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ventures fail, yet there has been limited work on investors' views of entrepreneurs who have failed in the past. we address this gap and call attention to an innate asymmetry between past failure and success. this asymmetry arises because success requires skill and luck jointly, whereas failure materializes due to either lack of skill (mistakes) or bad luck (misfortune). we ask: are investors "failure-averse" and discount a failed entrepreneur even in the presence of additional information about entrepreneurial skill? or do they make "rational inferences" in light of the additional skill information and proceed to fund the new startup? to test whether investors are failure-averse or engage in rational inference, we use experiments in the context of equity crowdfunding. the results suggest that prospective crowdfunding investors rationally integrate informational cues regarding past outcomes and entrepreneurial skill. 2. title: forming entrepreneurial teams: mixing business and friendship to create transactive memory systems for enhanced success. authors: lazar, moran; miron-spektor, ella; chen, gilad; goldfarb, brent; erez, miriam; agarwal, rajshree. abstract: successfully navigating critical uncertainties during the incipient stages of new ventures requires these ventures to develop learning systems, and building the right team may be key in this process. drawing on prior work indicating that entrepreneurial teams form using either an interpersonal-attraction strategy (relationships with similar others in a close network) or a resource-seeking strategy (instrumental focus on complementary skills), we theorize that a dual formation strategy, although challenging to execute, is critical for early performance. using dual formation strategies from the onset fosters the development of stronger transactive memory systems, because close relationships facilitate smooth coordination among founders specializing in complementary tasks. transactive memory systems thus mediate the relationship between formation strategies and early entrepreneurial success. findings from two field observational studies and a field intervention study support our theory: teams formed based on a dual strategy raised greater seed funding on kickstarter--a leading crowdfunding platform--(study 1), were more successful in a prestigious entrepreneurial competition (study 2), and gained more profits from selling their initial products (study 3). our research advances knowledge on entrepreneurial team formation and offers practical recommendations to facilitate this process at such nascent, but critical, stages. 3. title: network stability: the role of geography and brokerage structure inequity. authors: kumar, pankaj; zaheer, akbar. abstract: while the outcomes of brokerage have been extensively investigated, the issue of when and why brokerage structures persist or decay has attracted relatively little research interest. taking the perspective of the disconnected firms to whom the broker is tied, the "alters," we argue that structurally induced "inequity" in opportunity, or the broker's potential recombination of a larger share of alters' knowledge than vice versa, exerts a destabilizing effect on brokerage persistence. furthermore, geographic distance, via its role in the cognitive classification of rivals, enhances alters' tolerance for inequity and contingently weakens the destabilizing effect of structural inequity in knowledge recombination opportunity that benefits the broker. specifically, we postulate about the socio-cognitive prismatic nature of geography in that geographic distance makes it less likely that alter firms see the broker as a rival and are hence less sensitive to inequity. we test our hypotheses with 260 broker and 517 alter firms in the global biopharmaceutical industry from 1985 to 2005, yielding 53,377 triad-year observations using a complementary log-log discrete time survival estimator. our results support the hypotheses, highlighting the interplay between structural inequity and geographic distance in explaining brokerage decay. 4. title: the push and pull of attaining ceo celebrity: a media routines perspective. authors: lovelace, jeffrey b.; bundy, jonathan; pollock, timothy g.; hambrick, donald c. abstract: why do some ceos become celebrities, while others with seemingly equal accomplishments do not? after two decades of research, far more is known about the substantial consequences of ceo celebrity than about its determinants. drawing on the media routines literature, we develop and test a "push-pull theory" of ceo celebrity attainment, arguing and finding that (a) journalists pull certain ceos into the limelight, particularly those whose firms are nonconformists within their industries and who themselves are demographically atypical; (b) ceos, through various self-promotion tactics, can push themselves and their stories into public view; and (c) these push tactics are particularly beneficial for helping atypical ceos achieve celebrity. we conceptualize ceo celebrity as an ordinal construct with discrete gradations, which we refer to as noncelebrities, b-list celebrities, and a-list celebrities. we test our theory using a longitudinal sample of ceos, and develop a novel, ordinal measure of ceo celebrity that encompasses a broad array of media (newspaper, broadcast, magazine, and online), allowing us to set forth and test a more nuanced theory about different levels of celebrity attainment. 5. title: "who are you going to call?" network activation in creative idea generation and elaboration. authors: mannucci, pier vittorio; perry-smith, jill e. abstract: considering creativity as a journey beyond idea generation, scholars have theorized that different ties are beneficial in different phases. as individuals usually possess different types of ties, selecting the optimal ties in each phase and changing ties as needed are central activities for creative success. we identify the types of ties (weak or strong) that are helpful in idea generation and idea elaboration and, given this understanding, whether individuals activate ties in each phase accordingly. in an experimental study of individuals conversing with their ties, we provide evidence of the causal effects of weak and strong ties on idea generation and idea elaboration. we also find that individuals do not always activate ties optimally and identify network size and risk as barriers. our results in a series of studies reveal that individuals with large networks, despite providing more opportunity to activate both strong and weak ties, activate fewer weak ties and are less likely to switch ties across phases than individuals with smaller networks, particularly when creativity is perceived as a high-risk endeavor. finally, we find that activating the wrong ties leads to either dropping creative ideas or pursuing uncreative ones. 6. title: who will stay when crisis strikes? venture capitalist threat-defiant learning response to ventures in crisis. authors: eleazar, miranda j. welbourne; park, haemin dennis. abstract: firms often depend on relationships with other firms to access important resources. when a crisis strikes a firm, the continuation of those relationships can be jeopardized, as many indirectly affected firms will leave the relationship. this abandonment can be particularly harmful if the crisis-struck firm is dependent on the relationship for valuable resources. however, some firms choose to continue their relationship with the crisis-struck firm. we consider what makes those firms resist the temptation to respond rigidly and abandon the crisis-struck firm. we contend that firms that defy such indirect threats do so as a result of threat-defiant learning, which stems from confidence gained from their prior relational experiences. we test this concept in the context of venture capital firms' (vcs) investments after venture crises in the form of venture involvement in a lawsuit. studying 435 vcs' decisions on whether to continue to invest in 105 ventures experiencing lawsuits, we find support for threat-defiant learning. this study contributes to the literature on crisis, threat rigidity, and entrepreneurship by showing how firms can resist threat rigidity in interfirm relationships, specifically how vcs learn from experience to defy threats posed by venture lawsuits and make post-lawsuit follow-on investments. 7. title: stranger leaders: a theory of marginal leaders' conception of learning in organizations. authors: petriglieri, gianpiero; peshkam, annie. abstract: through an inductive study of learning and development (l&d) executives in 69 multi-national organizations, we build a theory of marginal leaders' conception of learning in organizations. we found that, as marginal leaders, l&d executives lacked an established template for their leader identity and had to navigate conflicting prescriptions for their function. the conception of learning--a process that involved finding a place in relation to significant counterparts, taking a stance on learning, and building learning spaces-- allowed them to craft identities that gave meaning and direction to their work, grounding their identity as leaders. not all marginal leaders took the same trajectory toward firm ground for their identities. some left the margins to lead, embracing either an instrumental or a humanistic view of their function. others learned to lead from the margins, casting that duality as a paradox. taking a systems psychodynamic approach to examine marginal leaders' trajectories through a defining duality, this study reveals the interplay between existential and strategic layers of leader identity construction. theorizing the conception of learning as the process through which leadership comes to life and becomes organized, the study expands and bridges the literatures on leader identity and on the management of dualities. 8. title: paradox peers: a relational approach to navigating a business-society paradox. authors: pamphile, vontrese deeds. abstract: despite advancements in our understanding of organizational paradox, we know little about how individuals navigate paradox when tensions are core to one's occupational role but not a dominant concern for senior leaders. this study explores how grantmakers working in corporate philanthropy navigate a business-society paradox when their leaders prioritize business over social objectives at the organization level. by analyzing interview data from grantmakers, alongside observations of their group meetings, i induce a peer-based model of navigating paradox. the findings reveal the important supportive role of relationships with "paradox peers"--ongoing, cooperative connections to individuals external to one's organization but facing similar paradoxical challenges. i detail three relational mechanisms for engaging paradox that together facilitate the ability of individuals to navigate paradox in their home organizations: connecting with others to relieve tension, collectively protecting the paradox, and collaboratively brain- storming responses. my findings shift paradox scholarship toward a more relational understanding of navigating paradoxes, exploring how engaging tensions outside of one's organizational boundaries can support the navigation of paradox internally. 9. title: the use of strategic noise in reactive impression management: how do market reactions matter? authors: jing jin; haiyang li; hoskisson, robert. abstract: management scholars have argued and demonstrated that firms use strategic noise as an anticipatory form of impression management to minimize the effect of a potential negative reaction to an event of interest. in this study, we contribute to the impression management literature by exploring how both positive and negative strategic noise may intercede in the process of reactive impression management. we argue that in reactive impression management, since firms already know the initial market reaction to a focal event, they can "strategically" release subsequent positive or negative strategic noise depending upon the direction and magnitude of the initial market reaction to the focal event. using a sample of 7,575 mergers and acquisitions from 2001 to 2015 that represent our focal events, we find strong evidence to support our arguments. 10. title: ritual work and the formation of a shared sense of meaningfulness. authors: lepisto, douglas a. abstract: drawing from a 21-month field study of an athletic footwear and apparel company, i build theory on how a shared sense of meaningfulness forms through interaction ritual and emotion. i find that a shared sense of meaningfulness is composed of a shared feeling and a shared representation that are constructed sequentially. leaders trigger and propel formation through a set of actions i refer to as ritual work that proliferates emotional energy across the population of members. members subsequently share their feelings of emotional energy through talk and gesture to develop a shared feeling of meaningfulness. leaders then articulate words and connect these words to shared feelings to produce a shared representation of meaningfulness. i integrate these findings into a three-step process model. this model contributes to our understanding of the triggers, cultural mechanisms, and role of emotions in the formation of meaningfulness in organizations. 11. title: how work orientation impacts objective career outcomes via managerial (mis)perceptions. authors: yuna cho; jiang, winnie y. abstract: views differ on whether individuals with a calling orientation toward work (i.e., seeing work as personally fulfilling and contributing to a better world) enjoy more favorable objective career outcomes, such as higher income and chance of promotion, versus those with a job orientation (i.e., seeing work as a means to a financial end). we suggest that the impasse is partially due to prior research's exclusive focus on how work orientation affects one's effort and subsequent job performance. drawing on theories of signaling, cognitive biases, and reciprocity, we propose that calling-oriented employees enjoy better objective career outcomes than job-oriented employees via an external pathway: managers misperceive employees' calling orientation as evidence of better performance and stronger organizational commitment. in study 1--analyses of the wisconsin longitudinal study--we find support for the main effect, and in study 2--an online experiment--we constructively replicate this effect and find evidence for our predicted explanatory mechanisms. furthermore, observing a calling-oriented employee prompts managers to perceive them more favorably in other domains, creating a halo effect. our research sheds light on how individuals' subjective view of the meaning of work influences their objective career success, highlighting workplace signals and managerial perceptions as important mechanisms. 12. title: the analogical construction of stigma as a moral dualism: the case of the fossil fuel divestment movement. authors: ferns, george; lambert, aliette; g�nther, maik. abstract: we explore the global fossil fuel divestment movement to show how climate activists worked to stigmatize the fossil fuel industry using analogy. in doing so, we develop a model that illustrates how constructing a "moral dualism" is central to stigmatizing an organizational category. this involves concurrently establishing "stigmatizers" (ingroup) as morally superior and amplifying the deviancy of the fossil fuel industry (outgroup), both in relation to analogical contexts. stigmatizers strategically employed two types of analogy: "deep" and "surface." deep analogies produce emotive power, facilitating the moralization of the ingroup through the transfer of affective meanings from a source context to a target domain. surface analogies generate causal power to inform wider audiences of the target's deviance through association with already-stigmatized organizational categories. analogical power underpinning the morally dualistic nature of stigmatization can therefore empower fringe actors to stigmatize an incumbent as they appropriate meanings from analogical source domains.     %'/028;=>?ajy����ʻʻʩ��wobtf;fh�[5�ojqj^jh n�h�[5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(hh�5�cjojqj^jajh 2e5�cjojqj^jaj#h�zgh�zg5�cjojqj^jajh n�5�cjojqj^jaj#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#h n�h n�5�cjojqj^jaj>?@��� � e � \]��!"x����1$�����������������������gd�psgd)w�gd$?�gd n�gdto�gd�l$gd%j,gdu<�gd�"�$a$gdt4������  � � � � � � � � �   0 d e m n � � � � [\]���̿崧������������o��o��avh%j,5�ojqjo(h n�hu<�ojqj^jo(hvi�h�l$5�ojqj^jo(h�l$h�l$5�ojqj^jh�l$5�ojqj^jo(h n�ht4ojqj^jh n�h n�ojqj^jhj�5�ojqjo(ht45�ojqj^jo(h n�h�[5�ojqj^jh�[5�ojqj^jh�"�hu<�5�ojqj^jhj�5�ojqj^jo(]^_`fgy��������� !"#% 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