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Dyadic Interview and Appellations of Concepts
Name
Course
Tutor’s Name
Date
3 Dyadic Interview and Appellations of Concepts
The First Interviewee, DJ
In the interviews I conducted, I focused on issues of leadership, teamwork and communication and the people I interviewed had the initials DJ, ES, JO as a way of spreading the IPC concepts. After gathering all the information from the interviewees, I realized that personal traits greatly differ and cannot be matched by someone’s first impression. I asked DJ about her perception on teamwork and how to approach problem in teamwork. These were going to give me the person’s feelings and reaction to the situation. The first person I interviewed was cool and collected individual. DJ told me how good she is and the fact that DJ is very impatient with arrogant and people who do not respect others. DJ’s self-assessment portrayed what I really know her to be. DJ proved very wise and was open for the interview. I asked her about her perception when it comes to teamwork and her problem solving abilities in a group. She was open and listened to my questions attentively before responding.
DJ admitted that availability of a range of diverse minds that continually challenge one another result into detailed and thoughtful choices that help in making irrefutable decisions that are essential in the competitive world. DJ clearly explained her view on the impact of conflicts in the organization.
DJ said that she is gifted in making distinction between personal differences and opinion peculiarity and maintaining the spirit of working as a team. According to her fun, openness and productivity with no or less politicking and posturing is the only way of working hard in a team.
DJ said that when a problem arises between her and others, she democratically handles them with a clear distinction between substantive and personal issues. She would prepare herself with information that is more detailed and multiple alternatives to enhance the quality of their debate. Availability of more data, which are objective based, compel her to focus on issues rather than personal matters or useless arguments rooted in ignorance. DJ believes that reliance on facts reduces involvement on personal issues thus reducing interpersonal conflicts. In addition, said that she loves humor and a shared common goal in debates while maintaining a balanced power structure.
DJ further said that she is normally deeply involved in creating different options that plummet disagreement amongst decision-making participants which in turn promotes teamwork. Individual commitment in decision-making is achieved when joint effort is put in creating a number of alternatives. By creating common goals in the teamwork, she believes that she can outline her strategic options as collaborative rather than competitive. Common goal does not imply uniform thinking but rather require everyone to have a clear vision towards a particular goal. Lack of common goal make some members of the team think that they are in competition thus framing decisions as reactions to threat.
The interviewee said that using humor in decision making releases tension among the team and uphold collaborative spirit by making things funny. The excitement while in decision making process reduces stress and brutal competition. Interpersonal conflicts are greatly reduced by using humor as a tool to avoid hostile and stressful environment. Humor acts as a defensive mechanism by decreasing the team temperatures and blunting the threatening edge of negative information. DJ argued that humor has very positive effect on her mood and may allow communication of difficult information in a more tactful manner and less threatening way. Furthermore, humor may make people more optimistic and forgiving thus reducing defensive barriers thus enhancing effective decision-making process. Interestingly, she did not even use any sense of humor during the interview.
The Second Interviewee, ES
I asked ES’s attitude towards teamwork and whether he likes socializing. I further asked him how he would solve any challenge that arises in a group or a team. ES was an interviewee who admitted having challenges in time management and does not like interacting or socializing with many people in a team. ES said that he is hot tempered and very much impatient and therefore interacting with individuals may make him expose his anger very fast. Convincing ES to accept teamwork or to do something is very hard because he is stubborn. He however said that he is very flexible person who pays attention to objectives of a task to be accomplished. Interestingly, ES is always jovial in class and he can always make some jokes here and there. It is very hard to see him frowning or even showing anger. I was really surprised during the interview because whatever ES told me about him was very different from what I knew him to be. ES communicated to me in a very nice way and arrived for the interview on time as I had earlier informed him. He seemed very intelligent from the way he handled every question I asked him.
ES believes that he is a straight talking individual who sums up situations in few words and applies his human intelligence to solve the company’s problems. When asked about how to solve challenges he said that he believes in identifying the risks and eliminating not just reducing them. Additionally, he says that he does not fear failure as this may lead to new ideas that are more satisfying to the group.
ES does not allow bureaucracy in her procedures and he always works outside his scope and does everything that benefits the group. ES asserts that he is encouraged to create solutions to everyone always try to develop experimentation culture that does not condemn failure provided that it results in new lessons. It was very hard to connect what ES said during the interview and what he appears to be. Self-concept may at times not give the reality of an individual’s threat. It made me not to trust my first impression. In interpersonal communication, I am a good listener especially to every detail that I presume unique to the interviewee. However my perception is at times misdirected by the behavior of the interviewees. ES looks very affectionate while interviewing him yet he claims not to like socializing with people and that he does it because everyone considers it as a way of living a good life and relating with others. The conversation made me to discover more about other people’s traits and what they really are.
The third interviewee, JO
JO is a soft-spoken person who loves taking part in several events in the school. He actively participates in events he involves himself into. JO loves advising people where they go wrong in a soft but stern manner. Interestingly, despite his soft spoken nature, he can always shout at anyone who tries to cross his path. I asked him about his strengths in participating in a group or teamwork and the way he would handle any problem that arises within the team.
JO says that planning the work, implementing the decision made and solving technical challenges in a group is critical. He said that he is a participative individual with the ability of promoting and making possible the involvement of others in making crucial decisions.
JO said that he is an inspirational person who can empower people and instill perception that they can achieve a lot. He said that in everything he participates into he has a great influence on the outcome of the decision made.
He counted on some of the potential benefits of his abilities such as higher decision quality and overwhelming approval by the participants that eventually reduces conflicts in groups. The participants are normally satisfied with the decision making process as well as having a good opportunity for developing decision making skills. He says his participative abilities lead to contribution and sharing of knowledge. Members of the organizations may have vital knowledge, talent or skills in solving the issue at hand which the leader may not have thus improving the quality of decision made. His style of group participation usually emphasize on avoidance of issues that bring conflict amongst members by either improving on the issues or eliminating them.
Additionally, participative decision making process help him in developing problem solving and decision making skills. Participation in complex decision making process greatly boosts skills such as diagnosing, evaluation and making the right choice as well as implementing the solution provided. He believes in distribution of knowledge amongst participants and goal equivalence. The diversity of knowledge involved in decision making process provides variety of better success options that a group can apply. JO further believes that peace and harmony within a group thus creating a better room for improvement.
The interview with JO was a realization of new concept of managing group discussions and letting everyone like you in a group. It really gave me an insight on how easy it is to let people involve or participate in certain things. JO is a very passionate fellow who considers everyone’s contribution because he believes in equality. It is easy to tell, from his expression that he is a wise individual because he talks less but means a lot in his words. He kept calm throughout the interview and showed a lot of interest in revealing a lot regarding himself. I really enjoyed the interview and felt like it should continue for the whole day.
Final Examination Essay Portion
Final Examination: Essay Portion
2310.251, Spring 2021
Choose ONE (AND ONLY ONE) of the following two prompts as the basis for an organized, logical, accurate, well-detailed, and clearly written essay of at least 500 and no more than 700 words. Be careful not to oversimplify complex influences and ideas. The final examination opens at noon, Monday, May 3; it closes at the end of the scheduled time for the final examination, Thursday, May 6, 1:30 pm. Submit the completed essay on Canvas no later than 10 pm, Saturday, April 17: there will be no extension of the submission period.
The essay should have a brief introduction that includes a sentence that is the essay’s thesis — that is, what you will be writing about and your purpose/conclusion in writing it. (Note: developing a specific thesis will help keep on track if you wander from your original idea as you write; the thesis also gives your readers a preview of what you will do in the essay). The body of the essay should support the claim(s) made in the thesis by explaining how relevant evidence and your explanation of that evidence support that thesis. Include also a brief conclusion (even a single sentence) that ties together what has been discussed in the body to the thesis, making the whole essay organized and coherent.
There is no need to consult secondary sources – that is, sources other than the primary sources in the required textbook. For the final examination, I suggest that you review the texts you select to ensure that what you write will be accurate and attentive to its complexities and nuances.
Cite page references to quoted or summarized material in the Longman Anthology parenthetically as in this example: (LABL 2177). If you do consult other sources, to avoid plagiarism you must document any quoted, summarized, or paraphrased materials, using the MLA style for documentation. TurnItIn will review all submitted essays for evidence of plagiarism, either from published and online materials or from other students at Texas State and other institutions.
Use this essay as an opportunity to demonstrate 1) your comprehensive knowledge of the readings and backgrounds studied this semester and your ability to refer accurately and appropriately to them, 2) your own thoughtful reflection about the readings and ability to relate them to the topic you select, and 3) your abilities to write about the readings coherently, accurately, effectively, and grammatically. See the criteria below, for additional information.
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Prompt 1.
As we know, marriage is an institution that defines relationships between individuals, families, and larger groups and that has, traditionally, been linked to procreation. Given its importance to the survival and success of the whole, societies often circumscribe marriage with exacting rituals, rules, and expectations. These often express, among other things, cultural expectations about the relative dominance of the partners (through status, gender, power, etc.); the behaviors expected of those who are married; and the relation of married partners to other cultural institutions such as the family, government, and religion. Nevertheless, some literary characters, like the people they represent, defy social and cultural expectations.
For one selection from each of the three groups below (A, B, and C), describe (1) the kind of marriage that is represented in literary form (with consideration of its specific social and cultural type and function), (2) the behaviors that the specific society or culture in the period and literary work might expect of the marriage partners, and (3) actions of the marriage partners within the literary work. Does each marriage fulfill the expectations its society seems to set out for marriage?
Group A:from Beowulf, Wealtheow / Hrothgar
from Beowulf, Hildeburh / Finn
the Wife in “Wife’s Lament” / unnamed husband
Group B:Guinevere / Arthur (Lanval)
Wife of Bath / Janekin
the old hag / knight (Wife of Bath’s Tale)
Alison / John (Miller’s Tale)
Group CDesdemona / Othello
the rich widow / Tom Rakewell
Imoinda / Oronooko (consider their relationship both in Africa and in South
America)
Prompt 2.
Literary works often feature contrasts between the ideals a society promotes and/or strives to emulate and the reality of characters’ lives, which may or may not meet those ideals. From each of the groups below (one each from groups A, B, and C), select a character’s point of view in relation to the specified country or society and explore whether it emphasizes the similarity of the social ideal to reality or the differences between them. What does the fulfillment or failure to achieve those ideals suggest about society? human nature? the specific character? Can one find similar differences between ideals and reality today?
Group A:
–Wiglaf’s actions during the dragon episode of Beowulf, in relation to the Anglo-Saxon comitatus
–in Lanval, the Queen’s idea of love, in relation to the ideals represented by the mysterious lady a royal court in Marie de France’s Anglo-Norman culture
–the seeming cause of the “parfit joye” that the Wife of Bath attributes to the old woman and knight at the end of her Tale, and the pleasure the Wife most desires
Group B:
–in Othello, Emilia’s idea of the duty of wives to husbands, in contrast to Desdemona’s
–the character Othello and his actions on behalf of the republic of Venice
–in “To Penshurst,” the ideals Ben Jonson’s speaker assigns to Penshurst in contrast to those assigned to other aristocratic estates
Group C:
–the interests and actions of Belinda, in contrast to ideals of 18th-century polite society in England
–the ideals expressed by the narrator and/or other English colonists in Oronooko in contrast to their actions toward Oronooko
–Tom Rakewell and the ideal of the self-made English commoner
Criteria used to evaluate essay examinations:
1) Does the essay respond appropriately and fully to the topic?
2) Does the writer demonstrate an ability to identify significant links between or among the
works selected?
3) Does the writer demonstrate an ability to use adequate, appropriate and accurate details
from the readings or backgrounds to support general points?
4) Is the essay organized, with a clearly stated thesis sentence and brief conclusion?
5) Does any part of the essay wander away from the assigned topic, the thesis, or topic
sentences in paragraphs?
6) Are the essay and all its parts logical and coherent?
7) Is the essay clearly written, making effective use of precise words; logical, grammatical sentences; accurate mechanics (punctuation, spelling)?
8) What strengths in the essay may be balanced against any weaknesses?
Duties and Responsibilities of Directors
Duties and Responsibilities of Directors
Student’s Name
Course Number and Name
Instructor’s Name
Due Date
Duties and Responsibilities of Directors
Introduction
The job of a company director is to run the business the shareholders’ behalf. A range of tasks that directors owe to the corporation arise from this function and the powers that come with it. Essentially, directors are obligated to use their authority in the company’s best interests (Council, 2014). There are many obligations that a director will be obliged to comply with based on the organization’s structure and size. Many of these responsibilities impose enormous onus on the director to act in a certain manner – and failing to do so might result in serious consequences. Directors are responsible for acting in the firm’s best interest. This implies that the actions of the director must be in the best interest of everyone involved with the company (Council, 2014). However in some cases, they are allowed to take into account other interests like the interests of creditors, an individual member, employees, subsidiaries, other corporate groups, and the broader community. While a director may occasionally take into account the interest of a particular party which might be contradictory with the interests of other groups, their ultimate decision should be based on their ideas about the actions that will be in the company’s best interest.
Corporate Governance
Corporate governance refers to a set of rules, laws, and practices which manage and regulate the general behavior of the firm. In essence, corporate governance is a structure which defines the relationship that exists between the management of the company, shareholders, the directors, and other stakeholders (Cheffins, 2015). The corporate governance’s primary goal is to make sure that a company is ran ethically and legally and that the director is held accountable for his actions in the event that he acts against the firm’s interest or the members’ interest. The conception of what makes up a good corporate governance continues to be developed (Hussain, Ahmad, & Hassan, 2019). The aim is to incentivize the directors of the company to balance their duties to the stakeholders of the company with the community’s interest at large, particularly in relation to acting in a responsible and ethical manner. There are several mechanisms which play a vital role when it comes to corporate governance by making sure that firms are controlled and directed in a way that promotes and protects the interest of every stakeholder and participant (Chintrakarn et al. 2016). Evidently, each mechanism has a different level of influence based on the type of organization. Some of the mechanisms might lack relevance depending on the structure of that particular company.
The duties of a director are regulated particularly to make sure that directors not only conduct themselves in ways that would benefit the entire company, but also to make sure that the directors act in the benefit of the stakeholders of the company, both collectively and individually (Hussain, Ahmad, & Hassan, 2019). Some corporate governance’s mechanisms will influence particular type of firms more than it impacts others. For instance, the duties of directors that the statute imposed are not easily avoided without consequences and therefore, carries obligations on directors of every type of company while company directors listed on the Australian Stock Exchange will have requirements and duties that relates only to companies that are large and publicly listed (Ng’eni, 2015). The practice of good corporate governance including to ensure that directors are adhering to the imposed obligations through their duties as directors, aims to boost the investors’ confidence. Through this, the general economic growth is boosted as well as stability.
The Duties of Company Directors
In the process of performing their assigned roles, company directors are subject to fiduciary, statutory, and common law duties. They are also subject to the regulations that are stipulated in the constitution of the respective company (Mees & Smith, 2019). Many of such duties tend to overlap and if they breach such duties, the directors can face severe consequences. In some cases, if they breach their duties, it can lead to them being held liable the company’s debts.
Duty of Care and Diligence (Corporation Act section 180)
It is the duty of company directors to act with some level of care and diligence that a reasonable human is expected to exhibit in this role. To be precise, this means that company directors are required to exercise the power they have and discharge their duties with some level of care and diligence expected of a reasonable person who would occupy the same position (Mees & Smith, 2019). That is, having the same powers and responsibilities within the company. In addition, it is the duty of a director to take reasonable steps needed for the prevention of compliance failures in cases where potential failures create predictable risk of harm to that particular company. In essence, for any omission or act of a director to be capable of instituting a violation of section 180, there must be predictable risks of harm that could affect the company’s interest and to which a director did not prevent.
Duty of Good Faith and the Interest of the Company (Corporations Act section 181)
Company directors also have a duty to not only act in good faith, but also to act in the company’s best interest. They must also exercise their duties and powers for proper purposes. It includes ensuring that they avoid conflict of interest and revealing and management of conflicts whenever and if they come up (Mees & Smith, 2019). At the least, their duty of acting in good faith requires that directors should act in a way that they honestly believe are in the company’s best interest. Moreover, the general conduct of a director can be evaluated by reference to what another reasonable director would consider to be proper in the same circumstances, in the same position.
Duty to Not Improperly Use Information (Corporations Act section 183)
It is the duty of company directors to refrain from improperly using the gained information by virtue of the position they hold in the company in order to gain an unmerited advantage for either oneself or others, or to cause harm to the company in some way (Mees & Smith, 2019). Frequently, this duty tends to overlap with the directors’ duty to refrain from using their position for inappropriate purposes. It commonly arises in matters that involve insider trading.
Duty to Prevent Insolvent Trading (Corporations Act section 588G)
A director has a duty to make sure that the company operates as economically sustainable and efficient as possible. A part of this duty involves to make sure that the respective company has the adequate resources needed to pay the debts that it has (Mees & Smith, 2019). This duty is a major indicator to find out if a company is solvent or not. Companies are prohibited from trading activities while they are insolvent. In that case, it is the duty of company directors to ensure that insolvent trading is prevented (Mees & Smith, 2019). In general, if a particular company trades while insolvent, the director/s will be held liable for the losses and debts that the company incurs. If they breach this duty, the ASIC may either impose fines or disqualify one from assuming the position of a director.
Duties relating to financial reporting (Corporations Act chapter 2M)
A company director has a duty to keep financial records that reflect the financial transactions of the firm as well as the company’s financial performance and position. In addition, the director has a duty to prepare financial statements that reflect the company’s fair and true financial position (Mees & Smith, 2019). If the company is listed, this duty tends to extend to constant disclosure of information which might affect the share price of the company, including availing this information to the stock market.
Defenses
Even with the duties listed above, there are accepted defenses that directors of a company are allowed to use in case something does not go right. In the duty of care and diligence case, the director who makes a “business decision” in good faith after taking into account every relevant material, where there is lack of personal interest in such a decision and in the case in which they believe the decision made is in the company’s best interest, are protected from being prosecuted. In the case of a company being insolvent, the defense in based on whether or not the director reasonably believed that the respective company was not insolvent or that he took every reasonable step to save the company from insolvency. Alternatively, if a director does not engage in the company’s management because of illness, he is protected as well. The Corporations Act as of the 19th of September, 2017, provides directors with safe harbor for insolvent trading. With this, a company is allowed to trade despite being insolvent under specific circumstances.
Responsibilities of Directors to Shareholders
One of the basic responsibilities that directors have to shareholders is in relation to their fiduciary duties which includes the duty of loyalty, care, and obedience. Such duties mandate directors to place the company’s best interest ahead of their own personal interests (Post & Byron, 2015). They are required to make decisions on behalf of the company and for the company and must act in a way that a prudent person would act. The duty of obedience mandates directors to make sure that the respective company complies with every law and regulation. The other responsibility of directors to shareholders is composing and maintaining an independent, diverse, and increasingly competent board. A sound decision making can only come from different perspectives. Shareholders are required to be sure that the board of directors responsible for overseeing the operations of a company is up to the task and well-qualified (Fernández-Gago, Cabeza-García, & Nieto, 2016). The board is required to take minutes during meetings to detail the issues being worked on. At times, shareholders tend to request copies of the minutes recorded during board meetings if they want to be sure that the directors are actively fulfils their duties of strategic planning and oversight. This, however does not imply that shareholders can direct the issues that the board of directors have chosen to address or how issues are prioritized.
Shareholders want to be sure that the company is financially strong and that it continues to prosper and grow. Therefore, it is the responsibility of the directors to create a short-term plan to ensure that there is sustainability (Post & Byron, 2015). Furthermore, the shareholders want to see that there is a long-term growth within the company. That way, they are sure that there is continued prosperity and security. Therefore, the directors are responsible for oversight of every department and the corporation’s aspect. The responsibilities include ensuring that operations run efficiently, company’s operations and purpose align, there are no fraud incidences, and they communicate the culture of the company, and oversee every department and company operations.
Thanks to the yearly audit, the shareholders can have a clear picture of the financial status of the company. Directors are held accountable to the shareholders when it comes to conducting audit (Post & Byron, 2015). The audit should be timely, complete, and accurate. In the contemporary business world, shareholders want readable, concise, and easily understandable financial records. The directors are also responsible for appointing, monitoring, and dismissing senior management executives including the CEO. Shareholders expect the senior management executives to be knowledgeable, competent, and capable of conducting the company’s strategic plans. The directors owe it to the shareholders the provision of the needed senior management oversight.
The reputation of the company is of importance to the shareholders. Therefore, they rely on the directors to protect it from any form of fraudulent activities, negative publicity, and issues that are capable of harming the reputation of the company (Nottage & Aoun, 2015). Board of directors work to identify any reputational risk that could lead to the company losing revenue, increase in cost of operation, and damage to shareholder value. On top of the fact that shareholders have more say in the decisions of the board, a place in which roles are a bit blurry is that some shareholders are normally a part of the senior management. At times, shared roles can cause problems when shareholders and boards do not share similar perspectives on long-term and short-term strategies.
Sanctions for Breaking the Laws that Cover Director’s Duties
Under Australian law, directors that fail in their duties and responsibilities can either be fined or be subjected to criminal or civil penalties. The civil sanctions can include huge fines of up to a million dollars or three times the benefit that has been acquired from the breach (Nottage & Aoun, 2015). Additionally, the respective directors can be sued by creditors or shareholders. If at all the breach was dishonest and intentional, the respective director can be liable for criminal charges. They can be fines or be incarcerated for five to ten years. If one fails in his duty as a director, they risk being removed from that position and may even be banned from serving as director of any company for a long time. Although some organizations insure their directors, it does not cover dishonest behaviors on the part of the director.
Criminal sanctions
Infringement of some duties under the Corporations Act institutes a criminal offence. For instance, a director’s violation of the duty of good faith or inappropriate use of position or information, involving recklessness or dishonesty, is punishable by significant fines and possible sentence of up to fifteen years (Nottage & Aoun, 2015). Also, it is unlawful for a company to insure its executives against legal costs and any financial penalties for this behavior.
Civil sanctions
An infringement of duties under the Corporations Act makes a director liable to a significant fine (Nottage & Aoun, 2015). Shareholders or creditors can also take legal actions against the directors that have not complied with their duties.
Disqualification
Both the courts and the ASIC can disqualify a director for an extended period of time for failing to comply with their respective duties under the Corporations Act (Nottage & Aoun, 2015). A directors is automatically disqualified on conviction of some serious offence or an undischarged bankruptcy.
Commercial consequences
The most serious consequence of infringing the duties of a director is the commercial one rather than the legal one. The most valuable asset of a company is its reputation. The firm will most likely be a subject of greater scrutiny by regulators and investors (Nottage & Aoun, 2015). At worst, the reaction of the stakeholders and the market may imply that the respective firm may cease to exist. Such commercial consequences can occur even before a ruling from a judge.
Relationship with other Corporate Stakeholders
The relationship that exists between directors and the company stakeholders is fiduciary in nature. This means that the former undertakes to act not only in the company’s interest but also the interest of the stakeholders (Hussain, Ahmad, & Hassan, 2019). The dominant duty of a fiduciary tends to be the undivided loyalty obligation. The director is obligated to act in good faith, honestly, and to the best of his ability in the interest of all the stakeholders. Moreover, the directors should never allow personal advantages or contradictory interests to supersede the interest of the stakeholders. Nor should they take part in board deliberations if they have personal duties or interests that may conflict with those of the stakeholders. While directors are normally said to make idealistic decisions for which they take idealistic responsibility, the Australian law tends to impose individual duties on a director.
References
Cheffins, B. R. (2015). Corporate governance since the managerial capitalism era. Business History Review, 89(4), 717-744.
Chintrakarn, P., Jiraporn, P., Kim, J. C., & Kim, Y. S. (2016). The effect of corporate governance on corporate social responsibility. Asia‐Pacific Journal of Financial Studies, 45(1), 102-123.
Council, A. C. G. (2014). Corporate Governance Principles and Recommendations, 3rd edition (ASX, Sydney).
Fernández-Gago, R., Cabeza-García, L., & Nieto, M. (2016). Corporate social responsibility, board of directors, and firm performance: an analysis of their relationships. Review of Managerial Science, 10(1), 85-104.
Hussain, S., Ahmad, T., & Hassan, S. (2019). Corporate Governance and Firm performance using GMM. International Journal of Information, Business and Management, 11(2), 300-316.
Mees, B., & Smith, S. A. (2019). Corporate governance reform in Australia: A new institutional approach. British Journal of Management, 30(1), 75-89.
Nottage, L., & Aoun, F. (2015). The Rise of Independent Directors in Australia: Adoption, Reform, and Uncertainty. U. Miami Int’l & Comp. L. Rev., 23, 571.
Ng’eni, F. B. (2015). The corporate governance and firm performance: A review of existing empirical evidence. Corporate Governance, 7(33).
Post, C., & Byron, K. (2015). Women on boards and firm financial performance: A meta-analysis. Academy of management Journal, 58(5), 1546-1571.