Organization Science articles from July 2006

Organization Science archives from July 2006

From the editor.(Editorial)
July 1, 2006... Greetings! I am writing to let you know of changes in the Organization Science group of senior editors. Sim Sitkin and Jim Wade have decided to step down from being senior editors. Sim brought wide-ranging expertise, with particular interest in...

Owning the code: status closure in distributed groups.
July 1, 2006... An ethnographic study of a team of software developers working on a new product across two groups--located on the West Coast of the United States and in Bangalore, India--is used to analyze status dynamics in distributed groups. Whereas...

Supplier performance in vertical alliances: the effects of self-enforcing agreements and enforceable contracts.
July 1, 2006... The paper examines the significance of enforceability and adaptability in governing vertical alliances and their performance ramifications for suppliers. Literature on supplier relations suggests that suppliers are skeptical of close ties with...

Attention as the mediator between top management team characteristics and strategic change: the case of airline deregulation.
July 1, 2006... We integrate the upper-echelons perspective with the attention-based view of the firm by examining the role of attentional orientation of top management teams (TMTs). In the context of airline deregulation, we find that deregulation caused a...

Enhancing creativity through "mindless" work: a framework of workday design.
July 1, 2006... We propose that organizations use a new framework of workday design to enhance the creativity of today's chronically overworked professionals. Although insights from creativity research have been integrated into models of work design to...

When collections of creatives become creative collectives: a field study of problem solving at work.
July 1, 2006... This paper introduces a model of collective creativity that explains how the locus of creative problem solving shifts, at times, from the individual to the interactions of a collective. The model is grounded in observations, interviews,...

Introduction to mindfulness.(CROSSROADS)
July 1, 2006... This Crossroads section continues the Organization Science tradition of providing a forum for discussing issues central to our understanding of organizations. Dan Levinthal and Claus Rerup begin the conversation in their essay "Crossing an...

Crossing an apparent chasm: bridging mindful and less-mindful perspectives on organizational learning.
July 1, 2006... An important new stream of organizational research has emerged in recent years that draws on the notion of mindfulness. At the same time, there is a long-standing body of work in the organizations literature that emphasizes the role of...

Mindfulness and the quality of organizational attention.
July 1, 2006... Mindfulness as depicted by Levinthal and Rerup (2006) involves encoding ambiguous outcomes in ways that influence learning, and encoding stimuli in ways that match context with a repertoire of routines. We add to Levinthal and Rerup's...