David A. Whetten

Bio: David A. Whetten is an academic researcher from Brigham Young University. The author has contributed to research in topics: Organizational learning & Organizational effectiveness. The author has an hindex of 41, co-authored 90 publications receiving 15059 citations. Previous affiliations of David A. Whetten include Cork College of Commerce & University of Illinois at Urbana–Champaign.

What Constitutes a Theoretical Contribution

Abstract: The article focuses on the development of a theory. A discussion is presented about steps involved in developing a theory, such as seeing which factors logically should be considered as part of the explanation of the social or individual phenomena of interest. The authors assert that authors developing theories are considering these factors, they should err in favor of including too many factors, recognizing that over time their ideas will be refined. The article presents information about the importance of sensitivity to the competing virtues of parsimony and comprehensiveness.

Developing management skills

Abstract: PART I: PERSONAL SKILLS 1. Developing Self-Awareness 2. Managing Personal Stress 3. Solving Problems Analytically and Creatively PART II: INTERPERSONAL SKILLS 4. Building Relationships by Communicating Supportively 5. Gaining Power and Influence 6. Motivating Others 7. Managing Conflict PART III: GROUP SKILLS 8. Empowering and Delegating 9. Building Effective Teams and Teamwork 10. Leading Positive Change PART IV: SPECIFIC COMMUNICATION SKILLS Supplement A. Making Oral and Written Presentations Supplement B. Conducting Interviews Supplement C. Conducting Meetings

Family Firms and Social Responsibility: Preliminary Evidence from the S&P 500:

Abstract: Little is known about the impact of family ownership and management on corporate social performance. Some scholars have suggested that family firms are not likely to act in a socially responsible m...

Identity, Intended Image, Construed Image, and Reputation: An Interdisciplinary Framework and Suggested Terminology

Abstract: Many scholars across various academic disciplines are investigating the following questions: What do individuals know or believe about an organization? How does a focal organization (and/or other interested entity) develop, use, and/or change this information? and How do individuals respond to what they know or believe about an organization? Cross-disciplinary research that centers on these questions is desirable and could be enhanced if researchers identify and develop consistent terminology for framing these questions. The authors work toward that end by identifying four central ‘viewpoints’ of an organization and proposing labels to represent each of these viewpoints:identity, intended image, construed image, andreputation.

A Social Actor Conception of Organizational Identity and Its Implications for the Study of Organizational Reputation

Abstract: The objective of this article is to clarify the conceptual domains of organizational identity, image, and reputation. To initiate this theory development process, we present a “social actor” conception of organizational identity. Identity-congruent definitions of image and reputation are then specified and an integrated model proposed. With the aid of this model, a structural flawin the organizational reputation literature is identified and suitable remedies proposed. In addition, the authors explore the implications of invoking identity and identification in explanations and justifications of organizational reputation.

Organizational information requirements, media richness and structural design

Abstract: This paper answers the question, "Why do organizations process information?" Uncertainty and equivocality are defined as two forces that influence information processing in organizations. Organization structure and internal systems determine both the amount and richness of information provided to managers. Models are proposed that show how organizations can be designed to meet the information needs of technology, interdepartmental relations, and the environment. One implication for managers is that a major problem is lack of clarity, not lack of data. The models indicate how organizations can be designed to provide information mechanisms to both reduce uncertainty and resolve equivocality.

Strategic responses to institutional processes

Abstract: This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures.

Analyzing the past to prepare for the future: writing a literature review

Abstract: A review of prior, relevant literature is an essential feature of any academic project. An effective review creates a firm foundation for advancing knowledge. It facilitates theory development, closes areas where a plethora of research exists, and uncovers areas where research is needed.

A Natural-Resource-Based View of the Firm

Abstract: Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

Technology Acceptance Model 3 and a Research Agenda on Interventions

Abstract: Prior research has provided valuable insights into how and why employees make a decision about the adoption and use of information technologies (ITs) in the workplace. From an organizational point of view, however, the more important issue is how managers make informed decisions about interventions that can lead to greater acceptance and effective utilization of IT. There is limited research in the IT implementation literature that deals with the role of interventions to aid such managerial decision making. Particularly, there is a need to understand how various interventions can influence the known determinants of IT adoption and use. To address this gap in the literature, we draw from the vast body of research on the technology acceptance model (TAM), particularly the work on the determinants of perceived usefulness and perceived ease of use, and: (i) develop a comprehensive nomological network (integrated model) of the determinants of individual level (IT) adoption and use; (ii) empirically test the proposed integrated model; and (iii) present a research agenda focused on potential pre- and postimplementation interventions that can enhance employees' adoption and use of IT. Our findings and research agenda have important implications for managerial decision making on IT implementation in organizations.