Organization Science articles from March 2000

Organization Science archives from March 2000

The social capital of French and American managers.
March 1, 2000... Abstract Accumulating empirical evidence on American managers shows that social-capital effects on performance are a function of the information and control benefits of bridging structural holes--the disconnections between nonredundant...

Insufficient bureaucracy: trust and commitment in particularistic organizations.
March 1, 2000... Abstract Many employees in the world are evaluated and rewarded at work based on who they are ("particularism") rather than based on impersonal judgments of their performance ("universalism"). Yet the field of organizational behavior has...

Making connections: complementary influences on communication media choices, attitudes, and use.
March 1, 2000... Abstract Theorizing about communication media attitudes and behaviors has drawn upon multiple theories (e.g., media richness, social influence). But these theories have often been pitted against each other rather than considered as...

Trapped in your own net? Network cohesion, structural holes, and the adaptation of social capital.
March 1, 2000... Abstract This paper explores the tension between two opposite views on how networks create social capital. Network closure (Coleman 1988) stresses the role of cohesive ties in fostering a normative environment that facilitates cooperation....

Towards a culturally sensitive approach to organization structuring: where organization design meets organization development.
March 1, 2000... Abstract This article describes an holistic model of intervention geared to achieving transformational change by interweaving culture and structure through the warp and weft of leadership processes. That is, it brings together organization...

Making sense in hypercompetitive environments: a cognitive explanation for the persistence of high velocity competition.
March 1, 2000... Abstract This paper explores the cognitive aspects underlying industries in hypercompetitive environments. Hypercompetition represents a state of competition with rapidly escalating levels of competition and reduced periods of competitive...

Jazz Improvisation and Organizing: once more from the top. (Cross Roads).
March 1, 2000... Abstract This is a response to the special issue of Organization Science on Jazz Improvisation and Organizing (Vol. 9, No. 5, 1998). It is a call to unpack the jazz metaphor by extending the notion of jazz, and thereby the value of the...

A grounded model of organizational schema change during empowerment.
March 1, 2000... Abstract We analyzed employee resistance to an organizational change project in which employees were empowered to participate in the design of a new organizational structure. What emerged from our analysis was the importance of cognitive...

The social capital of French and American managers.
March 1, 2000... Abstract Accumulating empirical evidence on American managers shows that social-capital effects on performance are a function of the information and control benefits of bridging structural holes--the disconnections between nonredundant...

Insufficient bureaucracy: trust and commitment in particularistic organizations.
March 1, 2000... Abstract Many employees in the world are evaluated and rewarded at work based on who they are ("particularism") rather than based on impersonal judgments of their performance ("universalism"). Yet the field of organizational behavior has...

Making connections: complementary influences on communication media choices, attitudes, and use.
March 1, 2000... Abstract Theorizing about communication media attitudes and behaviors has drawn upon multiple theories (e.g., media richness, social influence). But these theories have often been pitted against each other rather than considered as...

Trapped in your own net? Network cohesion, structural holes, and the adaptation of social capital.
March 1, 2000... Abstract This paper explores the tension between two opposite views on how networks create social capital. Network closure (Coleman 1988) stresses the role of cohesive ties in fostering a normative environment that facilitates cooperation....

Towards a culturally sensitive approach to organization structuring: where organization design meets organization development.
March 1, 2000... Abstract This article describes an holistic model of intervention geared to achieving transformational change by interweaving culture and structure through the warp and weft of leadership processes. That is, it brings together organization...

Making sense in hypercompetitive environments: a cognitive explanation for the persistence of high velocity competition.
March 1, 2000... Abstract This paper explores the cognitive aspects underlying industries in hypercompetitive environments. Hypercompetition represents a state of competition with rapidly escalating levels of competition and reduced periods of competitive...

Jazz improvisation and organizing: once more from the top. (Crossroads).
March 1, 2000... Abstract This is a response to the special issue of Organization Science on Jazz Improvisation and Organizing (Vol. 9, No. 5, 1998). It is a call to unpack the jazz metaphor by extending the notion of jazz, and thereby the value of the...

A grounded model of organizational schema change during empowerment.
March 1, 2000... Abstract We analyzed employee resistance to an organizational change project in which employees were empowered to participate in the design of a new organizational structure. What emerged from our analysis was the importance of cognitive...