Organization Science articles from January 2002

Organization Science archives from January 2002

Sticky aspirations: organizational time perspective and competitiveness.
January 1, 2002... Abstract Managers evaluate the organizational performance by comparing it with historical aspiration levels, and are more likely to make strategic changes when the performance falls below the aspiration level. Historical aspiration levels...

Behavioral Integrity: the perceived alignment between managers' words and deeds as a research focus.
January 1, 2002... Abstract This paper focuses on the perceived pattern of alignment between a manager's words and deeds, with special attention to promise keeping, and espoused and enacted values. It terms this perceived pattern of alignment "Behavioral...

Understanding acquisition performance: the role of transfer effects.
January 1, 2002... Abstract Drawing on work from transfer theory at the individual unit of analysis, this study examines positive and negative transfer effects in organization acquisitions. Data from 96 organizations reveal that, consistent with theories on...

Capability exploitation and building in a foreign market: implications for multinational enterprises.
January 1, 2002... Abstract This study examines environmental and organizational factors that influence a multinational enterprise's (MNE's) capability exploitation and building in a complex foreign market. Analysis of data from 167 MNE subunits in the...

How tight are the ties that bind stakeholder groups?
January 1, 2002... Abstract The purpose of stakeholder management is to facilitate our understanding of increasingly unpredictable external environments, thereby facilitating our ability to manage within these environments. We argue that a powerful implicit...

Sustained competitive advantage: temporal dynamics and the incidence and persistence of superior economic performance. (Perspective).
January 1, 2002... Abstract Competitive advantage is a key concept in strategic management research for a number of reasons--not the least of which is that an avowed consequence of its attainment is held to be superior economic performance. However, few...