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作者:Jiang, Winnie Yun
作者单位:INSEAD Business School
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作者:McDonald, Rory; Higgins, Matt
作者单位:Harvard University
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作者:Ter Wal, Anne L. J.; Criscuolo, Paola; McEvily, Bill; Salter, Ammon J.
作者单位:Imperial College London; Imperial College London; University of Toronto; University of Bath
摘要:Organizations typically employ a division of labor between specialist creator roles and generalist business roles in a bid to orchestrate innovation. We seek to determine the extent to which individuals dividing the work across roles can also benefit from dividing their network. We argue that collaborating individuals benefit from connecting to the same groups but different individuals within those groups-an approach we label dual networking-rather than from a pure divide-and-conquer approach....
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作者:Mun, Eunmi; Jung, Jiwook
作者单位:University of Illinois System; University of Illinois Urbana-Champaign; University of Illinois System; University of Illinois Urbana-Champaign
摘要:This article examines how local organizations respond to the global norm of corporate social responsibility (CSR), focusing on the case of workplace gender diversity in Japan. Though many global institutional investors have declared their commitment to CSR principles, whether and how their investments actually improve local practices has yet to be examined. We hypothesize that changes implemented by local firms in response to pressure from global institutional investors are shaped by political...
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作者:Keeves, Gareth D.; Westphal, James D.; McDonald, Michael L.
作者单位:University of Michigan System; University of Michigan; University of Texas System; University of Texas at San Antonio
摘要:Using survey data from CEOs and other top managers at large and mid-sized public companies in the U.S., as well as from journalists, we explore how ingratiation, a fundamental means of building and maintaining one's social capital, may trigger behavior that damages the social capital of the person being ingratiated. Although ingratiation, such as flattery or opinion conformity, may elicit positive affect from its target, we suggest it can also elicit a specific form of negative affect toward t...
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作者:Kogut, Bruce
作者单位:Columbia University; Columbia University
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作者:Sine, Wesley D.
作者单位:Cornell University
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作者:Barley, Stephen R.
作者单位:University of California System; University of California Santa Barbara
摘要:This essay responds to, largely concurs with, and extends the concerns Jerry Davis expressed in his June 2015 editorial essay in ASQ about the state of research in organizational theory. In particular, it discusses the reasons novelty has become such a valued commodity in organizational theory and its unintended consequences. Fault lies with the way students are trained, the reward system that most universities implicitly or explicitly use to promote faculty, and the role that editors and revi...
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作者:Tatarynowicz, Adam; Sytch, Maxim; Gulati, Ranjay
作者单位:Singapore Management University; University of Michigan System; University of Michigan; Harvard University
摘要:This study investigates the origins of variation in the structures of interorganizational networks across industries. We combine empirical analyses of existing interorganizational networks in six industries with an agent-based simulation model of network emergence. Using data on technology partnerships from 1983 to 1999 between firms in the automotive, biotechnology and pharmaceuticals, chemicals, microelectronics, new materials, and telecommunications industries, we find that differences in t...
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作者:Vuori, Timo O.; Huy, Quy N.
作者单位:Aalto University; Aalto University; INSEAD Business School
摘要:We conducted a qualitative study of Nokia to understand its rapid downfall over the 2005-2010 period from its position as a world-dominant and innovative technology organization. We found that top and middle managers' shared emotions during the smartphone innovation process caused cycles of behaviors that harmed both the process and its outcome. Together, organizational attention structures and historical factors generated various types of shared fear among top and middle managers. Top manager...