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作者：Dobbin, Frank
作者单位：Harvard University
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作者：Westphal, James D.; Stern, Ithai
作者单位：University of Texas System; University of Texas Austin; Northwestern University
摘要：Using survey data on interpersonal influence behavior from a large sample of managers and chief executive officers (CEOs) at Forbes 500 companies, we examine how ingratiatory behavior directed at individuals who control access to board positions can provide an alternative pathway to the boardroom for managers who lack the social and educational credentials associated with the power elite. Findings show that top managers who engage in ingratiatory behavior toward their CEO, with ingratiation co...
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作者：Ketokivi, M; Castañer, X
作者单位：Aalto University; Hautes Etudes Commerciales (HEC) Paris
摘要：While alleviating the adverse effects of employees' pursuit of their subgroups' goals over organizational goals is important, finding ways to avoid them may be even more important. In this paper, we investigate whether strategic planning can be used to reduce organizational members position bias, or the extent to which they direct their attention toward the immediate goals and priorities attached to their position. We examine the hypothesis that involving employees in the strategic planning pr...
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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：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：Folger, R
作者单位：Tulane University
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作者：Oakes, LS; Townley, B; Cooper, DJ
作者单位：University of New Mexico; University of Alberta
摘要：Language and power are central to an understanding of control. This paper uses the work of Pierre Bourdieu to argue that an enriched view of power, in the form of symbolic violence, is central. We examine the pedagogical function business plans played in the provincial museums and cultural heritage sites of Alberta, Canada. The struggle to name and legitimate practices occurs in the business planning process, excluding some knowledges and practices and teaching and utilizing other knowledges a...
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作者：KRACKHARDT, D
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作者：PODOLNY, JM
摘要：This paper proposes that organizations overcome problems of market uncertainty by adopting a principle of exclusivity in selecting exchange partners. This general proposition in turn implies two specific hypotheses. First, the greater the market uncertainty, the more that organizations engage in exchange relations with those with whom they have transacted in the past. Second, the greater the uncertainty, the more that organizations engage in transactions with those of similar status. A study o...
