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Administrative Science Quarterly articles from September 1996
Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work aimed at advancing the study of organizational behavior and theory. Administrative Science Quarterly publishes both qualitative and quantitative work, in addition to purely theoretical papers.
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Administrative Science Quarterly archives from September 1996
Organizations in changing environments: the case of East German symphony orchestras.
September 1, 1996... Two periods of radical political-economic change in the former East Germany illuminate dynamics of organization-environment relationships that generally are hidden from view. Historical, qualitative, and survey data from a longitudinal...
Identity, image, and issue interpretation: sensemaking during strategic change in academia.
September 1, 1996... This study investigates how top management teams in higher education institutions make sense of important issues that affect strategic change in modern academia. We used a two-phase research approach that progressed from a grounded model anchored...
Technicians in the workplace: ethnographic evidence for bringing work into organization studies.
September 1, 1996... This paper lays the groundwork for new models of work and relations of production that reflect changes in the division of labor and occupational structure of a postindustrial economy. It demonstrates how new ideal-typical occupations can be...
Members' responses to organizational identity threats: encountering and countering the Business Week rankings.
September 1, 1996... This research investigates how organizational members respond to events that threaten their perceptions of their organization's identity. Using qualitative, interview, and records data, we describe how members from eight "top-20" business schools...
The organizational transformation process: the micropolitics of dissonance reduction and the alignment of logics of action.
September 1, 1996... Arguing that current theories of organizational change fail to pay adequate attention to how organizations move from one stable state to another, we generate a model of the organizational transformation process. We argue that to the degree that...
Director reputation, CEO-board power, and the dynamics of board interlocks.
September 1, 1996... This study advances research on CEO-board relationships, interlocking directorates, and director reputation by examining how contests for intraorganizational power can affect interorganizational ties. We propose that powerful top managers seek to...