Should We Stay or Should We Go? Accountability, Status Anxiety, and Client Defections

By Michael Jensen. 2006

269 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/399568e098c8b9eb738c212b2172f0d21bf1a30e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

Investor Perceptions of Financial Misconduct: The Heterogeneous Contamination of Bystander Firms (2015, background): “…integrate research that has taken a social view of financial markets (e.g., Zuckerman, 2012) with research suggesting that “innocent” third parties can suffer following a scandalous act through observers’ generalization processes (Adut, 2005; Jensen, 2006; Jonsson, Greve, & Fujiwara-Greve, 2009).”
Asset Divestment as a Response to Media Attacks in Stigmatized Industries (2014, background): “…and reputation (Hudson and Okhuysen, 2009) and face increasing difficulties in acquiring resources (Weber, Rao, and Thomas, 2009) and maintaining relationships with interlock board members (Sullivan et al., 2007), suppliers (Jensen, 2006), or customers (Jonsson, Greve, and Fujiwara-Greve, 2009).”
Politics as a Moderator of the Accountability—Job Satisfaction Relationship: Evidence Across Three Studies (2009, background): “…assigned tasks using appropriate behaviors may translate into respect and approval earned from evaluating agents, accountability requirements, which include clear expectations regarding shared behavioral norms, presumably exhibit positive effects on employee psychological states (Jensen, 2006).”
Pursuing Quality: How Search Costs and Uncertainty Magnify Gender-based Double Standards in a Multistage Evaluation Process (2017, background): “More-experienced evaluators may rely on status less than novice evaluators because the former are better at discerning quality (Jensen, 2006).”
Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance (2014, unknown): “As a result, intuiters’ perceptions of the parent corporation clashed irrec-oncilably with the ideal of a company that acts as a “good citizen” (Matten and Crane, 2005) and caused irreversible negative effects on the legitimacy of the firm’s businesses (Jensen, 2006).”
Signaler Credibility, Signal Susceptibility, and Relative Reliance on Signals: How Stakeholders Change their Evaluative Processes After Violation of Expectations and Rehabilitative Efforts (2017, background): “Users may print, download, or email articles for individual use only. that stakeholders may exit relationships with firms that violate their expectations (e.g., Jensen, 2006; Sutton & Callahan, 1987) or otherwise lower their level of organizational support (Zavyalova et al., 2016).”
A General Theory of Organizational Stigma (2009, background): “Further, in an examination of the defunct Arthur Andersen, Jensen (2006) demonstrated that the audit failure surrounding the Enron scandal led to numerous defections of clients who were concerned about how external audiences to whom they were accountable viewed them.”
How firms respond to financial restatement : CEO successors and external reactions (2014, background): “For example, the defection of many of Arthur Andersen’s clients following the failure of Enron was described in large part as an effort by client firms to distance themselves from Arthur Andersen’s reputational damage (Jensen, 2006).”
Psychological Antecedents to Socially Responsible Behavior (2008, unknown): “Concerns about personal and firm reputation motivate behavior (Jensen, 2006).”
Staging Exchange Partner Choices: When Do Status and Reputation Matter? (2008, unknown): “Accountability triggers status anxiety, which has been defined as concern about being devalued because other actors question the quality of the firms with whom one partners (Jensen, 2006).”
Catalyzing Strategies and Efficient Tie Formation: How Entrepreneurial Firms Obtain Investment Ties (2012, background): “Occasional failures may be instructive (Sitkin, 1992), but many failures are stigmatizing (Jensen, 2006) and demoralizing, and they inhibit learning through defensiveness and ineffective attribution (Bingham & Haleblian, 2012).”
Undeserved Loss: The Spread of Legitimacy Loss to Innocent Organizations in Response to Reported Corporate Deviance (2009, background): “Second, if the association with the deviant organization is publicly known, avoidance can be caused by a concern that continued association with the transaction partner can lead to reduced legitimacy for the focal organization (Jensen, 2006).”
Organizations Gone Wild: The Causes, Processes, and Consequences of Organizational Misconduct (2010, background): “Likewise, organizations with visible ties to an organization with a reported case of serious misconduct limit their exposure by cutting off ties to it (Jensen, 2006; Sullivan, Haunschild, & Page, 2007).”
Director Interlocks and Spillover Effects of Reputational Penalties From Financial Reporting Fraud (2008, result): “Other studies have also demonstrated evidence of negative spillovers between firms (Jensen, 2006; Uzzi, 1997), yet these studies, like Beatty et al.”