Organization Science articles from September 2001

Organization Science archives from September 2001

Adaptation as information restriction: the hot stove effect.
September 1, 2001... Abstract Individuals and social systems are often portrayed as risk averse and resistant to change. Such propensities are characteristically attributed to individual, organizational, and cultural traits such as risk aversion,...

Too much of a good thing? Product proliferation and organizational failure.
September 1, 2001... Abstract When organizations make important changes, such as introducing products based on new technologies, they may gain strategic advantages but they also experience disruptions. We argue that these disruptions are especially strong when...

How leaders foster self-managing team effectiveness: design choices versus hands-on coaching.
September 1, 2001... Abstract This multi-method field study examines the relative effects of two kinds of leader behaviors--design choices and hands-on coaching--on the effectiveness of self-managing teams. Findings show that how leaders design their teams and...

Introduction to focused issue: risk, managers, and options in organizations.
September 1, 2001... This special issue is devoted to a topic, "Risk, Managers, and Options in Organizations," that is of central importance to the crossroads of strategy, organization theory, and decision making. The occasion for these papers stems from a...

The illusion of leadership: misattribution of cause in coordination games.
September 1, 2001... Abstract This paper reports the results of experiments which examine attributions of leadership quality. Subjects played an abstract coordination game which is like many organizational problems. Previous research showed that when larger...

Judgmental errors, interactive norms, and the difficulty of detecting strategic surprises.
September 1, 2001... Abstract The concept of strategic surprise has been used by writers on military strategy to explore the successful amplification of resources during battle. This paper applies the same concept to subcontracting relationships and develops a...

Reimagining the differentiation and integration of work for sustained product innovation.
September 1, 2001... Abstract This study describes the image of organizing that underlies complex organization's ability to incorporate streams of innovation with continuing operations. I argue that a mechanistic organization archetype prevents people from...

How organizational resources affect strategic change and performance in turbulent environments: theory and evidence.
September 1, 2001... Abstract This study examines how historical resource endowments and competencies affect strategic change and its outcomes amid environmental turbulence. Drawing from both behavioral and economics-based literatures, we develop four distinct...