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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

THE UNBOUNDED MIND: BREAKING THE CHAINS OF TRADITIONAL BUSINESS THINKING

MITROFF, IAN I.;LINSTONE, HAROLD A.

Administrative Science Quarterly, n.º 3/1996, pág. 532

THE WINDING ROAD FROM EMPLOYEE TO COMPLAINANT: SITUATIONAL AND PSYCHOLOGICAL DETERMINANTS OF WRONGFUL-TERMINATION CLAIMS

LIND, E. ALLAN;GREENBERG, JERALD;SCOTT, KIMBERLY S.;WELCHANS, THOMAS D.

Administrative Science Quarterly, n.º 3/2000, pág. 557

Sumario
1. Wrongful-termination claims. 2. Methods. 3.Results. 4. Discussion.

TOTAL QUALITY MANAGEMENT: EMPIRICAL, CONCEPTUAL, AND PRACTICAL ISSUES

HACKMAN, J. RICHARD;WAGEMAN, RUTH

Administrative Science Quarterly, n.º 2/1995, pág. 309

Sumario
1. Is there such a thing as TQM?. 2. Measuring and assessing TQM activities and outcomes. 3. Behavioral processes under TQM. 4. Prospects for TQM.

TWO ROUTES TO INFLUENCE: INTEGRATING LEADER-MEMBER EXCHANGE AND SOCIAL NETWORK PERSPECTIVES.

SPARROWE, RAYMOND T. Y LIDEN, ROBERT C.

Administrative Science Quarterly, n.º 4/2005, pág. 505 a 535

Sumario
1. A MODEL OF INFLUENCE IN ORGANIZATIONS. 2. METHODS. 3. RESULTS. 4. DISCUSSION.

WAGES AN UNEQUEAL ACCESS TO ORGANIZATIONAL POWER: AN EMPIRICAL TEST OF GENDER DISCRIMINATION

HULTIN, MIA;SZULKIN, RYSZARD

Administrative Science Quarterly, n.º 3/1999, pág. 453

Sumario
1. Gender discrimination in the labor market. 2.Method. 3. Results. 4. Discussion and conclusions.

WHAT BANDWAGONS BRING: EFFECTS OF POPULAR MANAGEMENT TECHNIQUES ON CORPORATE PERFORMANCE, REPUTATION, AND CEO PAY

STAW, BARRY M.;EPSTEIN, LISA D.

Administrative Science Quarterly, n.º 3/2000, pág. 523

Sumario
1. An institutional view of popular managementtechniques. a) Legitimacy and Performance. b) The Pursuit ofLegitimacy. c) Beyond External Reputation. d) Effects ofInformation vs. Implementation. 2. Method. a) Sample. b)Popular Management Techniques. c) Control Variables. 3.Results. a) Organizational Performance. b) CorporateReputation. c) CEO Compensation. 4. Discussion. a)Organizational Performance. b) Reputational Effects ofPopular Management Techniques. c) Effects on CEOCompensation. d) Implications for Institutional Theory. e)Some Limitations to Institutional Theory. f) FashionRevisited. g) Leveling Fashion Cycles with OrganizationalResearch.

WHEN INNOVATIONS MEET INSTITUTIONS: EDISON AND THE DESIGN OF THE ELECTRIC LIGHT

HARGADON, ANDREW B.;DOUGLAS, YELLOWLEES

Administrative Science Quarterly, n.º 3/2001, pág. 476

Sumario
1. Innovation, institutions, and the language ofdesign. a) Method. 2. Edison's innovation meets theestablished institutions. a) The established institutions.b) The emerging innovation. 3. Robust design and theelectric light. 4. Understanding design and designingunderstanding. a) Robust design beyond the electric light.5. Conclusion.

WHEN TRUST MATTERS: THE MODERATING EFFECT OF OUTCOME FAVORABILITY

BROCKNER, JOEL;A. SIEGEL, PHYLLIS;P. DALY, JOSEPH

Administrative Science Quarterly, n.º 3/1997, pág. 558

Sumario
1. The moderating role of outcome favorability. 2. Interaction between procedural fairness and outcome favorability. 3. Relationship between the two interaction effects. 4. Study 1. a) Method. b) Results. c) Discussion...

WHY ARE SOME ORGANIZATIONS MORE COMPETITIVE THAN OTHERS? EVIDENCE FROM A CHANGING MARKET.

P.BARNETT, WILLIAM; G.MCKENDRICK, DAVID.

Administrative Science Quarterly, n.º 4/2004, pág. 535 a 571

Sumario
1. TWO LOGICS OF DYNAMICS COMPETITION. A) COMPETITION AS CONTEST. B) FROM COMPETITIVE CONSTRAINTS TO THE RED QUEEN. C)ORGANIZATIONAL SIZE AND RED QUEEN EVOLUTION. D)GLOBAL COMPETITION AND RED QUEEN EVOLUTION. 2. METHOD. A) COMPETITION AS CONTEST IN THE HARD DISK DRIVE MARKET. B) MODEL SPECIFICATION AND ESTIMATION. 3. RESULTS. 4. DISCUSSION AND CONCLUSION.

WHY FIRMS WANT TO ORGANIZE EFFICIENTLY AND WHAT KEEPS THEM FROM DOING SO: INAPPROPIATE GOVERNANCE, PERFORMANCE, AND ADAPTATION IN A DEREGULATED INDUSTRY

NICKERSON, JACK A.; SILVERMAN, BRIAN S.

Administrative Science Quarterly, n.º 3/2003, pág. 433

Sumario
I. INAPPRROPIATE GOVERNANCE, PERFORMANCE, AND THE IMPETUS FOR CHANGE. II. METHODS. III. RESULTS. IV. DISCUSSION AND CONCLUSION.

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