Síguenos en los medios sociales
THE POPULATION ECOLOGY OF ORGANIZATIONAL FOUNDING: LOCATION DEPENDENCE AND UNOBSERVED HETEROGENEITY
LOMI, ALESSANDRO
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/1995, pág. 111
1. Theoretical background. 2. Methods. 3. Results. 4. Discussion and conclusions.
THE RHETORIC AND REALITY OF TOTAL QUALITY MANAGEMENT
ZBARACKI, MARK J.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/1998, pág. 602
1. Methods. a) Research sites. b) Data sources. c) Data analysis. 2. An evolutionary model of rhetoric and reality. a) Variation. b) The process. c) Rhetoric. d) Selection. 3. Discussion.
THE SEARCH-TRANSFER PROBLEM: THE ROLE OF WEAK TIES IN SHARING KNOWLEDGE ACROSS ORGANIZATION SUBUNITS
HANSEN, MORTEN T.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/1999, pág. 82
1. Search and transfer. a) Network search. b) Thetransfer problem. c) Search and transfer combined. 2.Methods. a) Selecting Product Development Projects.b) Interunit Relations. c) Merging Project and Network Data.d) Dependent and Independent Variables. e) StatisticalApproach. 3. Results. a) Nonredundancy or Less Binding?b) Tie Weakness Effect...
1. Search and transfer. a) Network search. b) Thetransfer problem. c) Search and transfer combined. 2.Methods. a) Selecting Product Development Projects.b) Interunit Relations. c) Merging Project and Network Data.d) Dependent and Independent Variables. e) StatisticalApproach. 3. Results. a) Nonredundancy or Less Binding?b) Tie Weakness Effect without Transfer. 4. Discussion andConclusions. a) Limitations. b) Implications.
THE STRENGTH OF CORPORATE CULTURE AND THE RELIABILITY OF FIRM PERFORMANCE
SORENSEN, JESPER B.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/2002, pág. 70
1. The strength of corporate cultures and firm performance. 2. Method. 3. Results. 4. Discussion. 5. Conclusion.
THE SYMBOLIC MANAGEMENT OF STOCKHOLDERS: CORPORATE GOVERNANCE REFORMS AND SHAREHOLDER REACTIONS
WESTPHAL, JAMES D.;ZAJAC, EDWARD J.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 1/1998, pág. 127
1. Assessing the symbolic reduction of agencycosts. a) Symbolic decoupling and market reactions. b) Symbolic explanations and market reactions. c) Substituting symbolic incentives for substantive boardstructure changes. d) Symbolic substitution andinstitutional investors. 2. Method. a) Sample and datacollection. b) Independent variables....
1. Assessing the symbolic reduction of agencycosts. a) Symbolic decoupling and market reactions. b) Symbolic explanations and market reactions. c) Substituting symbolic incentives for substantive boardstructure changes. d) Symbolic substitution andinstitutional investors. 2. Method. a) Sample and datacollection. b) Independent variables. c) Dependentvariables. 3. Analysis. a) Analyzing stock marketreactions. b) Analyzing increased board control structure. 4. Results. 5. Discussion.
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
LIND, E. ALLAN;GREENBERG, JERALD;SCOTT, KIMBERLY S.;WELCHANS, THOMAS D.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/2000, pág. 557
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
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
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
1. Gender discrimination in the labor market. 2.Method. 3. Results. 4. Discussion and conclusions.
STAW, BARRY M.;EPSTEIN, LISA D.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/2000, pág. 523
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...
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
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
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
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...
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.
NICKERSON, JACK A.; SILVERMAN, BRIAN S.
ADMINISTRATIVE SCIENCE QUARTERLY, n.º 3/2003, pág. 433
I. INAPPRROPIATE GOVERNANCE, PERFORMANCE, AND THE IMPETUS FOR CHANGE. II. METHODS. III. RESULTS. IV. DISCUSSION AND CONCLUSION.
