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作者：Golembiewski, RT
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作者：Allmendinger, J; Hackman, JR
作者单位：Harvard University
摘要：Two periods of radical political-economic change in the former East Germany illuminate dynamics of organization-environment relationships that generally are hidden from view. Historical, qualitative, and survey data from a longitudinal comparative study of 78 orchestras in four nations show that the contexts of East German orchestras changed significantly when the socialist regime took power after World War II, and then again in 1990 when that regime fell. Socialist rule only modestly affected...
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作者：Mickelson, RA
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作者：Boisot, M; Child, J
作者单位：Universitat Ramon Llull; Escuela Superior de Administracion y Direccion de Empresas (ESADE)
摘要：China's rapid economic development is being accomplished through a system of industrial governance and transaction that differs from Western experience. Here, we identify the broad institutional nature of this distinctiveness within a framework of information codification and diffusion. The emergent features of China's economic order are analyzed with reference to the business system developing there, in particular, the nature of market arrangements, the form of capitalism, and the role of gov...
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作者：Powell, WW; Koput, KW; SmithDoerr, L
摘要：We argue in this paper that when the knowledge base of an industry is both complex and expanding and the sources of expertise are widely dispersed, the locus of innovation will be found in networks of learning, rather than in individual firms. The large-scale reliance on interorganizational collaborations in the biotechnology industry reflects a fundamental and pervasive concern with access to knowledge. We develop a network approach to organizational learning and derive firm-level, longitudin...
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作者：Greve, HR
摘要：This study examines how existing organizations in an industry come to adopt a new market position in a differentiated market. I argue that the great uncertainty about the consequences of adopting a different market position does not lead to unchanging positions, as often assumed, but instead leads to mimetic adoption among organizations, as some organizations observe others adopting the new position. I test hypotheses developed from this argument in an event history analysis of the diffusion o...
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作者：Bacharach, SB; Bamberger, P; Sonnenstuhl, WJ
作者单位：Technion Israel Institute of Technology
摘要：Arguing that current theories of organizational change fail to pay adequate attention to how organizations move from one stable state to another, we generate a model of the organizational transformation process. We argue that to the degree that organizations are systems of exchange, they may be said to be transformed through a process by which the logics of action that parties bring to the exchange are aligned, misaligned, and realigned. Developing the concept of logic of action and drawing on...
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作者：Scott, WR
摘要：In assessing the range and penetration of recent organizational scholarship, Stern and Barley give too much attention and weight to work that appears in the core organizational journals and not enough to work reported in broader social science journals, in journals devoted to specialized arenas such as education and medical care, and to the book literature. A survey of this broader domain suggests that organizational researchers continue to honor Weber's legacy and to explore the impact of soc...
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作者：Stern, RN; Barley, SR
作者单位：Stanford University
摘要：We argue that the initial three-part mandate for organization theory contained study of (1) internal organization structure and process; (2) relations between organizations and environmental actors; and (3) the impact of organizations on the broad social systems in which they were embedded. Though the influence of organizations in society has increased over time, the social system component of the field's mandate has faded from the research agenda. This paper proposes that the diminution of th...
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作者：Gioia, DA; Thomas, JB
摘要：This study investigates how top management teams in higher education institutions make sense of important issues that affect strategic change in modern academia. We used a two-phase research approach that progressed from a grounded model anchored in a case study to a quantitative, generalizable study of the issue interpretation process, using 611 executives from 372 colleges and universities in the United States. The findings suggest that under conditions of change, top management team members...
