Self-promotion in entrepreneurship: A driver for proactive adaptation.

Research in impression management has primarily examined how self-promotion affects one's image, neglecting the potential benefits of feedback on the underlying image that is being impression managed. This study bridges this gap by integrating impression management with social-cognitive theory to explore how self-promotion can enhance feedback from targets, thereby stimulating initiative-taking and proactive adaptation in the actor. Analyzing five-wave monthly survey data from 574 entrepreneurs, I find a positive relationship between self-promotion and experimentation, which positively associates with business-model adaptation.

The ripple effect of strain in times of change: how manager emotional exhaustion affects team psychological safety and readiness to change.

Introduction: Managers assume a pivotal role during periods of organizational change, yet there exists a notable gap in our understanding of how their emotional exhaustion may impact their capacity to generate readiness to change within their teams. Grounded in the conservation of resources theory (COR), this study explores the crossover effect of managers' emotional exhaustion on team readiness to change. We expect this to occur through higher levels of leadership, which impacts the teams' psychological safety.

The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation.

Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities-notably reflexive, experimental, vicarious, and contextual learning-most effectively over time. In this article, we integrate research on teamwork episodes with insights from music theory to develop a new theoretical perspective on team dynamics, which explains how team activities can produce harmony, dissonance, or rhythm in teamwork arrangements that lead to either positive or negative effects on overall performance.

Beyond Separate Emergence: A Systems View of Team Learning Climate.

In this paper, we consider how the four key team emergent states for team learning identified by Bell et al. (2012), namely psychological safety, goal orientation, cohesion, and efficacy, operate as a system that produces the team's learning climate (TLC). Using the language of systems dynamics, we conceptualize TLC as a stock that rises and falls as a joint function of the psychological safety, goal orientation, cohesion, and efficacy that exists in the team.