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Organizations increasingly grapple with hybridity—the combination of identities, forms, logics, or other core elements that would conventionally not go together. Drawing on in-depth longitudinal data from the first ten years of a successful social enterprise—Digital Divide Data, founded in Cambodia—we induce an empirically grounded model of sustaining hybridity over time through structured flexibility: the interaction of stable organizational features and adaptive enactment processes. We identify two stable features—paradoxical frames, involving leaders’ cognitive understandings of the two sides of a hybrid as both contradictory and interdependent, and guardrails, consisting of formal structures, leadership expertise, and stakeholder relationships associated with each side—that together facilitate ongoing adaptation in the meanings and practices of dual elements, sustaining both elements over time. Our structured flexibility model reorients research away from focusing on either stable or adaptive approaches to sustaining hybridity toward understanding their interaction, with implications for scholarship on hybridity, duality, and adaptation more broadly.

Synthesizing insights from a dynamic capability perspective and social network theory, this study identifies the factors influencing green innovation and examines the relationships between influencing factors, green innovation, and performance. This study uses structural equation modeling to test the research hypotheses. The results indicate that dynamic capability, coordination capability, and social reciprocity are significant drivers of green innovation, including green product innovation and green process innovation. Green product and process innovation have positive effects on environmental performance and organizational performance. These findings are relevant to firms in quest of green management and innovation.

Abstract The application of single-item measures has the potential to help applied researchers address conceptual, methodological, and empirical challenges. Based on a large-scale evidence-based approach, we empirically examined the degree to which various constructs in the organizational sciences can be reliably and validly assessed with a single item. In study 1, across 91 selected constructs, 71.4% of the single-item measures demonstrated strong if not very strong definitional correspondence (as a measure of content validity). In study 2, based on a heterogeneous sample of working adults, we demonstrate that the majority of single-item measures examined demonstrated little to no comprehension or usability concerns. Study 3 provides evidence for the reliability of the proposed single-item measures based on test–retest reliabilities across the three temporal conditions (1 day, 2 weeks, 1 month). In study 4, we examined issues of construct and criterion validity using a multi-trait, multi-method approach. Collectively, 75 of the 91 focal measures demonstrated very good or extensive validity, evidencing moderate to high content validity, no usability concerns, moderate to high test–retest reliability, and extensive criterion validity. Finally, in study 5, we empirically examined the argument that only conceptually narrow constructs can be reliably and validly assessed with single-item measures. Results suggest that there is no relationship between subject matter expert evaluations of construct breadth and reliability and validity evidence collected across the first four studies. Beyond providing an off-the-shelf compendium of validated single-item measures, we abstract our validation steps providing a roadmap to replicate and build upon. Limitations and future directions are discussed.

To understand how people cultivate and sustain authenticity in multiple, often shifting, work roles, we analyze qualitative data gathered over five years from a sample of 48 plural careerists—people who choose to simultaneously hold and identify with multiple jobs. We find that people with multiple work identities struggle with being, feeling, and seeming authentic both to their contextualized work roles and to their broader work selves. Further, practices developed to cope with these struggles change over time, suggesting a two-phase emergent process of authentication in which people first synchronize their individual work role identities and then progress toward harmonizing a more general work self. This study challenges the notion that consistency is the core of authenticity, demonstrating that for people with multiple valued identities, authenticity is not about being true to one identity across time and contexts, but instead involves creating and holding cognitive and social space for several true versions of oneself that may change over time. It suggests that authentication is the emergent, socially constructed process of both determining who one is and helping others see who one is.

Research Summary: Although most theories of growth presume that growth varies with the focus and limits of managerial attention, the actual role played by attention has remained largely implicit. In contrast, this article explicitly considers attention structure and the processes that place sustained focus on growth issues. We explain how attention structure—specialized attention within a particular unit and integrated attention between units—affects both bottom-up (stimulus-driven) and top-down (schema-driven) attentional processing of new issues. We also examine the relationship between attention structure and divisional interdependencies, identifying conditions under which different attentional patterns generate organizational tensions that lead to architectural elaboration: the delineation of new organizational units. This logic is illustrated with examples from Motorola, a large telecommunications equipment provider, during a period of sustained growth. In linking theories of growth with the attention-based view (ABV), we augment both perspectives and offer an approach that provides a better understand growth's cognitive underpinnings. Managerial Summary: We examine how, within a multidivisional firm, the pattern of organizational attention affects firm growth. We highlight the attention focus within and between divisions and the corporate office and specific processes that shape the intensity and direction of attention in the firm's constituent units. In particular, we examine how corporate interventions, appointment of managerial resources, prototyping, and corporate charters direct managerial attention and the identification and advancement new opportunities in support of growth. Our approach also considers how attention patterns and formal organizational structure interact to cause tensions between managers, and when these tensions lead to the delineation of new subunits. To illustrate our logic, we use examples drawn from Motorola, a large telecommunications equipment provider, during a period of sustained growth. Our approach offers managers insights into attentional design of the multidivisional firm.

Drawing on interviews, archival material, and observation, this article investigates how and why, on two different occasions, actors at the Carlsberg Group headquartered in Denmark were inspired to use a particular historical artifact, the Latin phrase Semper Ardens, carved above a doorway. Used first as the inspiration for naming a new line of handcrafted beers, ten years later it became the motto featured in the company’s identity statement. Findings describe a temporal pattern of micro-level activities that accounts for how actors used this historical material and, in doing so, lent the authenticity of history to their actions, a phenomenon we term organizational historicizing. Analysis of historicizing activities revealed five micro-processes: rediscovering, recontextualizing, reclaiming, renewing, and re-embedding of an artifact in organizational history. Relationships between the micro-processes, explained in terms of authenticity, power, and identity, are theorized in a process model describing organizational historicizing. The findings show the importance of history when establishing claims to authenticity and how history becomes relevant to present and future activities. We also show that latent history can be revived for use in future historicizing.

Recent research on the microfoundations of corporate social responsibility (CSR) has highlighted the need for improved measures to evaluate how stakeholders perceive and subsequently react to CSR initiatives. Drawing on stakeholder theory and data from five samples of employees (N = 3,772), the authors develop and validate a new measure of corporate stakeholder responsibility (CStR), which refers to an organization's context-specific actions and policies designed to enhance the welfare of various stakeholder groups by accounting for the triple bottom line of economic, social, and environmental performance; it is conceptualized as a superordinate, multidimensional construct. Results from exploratory factor analyses, first- and second-order confirmatory factor analyses, and structural equation modeling provide strong evidence of the convergent, discriminant, incremental, and criterion-related validities of the proposed CStR scale. Two-wave longitudinal studies further extend prior theory by demonstrating that the higher-order CStR construct relates positively and directly to organizational pride and perceived organizational support, as well as positively and indirectly to organizational identification, job satisfaction, and affective commitment, beyond the contribution of overall organizational justice, ethical climate, and prior measures of perceived CSR.

We explore the impact of corporate social responsibility (CSR) ratings on sell-side analysts' assessments of firms' future financial performance. We suggest that when analysts perceive CSR as an agency cost they produce pessimistic recommendations for firms with high CSR ratings. Moreover, we theorize that, over time, the emergence of a stakeholder focus shifts the analysts' perceptions of CSR. Using a large sample of publicly traded U.S. firms over 15 years, we confirm that, in the early 1990s, analysts issue more pessimistic recommendations for firms with high CSR ratings. However, analysts progressively assess these firms more optimistically over time. Furthermore, we find that analysts of highest status are the first to shift the relation between CSR ratings and investment recommendation optimism.

The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are areas of continued debate in the literature. In this article, we provide a narrative review of extant PO literature with the aim of developing a research agenda that encourages scholars to target opportunities for future research. In particular, we highlight the need for continued refinement of the conceptualization and measurement of PO, and development of its nomological network. In addition, we call for greater investigation of PO towards different objects or foci; examination of possible multilevel applications of PO research; identification of potential boundary conditions of PO; and exploration of the influence of culture and individual differences on the development and influence of PO. We also introduce alternative theoretical approaches for understanding and investigating PO. In doing so, we provide a roadmap for scholars to progress the development of the field.

Scholarly interest in employees' voluntary pro-environmental behavior has begun to emerge. While this research is beginning to shed light on the predictors of workplace pro-environmental behavior, our understanding of the psychological mechanisms linking the various antecedents to employees' environmentally responsible behavior and the circumstances under which any such effects are enhanced and/or attenuated is incomplete. The current study seeks to fill this gap by examining: (a) the effects of perceived corporate social responsibility on employees' voluntary pro-environment behavior; (b) an underlying mechanism that links CSR perceptions to these behaviors; and (c) a boundary condition to these relationships. Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees' corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy.