Organization Science articles from July 2004

Organization Science archives from July 2004

Toxic decision processes: a study of emotion and organizational decision making.
July 1, 2004... This paper addresses the role of emotion in organizational decision making. Grounding our research in the decision process literature, we introduce the concept of "toxic decision processes": organizational decision processes that generate...

Learning to contract: evidence from the personal computer industry.
July 1, 2004... Organizational forms involving more detailed contracts than are found in traditional spot market exchanges appear to be increasingly prevalent. There has been relatively little analysis, however, of the extent to which firms learn how to use...

Balancing and rebalancing in the creation and evolution of organizational control.(Organization Science)
July 1, 2004... This research examines data collected as part of a 10-year case study of the creation and evolution of organizational control during organizational founding. Past research has taken a cross-sectional approach to examining control use in mature,...

Organizational trustworthiness: findings from the population of organizational ethnographies.
July 1, 2004... Contemporary workplaces solicit heightened effort and initiative from employees through teams and related forms of participation. Trustworthy behavior on the part of organizations is an important precondition for heightened employee effort and...

More than an answer: information relationships for actionable knowledge.
July 1, 2004... Research on information processing, managerial cognition, and social networks demonstrates that people rely on other people for information. However, this work has not specified how seeking information from others results in actionable...

Allocating decision rights on the shop floor: a perspective from transaction cost economics and organization theory.
July 1, 2004... This paper explores the links that the allocation of decision rights on the shop floor maintains with labor transaction attributes and several structural traits of the firm. The approach is based on the transaction cost apparatus and harnesses...

Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis.
July 1, 2004... While exploration and exploitation represent two fundamentally different approaches to organizational learning, recent literature has increasingly indicated the need for firms to achieve a balance between the two. This balanced view is embedded...