The prior literature on role congruity theory has revolved around demographic-based expectations, emphasizing role incongruity derived from a mismatch between prescriptive expectations of distinct roles. In this study, we depart from this traditional focus on between-role incongruity and explore an alternative source of role incongruity by examining how language can trigger the within-role incongruity of function-based expectations. Through an analysis of conference call transcripts and contracts for 7,649 deals during 2003–2018, we show that the incongruity of function-based expectations manifested through the language of the CFO leads banks to employ more debt contract covenants. This takes place because such incongruity increases banks’ perceived hazards. In addition, by investigating the moderating effects of corresponding CEO language and media sentiment, we show how the social context and sentiment toward the firm weaken this incongruity effect. We discuss the theoretical implications of our study for future research on the sources of role incongruity and the antecedents of contract design.
Interorganizational projects often suffer disruptions that require participating organizations to adapt in order to restore project operations. We study the role of communication style in facilitating adaptation to such disruptions. Whereas the literature on interorganizational communication has emphasized communication mode and frequency, we study the content and features of written communication in seven U.K. construction projects. Communication style mattered for adaptation quality in these projects, and we found that several properties of communication style were particularly important for adaptation: cost and information orientation, as well as informality, precision and authenticity. Moreover, managerial slack and organizational reputation were important precursors of communication style. These results provide novel insights into the role of communication style in adaptation to interorganizational project disruptions. We discuss the implications of these insights for research on interorganizational projects in operations and supply chain management.
“I had once came to HKU as a visiting scholar and was impressed by the high level research , and more so by the hardworking attitude of students. I look forward to teaching soon, and engage in exciting knowledge exchange with the young generation.”
Professor Lumineau had once came to HKU as a visiting scholar. He was impressed by the high level research our scholars have produced, and more so by the hardworking attitude of HKU students. He looks forward to teaching soon, and engage in exciting knowledge exchange with the young generation.