Síguenos en los medios sociales
FRIENDS IN HIGH PLACES: THE EFFECTS OF SOCIAL NETWORKS ON DISCRIMINATION IN SALARY NEGOTIATIONS
SEIDEL, MARC-DAVID L.;POLZER, JEFFREY T.;STEWART, KATHERINE J.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/2000, pág. 1
1. Discrimination in negotiation. 2. Method.3. Results. 4. Discussion.
FROM THE BOTTOM UP? TECHNICAL COMMITTEE ACTIVITY AND ALLIANCE FORMATION
ROSENKOPF, LORI;METIU, ANCA;GEORGE, VARGHESE P.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 4/2001, pág. 748
1. Cooperative technical organizations and alliance formation. 2. Methods. 3. Results. 4. Discussion and conclusions.
GENDER POWER, LEADERSHIP, AND GOVERNANCE
KOSSEK, ELLEN ERNST
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 4/1998, pág. 946
HOW TO MAKE THE TEAM: SOCIAL NETWORKS VS. DEMOGRAPHY AS CRITERIA FOR DESIGNING EFFECTIVE TEAMS
REAGANS, RAY; ZUCKERMAN, EZRA; MCEVILY, BILL
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/2004, pág. 101
1. TEAM STAFFING AND PERFORMANCE. 2. METHOD. 3. DISCUSSION.
IDENTITY AMBIGUITY AND CHANGE IN THE WAKE OF CORPORATE SPIN- OFF
G.CORLEY, KEVIN; A.GIOIA, DENNIS
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/2004, pág. 173 a 208
1. ORGANIZATIONAL IDENTITY CHANGE. 2. METHOD. A) SAMPLING. B) DATA COLLETION. C) DATA ANALYSIS. 3. IDENTITY CHANGE AT BOZKINETIC. A) PRE-SPIN-OFF IDENTITY. B) TRIGGERS OF IDENTITY AMBIGUITY. C) IDENTITY CHANGE CONTEXT. D) LEADERS' RESPONSES TO THE SENSEGIVING IMPERATIVE. E) POSTSCRIPT TO THE STUDY. 4. DISCUSSION AND CONCLUSION. A) IDENTITY...
1. ORGANIZATIONAL IDENTITY CHANGE. 2. METHOD. A) SAMPLING. B) DATA COLLETION. C) DATA ANALYSIS. 3. IDENTITY CHANGE AT BOZKINETIC. A) PRE-SPIN-OFF IDENTITY. B) TRIGGERS OF IDENTITY AMBIGUITY. C) IDENTITY CHANGE CONTEXT. D) LEADERS' RESPONSES TO THE SENSEGIVING IMPERATIVE. E) POSTSCRIPT TO THE STUDY. 4. DISCUSSION AND CONCLUSION. A) IDENTITY AMBIGUITY. B) LABELS, MEANINGS, AND IDENTITY CHANGE THROUGH AMBIGUITY. C) TEMPORAL IDENTITY DISCREPANCIES. D) CHANGE OVERLOAD. E) TRASFERABILITY OF FINDINGS.
IMAGES IN WORDS: PRESIDENTIAL RETHORIC, CHARISMA, AND GREATNESS
EMRICH, CYNTHIA G.;BROWER, HOLLY H.;FELDMAN, JACK M.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/2001, pág. 527
1. Imagery, charisma, and greatness. a) Mediatingprocesses. b) Hypotheses. 2. Study 1: inaugural addresses ofthe U.S. presidents. a) Method. b) Results. c) Discussion.3. Study 2: pivotal speeches of the U.S. presidents. a)Method. b) Results. 4. General discussion. a) Alternativeexplanations. b) Relevance to organizational leadership.
GOODERHAM, PAUL N.;NORDHAUG, ODD;RINGDAL, KRISTEN
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/1999, pág. 507
1. Adoption of organizational practices. 2. Method.3. Analysis and results. 4. Conclusions.
INSTITUTIONALIZED ACTION AND CORPORATE GOVERNANCE: THE RELIANCE ON RULES OF CEO SUCCESSION
OCASIO, WILLIAM
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/1999, pág. 384
1. Theory. a) Hypotheses. b) Alternativeexplanations for reliance on rules. 2. Method. a) Sample. b) Independent variables and CEO succession events. c) Formal rules of CEO successsion. d) Informal rules of CEOsuccession. e) Moderators of the reliance on rules. f) Control variables. g) Modeling procedure. 3. Results. a) Moderators...
1. Theory. a) Hypotheses. b) Alternativeexplanations for reliance on rules. 2. Method. a) Sample. b) Independent variables and CEO succession events. c) Formal rules of CEO successsion. d) Informal rules of CEOsuccession. e) Moderators of the reliance on rules. f) Control variables. g) Modeling procedure. 3. Results. a) Moderators of reliance on rules of succession. b) Controlvariables. 4. Discussion and conclusions.
RUSSO, MICHAEL V.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/2001, pág. 57
1. The rise of independent power production. 2.Method. 3. Results. 4. Discussion.
INTERORGANIZATIONAL ENDORSEMENTS AND THE PERFORMANCE OF ENTREPRENEURIAL VENTURES
STUART, TOBY E.;HOANG, HA;HYBELS, RALPH C.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/1999, pág. 315
1. Interorganizational endorsements. a) The effects ofendorsements on performance. b) The contingency ofendorsements. c) The biotechnology Industry. 2. Method. a) Measures. 3. Results. 4. Discussion and conclusion.
INTRODUCTION: CRITICAL PERSPECTIVES ON ORGANIZATIONAL CONTROL
JERMIER, JOHN M.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/1998, pág. 235
1. Critical theory. a) Mistreatment. b) Critical epistemology. c) Doing critical research. 2. Regimes of control: Iron fist or velvet glove?. 3. The articles. 4. Directions for future research.
LIMITS TO BUREAUCRATIC GROWTH: THE DENSITY DEPENDENCE OF ORGANIZATIONAL RULE BIRTHS
SCHULZ, MARTIN
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 4/1998, pág. 845
1. An ecological approach to formal organizationalrules. 2. Methods. 3. Results. 4. Discussion. 5. Conclusion.
MANAGEMENT FASHION: LIFECYCLES, TRIGGERS, AND COLLECTIVE LEARNING PROCESSES
ABRAHAMSON, ERIC;FAIRCHILD, GREGORY
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 4/1999, pág. 708
1. A theory of management fashion. 2. Methods. 3.Results. 4. Discussion. 5. Conclusion.
MANAGING MATERNITY LEAVE: A QUALITATIVE ANALYSIS OF TEMPORARY EXECUTIVE SUCCESSION
ASHCRAFT, KAREN LEE
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/1999, pág. 240
1. Executive successsion through the lens ofgender: a theoretical framework. a) Executive succession:three implicit assumptions. b) Gendering executivesuccession: images of maternity in gender and leadershipresearch. c) Theorizing temporary executive succesion: thefounder's maternity leave. 2. Research methods: critical,participatory ethnography....
1. Executive successsion through the lens ofgender: a theoretical framework. a) Executive succession:three implicit assumptions. b) Gendering executivesuccession: images of maternity in gender and leadershipresearch. c) Theorizing temporary executive succesion: thefounder's maternity leave. 2. Research methods: critical,participatory ethnography. a) Participants. b) Datacollection. c) Data analysis. 3. Weaning the "other baby":the office tale of temporary executive succession.a) The Status quo: dependence on "feminine" leadership. 4. Beyond office: the temporary executive successionchallenge. a) Revising executive succession: toward a theory of temporary executive succession. b) Implications forGender and leadership research.
METAPHORS AND MEANING: AN INTERCULTURAL ANALYSIS OF THE CONCEPT OF TEAMWORK
GIBSON, CRISTINA B.;ZELLMER-BRUHN, MARY E.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/2001, pág. 274
1. Variation in teamwork metaphors. 2. Methods. 3.Results. 4. Discussion.
MODES OF INTERORGANIZATIONAL IMITATION: THE EFFECTS OF OUTCOME SALIENCE AND UNCERTAINTY
R. HAUNSCHILD, PAMELA;S. MINER, ANNE
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/1997, pág. 472
1. Theory and hypotheses. a) Research setting. b) Frequency-based imitation. c) Trait-based imitation. d) Outcome-based imitation. e) The salience of outcomes. f) The impact of uncertainty. 2. Method. a) Sample. b) Analyses. c) Measures. 3. Results. 4. Discussion and conclusions. a) Modes of imitation. b) Outcome salience. c) Uncertainty...
MORE FRAGMENTATION? UNFINISHED BUSINESS IN LINKING THE SOCIAL SCIENCES AND THE HUMANITIES
ZALD MAYER N.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/1996, pág. 251
1. Raprochement with the humanities. 2. Conclusion.
NETWORK LEARNING: THE EFFECTS OF HETEROGENEITY OF PARTNERS' EXPERIENCE ON CORPORATE ACQUISITIONS
BECKMAN, CHRISTINE M.;HAUNSCHILD, PAMELA R.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/2002, pág. 92
1. Network influence and learning. 2. Data and method. 3. Results. 4. Discussion and conclusions.
ORGANIZATIONAL DECISION MAKING
SHAPIRA, ZUR;BAZERMAN, MAX H.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/1999, pág. 176
BRICKSON SHELLEY L.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 4/2005, pág. 576 a 609
-1. IDENTITY ORIENTATION. -2. PROPERTIES OF ORGANIZATIONAL IDENTITY ORIENTATION. -3. PREDICTING ORGANIZATIONAL IDENTITY ORIENTATION. -4. METHODS - SAMPLE. -5. MEASURES. -6. QUALITATIVE DATA CODING. -7. ANALISYS. -8 THE VIABILITY OF IDENTITY ORIENTATION AT THE ORGANIZATIONAL. -9. RESULTS. -10 PREDICTORS OF ORGANIZATIONAL IDENTITY ORIENTATION....
-1. IDENTITY ORIENTATION. -2. PROPERTIES OF ORGANIZATIONAL IDENTITY ORIENTATION. -3. PREDICTING ORGANIZATIONAL IDENTITY ORIENTATION. -4. METHODS - SAMPLE. -5. MEASURES. -6. QUALITATIVE DATA CODING. -7. ANALISYS. -8 THE VIABILITY OF IDENTITY ORIENTATION AT THE ORGANIZATIONAL. -9. RESULTS. -10 PREDICTORS OF ORGANIZATIONAL IDENTITY ORIENTATION. -11. DISCUSSION. -12. LIMITATIONS AND FUTURE DIRECTIONS. -13. AN EMPIRICAL APPROACH TU STUDYING ORGANIZATIONAL IDENTITY.
ORGANIZATIONAL IMPROVISATION AND LEARNING: A FIELD STUDY
MINER, ANNE S.;BASSOFF, PAULA;MOORMAN, CHRISTINE
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 2/2001, pág. 304
1. Method. 2. Improvisation in organizations. 3.Improvisation and long-term organizational learning. 4.Discussion and conclusion.
ORGANIZATIONS AND SOCIAL SYSTEMS: ORGANIZATION THEORY'S NEGLECTED MANDATE
STERN, ROBERT N.;BARLEY, STEPHEN R.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/1996, pág. 146
1. Introduction. 2. What happened?. 3. Barriers to change. 4. Changing barriers. 5. What can be done?.
ORGANIZATIONS AS OVERLAPPING JURISDICTIONS: RESTORING REASON IN ORGANIZATIONAL ACCOUNTS
BLAU, JUDITH R.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/1996, pág. 172
