Entrepreneurship & Innovation

Although skilled return migrants are structurally positioned as cross-border brokers to conduct knowledge transfer from abroad to their home countries, they do not systematically do so. Using an original dataset of 4,183 former J1 Visa holders—all of whom worked in the U.S.—from 81 different countries, I argue that returnees' knowledge transfer success depends on their embeddedness in their home and host country workplaces and the evaluation of the knowledge recipients in their home country organizations.

The current research shows that having no power can be better than having a little power. Negotiators prefer having some power (weak negotiation alternatives) to having no power (no alternatives). We challenge this belief that having any alternative is beneficial by demonstrating that weak alternatives create low anchors that reduce the value of first offers. In contrast, having no alternatives is liberating because there is no anchor to weigh down first offers.

The current research explores whether the foreign professional experiences of influential executives predict firm-level creative output. We introduce a new theoretical model, the Foreign Experience Model of Creative Innovations, to explain how three dimensions of executives' foreign work experiences — breadth, depth, and cultural distance — predict an organization's creative innovations, which we define as the extent to which final, implemented products or services are novel and useful from the standpoint of external audiences.

Music has long been suggested to be a way to make people feel powerful. The current research investigated whether music can evoke a sense of power and produce power-related cognition and behavior. Initial pretests identified musical selections that generated subjective feelings of power. Experiment 1 found that music pretested to be powerful implicitly activated the construct of power in listeners. Experiments 2–4 demonstrated that power-inducing music produced three known important downstream consequences of power: abstract thinking, illusory control, and moving first.

The construct of power is part of the structural foundation of social psychology. Two of social psychology's most seminal works — Milgram's experiments on obedience to authority (Milgram, 1963) and Zimbardo's prison experiment (Zimbardo, 1973, 1974) — involved differences in power. In more recent years, the contemporary landscape of social psychology continues to feature power prominently.

Eight studies found a robust negative relationship between the experience of power and the experience of loneliness. Dispositional power and loneliness were negatively correlated (Study 1). Experimental inductions established causality: we manipulated high versus low power through autobiographical essays, assignment to positions, or control over resources, and found that each manipulation showed that high versus low power decreased loneliness (Studies 2a–2c).

This review synthesizes research on power and morality. Although power is typically viewed as undermining the roots of moral behavior, this paper proposes power can either morally corrupt or morally elevate individuals depending on two crucial factors. First, power can trigger behavioral disinhibition. As a consequence, power fosters corruption by disinhibiting people's immoral desires, but can also encourage ethical behavior by amplifying moral impulses. Second, power leads people to focus more on their self, relative to others.

Successful managers and leaders need to effectively navigate their organizational worlds, from motivating customers and employees to managing diversity to preventing and resolving conflicts. Perspective-taking is a psychological process that is particularly relevant to each of these activities. The current review critically examines perspective-taking research conducted by both management scholars and social psychologists and specifies perspective-taking's antecedents, consequences, mechanisms, and moderators, as well as identifies theoretical and/or empirical shortfalls.

Functional accounts of hierarchy propose that hierarchy increases group coordination and reduces conflict. In contrast, dysfunctional accounts claim that hierarchy impairs performance by preventing low-ranking team members from voicing their potentially valuable perspectives and insights. The current research presents evidence for both the functional and dysfunctional accounts of hierarchy within the same dataset. Specifically, we offer empirical evidence that hierarchical cultural values affect the outcomes of teams in high-stakes environments through group processes.