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作者:Margolis, JD; Walsh, JP
作者单位:Harvard University; University of Michigan System; University of Michigan
摘要:Companies are increasingly asked to provide innovative solutions to deep-seated problems of human misery, even as economic theory instructs managers to focus on maximizing their shareholders' wealth. In this paper, we assess how organization theory and empirical research have thus far responded to this tension over corporate involvement in wider social life. Organizational scholarship has typically sought to reconcile corporate social initiatives with seemingly inhospitable economic logic. Dep...
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作者:Gibson, C; Vermeulen, F
作者单位:University of California System; University of California Irvine; University of London; London Business School
摘要:This paper examines the relationship between subgroups and team learning behavior, defined as a cycle of experimentation, reflective communication, and codification. We develop the construct of subgroup strength, defined as the degree of overlap across multiple demographic characteristics among a subset of team members. Contrary to conventional wisdom, we propose that the presence of subgroups within a team may stimulate, learning behavior and that organizational design features, such as perfo...
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作者:Hannan, MT; Pólos, L; Carroll, G
作者单位:Stanford University; Erasmus University Rotterdam - Excl Erasmus MC; Erasmus University Rotterdam; Eotvos Lorand University
摘要:Initial architectural change in organizations often induces other subsequent changes, generating lengthy cascades of changes in subordinate units. This article extends a formal model of cascading organizational change by examining the implications for organizational change of the limited foresight of those who initiate such change about unit interconnections (structural opacity) and the normative restrictiveness imposed on architectural features by organizational culture (cultural asperity). O...
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作者:McDonald, ML; Westphal, JD
作者单位:University of Texas System; University of Texas Austin
摘要:This paper theorizes that relatively poor firm performance can prompt chief executive officers (CEOs) to seek more advice from executives of other firms who are their friends or similar to them and less advice from acquaintances or dissimilar others and suggests how and why this pattern of advice seeking could reduce firms' propensity to change corporate strategy in response to poor performance. We test our hypotheses with large-sample survey data on the identities of CEOs' advice contacts and...
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作者:Westphal, JD; Khanna, P
作者单位:University of Texas System; University of Texas Austin
摘要:In this study, we consider the social process by which the corporate elite may have resisted pressure from stakeholders to adopt changes in corporate governance that limit managerial autonomy. We examine (1) how directors who participate in corporate governance changes that reflect greater board control over management may be subjected to a kind of informal social sanctioning, which we refer to as social distancing, on other boards; (2) how the tendency for directors to experience social dista...
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作者:Palmer, D
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作者:Feldman, MS; Pentland, BT
作者单位:University of California System; University of California Irvine; Michigan State University
摘要:In this paper, we challenge the traditional understanding of organizational routines as creating inertia in organizations. We adapt Latour's distinction between ostensive and performative to build a theory that explains why routines are a source of change as well as stability. The ostensive aspect of a routine embodies what we typically think of as the structure. The performative aspect embodies the specific actions, by specific people, at specific times and places, that bring the routine to l...
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作者:[Anonymous]
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作者:Poppo, L
作者单位:Virginia Polytechnic Institute & State University
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作者:Elsbach, KD
作者单位:University of California System; University of California Davis
摘要:I used qualitative methods to explore why some employees working in a newly created, non-territorial office environment perceived that their workplace identities were threatened and used particular tactics to affirm those threatened identities. Findings suggest that the non-territorial work environment threatened some employees' workplace identities because it severely limited their abilities to affirm categorizations of distinctiveness (versus status) through the display of personal possessio...