Organization Science articles from September 2002

Organization Science archives from September 2002

Adapting to radical change: strategy and environment in piece-rate adoption during China's transition.
September 1, 2002... Abstract Adaptation to radical change is central to research in organization theory, and some of the most dramatic examples of environmental change have occurred recently in transition economies such as China. I take advantage of change...

Clothes make the person? the tailoring of legitimating accounts and the social construction of identity.
September 1, 2002... Abstract We empirically explore the legitimating accounts for and against policies precluding workplace discrimination against gay, lesbian, bisexual, and transgender people, focusing on how agents working at both the national level and...

When talk is not cheap: substantive penance and expressions of intent in rebuilding cooperation.
September 1, 2002... Abstract Interpersonal relationships can be fragile. The mere perception of opportunistic behavior can lead to a breakdown in cooperation. Once damaged, the question then arises as to whether and how cooperation might be restored....

A process model of capability development: lessons from the electronic commerce strategy at Bolsa de Valores de Guayaquil.
September 1, 2002... Abstract Past literature using the resource-based view of the firm has concentrated on attributes of firms' capabilities and on strategies for exploiting existing firm-specific assets. Comparatively little research has been conducted on...

When hot and cold collide in radical change processes: lessons from community development.
September 1, 2002... Abstract A group's tendency to protect its identity often inhibits it from initiating radical change. For this reason, external interventions are typically needed to engage a group in reexamining and moving beyond its current identity. If...

Being efficiently fickle: A dynamic theory of organizational choice.
September 1, 2002... Abstract A central proposition in organization theory is that discrete organizational forms are matched to environmental conditions, market strategies, or exchange conditions. This paper develops a contrary theoretical proposition. We...

On organizational becoming: rethinking organizational change.
September 1, 2002... Abstract Traditional approaches to organizational change have been dominated by assumptions privileging stability, routine, and order. As a result, organizational change has been reified and treated as exceptional rather than natural. In...

Time to change: temporal shifts as Enablers of organizational change.
September 1, 2002... Abstract In this paper, we integrate findings from three field studies of technology intensive organizations to explore the process through which change occurred. In each case, problems were well recognized but had become entrenched and...