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作者:Agarwal, R; Echambadi, R; Franco, AM; Sarkar, MB
作者单位:University of Illinois System; University of Illinois Chicago; University of Illinois Chicago Hospital; State University System of Florida; University of Central Florida; University of Iowa; State University System of Florida; University of Central Florida
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作者:Gupta, Anil K.; Smith, Ken G.; Shalley, Christina E.
作者单位:University System of Maryland; University of Maryland College Park; University System of Georgia; Georgia Institute of Technology
摘要:Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related questions here: What do exploration and exploitation mean? Are they two ends of a continuum or orthogonal to each other? How should organizations achieve balance between exploration and exploitation-via ambidexterity or punctuated equilibrium? Finally, must all organizations strive for a balance, or is ...
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作者:Perretti, Fabrizio; Negro, Giacomo
摘要:Informal and formal mechanisms affect choices between exploitation and exploration in team design. We argue that the status differentiation of team members and differences in organizational structure limit exploration in the form of introducing newcomers to teams and creating new combinations of team members. High- and low-status team members and one- and three-layer organizational structures were expected to be positively related to exploration, and middle-status team members and two-layer st...
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作者:Geyskens, Inge; Steenkamp, Jan-Benedict E. M.; Kumar, Nirmalya
作者单位:Tilburg University; University of North Carolina; University of North Carolina Chapel Hill; University of London; London Business School; University of London; London Business School
摘要:Since the publication of Williamson's Markets and Hierarchies, many empirical articles have investigated the tenets of transaction cost theory. Using meta-analytic techniques, we quantitatively synthesized and evaluated transaction cost-based empirical research on organizational boundary (make, buy, or ally) decisions. We found strong support for the theory for both make versus buy and ally versus buy decisions. However, we did not find evidence that asset specificity had stronger predictive p...
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作者:Johnson, MD; Hollenbeck, JR; Humphrey, SE; Ilgen, DR; Jundt, D; Meyer, CJ
作者单位:Michigan State University; Michigan State University's Broad College of Business; State University System of Florida; Florida State University; Baylor University; Michigan State University
摘要:To examine social interdependence theory dynamically, we develop a theory of structural adaptation based on asymmetric adaptability. We suggest that it is more difficult for teams to shift from competitive to cooperative reward structures than from cooperative to competitive structures. We show that teams that switch from competitive to cooperative reward structures demonstrate cutthroat cooperation. In their performance, marked by lower team decision accuracy and higher speed, they resemble c...
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作者:Beckman, Christine M.
作者单位:University of California System; University of California Irvine
摘要:This paper's argument is that founding team composition-in particular, members' prior company affiliations-shapes new firm behaviors. Firms with founding teams whose members have worked at the same company engage in exploitation because they have shared understandings and can act quickly. Conversely, founding teams whose members have worked at many different companies have unique ideas and contacts that encourage exploration. In addition, firms whose founding teams have both common and diverse...
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作者:Piccolo, RF; Colquitt, JA
作者单位:State University System of Florida; University of Central Florida; State University System of Florida; University of Florida
摘要:Although the effects of transformational leadership on task performance and organizational citizenship behavior (OCB) are well-documented, the mechanisms that explain those effects remain unclear. We propose that transformational leadership is associated with the way followers view their jobs, in terms of Hackman and Oldham's (1976) core job characteristics. Results of our study support a structural model whereby indirect effects supplement the direct effects of transformational leadership on ...