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作者:MCKELVEY, B; ALDRICH, H
作者单位:University of North Carolina; University of North Carolina Chapel Hill
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作者:ANGLE, HL; PERRY, JL
作者单位:University of California System; University of California Irvine
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作者:VANMAANEN, J
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作者:ASHFORD, DE
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作者:HUNT, JG
作者单位:Southern Illinois University System; Southern Illinois University
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作者:COMREY, AL
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作者:Chown, Jillian; Inoue, Carlos
作者单位:Northwestern University; University of Illinois System; University of Illinois Urbana-Champaign
摘要:Peer influence is crucial in shaping work practices within organizations, yet the impact of formal organizational structures on this influence remains underexplored. We argue that task structures, which capture how tasks are allocated and configured within organizations, significantly affect peer interactions and influence. Specifically, we examine how two features of task structures-task variety and task similarity with peers-moderate peer influence in a highly consequential setting: physicia...
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作者:Thatchenkery, Sruthi; Piezunka, Henning
作者单位:Vanderbilt University; University of Pennsylvania
摘要:Despite the benefits associated with interorganizational collaborations, they often fail to meet partnering firms' expectations. A common issue is competitive tension between partners. Yet, competitive tension is a well-known issue in collaboration, such that partners should be able to set expectations and manage it accordingly. Why, then, does competitive tension often derail collaborations? We suggest that whether partners perceive each other as competitors is a key but understudied aspect o...
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作者:Santoni, Simone
作者单位:City St Georges, University of London
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作者:Conzon, Vanessa M.
作者单位:Boston College; Boston College
摘要:Drawing on data from an ethnographic study of the introduction and implementation of a flexible work policy intended in part to improve gender equality at a STEM professional organization, I develop grounded theory on how managers' gender shapes their implementation of such initiatives. I identify an equality policy paradox in which women managers, who openly support gender equality, are more likely than men managers to limit the policy. This apparent contradiction between intentions and actio...