Search

This section presents abstracts of conference papers related to business policy and strategy. These include "Competitive Advantage in Transition Economies: Exploring Organizational Capacity for Change," discussing competitive advantage in developed countries, "A Changing of the Guard: Executive and Director Turnover Following Corporate Earnings Restatements," on corporate earnings restatements, and "Balancing Exploration and Exploitation in Alliance Formation: A Multidimensional Perspective."

This section presents abstracts of papers related to business policy and strategy, including "Competition, Learning, or Legitimacy: Understanding the Adoption of Websites by Consumer Magazines," about corporate earnings restatements; "A Road to Directorship: How Corporate Executives Secure Positions on Other Firm's Boards," about the role of outside directors; and "A Selection that Cannot Stand the Test: Succession Context and New CEO Dismissal," about executive succession.

This section presents abstracts of several studies on organizational behavior. "Darwinism, Behavioral Genetics, And Organizational Behavior: A Review and Agenda for Future Research," which reviews the evolutionary proecsses and behavioral genetics for organizational behavior. "A Meta-Analysis of Stress and Performance at Work: Moderating Effects of Gender, Age, and Tenure," studies the relationship between stresses and work performance. "The Role of Leader Behaviors and Leader-Member Exchange in Customer Service," discusses the evaluation of leader-member exchange in salons in Taiwan.

The article presents abstracts on organization and management theory topics which include differences between Convention Theory and New Organizational Institutionalism, the relationship between status and uncertainty, and the people variations in networks that can affect organizational performance.

The article presents abstracts on managerial and organizational cognition topics which include the rationalization of ethical and unethical behaviors, leadership characteristics in firm survival, and individual and group creativity in service organizations.

This paper presents an integrative framework for studying knowledge exchange between organizational units from a dyadic perspective. Our major argument is that the characteristics of the dyadic relationship influence knowledge flows between Organizational units operating in the same corporation. We conceptualize the variations of knowledge flows within a dyad along four dimensions --interdependence, social ties, reputational balance, and inter-unit similarity -- as they impact the efficiency and reciprocity of knowledge exchange. Further, we analyze the interaction effect of interdependence with the other three dimensions on the amount and reciprocity of knowledge shared within the dyad. [ABSTRACT FROM AUTHOR]

This section presents conference symposia abstracts related to business policy and strategy. Some of the symposium's include "Set-Theoretic Methods in Management and Strategy Research," that focuses on set-theory in management and strategy research; "Interdependence in Organizations, Circa 2005," about how interdependence in organizations affects people within that organization; and "Contractual Design of Technology Alliances," regarding how contract structures affect incentives.

The article presents abstracts from conference symposia concerning technology and innovation management. "Institutional Entrepreneurship" discusses the nature of interdependence in organizations and how it affects institutional change, entrepreneurship and innovation. "A New Vision of Managing R&D Consortia in the 21st Century" focuses on strategic alliances and consortia in product innovation. "Managing Distributed Innovation: Multiple Perspectives," investigates joint ventures in different phases of product or service innovation.

This section presents organization and management theory conference symposia abstracts. "Organizational Identity: Meanings, Constraints, Sanctions and Consequences" contains presentations on organizational identity, new theoretical developments and empirical evidence developing this line of thought. "Interdependence in Organizations, Circa 2005," considers the nature of interdependence in organizations and its consequences for organizational actors at all levels. "Set-Theoretic Methods in Management and Strategy Research," discusses set-theoretic methods in social sciences.

From Google building their first gigabit network to the stimulus package sparking a chain of perceivably fortuitous events, Kansas City serendipitously benefited from a sequence of strategic undertakings that propelled it to a partnership with Cisco's Smart+Connected Communities FrameworkTM on its way to making it North America's largest "Smart City". This emerging concept, although posited to address growing economic, social and ecological concerns of global urbanization, lacked a pragmatic practitioner's framework for management given its infancy and missing direction on the implementation of such complex initiatives. This is particularly salient on part of the organizations intertwined amidst these interdependent interactions. The current paper observes the initial dynamics and institutional mechanisms in the reinforcing processes of public-private needs, the roles played by decision makers, along with providing directions for future academic discussions and implications for businesses and organizations, especially for entrepreneurial start-ups and new ventures leveraging available opportunities. Put another way, diverting from literature on smart cities which explores the "why", our paper observes the smart city development in real- time and aims to delve deeper into the "how" of city management to engagement of citizens and provision of better services through technological innovations and higher levels of enabled entrepreneurship. [ABSTRACT FROM AUTHOR]

This paper develops a theory and propositions for shaping structural interdependence in teams when such interdependence cannot be mandated through authority of task requirements or goal definition. Lateral teams, such as matrixed functions and key account teams, cross organizations to coordinate and align activities without losing the responsiveness of separate units. Lateral leaders are mandated to increase interdependence; however, they rarely have authority over lateral team members' tasks or goals. Team research has assumed interdependence as a structural condition of teams, an exogenous input or moderator variable. This paper questions that assumption and articulates structural interdependence as an endogenous mediator variable for performance outcomes. It defines a taxonomy of behavioral interdependence processes that can influence structural interdependence, then identifies three team states that encourage the interdependence behaviors, and can be influenced by a leader. Propositions are developed regarding causal relationships among states, behavioral and structural interdependence, and performance outcomes. Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

This paper examines the idea that people protect group serving members who engage in corrupt acts to benefit the group. People who define themselves interdependently with their groups expect group members to be motivated by collective gain and as a result, are more likely to protect those who engage in corrupt behaviors that benefit the group. We find that participants who define themselves interdependently with groups (Study 2a) as well as those who are primed with an interdependent mindset (Study 2b) expect group members to be motivated by collective gain. In Study 3 and Study 4, results show that participants primed with an interdependent mindset are less likely to punish corrupt members who benefit the group when they are motivated by collective gain than participants primed with an independent mindset. We discuss the implications of these findings for the emergence and sustenance of corruption in interdependent and collectivistic groups. [ABSTRACT FROM AUTHOR]

Managing interdependence in multi-business organizations is a profound challenge for the design and use of management control systems at the corporate level. This paper focuses on how combinations of control mechanisms shift with the types of interdependence that arise from collaborations among business units. Results of a case study of a leading multinational telecommunications provider suggest that the size, density and composition of control systems vary significantly with the type of interdependence. Four archetypal configurations of management control systems derive from a novel application of network analysis and are further substantiated by qualitative sub-cases of financial accounting, the customer service, the sales channels, and the product and innovation management of the case study firm. Specifically, we find that management control systems are significantly more complex in cases of cooperative forms of interdependence than in cases of transactional forms. Contrary to expectations, this also applies to pooled interdependence. The high control demands of pooled interdependence arise from specific problems of collective action in multi-business organizations that strive for a parenting advantage through economies of scale and scope. [ABSTRACT FROM AUTHOR]