Administrative Science Quarterly
Опубликовано на портале: 15-12-2002John Freeman Administrative Science Quarterly. 1999. Vol. 44. No. 1. P. 163-175.
Gibbons argues persuasively in Taking Coase Seriously (1999) that economic modeling offers a useful set of tools that noneconomists may employ to good effect in their research on organizations. His arguments are even more persuasive if it is understood that this brand of modeling lends itself naturally to one of the key theoretical problems facing such researchers - the need for a theory of aggregation, sometimes called a theory of action. Such a theory is necessary to link the behavior of individuals with properties of collectivites, such as corporations.
Опубликовано на портале: 15-12-2002Ann E. Tenbrunsel, David M. Messick Administrative Science Quarterly. 1999. Vol. 44. No. 4. P. 684-707.
Three studies are used to examine how surveillance and sanctioning systems affect cooperative behavior and dilemma situations. The first two studies demonstrate that a weak sanctioning system results in less cooperation and no sanctioning system; furthermore, results from the second study suggest that sanctions affect the type of decision people perceive they are making, prompting them to see it as a business rather than an ethical decision. The results from the studies are used to develop a theoretical model that postulates that the relationship between sanctions in cooperation is due to both the signaling effect, in which sanctions influence the type of decision that is perceived to be made, and a processing effect, in which the decision processing, including whether or not the strength of the sanction is considered, depends on the decision frame evoked. A third study provides support for the processing-effect hypothesis.
Опубликовано на портале: 15-12-2002Leslie A. Perlow Administrative Science Quarterly. 1999. Vol. 44. No. 1. P. 57-81.
This paper describes a qualitative study of how people use their time at work, why they use it this way, and whether their way of using time is optimal for them or their work groups. Results of a 9-month field study of the work practices of a software engineering team revealed that the group's collective use of time perpetuated its members' "time famine", a feeling of having too much to do and not enough time to do it. Engineers had difficulty getting their individual work done because they were constantly interrupted by others. A crisis mentality and a reward system based on individual heroics perpetuated this disruptive way of interacting. Altering the way software engineers used their time at work, however, enhanced their collective productivity.
Wages and unequal access to organizational power: An empirical test of gender discrimination [статья]
Опубликовано на портале: 15-12-2002Mia Hultin, Ryszard Szulkin Administrative Science Quarterly. 1999. Vol. 44. No. 3. P. 453-472.
This study of Swedish workers investigates gender wage inequality, specifically, whether earnings are affected by the gender composition of establishments' managerial and supervisory staff. Theoretical arguments focus on managers' propensity to create and maintain or to undermine institutionalized gender bias and employees' capacity to mobilize resources and establish claims in the wage distribution process, mainly through social networks. Results show that gender-differentiated access to organizational power structures is essential in explaining women's relatively low wages. Women who work in establishments in which relatively many of the managers are men have lower wages than women with similar qualifications and job demands in establishments with more women in the power structure.