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P., 1974, Strategy, structure, and economic performance",{},{"id":17,"text":440,"url":17,"identifiers":441},"10.1002\u002Fsmj.4250030407",{"doi":440},{"id":17,"text":443,"url":17,"identifiers":444},"Sohn J., 1994, Business Korea, 12, 30",{},{"id":17,"text":446,"url":17,"identifiers":447},"10.2307\u002F256635",{"doi":446},{"id":17,"text":449,"url":17,"identifiers":450},"10.2307\u002F256281",{"doi":449},{"id":452,"createTime":453,"updateTime":454,"relativeEntities":455,"slug":456,"properties":457,"entityType":54,"verifyStatus":55,"verifyTime":454,"verifyNote":57,"languages":464,"translateLanguages":17,"viewCount":18,"primaryUrl":465,"fullTextUrl":17,"authors":466,"publicationType":94,"publisherRelationship":482,"citationCount":17,"citationInfo":17,"publishDate":502,"publishYear":503,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":504,"openAccess":17,"references":505,"isForceReanalyzing":270},"1b1d3f1e-cafe-413f-b4e0-145d39d3842c","2024-04-16T09:43:14.717+00:00","2025-02-26T04:58:56.768+00:00",[],"UNCERTAINTY-IN-SELECTING-ALLIANCE-PARTNERS-THE-THREE-REDUCTION-MECHANISMS-AND-ALLIANCE-FORMATION-PROCESSES",{"title":458,"doi":460,"abstract":462},{"EN":459},"UNCERTAINTY IN SELECTING ALLIANCE PARTNERS: THE THREE REDUCTION MECHANISMS AND ALLIANCE FORMATION PROCESSES",{"VOID":461},"10.1108\u002Feb028946",{"EN":463},"\u003Cjats:p>Although previous research has reached an agreement that finding appropriate alliance partners and reducing selection uncertainty are important for achieving high alliance performance, it has not explored (1) how organizations reduce selection uncertainty, (2) what mechanism enables organizations to do so, and, more generally, (3) how organizations form alliances. This research examined these research questions by conducting fieldwork at 20 biopharmaceutical organizations in the Untied States. I identified three mechanisms for reducing selection uncertainty, including the (1) relational, (2) internal, and (3) contextual mechanisms. One of the findings implies that alliances do not always emerge out of embedded ties, and that there exist variations in organizational usage and reliance on ties and personal rapport in constructing interorganizational networks.\u003C\u002Fjats:p>",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028946\u002Ffull\u002Fhtml",[467],{"id":468,"sortIndex":18,"researcher":17,"roles":469,"affiliations":470,"properties":479,"displayName":481,"givenName":17,"familyName":17},"ab50016c-34d7-4293-a74f-d6782ffd2b7c",[],[471],{"id":472,"sortIndex":18,"affiliation":473,"properties":17},"849cbb40-01bb-4b3f-b913-e716f3b5e6d2",{"id":472,"createTime":17,"updateTime":17,"relativeEntities":474,"slug":17,"properties":475,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":478,"statistic":17},[],{"title":476},{"VI":477},"University of Tsukuba, Japan",[],{"title":480},{"EN":481},"HitoshiMitsuhashi",{"url":17,"publisher":483,"properties":496},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":484,"slug":10,"properties":485,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":488,"manageAffiliations":489,"indexDatabases":490,"url":17,"thumbnailPath":17,"statistic":491,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":486,"title":487},{"VOID":13},{"EN":10},[],[],[],{"impactFactor":18,"impactFactorByYear":492,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":24,"totalPublicationByYear":493,"totalCitation":18,"totalCitationByYear":494,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":495,"hindexLast5Year":18,"hindex":18},{},{"1993":26,"1994":27,"1995":28,"1996":29,"1997":30,"1998":31,"1999":28,"2000":31,"2001":31,"2002":30,"2003":32},{},{},{"issue":497,"pages":498,"volume":500},{"VOID":111},{"VOID":499},"109-133",{"VOID":501},"10","2002-02-01",2002,[],[506,510,513,516,519,523,527,530,533,536,539,542,545,549,553,556,559,562,565,568,572,575,578,581,584,587,590,593,596,599,602,605,608,611,614,618,621,624,627,630,633,636,639,642,645,649,652,655,658,661,664],{"id":17,"text":507,"url":17,"identifiers":508},"Aldrich H., 1977, Academy of Management Review, 2, 217, 10.5465\u002Famr.1977.4409044",{"doi":509},"10.5465\u002Famr.1977.4409044",{"id":17,"text":511,"url":17,"identifiers":512},"Aldrich H. E., 1979, Organizations and environments",{},{"id":17,"text":514,"url":17,"identifiers":515},"Arino A., Learning from failure: Towards an evolutionary model of collaborative ventures",{},{"id":17,"text":517,"url":17,"identifiers":518},"10.2307\u002F256889",{"doi":517},{"id":17,"text":520,"url":17,"identifiers":521},"Block F., 1990, Postinduslrial possibilities: A critique of economic discourse, 10.1525\u002F9780520910133",{"doi":522},"10.1525\u002F9780520910133",{"id":17,"text":524,"url":17,"identifiers":525},"Burt R. S., 1992, Structural holes: The social structure of competition, 10.4159\u002F9780674029095",{"doi":526},"10.4159\u002F9780674029095",{"id":17,"text":528,"url":17,"identifiers":529},"Chowdhury M. A. J., 1989, International joint ventures: Some interfinn-organizations specific determinants of success andfailures: A factor analysis exploration. 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L., 1998, Alliance advantage: The art of creating value through partnering",{},{"id":17,"text":543,"url":17,"identifiers":544},"10.2307\u002F2391959",{"doi":543},{"id":17,"text":546,"url":17,"identifiers":547},"Eisenhardt K., 1989, Academy of Management Review, 14, 57, 10.5465\u002Famr.1989.4279003",{"doi":548},"10.5465\u002Famr.1989.4279003",{"id":17,"text":550,"url":17,"identifiers":551},"Eisenhardt K., 1989, Academy of Management Review, 14, 532, 10.5465\u002Famr.1989.4308385",{"doi":552},"10.5465\u002Famr.1989.4308385",{"id":17,"text":554,"url":17,"identifiers":555},"10.1287\u002Forsc.7.2.136",{"doi":554},{"id":17,"text":557,"url":17,"identifiers":558},"10.1057\u002Fpalgrave.jibs.8490291",{"doi":557},{"id":17,"text":560,"url":17,"identifiers":561},"10.1016\u002F0749-5978(90)90047-D",{"doi":560},{"id":17,"text":563,"url":17,"identifiers":564},"Gomes-Casseres B., 1996, The alliance revolution: The new shape of business rivalry",{},{"id":17,"text":566,"url":17,"identifiers":567},"10.1086\u002F225469",{"doi":566},{"id":17,"text":569,"url":17,"identifiers":570},"Granovetter M., 1995, Getting ajob, 2, 10.7208\u002Fchicago\u002F9780226518404.001.0001",{"doi":571},"10.7208\u002Fchicago\u002F9780226518404.001.0001",{"id":17,"text":573,"url":17,"identifiers":574},"10.1086\u002F210179",{"doi":573},{"id":17,"text":576,"url":17,"identifiers":577},"10.2307\u002F256729",{"doi":576},{"id":17,"text":579,"url":17,"identifiers":580},"10.1002\u002F(SICI)1097-0266(199804)19:4\u003C293::AID-SMJ982>3.0.CO;2-M",{"doi":579},{"id":17,"text":582,"url":17,"identifiers":583},"10.2307\u002F256374",{"doi":582},{"id":17,"text":585,"url":17,"identifiers":586},"10.1287\u002Forsc.9.4.454",{"doi":585},{"id":17,"text":588,"url":17,"identifiers":589},"Kanter R. M., 1989, When giants team to dance",{},{"id":17,"text":591,"url":17,"identifiers":592},"10.1002\u002Fsmj.4250090403",{"doi":591},{"id":17,"text":594,"url":17,"identifiers":595},"10.2307\u002F256961",{"doi":594},{"id":17,"text":597,"url":17,"identifiers":598},"10.2307\u002F2393534",{"doi":597},{"id":17,"text":600,"url":17,"identifiers":601},"10.1146\u002Fannurev.so.14.080188.001535",{"doi":600},{"id":17,"text":603,"url":17,"identifiers":604},"10.1002\u002F(SICI)1097-0266(199904)20:4\u003C317::AID-SMJ28>3.0.CO;2-3",{"doi":603},{"id":17,"text":606,"url":17,"identifiers":607},"March J. G., 1958, Organizations",{},{"id":17,"text":609,"url":17,"identifiers":610},"Nelson R. R., 1982, An evolutionary theory of economic change",{},{"id":17,"text":612,"url":17,"identifiers":613},"O'Reilly C. A., 1996, L. Cummings & B, 157",{},{"id":17,"text":615,"url":17,"identifiers":616},"Oliver C., 1990, Academy of Management Review, 15, 241, 10.5465\u002Famr.1990.4308156",{"doi":617},"10.5465\u002Famr.1990.4308156",{"id":17,"text":619,"url":17,"identifiers":620},"Pfeffer J., 1978, The external control of organization",{},{"id":17,"text":622,"url":17,"identifiers":623},"Pharmaceutical Research, 2000, Annual reports",{},{"id":17,"text":625,"url":17,"identifiers":626},"10.2307\u002F2393299",{"doi":625},{"id":17,"text":628,"url":17,"identifiers":629},"Powell W. W., 1990, L. 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L., 1990, Information and organizations, 10.1525\u002F9780520909625",{"doi":648},"10.1525\u002F9780520909625",{"id":17,"text":650,"url":17,"identifiers":651},"10.2307\u002F2393679",{"doi":650},{"id":17,"text":653,"url":17,"identifiers":654},"10.2307\u002F2666998",{"doi":653},{"id":17,"text":656,"url":17,"identifiers":657},"Thompson J., 1967, Organizations in action",{},{"id":17,"text":659,"url":17,"identifiers":660},"10.2307\u002F2096399",{"doi":659},{"id":17,"text":662,"url":17,"identifiers":663},"10.1002\u002Fsmj.4250090505",{"doi":662},{"id":17,"text":665,"url":17,"identifiers":666},"Zucker, L. G. (1986). Production of trust: Institutional sources of economic structure, 1840-1920. In L. Cummings & B. Staw (Eds.), Research in organizational behavior(Vol. 12, pp.295-336). Greenwich, CT: JAI Press.",{},{"id":668,"createTime":669,"updateTime":670,"relativeEntities":671,"slug":672,"properties":673,"entityType":54,"verifyStatus":55,"verifyTime":670,"verifyNote":57,"languages":680,"translateLanguages":17,"viewCount":18,"primaryUrl":681,"fullTextUrl":17,"authors":682,"publicationType":94,"publisherRelationship":698,"citationCount":17,"citationInfo":17,"publishDate":712,"publishYear":335,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":713,"openAccess":17,"references":714,"isForceReanalyzing":270},"574af827-dc54-4056-b4c1-c5b00e06dedf","2024-04-11T21:35:49.436+00:00","2025-02-26T03:15:36.243+00:00",[],"WORKAHOLISM-AND-EXTRA-WORK-SATISFACTIONS",{"title":674,"doi":676,"abstract":678},{"EN":675},"WORKAHOLISM AND EXTRA‐WORK SATISFACTIONS",{"VOID":677},"10.1108\u002Feb028906",{"EN":679},"\u003Cjats:p>The topic of workaholism in organizations has received considerable attention in the popular media although our understanding of it is still quite limited. Most definitions of workaholism convey the notion of singular commitment to work to the detriment of extra‐work activities. This study, using measures developed by Spence and Robbins (1992), examines the relationship of workaholism type to measures of extra‐work satisfactions (family, friends, community). Data were collected from 530 women and men managers and professionals using anonymous questionnaires. The results showed the hypothesized negative relationship between workaholism and extra‐work satisfactions. Implications for reducing workaholic behaviors are offered.\u003C\u002Fjats:p>",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028906\u002Ffull\u002Fhtml",[683],{"id":684,"sortIndex":18,"researcher":17,"roles":685,"affiliations":686,"properties":695,"displayName":697,"givenName":17,"familyName":17},"02edb1e8-7bff-44dc-8ef4-160921ca669c",[],[687],{"id":688,"sortIndex":18,"affiliation":689,"properties":17},"b18addef-915c-4a60-903f-7be9a096c29b",{"id":688,"createTime":17,"updateTime":17,"relativeEntities":690,"slug":17,"properties":691,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":694,"statistic":17},[],{"title":692},{"VI":693},"York University, Canada",[],{"title":696},{"EN":697},"Ronald J.Burke",{"url":17,"publisher":699,"properties":17},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":700,"slug":10,"properties":701,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":704,"manageAffiliations":705,"indexDatabases":706,"url":17,"thumbnailPath":17,"statistic":707,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":702,"title":703},{"VOID":13},{"EN":10},[],[],[],{"impactFactor":18,"impactFactorByYear":708,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":24,"totalPublicationByYear":709,"totalCitation":18,"totalCitationByYear":710,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":711,"hindexLast5Year":18,"hindex":18},{},{"1993":26,"1994":27,"1995":28,"1996":29,"1997":30,"1998":31,"1999":28,"2000":31,"2001":31,"2002":30,"2003":32},{},{},"1999-04-01",[],[715,718,721,724,727,730,733,736,739,742,745,748,751,754,757,760,763,766,769,772,775,778,781,784,787,790,793,796,799,802],{"id":17,"text":716,"url":17,"identifiers":717},"10.1023\u002FA:1021910303807",{"doi":716},{"id":17,"text":719,"url":17,"identifiers":720},"Cherrington D. J., 1980, The work ethic",{},{"id":17,"text":722,"url":17,"identifiers":723},"Elder E. D., 1993, Department of Psychology",{},{"id":17,"text":725,"url":17,"identifiers":726},"Fassel D., 1990, Working ourselves to death: The high costs of workaholism, the rewards of recovery",{},{"id":17,"text":728,"url":17,"identifiers":729},"Franzmeier A., Nations' Business, 73",{},{"id":17,"text":731,"url":17,"identifiers":732},"Garfield C. A., 1987, Peak performers: The new heroes of American business",{},{"id":17,"text":734,"url":17,"identifiers":735},"Haas R., Business and Health, 4",{},{"id":17,"text":737,"url":17,"identifiers":738},"10.1037\u002F0021-9010.84.4.564",{"doi":737},{"id":17,"text":740,"url":17,"identifiers":741},"10.1111\u002Fj.1468-5884.1996.tb00024.x",{"doi":740},{"id":17,"text":743,"url":17,"identifiers":744},"Kiechel W., Fortune, 50",{},{"id":17,"text":746,"url":17,"identifiers":747},"Kiechel W., Fortune, 117",{},{"id":17,"text":749,"url":17,"identifiers":750},"Killinger B., 1991, Workaholics: The respectable addicts",{},{"id":17,"text":752,"url":17,"identifiers":753},"Klaft R. P., 1988, Business, 33, 37",{},{"id":17,"text":755,"url":17,"identifiers":756},"Kofodimos J., 1995, Balancing act",{},{"id":17,"text":758,"url":17,"identifiers":759},"Korn E. 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K., 1987, The workaholic syndrome",{},{"id":806,"createTime":807,"updateTime":808,"relativeEntities":809,"slug":810,"properties":811,"entityType":54,"verifyStatus":55,"verifyTime":808,"verifyNote":57,"languages":818,"translateLanguages":17,"viewCount":18,"primaryUrl":819,"fullTextUrl":17,"authors":820,"publicationType":94,"publisherRelationship":866,"citationCount":17,"citationInfo":17,"publishDate":887,"publishYear":888,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":889,"openAccess":17,"references":890,"isForceReanalyzing":270},"e31f7618-93c0-48a3-b40f-f3ac250b16ec","2024-04-20T06:02:11.704+00:00","2025-02-25T00:57:18.231+00:00",[],"WORKPLACE-CONFLICT-BULLYING-AND-COUNTERPRODUCTIVE-BEHAVIORS",{"title":812,"doi":814,"abstract":816},{"EN":813},"WORKPLACE CONFLICT, BULLYING, AND COUNTERPRODUCTIVE BEHAVIORS",{"VOID":815},"10.1108\u002Feb028976",{"EN":817},"\u003Cjats:p>Using a multi‐method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi‐structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open‐ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.\u003C\u002Fjats:p>",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028976\u002Ffull\u002Fhtml",[821,836,851],{"id":822,"sortIndex":18,"researcher":17,"roles":823,"affiliations":824,"properties":833,"displayName":835,"givenName":17,"familyName":17},"787840ef-6eb9-49f9-b194-c0dce7e88f1f",[],[825],{"id":826,"sortIndex":18,"affiliation":827,"properties":17},"349e18e1-6765-40db-b897-dc18e65bf993",{"id":826,"createTime":17,"updateTime":17,"relativeEntities":828,"slug":17,"properties":829,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":832,"statistic":17},[],{"title":830},{"EN":831},"University of Queensland Oluremi B. 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However, we suggest that the role of participation that is most typically described in the organizational behavior (OB) literature does not match the type of participation practiced in JIT. We introduce a theoretical framework that accounts for these different perspectives: whereas the OB approach treats participation as an intervention and hence as an independent variable, the JIT approach sees it as a side effect of the JIT production system and hence a dependent variable. Understanding of the differences is essential in JIT implementation in the workplace if we are to avoid miscommunication, stress, and disbelief in the system.\u003C\u002Fjats:p>",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028827\u002Ffull\u002Fhtml",[1092,1107,1120],{"id":1093,"sortIndex":18,"researcher":17,"roles":1094,"affiliations":1095,"properties":1104,"displayName":1106,"givenName":17,"familyName":17},"7722e48f-1a8d-4cbc-8aeb-cf6d0838a808",[],[1096],{"id":1097,"sortIndex":18,"affiliation":1098,"properties":17},"0ff76bba-27bc-407b-95d1-520a0c78dcf4",{"id":1097,"createTime":17,"updateTime":17,"relativeEntities":1099,"slug":17,"properties":1100,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1103,"statistic":17},[],{"title":1101},{"EN":1102},"University of New Orleans",[],{"title":1105},{"EN":1106},"Jin H.Im",{"id":1108,"sortIndex":30,"researcher":17,"roles":1109,"affiliations":1110,"properties":1117,"displayName":1119,"givenName":17,"familyName":17},"59f39d52-e4be-4656-a8c8-4343d3b6ecdb",[],[1111],{"id":1097,"sortIndex":18,"affiliation":1112,"properties":17},{"id":1097,"createTime":17,"updateTime":17,"relativeEntities":1113,"slug":17,"properties":1114,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1116,"statistic":17},[],{"title":1115},{"EN":1102},[],{"title":1118},{"EN":1119},"Sandra J.Hartman",{"id":1121,"sortIndex":31,"researcher":17,"roles":1122,"affiliations":1123,"properties":1132,"displayName":1134,"givenName":17,"familyName":17},"fd17c6e6-4959-4b86-adf8-375be257b4af",[],[1124],{"id":1125,"sortIndex":18,"affiliation":1126,"properties":17},"a14d067b-bcb7-4825-8985-edfff7442ca4",{"id":1125,"createTime":17,"updateTime":17,"relativeEntities":1127,"slug":17,"properties":1128,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1131,"statistic":17},[],{"title":1129},{"VI":1130},"TULANE UNIVERSITY",[],{"title":1133},{"EN":1134},"RobertFolger",{"url":17,"publisher":1136,"properties":1149},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":1137,"slug":10,"properties":1138,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":1141,"manageAffiliations":1142,"indexDatabases":1143,"url":17,"thumbnailPath":17,"statistic":1144,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":1139,"title":1140},{"VOID":13},{"EN":10},[],[],[],{"impactFactor":18,"impactFactorByYear":1145,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":24,"totalPublicationByYear":1146,"totalCitation":18,"totalCitationByYear":1147,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":1148,"hindexLast5Year":18,"hindex":18},{},{"1993":26,"1994":27,"1995":28,"1996":29,"1997":30,"1998":31,"1999":28,"2000":31,"2001":31,"2002":30,"2003":32},{},{},{"issue":1150,"pages":1151,"volume":1153},{"VOID":111},{"VOID":1152},"138-155",{"VOID":1154},"3","1995-02-01",1995,[],[1159,1162,1165,1168,1171,1174,1177,1180,1183,1186,1189,1192,1195,1198,1201,1204,1207,1210,1213,1216,1219,1222,1225,1228,1231,1234,1237,1240,1243,1246,1249,1252,1255,1258,1261,1264,1267],{"id":17,"text":1160,"url":17,"identifiers":1161},"10.2307\u002F256395",{"doi":1160},{"id":17,"text":1163,"url":17,"identifiers":1164},"Cotton J. 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Data were collected from 458 Australian psychologists using anonymous questionnaires. Psychologists reporting organizational values more supportive of work‐personal life balance also reported greater job and career satisfaction, less work stress, less intention to quit, greater family satisfaction, fewer psychosomatic symptoms, and more positive emotional well‐being. Interestingly, perceptions of organizational values supportive of work‐personal life balance were unrelated to hours and extra‐hours worked and job involvement.\u003C\u002Fjats:p>",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028966\u002Ffull\u002Fhtml",[1286,1300,1315],{"id":1287,"sortIndex":18,"researcher":17,"roles":1288,"affiliations":1289,"properties":1298,"displayName":697,"givenName":17,"familyName":17},"6a665aa7-d9e9-4152-87d4-838482f7eb17",[],[1290],{"id":1291,"sortIndex":18,"affiliation":1292,"properties":17},"28ad028e-297c-4fe0-aada-46fc5e45b257",{"id":1291,"createTime":17,"updateTime":17,"relativeEntities":1293,"slug":17,"properties":1294,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1297,"statistic":17},[],{"title":1295},{"EN":1296},"York University, Toronto Ronald J. 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B., 1995, The impact of work-family policies on women's career development: Boom or bust? Women in management review, 7, 31-45",{},{"id":17,"text":1460,"url":17,"identifiers":1461},"Schwartz F. N., 1992, Breaking with tradition: Women and work, the new facts of life",{},{"id":17,"text":1463,"url":17,"identifiers":1464},"Smith D., 1992, Employee Benefit Plan Review, 3, 46",{},{"id":17,"text":800,"url":17,"identifiers":1466},{"doi":800},{"id":17,"text":1468,"url":17,"identifiers":1469},"Thompson C., 2000, Women at work: Leadership for the next century.",{},{"id":17,"text":1471,"url":17,"identifiers":1472},"10.1006\u002Fjvbe.1998.1681",{"doi":1471},{"id":17,"text":1474,"url":17,"identifiers":1475},"Thompson C., 1992, U. Sekaran & F",{},{"id":17,"text":1477,"url":17,"identifiers":1478},"Women, 1995, Women in management review, 10, 3-53",{},{"id":17,"text":1480,"url":17,"identifiers":1481},"Women, 1999, Women in management review, 14, 157-202",{},{"id":1483,"createTime":1484,"updateTime":1485,"relativeEntities":1486,"slug":1487,"properties":1488,"entityType":54,"verifyStatus":55,"verifyTime":1485,"verifyNote":57,"languages":1495,"translateLanguages":17,"viewCount":18,"primaryUrl":1496,"fullTextUrl":17,"authors":1497,"publicationType":94,"publisherRelationship":1513,"citationCount":17,"citationInfo":17,"publishDate":1532,"publishYear":1533,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1534,"openAccess":17,"references":1535,"isForceReanalyzing":270},"a4d56182-2e02-45cf-b213-644bdedd18af","2024-04-16T18:05:01.418+00:00","2025-02-21T13:13:59.649+00:00",[],"THOUGHT-SELF-LEADERSHIP-A-SELF-REGULATORY-APPROACH-TOWARDS-OVERCOMING-RESISTANCE-TO-ORGANIZATIONAL-CHANGE",{"title":1489,"doi":1491,"abstract":1493},{"EN":1490},"THOUGHT SELF‐LEADERSHIP: A SELF‐REGULATORY APPROACH TOWARDS OVERCOMING RESISTANCE TO ORGANIZATIONAL CHANGE",{"VOID":1492},"10.1108\u002Feb028849",{"EN":1494},"\u003Cjats:p>One major stream of organizational change research focuses on the relationship between senior level employees' cognitions and organizations' responses to change. 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Additionally, a training‐based field experiment is discussed to illustrate and provide support for the arguments proposed.\u003C\u002Fjats:p>",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028849\u002Ffull\u002Fhtml",[1498],{"id":1499,"sortIndex":18,"researcher":17,"roles":1500,"affiliations":1501,"properties":1510,"displayName":1512,"givenName":17,"familyName":17},"2d5b8474-4803-4b9c-bff6-2a606331a350",[],[1502],{"id":1503,"sortIndex":18,"affiliation":1504,"properties":17},"6a38126b-5af4-4458-b27e-c948930e34aa",{"id":1503,"createTime":17,"updateTime":17,"relativeEntities":1505,"slug":17,"properties":1506,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1509,"statistic":17},[],{"title":1507},{"VI":1508},"Virginia Polytechnic Institute and State University",[],{"title":1511},{"EN":1512},"Christopher P.Neck",{"url":17,"publisher":1514,"properties":1527},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":1515,"slug":10,"properties":1516,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":1519,"manageAffiliations":1520,"indexDatabases":1521,"url":17,"thumbnailPath":17,"statistic":1522,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":1517,"title":1518},{"VOID":13},{"EN":10},[],[],[],{"impactFactor":18,"impactFactorByYear":1523,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":24,"totalPublicationByYear":1524,"totalCitation":18,"totalCitationByYear":1525,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":1526,"hindexLast5Year":18,"hindex":18},{},{"1993":26,"1994":27,"1995":28,"1996":29,"1997":30,"1998":31,"1999":28,"2000":31,"2001":31,"2002":30,"2003":32},{},{},{"issue":1528,"pages":1529,"volume":1531},{"VOID":111},{"VOID":1530},"202-216",{"VOID":882},"1996-02-01",1996,[],[1536,1539,1542,1545,1548,1551,1554,1557,1560,1563,1566,1570,1573,1576,1579,1582,1585,1589,1592,1595,1598,1601,1604,1607,1610,1613,1617,1620,1623,1626,1630,1633,1636,1639,1642,1645,1648,1651,1654,1657,1660,1663,1666,1669,1672,1675,1678,1681],{"id":17,"text":1537,"url":17,"identifiers":1538},"Bandura A., 1977, Social learning theory",{},{"id":17,"text":1540,"url":17,"identifiers":1541},"Bandura A., 1986, Social foundations of thought and action: A social cognitive theory",{},{"id":17,"text":1543,"url":17,"identifiers":1544},"Beck A. T., 1979, Cognitive theory of depression",{},{"id":17,"text":1546,"url":17,"identifiers":1547},"Bedeian A. G., 1980, Organizations: Theory and analysis",{},{"id":17,"text":1549,"url":17,"identifiers":1550},"10.1177\u002F0741088385002001006",{"doi":1549},{"id":17,"text":1552,"url":17,"identifiers":1553},"Burns D. D., 1980, Feeling good: The new mood therapy",{},{"id":17,"text":1555,"url":17,"identifiers":1556},"Butler P. E., 1981, Talking to yourself: Learning the language of self-support",{},{"id":17,"text":1558,"url":17,"identifiers":1559},"Conger J. A., 1989, The charismatic leader: Behind the mystique of exceptional leadership",{},{"id":17,"text":1561,"url":17,"identifiers":1562},"Corbin C. B., 1972, Erogenic aids and muscular performance (pp. 93-118).",{},{"id":17,"text":1564,"url":17,"identifiers":1565},"10.1037\u002F0096-1523.15.3.472",{"doi":1564},{"id":17,"text":1567,"url":17,"identifiers":1568},"Davis T. R. 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Lawler III, & L, 2, 551",{},{"id":17,"text":1640,"url":17,"identifiers":1641},"Neck C. P., Journal of Organization Behavior.",{},{"id":17,"text":1643,"url":17,"identifiers":1644},"10.1002\u002Fjob.4030130705",{"doi":1643},{"id":17,"text":1646,"url":17,"identifiers":1647},"10.1177\u002F001872679404700804",{"doi":1646},{"id":17,"text":1649,"url":17,"identifiers":1650},"10.1108\u002F02683949410070151",{"doi":1649},{"id":17,"text":1652,"url":17,"identifiers":1653},"10.1177\u002F0021886395313004",{"doi":1652},{"id":17,"text":1655,"url":17,"identifiers":1656},"Neck C. P., Advances in interdisciplinary studies of work teams",{},{"id":17,"text":1658,"url":17,"identifiers":1659},"Orlick T., 1986, Psyching for sport: Mental training for athletes",{},{"id":17,"text":1661,"url":17,"identifiers":1662},"Quinn R. E., 1994, Organizational behavior: The state of the science (pp. 109-133).",{},{"id":17,"text":1664,"url":17,"identifiers":1665},"Seligman M. E. P., 1991, Learned optimism",{},{"id":17,"text":1667,"url":17,"identifiers":1668},"Swanson H. L., 1985, A Journal for Remedial Education and Counseling, 1, 367",{},{"id":17,"text":1670,"url":17,"identifiers":1671},"Thorensen C. E., 1974, Behavioral self-control",{},{"id":17,"text":1673,"url":17,"identifiers":1674},"Uleman J. S., 1989, Unintended thought",{},{"id":17,"text":1676,"url":17,"identifiers":1677},"Weick K. E., 1979, The social psychology of organizing",{},{"id":17,"text":1679,"url":17,"identifiers":1680},"Wiersema M. F., 1992, Top management team demography and corporate strategic change.Academyof Management Journal, 35, 91-121",{},{"id":17,"text":1682,"url":17,"identifiers":1683},"Zecker S. G., 1982, Journal of Sport Psychology, 4, 52, 10.1123\u002Fjsp.4.1.52",{"doi":1684},"10.1123\u002Fjsp.4.1.52",{"id":1686,"createTime":1687,"updateTime":1688,"relativeEntities":1689,"slug":1690,"properties":1691,"entityType":54,"verifyStatus":55,"verifyTime":1698,"verifyNote":57,"languages":1699,"translateLanguages":17,"viewCount":18,"primaryUrl":1700,"fullTextUrl":17,"authors":1701,"publicationType":94,"publisherRelationship":1717,"citationCount":17,"citationInfo":17,"publishDate":1736,"publishYear":1533,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1737,"openAccess":17,"references":1738,"isForceReanalyzing":270},"4245e08a-e8ae-4396-b005-9de0967b0f80","2024-04-17T12:01:09.568+00:00","2025-02-18T04:39:51.874+00:00",[],"ORGANIZATIONAL-CULTURE-AS-MATRIX-OF-CORPORATE-ETHICS",{"title":1692,"doi":1694,"abstract":1696},{"EN":1693},"ORGANIZATIONAL CULTURE AS MATRIX OF CORPORATE ETHICS",{"VOID":1695},"10.1108\u002Feb028856",{"EN":1697},"\u003Cjats:p>Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the well‐known cultural and ethnic groups must basically be involved in such a social change. But, since the arising and growth of business ethics as a field of research, the business world as a social institution has revealed itself as a complex network of subcultures. So, the “organizational culture” has become an “a priori concept” in business ethics. Although many researches deal with corporate culture, very few authors emphasize its structural elements. A systemic view of the organizational culture expresses how we cannot develop a corporate ethics without at least a “fore‐understanding” or, at best, a critical judgment on the organizational culture of a given corporation. I will describe the four subsystems of the organizational culture and their ethical implications.\u003C\u002Fjats:p>","2025-02-18T04:39:51.873+00:00",[59],"https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028856\u002Ffull\u002Fhtml",[1702],{"id":1703,"sortIndex":18,"researcher":17,"roles":1704,"affiliations":1705,"properties":1714,"displayName":1716,"givenName":17,"familyName":17},"c6bd3994-41c2-45ab-a847-dec90d7910f8",[],[1706],{"id":1707,"sortIndex":18,"affiliation":1708,"properties":17},"1c921958-2b73-4bde-aa4e-3b8991bda317",{"id":1707,"createTime":17,"updateTime":17,"relativeEntities":1709,"slug":17,"properties":1710,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1713,"statistic":17},[],{"title":1711},{"EN":1712},"Université de Sherbrooke",[],{"title":1715},{"EN":1716},"MichelDion",{"url":17,"publisher":1718,"properties":1731},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":1719,"slug":10,"properties":1720,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":1723,"manageAffiliations":1724,"indexDatabases":1725,"url":17,"thumbnailPath":17,"statistic":1726,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":1721,"title":1722},{"VOID":13},{"EN":10},[],[],[],{"impactFactor":18,"impactFactorByYear":1727,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":24,"totalPublicationByYear":1728,"totalCitation":18,"totalCitationByYear":1729,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":1730,"hindexLast5Year":18,"hindex":18},{},{"1993":26,"1994":27,"1995":28,"1996":29,"1997":30,"1998":31,"1999":28,"2000":31,"2001":31,"2002":30,"2003":32},{},{},{"issue":1732,"pages":1733,"volume":1735},{"VOID":882},{"VOID":1734},"329-351",{"VOID":882},"1996-04-01",[],[1739,1742,1745,1748,1751,1754,1757,1760,1763,1766,1769,1772,1775,1778,1781,1784,1787,1790,1793,1796,1799,1802,1805,1808,1811,1814,1817,1820,1823,1826,1829,1832,1835,1838,1841,1844,1847,1850,1853,1856],{"id":17,"text":1740,"url":17,"identifiers":1741},"10.4135\u002F9781412984973",{"doi":1740},{"id":17,"text":1743,"url":17,"identifiers":1744},"Argyris C., 1970, Intervention theory and method",{},{"id":17,"text":1746,"url":17,"identifiers":1747},"10.2307\u002F2393029",{"doi":1746},{"id":17,"text":1749,"url":17,"identifiers":1750},"Bartunek J., 1991, P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J, 104",{},{"id":17,"text":1752,"url":17,"identifiers":1753},"Beckhard R., 1987, Organizational transitions: Managing complex change",{},{"id":17,"text":1755,"url":17,"identifiers":1756},"Beers M., 1990, Harvard Business Review, 68, 158",{},{"id":17,"text":1758,"url":17,"identifiers":1759},"Bennis W., 1969, Organization development: Its nature, origins, and prospects",{},{"id":17,"text":1761,"url":17,"identifiers":1762},"Berger P. L., 1966, The social construction of reality",{},{"id":17,"text":1764,"url":17,"identifiers":1765},"Chandler A. D., 1962, Strategy and structure",{},{"id":17,"text":1767,"url":17,"identifiers":1768},"Chappie E. D., 1941, AppliedAnthropology, 1, 2",{},{"id":17,"text":1770,"url":17,"identifiers":1771},"Deal T. F., 1982, Corporate cultures: The ritesand rituals ofcorporate life",{},{"id":17,"text":1773,"url":17,"identifiers":1774},"DiBella A. J., 1992, MIT Sloan School of Management",{},{"id":17,"text":1776,"url":17,"identifiers":1777},"10.1177\u002F002188637601200402",{"doi":1776},{"id":17,"text":1779,"url":17,"identifiers":1780},"Frost P. J., 1991, Reframing organizational culture",{},{"id":17,"text":1782,"url":17,"identifiers":1783},"10.1177\u002F002188637601200201",{"doi":1782},{"id":17,"text":1785,"url":17,"identifiers":1786},"10.1016\u002F0090-2616(91)90050-J",{"doi":1785},{"id":17,"text":1788,"url":17,"identifiers":1789},"Hall E. T., 1959, The hidden dimension",{},{"id":17,"text":1791,"url":17,"identifiers":1792},"Hofstede G., 1980, Culture's consequences",{},{"id":17,"text":1794,"url":17,"identifiers":1795},"10.2307\u002F2393392",{"doi":1794},{"id":17,"text":1797,"url":17,"identifiers":1798},"Hofstede G., 1991, Culture and organizations: Software of the mind",{},{"id":17,"text":1800,"url":17,"identifiers":1801},"10.1525\u002Faa.1943.45.2.02a00060",{"doi":1800},{"id":17,"text":1803,"url":17,"identifiers":1804},"Lawrence P. R., 1969, Developing organization: Diagnosis and action",{},{"id":17,"text":1806,"url":17,"identifiers":1807},"Linton R., 1936, Thestudy ofman",{},{"id":17,"text":1809,"url":17,"identifiers":1810},"Martin J., 1992, Cultures in organizations: Three perspectives",{},{"id":17,"text":1812,"url":17,"identifiers":1813},"Mintzberg H., 1983, Structure in fives: Designing effective organizations",{},{"id":17,"text":1815,"url":17,"identifiers":1816},"10.1177\u002F002188638101700205",{"doi":1815},{"id":17,"text":1818,"url":17,"identifiers":1819},"Ouchi W. G., 1981, Theory Z",{},{"id":17,"text":1821,"url":17,"identifiers":1822},"10.2307\u002F2392363",{"doi":1821},{"id":17,"text":1824,"url":17,"identifiers":1825},"Pettigrew A. M., 1985, The awakening giant: Continuity and change in Imperial Chemical Industries",{},{"id":17,"text":1827,"url":17,"identifiers":1828},"10.1177\u002F002188637901500204",{"doi":1827},{"id":17,"text":1830,"url":17,"identifiers":1831},"Porras J. I., 1987, Stream analysis",{},{"id":17,"text":1833,"url":17,"identifiers":1834},"Richardson F. L. W., 1948, Human relations in an expanding company",{},{"id":17,"text":1836,"url":17,"identifiers":1837},"10.1177\u002F0021886391273005",{"doi":1836},{"id":17,"text":1839,"url":17,"identifiers":1840},"Sackmann S. A., 1992, Cultural knowledge in organizations: Exploring the collective mind. Beverly Hills: Sage",{},{"id":17,"text":1842,"url":17,"identifiers":1843},"Schein E. H., 1985, Organizational culture and leadership",{},{"id":17,"text":1845,"url":17,"identifiers":1846},"Schein E. H., 1987, Process consultation",{},{"id":17,"text":1848,"url":17,"identifiers":1849},"Steward J. H., 1955, Theory of culture change",{},{"id":17,"text":1851,"url":17,"identifiers":1852},"10.1017\u002FCBO9780511557842",{"doi":1851},{"id":17,"text":1854,"url":17,"identifiers":1855},"10.1287\u002Forsc.1.3.213",{"doi":1854},{"id":17,"text":1857,"url":17,"identifiers":1858},"Van Maanen J., 1985, P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J, 31",{},{"id":1860,"createTime":1861,"updateTime":1862,"relativeEntities":1863,"slug":1864,"properties":1865,"entityType":54,"verifyStatus":55,"verifyTime":1876,"verifyNote":57,"languages":1877,"translateLanguages":1878,"viewCount":18,"primaryUrl":1880,"fullTextUrl":17,"authors":1881,"publicationType":94,"publisherRelationship":1912,"citationCount":17,"citationInfo":17,"publishDate":1926,"publishYear":1927,"citationAnalyzeStatus":16,"lastCitationAnalyze":17,"indexDatabases":1928,"openAccess":17,"references":1929,"isForceReanalyzing":270},"86e5df02-1d7c-4c61-8e16-8a375d93ba77","2024-04-11T21:04:28.840+00:00","2025-02-17T11:59:26.674+00:00",[],"INTERORGANIZATIONAL-NETWORKS-A-MEANING-BASED-PERSPECTIVE",{"abstract":1866,"title":1869,"keywords":1872,"doi":1874},{"EN":1867,"VI":1868},"\u003Cjats:p>The field of interorganizational studies is not currently known for applying qualitative methodologies with the same enthusiasm as statistically‐based survey techniques. A review of recent developments in qualitative methodologies reveals several techniques which can be fruitfully applied to the study of interorganizational (IO) networks. This paper extends the meaning‐based social definitionist perspective to the study of IO networks, by drawing upon the relevant theoretical aspects of social phenomenology, symbolic interactionism, and ethnomethodology. The social definitionist perspective is concerned with theories and methodologies relevant to the social definition and construction of meaning in multiple actor settings. Such a meaning‐based perspective would facilitate the application of qualitative methodologies to IO networks, in parallel with similar developments in organizational behavior. The paper identifies four specific types of qualitative analyses for IO studies: phenomenological typification, domain analysis, componential analysis, and conversational analysis.\u003C\u002Fjats:p>","\u003Cjats:p>Lĩnh vực nghiên cứu giữa các tổ chức hiện không được biết đến vì đã áp dụng các phương pháp định tính với sự nhiệt tình tương tự như các kỹ thuật khảo sát dựa trên thống kê. Một cuộc rà soát các phát triển gần đây trong các phương pháp định tính cho thấy nhiều kỹ thuật có thể được áp dụng một cách hiệu quả để nghiên cứu các mạng lưới giữa các tổ chức (IO). Bài báo này mở rộng góc nhìn định nghĩa xã hội dựa trên ý nghĩa vào nghiên cứu các mạng lưới IO, bằng cách áp dụng các khía cạnh lý thuyết liên quan đến hiện tượng học xã hội, tương tác biểu tượng, và phương pháp dân tộc học. Góc nhìn định nghĩa xã hội này quan tâm đến các lý thuyết và phương pháp có liên quan đến định nghĩa xã hội và xây dựng ý nghĩa trong các môi trường có nhiều tác nhân. Một góc nhìn dựa trên ý nghĩa như vậy sẽ tạo điều kiện cho việc áp dụng các phương pháp định tính vào các mạng lưới IO, song song với các phát triển tương tự trong hành vi tổ chức. Bài báo xác định bốn loại phân tích định tính cụ thể cho các nghiên cứu IO: hình thức hiện tượng học, phân tích lĩnh vực, phân tích thành phần, và phân tích hội thoại.\u003C\u002Fjats:p>",{"EN":1870,"VI":1871},"INTERORGANIZATIONAL NETWORKS: A MEANING‐BASED PERSPECTIVE","MẠNG LƯỚI GIỮA CÁC TỔ CHỨC: MỘT GÓC NHÌN DỰA TRÊN Ý NGHĨA",{"VI":1873},"",{"VOID":1875},"10.1108\u002Feb028787","2024-12-23T19:24:02.688+00:00",[59],[1879],"VI","https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002Feb028787\u002Ffull\u002Fhtml",[1882,1897],{"id":1883,"sortIndex":18,"researcher":17,"roles":1884,"affiliations":1885,"properties":1894,"displayName":1896,"givenName":17,"familyName":17},"715753c0-6ca5-4b77-a306-a129f75ee945",[],[1886],{"id":1887,"sortIndex":18,"affiliation":1888,"properties":17},"9367493a-bc08-4a86-a139-b922415eb19a",{"id":1887,"createTime":17,"updateTime":17,"relativeEntities":1889,"slug":17,"properties":1890,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1893,"statistic":17},[],{"title":1891},{"VI":1892},"Baruch College City University of New York",[],{"title":1895},{"EN":1896},"T.K.Das",{"id":1898,"sortIndex":30,"researcher":17,"roles":1899,"affiliations":1900,"properties":1909,"displayName":1911,"givenName":17,"familyName":17},"9ea1e59c-b288-4af9-8dcd-e14ea05d9474",[],[1901],{"id":1902,"sortIndex":18,"affiliation":1903,"properties":17},"afe76ae6-b0e8-4d4c-a965-42e71fac2328",{"id":1902,"createTime":17,"updateTime":17,"relativeEntities":1904,"slug":17,"properties":1905,"entityType":17,"verifyStatus":17,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":17,"url":17,"parentIds":1908,"statistic":17},[],{"title":1906},{"EN":1907},"loyola marymount university",[],{"title":1910},{"EN":1911},"David M.Boje",{"url":17,"publisher":1913,"properties":17},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":1914,"slug":10,"properties":1915,"entityType":15,"verifyStatus":16,"verifyTime":17,"verifyNote":17,"languages":17,"translateLanguages":17,"viewCount":18,"subjectFields":1918,"manageAffiliations":1919,"indexDatabases":1920,"url":17,"thumbnailPath":17,"statistic":1921,"gsStatistic":17,"type":17,"analyzePriority":17},[],{"issn":1916,"title":1917},{"VOID":13},{"EN":10},[],[],[],{"impactFactor":18,"impactFactorByYear":1922,"i10Index":18,"i10IndexLast5Year":18,"totalPublication":24,"totalPublicationByYear":1923,"totalCitation":18,"totalCitationByYear":1924,"totalCitationPerPublication":18,"totalCitationPerPublicationByYear":1925,"hindexLast5Year":18,"hindex":18},{},{"1993":26,"1994":27,"1995":28,"1996":29,"1997":30,"1998":31,"1999":28,"2000":31,"2001":31,"2002":30,"2003":32},{},{},"1993-02-01",1993,[],[1930,1933,1936,1939,1942,1945,1947,1950,1953,1956,1959,1962,1965,1968,1971,1974,1977,1980,1983,1986,1989,1993,1996,1999,2002,2005,2008,2011,2014,2017,2020,2023,2026,2029,2032,2035,2038,2041,2044,2047,2050,2053,2056,2059,2062,2065,2068,2071,2074,2077,2080,2083,2086,2089,2093,2096,2099,2102,2105,2108,2111,2114,2117,2120,2124,2127,2130,2133,2136,2139,2142,2145,2148,2151,2154,2157,2160,2163,2166,2169,2172,2176,2179,2181,2184,2187,2190,2193,2196,2199,2202,2206,2209,2211,2214,2217,2220,2223,2226,2229,2233,2236,2239,2242,2245,2248,2251,2254,2257,2260,2263,2267,2270,2273,2276,2279,2282,2285,2289,2292,2295,2298,2301,2304,2307,2310,2313,2316,2319,2322,2325,2328,2331,2334,2337,2340,2343,2346,2349,2352],{"id":17,"text":1931,"url":17,"identifiers":1932},"10.2307\u002F2393054",{"doi":1931},{"id":17,"text":1934,"url":17,"identifiers":1935},"10.2307\u002F256577",{"doi":1934},{"id":17,"text":1937,"url":17,"identifiers":1938},"10.1007\u002FBF00160158",{"doi":1937},{"id":17,"text":1940,"url":17,"identifiers":1941},"Schön D. A., 1978, Organizational learning: A theory of action perspective",{},{"id":17,"text":1943,"url":17,"identifiers":1944},"10.1086\u002F229573",{"doi":1943},{"id":17,"text":1746,"url":17,"identifiers":1946},{"doi":1746},{"id":17,"text":1948,"url":17,"identifiers":1949},"10.2307\u002F2393353",{"doi":1948},{"id":17,"text":1951,"url":17,"identifiers":1952},"10.2307\u002F2391696",{"doi":1951},{"id":17,"text":1954,"url":17,"identifiers":1955},"Luckmann T., 1966, The social construction of reality",{},{"id":17,"text":1957,"url":17,"identifiers":1958},"1969, Symbolic interactionism",{},{"id":17,"text":1960,"url":17,"identifiers":1961},"10.2307\u002F2393432",{"doi":1960},{"id":17,"text":1963,"url":17,"identifiers":1964},"10.2307\u002F2392513",{"doi":1963},{"id":17,"text":1966,"url":17,"identifiers":1967},"Weick K. E., 1977, Administrative Science Quarterly, 22, 606",{},{"id":17,"text":1969,"url":17,"identifiers":1970},"1983, Managing conflict at organizational interfaces",{},{"id":17,"text":1972,"url":17,"identifiers":1973},"10.2307\u002F2392415",{"doi":1972},{"id":17,"text":1975,"url":17,"identifiers":1976},"Morgan G., 1979, Sociological paradigms and organizational analysis",{},{"id":17,"text":1978,"url":17,"identifiers":1979},"10.1177\u002F003803858001400301",{"doi":1978},{"id":17,"text":1981,"url":17,"identifiers":1982},"1971, Social Forces. SO, 182",{},{"id":17,"text":1984,"url":17,"identifiers":1985},"1984, Research in Organizational Behavior, 6, 367",{},{"id":17,"text":1987,"url":17,"identifiers":1988},"10.2307\u002F255621",{"doi":1987},{"id":17,"text":1990,"url":17,"identifiers":1991},"Weick K. E., 1984, Academy of Management Review, 9, 284, 10.5465\u002Famr.1984.4277657",{"doi":1992},"10.5465\u002Famr.1984.4277657",{"id":17,"text":1994,"url":17,"identifiers":1995},"1989, Interpretive interactionism",{},{"id":17,"text":1997,"url":17,"identifiers":1998},"1977, Readings in evaluation research, 2, 221",{},{"id":17,"text":2000,"url":17,"identifiers":2001},"Deutscher I., 1979, Studies in Symbolic Interaction, 2, 107",{},{"id":17,"text":2003,"url":17,"identifiers":2004},"10.2307\u002F2095101",{"doi":2003},{"id":17,"text":2006,"url":17,"identifiers":2007},"10.2307\u002F2392765",{"doi":2006},{"id":17,"text":2009,"url":17,"identifiers":2010},"Dreitzel H. P., 1970, Recent sociology, 2",{},{"id":17,"text":2012,"url":17,"identifiers":2013},"Durkheim E., 1938, The rules of sociological method",{},{"id":17,"text":2015,"url":17,"identifiers":2016},"10.2307\u002F2111894",{"doi":2015},{"id":17,"text":2018,"url":17,"identifiers":2019},"Evan W., 1966, Approaches to organizational design (pp. 175-190).",{},{"id":17,"text":2021,"url":17,"identifiers":2022},"Evan W., 1972, M. Tuite, M. Radnor & R, 181",{},{"id":17,"text":2024,"url":17,"identifiers":2025},"Fennell M. L., 1987, Research in the Sociology of Organizations, 5, 311",{},{"id":17,"text":2027,"url":17,"identifiers":2028},"Fetterman D. M., 1989, Ethnography: Step by step",{},{"id":17,"text":2030,"url":17,"identifiers":2031},"10.1146\u002Fannurev.so.10.080184.001323",{"doi":2030},{"id":17,"text":2033,"url":17,"identifiers":2034},"10.1525\u002Fsi.1983.6.1.97",{"doi":2033},{"id":17,"text":2036,"url":17,"identifiers":2037},"10.1177\u002F0021886391271006",{"doi":2036},{"id":17,"text":2039,"url":17,"identifiers":2040},"10.2307\u002F799776",{"doi":2039},{"id":17,"text":2042,"url":17,"identifiers":2043},"10.2307\u002F2095379",{"doi":2042},{"id":17,"text":2045,"url":17,"identifiers":2046},"Garfinkel H., 1967, Studies in ethnomethodology",{},{"id":17,"text":2048,"url":17,"identifiers":2049},"Garfinkel H., 1970, J. C. McKinney & E, 338",{},{"id":17,"text":2051,"url":17,"identifiers":2052},"Geertz C., 1983, Local knowledge (pp. 55-70).",{},{"id":17,"text":2054,"url":17,"identifiers":2055},"10.2307\u002F2392580",{"doi":2054},{"id":17,"text":2057,"url":17,"identifiers":2058},"Gephart R. 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G., 1967, The discovery of grounded theory: Strategies for qualitative research",{},{"id":17,"text":2063,"url":17,"identifiers":2064},"10.1177\u002F001872678503801001",{"doi":2063},{"id":17,"text":2066,"url":17,"identifiers":2067},"Gray B., 1989, Collaborating: Finding common ground for multiparty problems",{},{"id":17,"text":2069,"url":17,"identifiers":2070},"10.1177\u002F002188638602200204",{"doi":2069},{"id":17,"text":2072,"url":17,"identifiers":2073},"10.1177\u002F001872678103401004",{"doi":2072},{"id":17,"text":2075,"url":17,"identifiers":2076},"Gummesson E., 1991, Qualitative methods in management research",{},{"id":17,"text":2078,"url":17,"identifiers":2079},"10.2307\u002F2392183",{"doi":2078},{"id":17,"text":2081,"url":17,"identifiers":2082},"10.1086\u002F226424",{"doi":2081},{"id":17,"text":2084,"url":17,"identifiers":2085},"10.2307\u002F2094358",{"doi":2084},{"id":17,"text":2087,"url":17,"identifiers":2088},"10.2307\u002F2392671",{"doi":2087},{"id":17,"text":2090,"url":17,"identifiers":2091},"Herbert T. 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