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In this paper I describe the multilevel and systemic nature of symbolic management and decoupling as it applies to corporate social responsibility (CSR), and consider the implications for the corporate purpose movement. I explain how and why the symbolic management system, including the various forms of decoupling that have compromised CSR, could be readily extended to corporate purpose. I further suggest why (i) the symbolic management of purpose would extend a historical pattern of decoupling that has penetrated into ever more fundamental arenas of corporate governance, and (ii) at least some characteristics of corporate purpose may render it even more vulnerable to symbolic management and decoupling than CSR. I conclude that although the corporate purpose movement carries a substantial, downside risk of symbolic management and decoupling, it nonetheless has upside potential to improve corporate social performance, and that academic researchers have a key role to play in realizing that potential. I suggest several research strategies for detecting the presence and extent of symbolic decoupling of corporate purpose. History: This paper has been accepted for the Strategy Science Special Issue on Corporate Purpose.

This paper explores how social psychological biases impede the social exchange relations of executives who ascend to high-status corporate leadership positions. We theorize that a combination of self-serving attribution biases among executives who gain status and egocentric biases of their prior benefactors cause a systematic difference in perceptions about the relative importance of that help to the beneficiary’s success. This leads to the perception among prior benefactors that the high-status executives have not adequately reciprocated their help. We then extend this argument to explain why perceptions of under-reciprocation are heightened when the high-status executive is a racial minority or a woman but reduced when the prior benefactor is a racial minority or a woman. The final element of our theoretical framework examines the social consequences of perceived under-reciprocation for corporate leaders. We suggest that the high-status leaders’ access to strategic help is reduced, and they may become the target of social undermining that can damage their broader reputation. The findings support our social psychological perspective on social exchange in corporate leadership, revealing how and why executives who have ascended to high-status positions not only may encounter difficulty obtaining assistance from fellow leaders but also may experience adverse reversals in their social exchange ties such that managers who previously aided them engage in socially harmful behavior toward them.

This chapter traces the origins of my research on corporate governance and describes the pitfalls and challenges that arose early in my career. Many of these pitfalls are characteristic of conducting interdisciplinary research more generally. They include criticism from discipline-based scholars, special challenges in negotiating the peer review process, failure to articulate a coherent theoretical framework in individual articles, and the struggle to articulate a coherent identity as a scholar. The lessons learned should apply broadly to conducting interdisciplinary research on virtually any topic in organization theory and strategic management.

This chapter examines contemporary theory and research on boards of directors in strategic management. After briefly reviewing the evolution of research on corporate boards and strategic management, we describe contemporary theoretical perspectives and emerging topics in the literature, and identify a variety of future research opportunities. We then turn to recent research in the rapidly growing literature on venture boards and strategy. Our review of recent work on boards of public companies and new ventures reveals a common emphasis on behavioral processes in the boardroom, in dyadic CEO-board interactions outside the boardroom, and in relations between directors and external constituents. We describe numerous opportunities to extend these complementary literatures by linking behavioral processes in boards to issues of diversity, technology and innovation, culture and institutions, and competitive strategy.

Emergency airway management outside the operating room (OR) is often associated with an increased risk of airway related, as well as cardiopulmonary, complications which can impact morbidity and mortality. These emergent airways may take place in the intensive care unit (ICU), where patients are critically ill with minimal physiological reserve, or other areas of the hospital where advanced equipment and personnel are often unavailable. As such, emergency airway management outside the OR requires expertise at manipulation of not only the anatomically difficult airway but also the physiologically and situationally difficult airway. Adequate preparation and appropriate use of airway management techniques are important to prevent complications. Judicious utilization of pre- and apneic oxygenation is important as is the choice of medications to facilitate intubation in this at-risk population. Recent study in critically ill patients has shown that postintubation hemodynamic and respiratory compromise is common, independently associated with poor outcomes and can be impacted by the choice of drugs and techniques used. In addition to adequately preparing for a physiologically difficult airway, enhancing the ability to predict an anatomically difficult airway is essential in reducing complication rates. The use of artificial intelligence in the identification of difficult airways has shown promising results and could be of significant advantage in uncooperative patients as well as those with a questionable airway examination. Incorporating this technology and understanding the physiological, anatomical, and logistical challenges may help providers better prepare for managing such precarious airways and lead to successful outcomes. This review discusses the various challenges associated with airway management outside the OR, provides guidance on appropriate preparation, airway management skills, medication use, and highlights the role of a coordinated multidisciplinary approach to out-of-OR airway management.

Symbols are habitually used by organizations to transform the meaning of their actions and intentions in ways that enable them to manage complex stakeholder relationships and achieve competitive ad...

Bcl-2 proteins orchestrate the mitochondrial pathway of apoptosis, pivotal for cell death. Yet, the structural details of the conformational changes of pro- and antiapoptotic proteins and their interactions remain unclear. Pulse dipolar spectroscopy (double electron-electron resonance [DEER], also known as PELDOR) in combination with spin-labeled apoptotic Bcl-2 proteins unveils conformational changes and interactions of each protein player via detection of intra- and inter-protein distances. Here, we present the synthesis and characterization of pro-apoptotic BimBH3 peptides of different lengths carrying cysteines for labeling with nitroxide or gadolinium spin probes. We show by DEER that the length of the peptides modulates their homo-interactions in the absence of other Bcl-2 proteins and solve by X-ray crystallography the structure of a BimBH3 tetramer, revealing the molecular details of the inter-peptide interactions. Finally, we prove that using orthogonal labels and three-channel DEER we can disentangle the Bim-Bim, Bcl-xL-Bcl-xL, and Bim-Bcl-xL interactions in a simplified interactome., This work was funded by Deutsche Forschungsgemeinschaft (DFG, German Research Foundation) under Germany’s Excellence Strategy—EXC-2033—Projektnummer 390677874, the DFG Priority Program SPP1601 “New Frontiers in Sensitivity in EPR Spectroscopy” (to E.B.), DFG BO 3000/5-1 (to E.B.), SFB958 – Z04 (to E.B.), DFG grant INST 130/972-1 FUGG (to E.B.). P.E.C. is supported by an Australian NHMRC fellowship (1079700)

Research Summary In this study, we reveal a previously unstudied type of board tie that may help firms manage competitive uncertainty. While firms face regulatory barriers to the use of board interlock ties as a strategy for reducing competition, we suggest that firms can circumvent these barriers by appointing the friends of competitors' chief executive officers (CEOs) to their boards. Our theoretical framework addresses the antecedents, maintenance, and performance consequences of such “board‐friendship ties” to rivals. Our theory explains (a) why firms form and maintain board‐friendship ties, where maintenance involves the reconstitution of broken ties and (b) how firms form and maintain these ties, by revealing the role of search firms in identifying the friends of rivals' CEOs. Empirical analyses of large‐sample, longitudinal survey and archival data provide substantial support for our theory. Managerial Summary Firms can and do reduce competition and increase performance by appointing the friends of competitors' CEOs to their boards, and search firms (headhunters) play a key role in forming and maintaining these “board‐friendship” ties to competitors. While board interlock ties between close competitors are illegal and direct friendship ties between CEOs of competitors are relatively rare, board‐friendship ties are common, and yet largely unknown to antitrust regulators and external stakeholders.

In this paper, we examine white male managers’ intrapsychic and behavioral responses to the appointment of a female or a racial minority CEO at their firm. Drawing from intergroup relations literatures, we theorize how and why the appointment of a minority-status CEO is likely to impact the amount of help that white male top managers provide to their fellow executives. We first explain how white male managers’ negatively biased perceptions of racial minority and female CEOs lead them to experience a diminished sense of organizational identification following the appointment of a minority-status CEO. We then examine how this diminished sense of organizational identification is likely to reduce white male managers’ general propensities to provide help to other executives at the firm. We finally consider how reduced identification might have especially strong negative implications for the amount of help that white male managers provide to colleagues who are racial minorities or women. Our results consistentl...

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

Using survey data from CEOs and other top managers at large and mid-sized public companies in the U.S., as well as from journalists, we explore how ingratiation, a fundamental means of building and maintaining one’s social capital, may trigger behavior that damages the social capital of the person being ingratiated. Although ingratiation, such as flattery or opinion conformity, may elicit positive affect from its target, we suggest it can also elicit a specific form of negative affect toward the target, which in turn can trigger interpersonal harm-doing. Focusing on ingratiation by top managers toward the CEO, we find that ingratiating managers are likely to develop feelings of resentment toward the CEO and that ingratiation may be especially likely to elicit resentment among top managers when the CEO is a racial minority or a woman. We also find that negative affect from ingratiation can induce interpersonal behavior that has the potential to damage the social capital of the influence target, as feelings of resentment that result from ingratiatory behavior can trigger social undermining of the CEO in the manager’s communications with journalists.

IntroductionIntubation-related complications are less frequent when intubation is successful on the first attempt. The rate of first attempt success in the emergency department (ED) and intensive care unit (ICU) is typically less than 90%. The bougie, a semirigid introducer that can be placed into the trachea to facilitate a Seldinger-like technique of tracheal intubation and is typically reserved for difficult or failed intubations, might improve first attempt success. Evidence supporting its use, however, is from a single academic ED with frequent bougie use. Validation of these findings is needed before widespread implementation.Methods and analysisThe BOugie or stylet in patients Undergoing Intubation Emergently trial is a prospective, multicentre, non-blinded randomised trial being conducted in six EDs and six ICUs in the USA. The trial plans to enrol 1106 critically ill adults undergoing orotracheal intubation. Eligible patients are randomised 1:1 for the use of a bougie or use of an endotracheal tube with stylet for the first intubation attempt. The primary outcome is successful intubation on the first attempt. The secondary outcome is severe hypoxaemia, defined as an oxygen saturation less than 80% between induction until 2 min after completion of intubation. Enrolment began on 29 April 2019 and is expected to be completed in 2021.Ethics and disseminationThe trial protocol was approved with waiver of informed consent by the Central Institutional Review Board at Vanderbilt University Medical Center or the local institutional review board at an enrolling site. The results will be submitted for publication in a peer-reviewed journal and presented at scientific conferences.Trial registration numberClinicalTrials.gov Registry (NCT03928925).

This study reveals how self-regulated cognition in advance of social interaction can resolve the so-called “ingratiator’s dilemma,” which is that the most attractive targets of social influence—tho...

We consider how social and psychological connections among CEOs explain the propensity for corporate leaders to distance themselves socially from journalists who engage in negative reporting about ...

Treatment of patients with metastatic melanoma is hampered by drug-resistance and often requires combination with radiotherapy as last-resort option. However, also after radiotherapy, clinical relapses are common.Our preclinical models indicated a higher rate of tumour relapse when melanoma cells were first treated with BRAFThe level of cross-resistance between combined MAPK inhibition and radiotherapy is dependent on the treatment sequence. JARID1B may represent a novel therapy-overarching resistance marker.

In this chapter, I draw from theory and research on intergroup relations and decoupling to critique prevailing conceptions of behavioral strategy, and then propose a viable alternative. I suggest that prevailing definitions of behavioral strategy exclude or marginalize theoretical perspectives that should logically be included, which has (1) created undesirable ingroup/outgroup dynamics in the strategy field and (2) resulted in decoupling between behavioral strategy as defined by category leaders and the actual content of research conducted by category members. I contend that this state of affairs has likely reduced the impact of behavioral strategy on other disciplines, and also likely constrained its impact on non-academic audiences. As an alternative, I propose a more interdisciplinary approach that involves identifying behavioral mechanisms that explain how social and psychological processes at different levels of analysis interact and interrelate to affect strategy and performance.

Apoptotic stimuli activate and oligomerize the proapoptotic proteins Bak and Bax, resulting in mitochondrial outer-membrane permeabilization and subsequent cell death. This activation can occur when certain BH3-only proteins interact directly with Bak and Bax. Recently published crystal structures reveal that Bax separates into core and latch domains in response to BH3 peptides. The distinguishing characteristics of BH3 peptides capable of directly activating Bax were also elucidated. Here we identify specific BH3 peptides capable of "unlatching" Bak and describe structural insights into Bak activation and oligomerization. Crystal structures and crosslinking experiments demonstrate that Bak undergoes a conformational change similar to that of Bax upon activation. A structure of the Bak core domain dimer provides a high-resolution image of this key intermediate in the pore-forming oligomer. Our results confirm an analogous mechanism for activation and dimerization of Bak and Bax in response to certain BH3 peptides.

To develop further insight into antecedents of the CEO's psychological orientation toward the firm, we investigate what might lead CEOs to identify with their firms. Although research suggests that CEO organizational identification can be quite consequential for the firm, little research attention has been paid to its determinants. To predict how the special context of the CEO position might lead to identification, we consider a set of motives that members have for identifying with their organizations and consider how unique features of the CEO position might be relevant to those motives. Our theory and supportive findings help explain how the context of the CEO position, including variables often conceptualized as control mechanisms in agency theory research, can have important effects on subsequent CEO organizational identification.

In recent years, new director appointments have increasingly posed a dilemma for corporate leaders: while CEOs prefer individuals who have similar backgrounds to them, they face increased pressure ...

The purpose of this panel symposium is to generate discussion between the micro and macro community of scholars on how the psychological and social processes of organizational leaders affect firm o...

The central role of the Bcl-2 family in regulating apoptotic cell death was first identified in the 1980s. Since then, significant in-roads have been made in identifying the multiple members of this family, characterizing their form and function and understanding how their interactions determine whether a cell lives or dies. In this review we focus on the recent progress made in characterizing the proapoptotic Bcl-2 family members, Bax and Bak. This progress has resolved longstanding controversies, but has also challenged established theories in the apoptosis field. We will discuss different models of how these two proteins become activated and different 'modes' by which they are inhibited by other Bcl-2 family members. We will also discuss novel conformation changes leading to Bak and Bax oligomerization and speculate how these oligomers might permeabilize the mitochondrial outer membrane.

This study examines social discrimination in the attributions that top executives make about the performance of other firms with minority CEOs in their communications with journalists. Drawing from the literatures on intergroup relations and status competition, our theory suggests how out-group biases and negative forms of envy toward higher-status minority CEOs may increase the propensity for white male CEOs to make negative or internal attributions for the low performance of the minority CEOs’ firms. We also examine how CEOs’ internal attributions in conversations with journalists increase the tendency for those journalists to attribute performance to internal causes in reporting on the minority CEOs’ firms. We consider how the gender and race of journalists could moderate the influence of CEOs’ performance attributions on journalists’ reports, such that female or racial minority journalists would be less easily persuaded by white male CEOs’ internal attributions for the low performance of firms with female or racial minority CEOs, and thus less prone to issuing negative statements about the CEOs’ leadership. Empirical analyses based on original survey data from a large sample of CEOs and journalists provided strong support for our hypotheses. We discuss implications of the findings for theory and research on social discrimination in the corporate elite and social psychological determinants of corporate leader reputation.

This study contributes to the literature on women and minorities in corporate leadership by developing theory that can help to explain the persistent underrepresentation of women and minorities amo...

SummaryIn stressed cells, apoptosis ensues when Bcl-2 family members Bax or Bak oligomerize and permeabilize the mitochondrial outer membrane. Certain BH3-only relatives can directly activate them to mediate this pivotal, poorly understood step. To clarify the conformational changes that induce Bax oligomerization, we determined crystal structures of BaxΔC21 treated with detergents and BH3 peptides. The peptides bound the Bax canonical surface groove but, unlike their complexes with prosurvival relatives, dissociated Bax into two domains. The structures define the sequence signature of activator BH3 domains and reveal how they can activate Bax via its groove by favoring release of its BH3 domain. Furthermore, Bax helices α2–α5 alone adopted a symmetric homodimer structure, supporting the proposal that two Bax molecules insert their BH3 domain into each other’s surface groove to nucleate oligomerization. A planar lipophilic surface on this homodimer may engage the membrane. Our results thus define critical Bax transitions toward apoptosis.

The gluon momentum density xg ( x , Q 2 ) of the proton was extracted at Q 2 = 20 GeV 2 for small values of x between 4 × 10 −4 and 10 −2 from the scaling violations of the proton structure function F 2 measured recently by ZEUS in deep inelastic neutral current ep scattering at HERA. The extraction was performed in two ways. Firstly, using a global NLO fit to the ZEUS data on F 2 at low x constrained by measurementsfrom NMC at larger x ; and secondly using published approximate methods for the solution of the GLAP QCD evolution equations. Consistent results are obtained. A substantial increase of the gluon density is found at small x in comparison with the NMC result obtained at larger values of x .

In this paper we describe an emergent process of institutional change in which institutional entrepreneurs are unintentional contributors to the change process. Our theory suggests how change in the predominant institutional logic of corporate governance at public U.S. companies resulted not from deliberate attempts by corporate leaders to change the criteria by which governance is evaluated, but from the cumulative efforts of top executives to provide “impression management support” (IM support) for individual leaders of other firms. We first discuss how IM support has spread among corporate leaders through generalized social exchange. Then we suggest how individual leaders, in seeking to persuade journalists about the quality of corporate leadership at particular other firms, tend to invoke evaluative criteria that deviate from the prevailing institutional logic of governance. We further suggest how the rhetoric of IM support instigated a cascading social influence process that has contributed to changing perceptions about corporate governance among a broad range of other corporate stakeholders. We discuss the implications of our model for sociological perspectives on corporate governance and the corporate elite. Finally, we consider how the occasional negative commentary by corporate leaders about their peers, in combination with IM support, helps to sustain the credibility of the social system in which leaders, journalists, and other information intermediaries operate.

We consider how a social psychological bias referred to as pluralistic ignorance occurs among security analysts and how this bias may lead to behavioral conformity and isomorphism in analysts' reactions to the adoption of a particular organizational policy, namely, stock repurchase plans. Our theory suggests why (1) there may be a systematic tendency for analysts to underestimate the extent to which other analysts share their reservations about repurchase plans (i.e., reservations about whether plans reflect well on the performance prospects of adopting firms), such that (2) analysts conform to other analysts and issue more positive earnings forecasts and stock recommendations in response to the adoption of repurchase plans despite having private reservations about whether the plans reflect well on adopting firms. We also contend that analysts are less likely to underestimate the extent to which others share their reservations about repurchase plans to the extent that they have frequent communication ties to other analysts. Whereas prior neoinstitutional research on conformity and isomorphism has primarily adopted a cognitive perspective in which actors conform to the behavior of others based on their understandings of a particular policy or practice (i.e., they take the value of the policy for granted or infer the value of the policy from others' prior decisions), we develop a social psychological perspective on isomorphism wherein actors imitate others based on their biased perceptions of others' beliefs about the policy. We also extend perspectives on institutional persistence by explaining why constituents may continue to publicly endorse a policy despite having private reservations about the policy's efficiency benefits.

This study examines factors influencing CEOs' willingness to provide social support to fellow CEOs who are experiencing significant personal problems (e.g., marital difficulties) and the benefits o...

In this study we consider how and when interpersonal relations between chief executive officers (CEOs) and journalists can influence the content of journalists' reporting about corporate leaders and their firms. Specifically, we draw from the social psychological literature on interpersonal influence and social exchange to suggest (i) how the disclosure of relatively low corporate earnings may prompt the CEO to engage in ingratiatory behavior toward journalists, and (ii) how such behavior may be effective in prompting journalists to issue relatively positive reports about the CEO's firm. We also extend our theory to consider how relatively negative journalist reports may prompt CEOs to retaliate against individual journalists by limiting or cutting off communication with the offending journalist, and how such retaliation may deter other journalists from issuing negative reports about the firm in the future. We find support for our hypotheses in a unique data set that includes large-sample survey data on CEO–journalist relations. We discuss how our research contributes to the growing literature in organization theory and strategy on the social processes by which corporate leaders influence the behavior of information intermediaries and other external constituents toward their firms. Moreover, we suggest that an implication of our findings is that top executives can actively influence the reputation of their firms, as well as their own reputations as corporate leaders, by engaging in interpersonal influence processes toward journalists.

The article discusses organizational theory in the context of chief executive officers' identification with the firm and the effect of organizational commitment on agency costs. The hypothesis is t...

This study considers the potentially negative consequences for corporate leaders of being subjected to high levels of ingratiation in the form of flattery and opinion conformity from other managers and board members. Chief executive officers (CEOs) who have acquired positions of relatively high social status in the corporate elite tend to be attractive targets of flattery and opinion conformity from colleagues, which can have potentially negative consequences for CEOs and their firms. Our theory suggests how high levels of flattery and opinion conformity can increase CEOs’ overconfidence in their strategic judgment and leadership capability, which results in biased strategic decision making. Specifically, we contend that heightened overconfidence from receiving high levels of such ingratiatory behavior reduces the likelihood that CEOs will initiate needed strategic change in response to poor firm performance. We tested and confirmed our hypotheses with a dataset that includes original survey data from a large sample of U.S. CEOs, other top managers, and board members in the period 2001–2007. Further analyses suggest that strategic persistence that results from high levels of flattery and opinion conformity directed at the CEO can result in the persistence of low firm performance and may ultimately increase the likelihood of the CEO’s dismissal. Implications for theory and research on social influence, sources of overconfidence in decision making, and the dynamics of executive careers are discussed.

Bax and Bak are two nuclear-encoded proteins present in higher eukaryotes that are able to pierce the mitochondrial outer membrane to mediate cell death by apoptosis. Thus, organelles recruited by nucleated cells to supply energy can be recruited by Bax and Bak to kill cells. The two proteins lie in wait in healthy cells where they adopt a globular α-helical structure, seemingly as monomers. Following a variety of stress signals, they convert into pore-forming proteins by changing conformation and assembling into oligomeric complexes in the mitochondrial outer membrane. Proteins from the mitochondrial intermembrane space then empty into the cytosol to activate proteases that dismantle the cell. The arrangement of Bax and Bak in membrane-bound complexes, and how the complexes porate the membrane, is far from being understood. However, recent data indicate that they first form symmetric BH3:groove dimers which can be linked via an interface between the α6-helices to form high order oligomers. Here, we review how Bax and Bak change conformation and oligomerize, as well as how oligomers might form a pore. This article is part of a Special Issue entitled Mitochondria: the deadly organelle.

In spite of strong indications that CEO organizational identification can be beneficial for the firm, its determinants have not received prior research attention. In this paper, we provide and test...

A key limitation of impression management as a social influence tactic is that it can be interpreted as self-serving, and thus less credible to the influence target. In this study we examine an alt...

In this study we consider the potentially negative consequences for corporate leaders of being subjected to high levels of ingratiation from other managers and board members. We begin by suggesting that CEOs who ascend to positions of higher social status in the corporate elite by acquiring more board appointments become increasingly attractive targets of ingratiation from colleagues. We then address the potentially negative consequences for CEOs of becoming the target of such ingratiation. Our theory suggests how high levels of ingratiation can increase CEOs' overconfidence in their strategic judgment and leadership capability, which results in biased strategic decision making. Specifically, we contend that heightened overconfidence from high levels of ingratiation reduces the likelihood that CEOs will initiate needed strategic change in response to poor firm performance. We then suggest how strategic persistence that results from high levels of ingratiation directed at the CEO can ultimately increase th...

The article examines how a social psychological bias that is referred to as pluralistic ignorance may result in behavioral conformity and isomorphism in the behavior of security analysts. Pluralist...

Drawing from theory and research on interpersonal attraction, as well as interviews with 42 directors of large U.S. industrial and service firms, we identified a set of social influence tactics that are less likely to be interpreted by the influence target as manipulative or political in intent and are therefore more likely to engender social influence. We consider who among top managers and directors of large firms is most likely to exercise such tactics and how their use affects the likelihood of garnering board appointments at other firms. An analysis of survey data on interpersonal influence behavior from a large sample of managers and chief executive officers (CEOs) at Forbes 500 companies strongly supports our theoretical arguments: managers' and directors' ingratiatory behavior toward colleagues is more likely to yield board appointments at other firms to the extent that it comprises relatively subtle forms of flattery and opinion conformity, which our theory suggests are less likely to elicit cynical attributions of motive. Supplementary analyses also indicate that these relationships are mediated by an increased likelihood of receiving a colleague's recommendation for the appointment. Moreover, we theorize and find that managers and directors who have a background in politics, law, or sales, or an upper-class background, are more sophisticated and successful in their ingratiatory behavior.

This study contributes to the corporate governance literature by demonstrating how greater board of director control of management at a given firm can have unanticipated adverse effects on the lead...

Our theory and findings suggest that relatively negative stock analyst appraisals prompt corporate leaders to increase externally visible dimensions of board independence without actually increasin...

We examine how the disclosure of negative firm information may prompt top executives to render personal and professional favors for security analysts, who may reciprocate by rating firms relatively...

Shiga toxins and Shiga-like toxins (Stx) are a relatively large group of cytotoxins produced by certain serotypes of Shigella and E. coli (STEC) . These toxins are responsible for diarrhea, hemorrhagic colitis and may induce hemolytic uremic syndrome (HUS) with serious consequences in young children. The toxins are proteins made up of 5 small B subunits responsible for binding to an outer membrane ligand on host cells and surround the larger, biologically active A subunit. For Shiga-like toxin 1 (Stx1), the cellular receptor is the carbohydrate globotriose. Stx1was purified from STEC. We utilized induction of apoptosis in the human monocyte cell line THP-1, as a biological endpoint to test the stability of Stx1 activity added to fruit punch at different pH (2–9) and temperatures (4 and 20 °C). A flow cytometric method was used to test for early and late apoptotic events based on binding of R -phycoerytherin-labeled annexin V to exposed membrane phosphatidyl serine. Membrane permeability to 7-Amino-actinomycin corresponds with late apoptosis or necrosis. The combination of acid pH and higher storage temperature resulted in greatest degree of toxin inactivation. This approach provides a rapid and high throughput method to determine the functional activity of Stx1, and related toxins in a food matrix.

This article contributes to the social networks literature by examining how corporate governance factors influence CEOs' external advice-seeking behaviors. We incorporate insights from social netwo...

A large-scale survey of U.S. top executives and fund managers is used to examine how executives may use interpersonal influence behavior to prevent powerful institutional investors from using their coercive power to force changes in corporate governance and strategy. We theorize that high levels of institutional ownership may prompt CEOs to engage in interpersonal influence behavior in the form of ingratiation and persuasion directed at institutional fund managers, which deters them from using their ownership power to coerce changes that could benefit shareholders at the expense of top management. The results support our theory, indicating that CEOs' ingratiation and persuasion tactics toward institutional fund managers reduce the effect of institutional ownership on specific changes in board structure and composition, CEO compensation, and corporate strategy that are believed to compromise management's interests. Our theory and findings suggest the importance of considering how interpersonal influence processes can provide an alternative source of influence in relationships between corporate leaders and external constituents.