that are idiosyncratically advantaged with respect to a particular friction to appropriate human capital rents. Adding to this nascent conversation, I describe how idiosyncratic firm resources and capabilities enable firms to garner human capital rents. By explicitly distinguishing between value creation and value capture, which together drive firm-level human capital rents, this article’s theoretical framework uncovers overlooked circumstances where firms’ pursuit of human capital rents differ in important ways. I discuss theoretic propositions and implications to guide future research.]]></description>
<dc:creator><![CDATA[Clint Chadwick]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2013.0385</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2013.0385</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Toward a More Comprehensive Model of Firms&#x2019; Human Capital Rents]]></dc:title>
<prism:publicationDate>YEAR-MO-DAY</prism:publicationDate>
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<prism:volume>42</prism:volume>
<prism:number>3</prism:number>
<prism:startingPage>499</prism:startingPage>
<prism:endingPage>519</prism:endingPage>
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<title><![CDATA[A Semiotic Theory of Institutionalization]]></title>
<link>http://amr.aom.org/content/42/3/520.short?rss=1</link>
<description><![CDATA[In management theory scholars emphasize that what actors do is often not what they say, but they tend to assume that what actors do is what they mean or that what they mean is what they say. These assumptions are problematic when studying the institutionalization process, where doing, saying, and meaning move from the micro level to the macro level. I argue that the three are distinct correlates of social reality corresponding to the semiotic triangle composed of referent, signifier, and signified, which is key to understanding institutionalization. I combine the semiotic triangle and the chain of signification to conceptualize the process of institutionalization as the coevolution of the three correlates of the sign. Specifically, I identify two kinds of institutionalization: denotational and connotational. Whereas denotational institutionalization entails the coupling of the referent, signifier, and signified, connotational institutionalization involves decoupling among the three. Furthermore, decoupling occurs not only between doing and saying, as shown in existing management studies, but also between doing and meaning, as well as between meaning and saying. Based on this conceptualization, both kinds of institutionalization processes increase the taken-for-grantedness of the sign, but what is taken for granted differs drastically, which explains the heterogeneity in the institutionalization process.]]></description>
<dc:creator><![CDATA[Yuan Li]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2014.0274</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2014.0274</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[A Semiotic Theory of Institutionalization]]></dc:title>
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<prism:volume>42</prism:volume>
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<title><![CDATA[A &#x201C;New&#x201D; Heart for Institutions? Some Elaborations on Voronov and Weber (2016)]]></title>
<link>http://amr.aom.org/content/42/3/548.short?rss=1</link>
<description><![CDATA[]]></description>
<dc:creator><![CDATA[Dirk Lindebaum, Neal M. Ashkanasy]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2015.0429</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2015.0429</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[A &#x201C;New&#x201D; Heart for Institutions? Some Elaborations on Voronov and Weber (2016)]]></dc:title>
<prism:publicationDate>YEAR-MO-DAY</prism:publicationDate>
<prism:section>Dialogue</prism:section>
<prism:volume>42</prism:volume>
<prism:number>3</prism:number>
<prism:startingPage>548</prism:startingPage>
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<title><![CDATA[Beyond Ethos: Outlining an Alternate Trajectory for Emotional Competence and Investment]]></title>
<link>http://amr.aom.org/content/42/3/551.short?rss=1</link>
<description><![CDATA[]]></description>
<dc:creator><![CDATA[Madeline Toubiana, Royston Greenwood, Charlene Zietsma]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2016.0223</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2016.0223</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Beyond Ethos: Outlining an Alternate Trajectory for Emotional Competence and Investment]]></dc:title>
<prism:publicationDate>YEAR-MO-DAY</prism:publicationDate>
<prism:section>Dialogue</prism:section>
<prism:volume>42</prism:volume>
<prism:number>3</prism:number>
<prism:startingPage>551</prism:startingPage>
<prism:endingPage>556</prism:endingPage>
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<item rdf:about="http://amr.aom.org/content/42/3/556.short?rss=1">
<title><![CDATA[Emotional Competence, Institutional Ethos, and the Heart of Institutions]]></title>
<link>http://amr.aom.org/content/42/3/556.short?rss=1</link>
<description><![CDATA[]]></description>
<dc:creator><![CDATA[Maxim Voronov, Klaus Weber]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2016.0522</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2016.0522</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[Emotional Competence, Institutional Ethos, and the Heart of Institutions]]></dc:title>
<prism:publicationDate>YEAR-MO-DAY</prism:publicationDate>
<prism:section>Dialogue</prism:section>
<prism:volume>42</prism:volume>
<prism:number>3</prism:number>
<prism:startingPage>556</prism:startingPage>
<prism:endingPage>560</prism:endingPage>
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<item rdf:about="http://amr.aom.org/content/42/3/561.short?rss=1">
<title><![CDATA[The Scholar-Practitioner Mindset: How Texts and Experience Influence Organizational Change Practice]]></title>
<link>http://amr.aom.org/content/42/3/561.short?rss=1</link>
<description><![CDATA[]]></description>
<dc:creator><![CDATA[Jean M. Bartunek, Richard H. Axelrod, Emily M. Axelrod]]></dc:creator>
<dc:date>2017-07-06T10:55:29-07:00</dc:date>
<dc:identifier>info:doi/10.5465/amr.2016.0224</dc:identifier>
<dc:identifier>hwp:master-id:amr;amr.2016.0224</dc:identifier>
<dc:publisher>Academy of Management</dc:publisher>
<dc:title><![CDATA[The Scholar-Practitioner Mindset: How Texts and Experience Influence Organizational Change Practice]]></dc:title>
<prism:publicationDate>YEAR-MO-DAY</prism:publicationDate>
<prism:section>What Inspires the Academy: Book Reviews and Beyond</prism:section>
<prism:volume>42</prism:volume>
<prism:number>3</prism:number>
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