The affective roots of resource heterogeneity: How founders' emotion regulation helps create social resources in startups

Where do firms' heterogeneous resources come from? Our qualitative, inductive study of nascent firms over seven years revealed that founders' differential use of emotion regula-tion behaviors can explain differential creation of social resources at the firm level. We found that founders' emotion regulation behaviors cluster around three themes: (1) the founder's temporal perspective (short-term versus long-term); (2) the nature of founder benefits (economic versus emotional rewards); and (3) the target of founder attention (self versus others). We theorize that founders' emotion regulation behaviors according to these themes influence the incentives of founders and stakeholders and thereby enable the creation of valuable and difficult-to-imitate social resources for their ventures. Social re-sources include discretionary support provided by founders and stakeholders, as well as founder persistence and stakeholder willingness-to-help. Our study contributes to the strategy literature by showing empirically the link between specific emotion regulation behaviors and the emergence of resource heterogeneity at the firm level. It specifically contributes to resource-based theory by separating the theory's main assumptions and outcomes, reducing concerns about potential tautology.Resource heterogeneity; resource-based view; emotion regulation; entrepreneurship;

Emotional assuring, trust Building, and resource mobilization in start-up organizations

Based on a five-year field study of six new ventures, we investigate whether and how organization foun-ders use affective influence, a form of emotion management, with diverse stakeholders, namely investors, board members, customers, and employees. We found wide differences in founders' propensity to use affective influence actions and that not all affective influence actions were effective in mobilizing re-sources for the new firm. We identified a particular form of beneficial affective influence we call "emo-tional assuring," which refers to affective influence actions that seek to build three different dimensions of trust in regard to the new firm: (1) the firm's integrity, (2) the founder's competence as an entrepreneur, and (3) the founder's benevolent character. Although firms that practiced little emotional assuring could mobilize adequate resources as well as firms that did it in munificent environments, the latter gained an upper hand and were more resilient under tough economic conditions. We also identified the moderating conditions and limitations of emotional assuring.Affective influence; emotional assuring; emotion; entrepreneurship; organization creation; resource mobilization; trust;

Why do some multinational firms respond better than others to the hostility of host governments? Proximal embedding and the side effects of local partnerships

Using a multiple-case study of alleged expropriations reported before the World Bank, we examine how multinational companies (MNC) react to the escalating hostility of host governments. Our study reveals how different choices regarding the interaction with local nonmarket stakeholders – which we refer to as proximal vs. mediated embedding – shape how managers respond to these disputes by affecting their ability to collect, process and interpret information, and to act upon it in a way that effectively mobilizes local and international support. In contrast to the prevailing view that local partners in international joint ventures shelter MNCs from abuse from political authorities, our findings show that primary reliance on local partners to manage the local nonmarket environment can actually reinforce a liability of outsidership and even create a ‘liability of insidership’, to the extent that relying on local partners prevents the MNC from establishing quality connections with a broad range of nonmarket stakeholders, reducing its alertness and responsiveness to hostile acts from host governments

An emotion-based view of acquisition integration capability

We propose an emotion-based view of acquisition integration capability by developing an inter-firm model that focuses on dealing constructively with emotions during various organizational identification processes following mergers and acquisitions. The model describes diverse types of organizational actions that elicit or express emotions-called emotional dynamics-that facilitate stabilization, destabilization, and re-identification of acquired employees' organizational identity. Emotional dynamics that elicit emotions among acquired employees or express acquirer's emotions toward acquired employees constitute what we call emotional pairing. This emotion-based view of integration capability complements extant process research that has emphasized cognition and structure

The process of postmerger integration : a review and agenda for future research

Mergers and acquisitions (M&As) continue to be prevalent despite frequently yielding disappointing outcomes. Postmerger integration plays a critical role in M&A success, yet many questions about M&A implementation remain unanswered. In this article, we review research on postmerger integration, which we organize around strategic integration, sociocultural integration, and experience and learning. We then lay out a research agenda that centers on expanding our understanding of processual dynamics in postmerger integration. We focus on opportunities related to temporality, decision-making, practices and tools, and emotionality

Integrating emotions and affect in theories of management

Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today’s scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles. To spur even deeper research into this important and still unfolding field of discovery, and stimulated by the articles in this STF, we conclude with additional thoughts and ideas on the role of emotions and affect in organizations

Deployment and validation of an AI system for detecting abnormal chest radiographs in clinical settings

BackgroundThe purpose of this paper is to demonstrate a mechanism for deploying and validating an AI-based system for detecting abnormalities on chest X-ray scans at the Phu Tho General Hospital, Vietnam. We aim to investigate the performance of the system in real-world clinical settings and compare its effectiveness to the in-lab performance.MethodThe AI system was directly integrated into the Hospital's Picture Archiving and Communication System (PACS) after being trained on a fixed annotated dataset from other sources. The system's performance was prospectively measured by matching and comparing the AI results with the radiology reports of 6,285 chest X-ray examinations extracted from the Hospital Information System (HIS) over the last 2 months of 2020. The normal/abnormal status of a radiology report was determined by a set of rules and served as the ground truth.ResultsOur system achieves an F1 score—the harmonic average of the recall and the precision—of 0.653 (95% CI 0.635, 0.671) for detecting any abnormalities on chest X-rays. This corresponds to an accuracy of 79.6%, a sensitivity of 68.6%, and a specificity of 83.9%.ConclusionsComputer-Aided Diagnosis (CAD) systems for chest radiographs using artificial intelligence (AI) have recently shown great potential as a second opinion for radiologists. However, the performances of such systems were mostly evaluated on a fixed dataset in a retrospective manner and, thus, far from the real performances in clinical practice. Despite a significant drop from the in-lab performance, our result establishes a reasonable level of confidence in applying such a system in real-life situations

What We Share Is Who We Are and What We Do: How Emotional Intimacy Shapes Organizational Identification and Collaborative Behaviors

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/155930/1/apps12208_am.pdfhttps://deepblue.lib.umich.edu/bitstream/2027.42/155930/2/apps12208.pd