A Robust Bootstrap Test for Mediation Analysis

Mediation analysis is central to theory building and testing in organizations research. Management scholars often use linear regression analysis based on normal-theory maximum likelihood estimators to test mediation. However, these estimators are very sensitive to deviations from normality assumptions, such as outliers or heavy tails of the observed distribution. This sensitivity seriously threatens the empirical testing of theory about mediation mechanisms, as many empirical studies lack reporting of outlier treatments and checks on model assumptions. To overcome this threat, we develop a fast and robust mediation method that yields reliable results even when the data deviate from normality assumptions. Simulation studies show that our method is both superior in estimating the effect size and more reliable in assessing its significance than the existing methods. We illustrate the mechanics of our proposed method in three empirical cases and provide freely available software in R and SPSS to enhance its accessibility and adoption by researchers and practitioners

Performance Feedback and Middle Managers’ Divergent Strategic Behavior

What drives middle managers to search for new strategic initiatives and champion them to top management? This behavior—labeled divergent strategic behavior—spawns emergent strategies and thereby provides one of the essential ingredients of strategic renewal. We conceptualize divergent strategic behavior as a response to performance feedback. Data from 123 senior middle managers overseeing 21 multi-country organizations (MCOs) of a Fortune 500 firm point to social performance comparisons rather than historical comparisons in driving divergent strategic behavior. Moreover, managers’ organizational identification affects whether they attend to organizational- or individual-level feedback. These results contribute to research on performance aspirations and strategy process by providing a multilevel, multidimensional framework of performance aspirations in middle management driven strategic renewal

Acquisition target selection and technological relatedness: The moderating role of Top Management Team demographic faultlines

We investigate why some acquirers value targets’ technological relatedness (i.e. similarity and complementarity) more than others. We propose that the importance of technological relatedness as a target selection criterion is influenced by the extent to which an acquirer Top Management Team is divided into subgroups based on managers’ demographic characteristics (i.e. faultlines). That is because an acquirer Top Management Team’s understanding of technological relatedness depends on the team’s information processing capabilities, driven primarily by Top Management Team faultlines. Our analysis of 94 realized acquisitions among 2082 potential acquisition matches in high-technology industries shows that while both technological similarity and complementarity increase the likelihood of an acquisition match, only the impact of technological complementarity is affected by Top Management Team faultlines. Specifically, we find that Top Management Teams with moderately strong divisions between subgroups pay more attention to technological complementarities between their firm and potential acquisition targets than Top Management Teams with very strong or weak divisions