Using a multilevel theoretical framework, we investigate the effects of organizational and perceived learning on employees’ systematic problem solving (SPS) that aims to prevent the recurrence of a...
本文采用多层次的理论框架，研究了组织学习和感知学习对员工系统性问题解决(SPS)的影响。
{"title":"Organizational and Perceived Learning in the Workplace: A Multilevel Perspective on Employees' Problem Solving","authors":"Andrea Furlan, A. Galeazzo, A. Paggiaro","doi":"10.1287/orsc.2018.1274","DOIUrl":"https://doi.org/10.1287/orsc.2018.1274","url":null,"abstract":"Using a multilevel theoretical framework, we investigate the effects of organizational and perceived learning on employees’ systematic problem solving (SPS) that aims to prevent the recurrence of a...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"23 1","pages":"280-297"},"PeriodicalIF":0.0,"publicationDate":"2019-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74452876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Oliver Schilke, S. Levine, O. Kacperczyk, L. Zucker
{"title":"Call for Papers-Special Issue on Experiments in Organizational Theory","authors":"Oliver Schilke, S. Levine, O. Kacperczyk, L. Zucker","doi":"10.1287/orsc.2018.1257","DOIUrl":"https://doi.org/10.1287/orsc.2018.1257","url":null,"abstract":"","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"115 1","pages":"232-234"},"PeriodicalIF":0.0,"publicationDate":"2019-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79351358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mary M. Maloney, P. Shah, Mary E. Zellmer-Bruhn, Stephen L. Jones
This paper introduces the concept of tie vitality, which indicates the durability and accessibility of team member connections after a team has disbanded as an additional measure of team effectiven...
{"title":"The Lasting Benefits of Teams: Tie Vitality After Teams Disband","authors":"Mary M. Maloney, P. Shah, Mary E. Zellmer-Bruhn, Stephen L. Jones","doi":"10.1287/orsc.2018.1254","DOIUrl":"https://doi.org/10.1287/orsc.2018.1254","url":null,"abstract":"This paper introduces the concept of tie vitality, which indicates the durability and accessibility of team member connections after a team has disbanded as an additional measure of team effectiven...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"71 1","pages":"260-279"},"PeriodicalIF":0.0,"publicationDate":"2019-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83345801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Past research has shown that founders bring important capabilities and resources from their prior employment into their new firms and that these intergenerational transfers influence the performanc...
{"title":"Falling Not Far from the Tree: Entrepreneurs and Organizational Heritage","authors":"M. Feldman, Serden Özcan, Toke Reichstein","doi":"10.1287/orsc.2018.1222","DOIUrl":"https://doi.org/10.1287/orsc.2018.1222","url":null,"abstract":"Past research has shown that founders bring important capabilities and resources from their prior employment into their new firms and that these intergenerational transfers influence the performanc...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"10 1","pages":"337-360"},"PeriodicalIF":0.0,"publicationDate":"2019-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72838960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jennifer A. Chatman, L. Greer, Eliot L. Sherman, Bernadette Doerr
We develop and test a theory that reconciles contradictions in how collectivistic norms influence group performance. We draw on the perceived diversity literature to hypothesize that collectivistic norms cause group members to “blur” demographic differences, resulting in a shared perception that group members are more similar to one another than they actually are. Whether this benefits or harms group performance depends on the level of objective diversity in the group and the relevance of the perceived diversity attribute for accomplishing the group’s task. For conjunctive tasks, the group’s performance is determined by its weakest member, and high levels of cohesion are needed. Our theory suggests that collectivism benefits group conjunctive performance when objective national diversity is high by blurring divisive relational differences but has no effect in groups with low objective national diversity. In contrast, for disjunctive tasks, the group’s performance is determined by its best member, and we predict that collectivism harms group disjunctive performance when objective expertness diversity is high by blurring differences in task-relevant expertness, but has no effect in groups with low objective expertness diversity. We find support for our theory in two studies, including an archival study of 5,214 Himalayan climbing groups and a laboratory experiment assessing 356 groups. Our results show that collectivism has benefits and detriments for diverse groups, and that these contradictory effects can be understood by identifying how the collectivistic blurring of perceived group diversity helps or hurts groups based on the type of tasks on which they are working.
{"title":"Blurred Lines: How the Collectivism Norm Operates Through Perceived Group Diversity to Boost or Harm Group Performance in Himalayan Mountain Climbing","authors":"Jennifer A. Chatman, L. Greer, Eliot L. Sherman, Bernadette Doerr","doi":"10.1287/orsc.2018.1268","DOIUrl":"https://doi.org/10.1287/orsc.2018.1268","url":null,"abstract":"We develop and test a theory that reconciles contradictions in how collectivistic norms influence group performance. We draw on the perceived diversity literature to hypothesize that collectivistic norms cause group members to “blur” demographic differences, resulting in a shared perception that group members are more similar to one another than they actually are. Whether this benefits or harms group performance depends on the level of objective diversity in the group and the relevance of the perceived diversity attribute for accomplishing the group’s task. For conjunctive tasks, the group’s performance is determined by its weakest member, and high levels of cohesion are needed. Our theory suggests that collectivism benefits group conjunctive performance when objective national diversity is high by blurring divisive relational differences but has no effect in groups with low objective national diversity. In contrast, for disjunctive tasks, the group’s performance is determined by its best member, and we predict that collectivism harms group disjunctive performance when objective expertness diversity is high by blurring differences in task-relevant expertness, but has no effect in groups with low objective expertness diversity. We find support for our theory in two studies, including an archival study of 5,214 Himalayan climbing groups and a laboratory experiment assessing 356 groups. Our results show that collectivism has benefits and detriments for diverse groups, and that these contradictory effects can be understood by identifying how the collectivistic blurring of perceived group diversity helps or hurts groups based on the type of tasks on which they are working.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"65 1","pages":"235-259"},"PeriodicalIF":0.0,"publicationDate":"2019-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75408760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
B. Baker, Rellie Derfler-Rozin, Marko Pitesa, Michael Johnson
We develop and test a model that extends the understanding of how people react to news of organizational unethical behavior and how such reactions impact stock performance. We do so by taking into ...
{"title":"Stock Market Responses to Unethical Behavior in Organizations: An Organizational Context Model","authors":"B. Baker, Rellie Derfler-Rozin, Marko Pitesa, Michael Johnson","doi":"10.1287/orsc.2018.1244","DOIUrl":"https://doi.org/10.1287/orsc.2018.1244","url":null,"abstract":"We develop and test a model that extends the understanding of how people react to news of organizational unethical behavior and how such reactions impact stock performance. We do so by taking into ...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"82 1","pages":"319-336"},"PeriodicalIF":0.0,"publicationDate":"2019-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76059329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Brad N. Greenwood, Ritu Agarwal, Rajshree Agarwal, A. Gopal
New information pertinent to organizational decision making, even when publicly available, may not diffuse rapidly in the form of adoption and transformation of organizational practices. In this st...
与组织决策相关的新信息，即使是公开的，也可能不会以采用和转换组织实践的形式迅速传播。在这方面……
{"title":"The Role of Individual and Organizational Expertise in the Adoption of New Practices","authors":"Brad N. Greenwood, Ritu Agarwal, Rajshree Agarwal, A. Gopal","doi":"10.1287/orsc.2018.1246","DOIUrl":"https://doi.org/10.1287/orsc.2018.1246","url":null,"abstract":"New information pertinent to organizational decision making, even when publicly available, may not diffuse rapidly in the form of adoption and transformation of organizational practices. In this st...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"1 1","pages":"191-213"},"PeriodicalIF":0.0,"publicationDate":"2019-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88072711","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The literature on technology management has increasingly focused on the sociocognitive elements of the industry life cycle. One of these elements, category labels (words, in most cases) and its rol...
{"title":"Familiarity, Creativity, and the Adoption of Category Labels in Technology Industries","authors":"Diego Zunino, Fernando F. Suarez, S. Grodal","doi":"10.1287/orsc.2018.1238","DOIUrl":"https://doi.org/10.1287/orsc.2018.1238","url":null,"abstract":"The literature on technology management has increasingly focused on the sociocognitive elements of the industry life cycle. One of these elements, category labels (words, in most cases) and its rol...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"18 1","pages":"169-190"},"PeriodicalIF":0.0,"publicationDate":"2019-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77198515","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study considers the nascent period of industry change when the prevalent business model is being threatened by a new model, but there is significant uncertainty with respect to whether and when the new model will dominate. We focus on the challenge of incumbents pursuing both models simultaneously during the nascent period, and the implications on their firms’ valuations. Our theory is premised on the adjustment costs incurred by incumbents associated with the sharing of resources across business models and the conflict between managers vying for limited resources. While firms’ assets and competitive environments are key drivers of their value, we argue that they also impact adjustment costs. Evidence from the U.S. electric utility industry, which is undergoing a change from a centralized to a decentralized model, offers strong support for our arguments. The greater the level of incumbents’ assets that are specific to the existing model, and the greater the level of competition that they face, the lower are their firms’ valuations when investing in the new model relative to when investing in the existing model. Hence, ironically, those incumbents potentially most threatened by the change seem to be least rewarded for their efforts to renew themselves. However, pursuing the new model via alliances can help mitigate adjustment costs. The study uncovers the challenges that incumbents face as they pursue the new model in tandem with the existing dominant model, and helps explain why some incumbents may successfully navigate the changing industry landscape while others may stumble.
{"title":"Pursuing the New While Sustaining the Current: Incumbent Strategies and Firm Value During the Nascent Period of Industry Change","authors":"J. Eklund, R. Kapoor","doi":"10.1287/ORSC.2018.1229","DOIUrl":"https://doi.org/10.1287/ORSC.2018.1229","url":null,"abstract":"This study considers the nascent period of industry change when the prevalent business model is being threatened by a new model, but there is significant uncertainty with respect to whether and when the new model will dominate. We focus on the challenge of incumbents pursuing both models simultaneously during the nascent period, and the implications on their firms’ valuations. Our theory is premised on the adjustment costs incurred by incumbents associated with the sharing of resources across business models and the conflict between managers vying for limited resources. While firms’ assets and competitive environments are key drivers of their value, we argue that they also impact adjustment costs. Evidence from the U.S. electric utility industry, which is undergoing a change from a centralized to a decentralized model, offers strong support for our arguments. The greater the level of incumbents’ assets that are specific to the existing model, and the greater the level of competition that they face, the lower are their firms’ valuations when investing in the new model relative to when investing in the existing model. Hence, ironically, those incumbents potentially most threatened by the change seem to be least rewarded for their efforts to renew themselves. However, pursuing the new model via alliances can help mitigate adjustment costs. The study uncovers the challenges that incumbents face as they pursue the new model in tandem with the existing dominant model, and helps explain why some incumbents may successfully navigate the changing industry landscape while others may stumble.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"47 1","pages":"383-404"},"PeriodicalIF":0.0,"publicationDate":"2019-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84145147","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When organizations strategically adopt cultural elements—such as a name, a color, or a style—to create their products, they make crucial choices that position them in markets vis-a-vis competitors,...
{"title":"Explaining the Popularity of Cultural Elements: Networks, Culture, and the Structural Embeddedness of High Fashion Trends","authors":"Frédéric C. Godart, C. Galunic","doi":"10.1287/orsc.2018.1234","DOIUrl":"https://doi.org/10.1287/orsc.2018.1234","url":null,"abstract":"When organizations strategically adopt cultural elements—such as a name, a color, or a style—to create their products, they make crucial choices that position them in markets vis-a-vis competitors,...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"66 1 1","pages":"151-168"},"PeriodicalIF":0.0,"publicationDate":"2019-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76386404","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：