a)Seeing the Forest and the Trees: A Process Model of CEO Dual Temporal Orientations, Cognitive Mechanisms, and Firm Ambidexterity By Dr. Shi Tang Abstract There is increasing recognition that CEOs’ temporal orientations play a fundamental role in strategy, but existing research has at least two limitations. First, the studies have mainly adopted a contingency-based perspective to examine the fit between a single temporal orientation of CEOs and environmental conditions. As a result, we know little about how CEOs’ simultaneous foci on multiple, and potentially competing, time frames affect firm strategies. Second, a proverbial black box pertains to the cognitive processes through which CEO temporal orientations shape firm outcomes. In this study, I address these two limitations by showing how CEOs’ dual temporal orientations, in the form of their simultaneously high present and future foci, affect firm ambidexterity through two cognitive processes—the CEO’s dialectic thinking and perception of complex causality. Based on a multi-wave survey study of CEOs of UK high-tech SMEs, and a supplemental online experiment, I found that CEO dual temporal orientation promotes the balanced dimension (BD) of firm ambidexterity through the CEO’s dialectic thinking, whereas it promotes the combined dimension (CD) of firm ambidexterity through the CEO’s perception of complex causality. The findings not only lend nuanced insights into the strategic implication of executives’ temporal orientations, but also expand our understandings of more complex and inherently paradoxical temporal phenomena in strategy making. (In the brown-bag, I would also like to present an alternative model based on some of my recent findings. And I would appreciate your feedback on which model to go.) b)Activist Identity and Social Movement Outcomes: The Effect of Insider versus Outsider Activism on Firms’ Market Performance By Mr. Hui Zhang Abstract Although activist identity is an essential attribute of social movement agency, we still lack a good understanding of its influence on social movement outcomes and how the structure characteristics moderate such an impact. This research uses the political process model, a particular theory of social movement outcomes, to study the effect of insider versus outsider activism on corporations’ market performance. Hypotheses developed from this model predict that protests initiated by insiders are more destructive to corporate targets’ market performance than outsider protests and that the destructiveness advantage of insider protests would be alleviated if corporate targets enjoy higher status but strengthened if targeted firms operate in the tertiary industry. Results from a sample of social protests targeting U.S. public corporations reported by the New York Times between 2001 and 2021 provide support for the predictions. This research contributes to the literature on social movement outcomes by exploring the factors leading to more destruction to corporate institutions.