A field study of 29 resource-constrained firms that varied dramatically in their responses to similar objective environments is used to examine the process by which entrepreneurs in resource-poor environments were able to render unique services by recombining elements at hand for new purposes that challenged institutional definitions and limits. We found that Lévi-Strauss’s concept of …
카테고리 글 보관함:행복DB
Sonenshein, S. (2014). How organizations foster the creative use of resources. Academy of Management Journal, 57(3), 814-848.
Using a multi-year qualitative study, I explain how employees at a fast-growing retail organization used creative resourcing—that is, the manipulation and recombination of objects in novel and useful ways to solve problems. I induce two core organizational processes (autonomous resourcing and directed resourcing) that explain how organizations foster ongoing creative activities in response to different …
Howard-Grenville, J., Golden-Biddle, K., Irwin, J., & Mao, J. (2011). Liminality as cultural process for cultural change. Organization Science, 22(2), 522-539.
This paper offers a revised understanding of intentional cultural change. In contrast to prevailing accounts, we suggest that such change can take place in the absence of initiating jolts, may be infused in everyday organizational life, and led by insiders who need not hold hierarchical power. Drawing on data from field studies and in-depth interviews, …
Dutton, J. E., Ashford, S. J., Lawrence, K. A., & Miner-Rubino, K. (2002). Red light, green light: Making sense of the organizational context for issue selling. Organization Science, 13(4), 355-369.
This paper analyzes the contextual cues female managers attend to when considering raising gender-equity issues at work. Study 1 provides a qualitative look at the range of cues indicating context favorability, including demographic patterns, top management qualities, and cultural exclusivity. Study 2 experimentally manipulates these cues and reveals that the exclusiveness of organizational culture is …
Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of management review, 18(3), 397-428.
The time and attention of top management in an organization are critical, but limited, resources. This article develops insights on issue selling as a process that is central to explaining how and where top management allocates its time and attention. We see issue selling as a critical activity in the early stages of organizational decision-making …
Howard-Grenville, J. A. (2007). Developing issue-selling effectiveness over time: Issue selling as resourcing. Organization Science, 18(4), 560-577.
This paper considers how issue sellers advance new issues within an organization over time, and how they gain competence at doing so. Using ethnographic, archival, and interview data spanning a six-year period, it describes the moves made by members of a high-tech manufacturer to introduce environmental considerations into the design of new manufacturing processes. A …
Sonenshein, S. (2006). Crafting social issues at work. Academy of Management Journal, 49(6), 1158-1172.
I present and test a model of issue crafting, in which individuals shape the meaning of social issues by intentionally using language in public that portrays those issues in ways that differ from the individuals’ private understandings of the issues. Using statements collected with an experimental design, I found that the public language individuals used …
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.
This research begins to develop and validate a multidimensional measure of psychological empowerment in the workplace. Second-order confirmatory factor analyses were conducted with two complementary samples to demonstrate the convergent and discriminant validity of four dimensions of empowerment and their contributions to an overall construct of psychological empowerment. Structural equations modeling was used to examine …
Tong, E. M., Fredrickson, B. L., Chang, W., & Lim, Z. X. (2010). Re-examining hope: The roles of agency thinking and pathways thinking. Cognition and Emotion, 24(7), 1207-1215.
A considerable amount of research in hope is driven by Snyder’s (1994) model which proposes that hope is positively associated with agency thinking and pathways thinking. However, the current research suggests that hope as understood by the layperson (Hope) is only associated with agency thinking and not with pathways thinking. This was found over four …
Dutton, J. E., Ashford, S. J., O& #39;Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management journal, 44(4), 716-736.
In this study, we examined 82 accounts of “issue selling” to better understand managers’ implicit theories for successfully shaping change from below by directing the attention of top management. The study reveals the importance of various issue-selling moves, including packaging, involvement, and timing. Managerial accounts uncover three kinds of contextual knowledge that are critical to …