Administrative Science Quarterly
Agency and social networks: Strategies of action in a social structure of position, opposition, and opportunity [статья]
Опубликовано на портале: 15-12-2002William B. Stevenson, Danna Greenberg Administrative Science Quarterly. 2000. Vol. 45. No. 4. P. 651-678.
This study uses social movement concepts to explain the success and failure of actors in a network of relationships trying to influence policies on environmental issues in a small city. Results show that strategies to take action and mobilize others in a network of interorganizational relationships can vary depending on the social context, which consists of the political opportunity structure defined by government regulators, whether the actor faces opposition, and the actor's position in the network. Decisions to engage in strategies to try to influence government regulators directly, to use a broker to reach agreements with the opposition, or to form a coalition with actors in other organizations to influence government decision makers are affected by this social context. Results also show that even peripheral actors, usually assumed to be powerless in network studies, can influence policy if they use a direct-contact strategy and the political opportunity structure is favorable.
A Multidimensional Model of Organizational Legitimacy: Hospital Survival in Changing Institutional Environments [статья]
Опубликовано на портале: 05-12-2006Martin Ruef, W. Richard Scott Administrative Science Quarterly. 1998. No. 43. P. 877-904.
Using data on 143 hospital organizations, this article examines the antecedents and effects of two forms of organizational legitimacy (managerial and technical) over a 46-year period. Results show that both the managerial and technical forms provide notable improvements in organizational survival chances but that the strength of each effect varies over time depending on the nature of the institutional environment. Variation also appears in the antecedents of legitimacy - for example, the ability of a hospital to secure approval for its managerial practices depends on the correspondence between its mission and the logic of the surrounding institutional environment. The results suggest that a multidimensional model can reveal nuances of organizational legitimacy that are missed by more unitary conceptions.
Опубликовано на портале: 15-12-2002Yadong Luo Administrative Science Quarterly. 2001. Vol. 46. No. 2. P. 177-20.
This study examines how personal attachments between boundary spanners within cross-cultural international cooperative ventures (ICV) are established and their association with venture performance. Results of analysis of 282 ICVs in an emerging market, the People's Republic of China, show that the development depends on factors at three levels. At the individual level, attachment is an increasing function of overlap in tenure between boundary spanners. At the organizational level, attachment is heightened by goal congruity between the parent firms but is impeded by cultural distance. At the environmental level, market disturbance and regulatory deterrence lead to strong attachments. Such attachments may stimulate an ICV's process performance and increase financial returns.
Опубликовано на портале: 24-09-2003Samuel B. Bacharach Administrative Science Quarterly. 2000. Vol. 4. No. 45. P. 704 - 736.
From a qualitative study of flight attendants volunteering as support providers in a peer-based employee assistance program, a typology of the boundary management tactics used by peer-support providers to maintain a comfortable distance from help recipients is derived and a grounded theory explaining providers' selection of tactics is proposed. After identifying 2 factors associated with tactic selection (personal experience and social structure), it is demonstrated that support providers' cognitive orientations, or logics of action, mediate the relationship between these factors and tactic selection. There are 4 types of support providers' logics of action identified and it is shown how a provider's logic may predict his or her preference for a particular boundary management tactic.
Challengers, elites, and owning families: A social class theory of corporate acquisitions in the 1960s [статья]
Опубликовано на портале: 15-12-2002Donald Palmer Administrative Science Quarterly. 2001. Vol. 46. No. 1. P. 87-120.
This paper analyzes data on 461 large US industrial corporations to determine that factors that led large firms to participate in the wave of diversifying acquisitions that peaked in the late 1960s. A class theory of corporate acquisitions is elaborated on and tested, maintaining that firms pursue acquisitions in this periods when they were commended by well-networked challenges who were central in elite social networks but relatively marginal with respect to social status, isolated from the resistance of established elites, and free from control of owning families. Also considered is a wide range of factors highlighted by alternative accounts of acquisition likelihood, including resource dependent, institutional pressures, and principle-agent conflicts. The results provide support for the moan theoretical arguments, even when controls related to alternative explanations are taken into account.
Опубликовано на портале: 15-12-2002Gautam Ahuja Administrative Science Quarterly. 2000. Vol. 45. No. 3. P. 425-455.
To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates 3 aspects of a firm's ego network - direct ties, indirect ties, and structural holes - to the firm's subsequent innovation output. Results from a longitudinal study of firms in the international chemicals industry indicate support for the predictions on direct and indirect ties, but in the inter-firm collaboration network, increasing structural holes has a negative effect on innovation.
Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes [статья]
Опубликовано на портале: 15-12-2002Robin J. Ely, David A. Thomas Administrative Science Quarterly. 2001. Vol. 46. No. 2. P. 229-273.
This paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, three different perspectives on workforce diversity are identified: 1. the integration-and-learning perspective, 2. the access-and-legitimacy perspective, and 3. the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of the racial identity at work. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, the research helps to explain mixed results on the relationship between cultural diversity and work group outcomes.
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.
Friends in high places: The effects of social networks on discrimination in salary negotiations [статья]
Опубликовано на портале: 15-12-2002Marc-David L. Seidel, Jeffrey T. Polzer, Katherine J. Stewart Administrative Science Quarterly. 2000. Vol. 45. No. 1. P. 1-24.
This article tests hypotheses about the effects of social networks on inequitable salary negotiation outcomes using a US high-technology company's salary negotiation data for 1985-1995. The paper finds that members of racial minority groups negotiated significantly lower salary increases than majority members, but this effect was dramatically reduced when social ties to the organization were controlled. Having a social tie to the organization significantly increased salary negotiation outcomes, and minorities were less likely than majority members to have such a social tie.
How experience and network ties affect the influence of demographic minorities on corporate boards [статья]
Опубликовано на портале: 15-12-2002James D. Westphal, Laurie P. Milton Administrative Science Quarterly. 2000. Vol. 45. No. 2. P. 366-398.
This study examines how the influence of directors who are demographic minorities on corporate boards is contingent on the prior experience of board members and the larger socia structural context in which demographic differences are embedded. The effects of minority status are assessed according to functional background, industry background, education, race, and gender for a large sample of corporate outside directors at Fortune/Forbes 500 companies.
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: 24-12-2009Mauro F. Guillén, W.D. Schneper Administrative Science Quarterly. 2004. Vol. 49. No. 2. P. 263-295.
We examine the role of three types of stakeholders in the uneven adoption of an organizational practice in different countries, arguing that organizational practices achieve widespread use only when they are consistent with the interests of the most powerful social actors as enshrined in legal rights. Building on a "stakeholder-power" approach to corporate governance, we examine whether the interests of shareholders, workers, and banks are consistent with the practice of hostile takeovers. Regressions using data on as many as 37 countries between 1988 and 1998 lend support to predictions that hostile takeovers increase in frequency with the extent to which shareholder rights are protected and decrease with the degree to which workers' and banks' rights are protected. We discuss the implications for the analysis of comparative institutions and for organizational theory.
Опубликовано на портале: 15-12-2002Thomas D'Aunno, Melissa Succi, Jeffrey C. Alexander Administrative Science Quarterly. 2000. Vol. 45. No. 4. P. 679-703.
This paper focuses on a radical change, in which organizations abandon an institutionalized template for arranging their core activities, that is likely to occur in organizational fields that have strong, local market forces and strong but heterogeneous institutional forces. The role of market forces and heterogeneous institutional elements in promoting divergent change in core activities among all U.S. rural hospitals from 1984 to 1991 is examined. Results support the view that divergent change depends on both market forces (proximity to competitors, disadvantages in service mix) and institutional forces (state regulation, ownership and governance norms, and mimicry of models of divergent change).
Опубликовано на портале: 15-12-2002Jesper B. Sorensen Administrative Science Quarterly. 2002. Vol. 47. No. 1. P. 70-91.
Prevailing research claims that strong corporate cultures improve firm performance by facilitating internal behavioral consistency. This paper addresses an unexamined implication of this argument by analyzing the effect of strong corporate cultures on the variability of firm performance. This relationship depends on how strong cultures affect organizational learning in response to internal and external change. It is hypothesized that strong-culture firms excel at incremental change but encounter difficulties in more volatile environments. Results of analyses of a sample of firms show that in relatively stable environments, strong-culture firms have more reliable (less variable) performance. In volatile environments, however, the reliability benefits of strong cultures disappear.
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.