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作者：D'Aunno, T; Succi, M; Alexander, JA
作者单位：University of Chicago; University of Chicago; Chapman University System; Chapman University; University of Michigan System; University of Michigan
摘要：This paper focuses on a radical change, in which organizations abandon an institutionalized template for arranging their core activities, that is likely to occur in organizational fields that have strong, local market forces and strong but heterogeneous institutional forces. We examine the role of market forces and heterogeneous institutional elements in promoting divergent change in core activities among all U.S. rural hospitals from 1984 to 1991. Results support the view that divergent chang...
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作者：Morris, MW; Moore, PC
作者单位：Stanford University
摘要：We investigate how individuals learn from imagined might-have-been scenarios. We hypothesize that individuals are more likely to learn when they have responded to an event with upward-directed, self-focused counterfactual thoughts, and, additionally, that this learning process is inhibited by accountability to organizational superiors. Support for these hypotheses was obtained in two studies that assessed learning by aviation pilots from the experience of near accidents. Study 1 analyzed count...
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作者：Barsade, SG; Ward, AJ; Turner, JDF; Sonnenfeld, JA
作者单位：Yale University; Emory University
摘要：In this study we develop a model of how diversity in positive affect (PA) among group members influences individual attitudes, group processes, and group performance. We test the model on a sample of 62 U.S. top management teams. Greater affective fit between a team member and his or her group is related to more positive attitudes about group relations and perceptions of greater influence within the group. Results also suggest there is a negative relationship between a team's diversity in trai...
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作者：Lounsbury, M
作者单位：Cornell University; Cornell University
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作者：Bacharach, SB; Bamberger, P; McKinney, V
作者单位：Cornell University; Technion Israel Institute of Technology
摘要：From a qualitative study of flight attendants volunteering as support providers in a peer-based employee assistance program, we derive a typology of the boundary management tactics used by peer-support providers to maintain a comfortable distance from help recipients and propose a grounded theory explaining providers' selection of tactics. After identifying two factors associated with tactic selection (personal experience and social structure), we demonstrate that support providers' cognitive ...
