Basics of qualitative research: Grounded theory procedures and techniques

Our task is to adopt a multidisciplinary view
of trust within and between firms, in an effort to
synthesize and give insight into a fundamental
construct of organizational science. We seek to
identify the shared understandings of trust
across disciplines, while recognizing that the
divergent meanings scholars bring to the study
of trust also can add value.

Not So Different After All: A Cross-Discipline View Of Trust

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

A separate and distinct interaction with both the actual e-vendor and with its IT Web site interface is at the heart of online shopping Previous research has established, accordingly, that online purchase intentions are the product of both consumer assessments of the IT itself-specifically its perceived usefulness and ease-of-use (TAM)-and trust in the e-vendor But these perspectives have been examined independently by IS researchers Integrating these two perspectives and examining the factors that build online trust in an environment that lacks the typical human interaction that often leads to trust in other circumstances advances our understanding of these constructs and their linkages to behavior

Our research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness and perceived ease of use Together these variable sets explain a considerable proportion of variance in intended behavior The study also provides evidence that online trust is built through (1) a belief that the vendor has nothing to gain by cheating, (2) a belief that there are safety mechanisms built into the Web site, and (3) by having a typical interface, (4) one that is, moreover, easy to use

Trust and TAM in online shopping: an integrated model

Drawing upon philosophy and social theory, Social Theory of International Politics develops a theory of the international system as a social construction. Alexander Wendt clarifies the central claims of the constructivist approach, presenting a structural and idealist worldview which contrasts with the individualism and materialism which underpins much mainstream international relations theory. He builds a cultural theory of international politics, which takes whether states view each other as enemies, rivals or friends as a fundamental determinant. Wendt characterises these roles as 'cultures of anarchy', described as Hobbesian, Lockean and Kantian respectively. These cultures are shared ideas which help shape state interests and capabilities, and generate tendencies in the international system. The book describes four factors which can drive structural change from one culture to another - interdependence, common fate, homogenization, and self-restraint - and examines the effects of capitalism and democracy in the emergence of a Kantian culture in the West.

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Social Theory of International Politics

Swift trust and temporary groups.

In this article we integrate three disparate views of culture and cultural change. With each view comes a distinct set of implications about the nature, scope, source(s), and consequences of culture change. Each view also suggests distinct implications for those who wish to manage cultural change in organizations. We argue that to understand how organizations change, in general, it is important to understand these disparate, yet interrelated processes of cultural change. We present these three views of culture and cultural change processes in organizations.

Cultural change: an integration of three different views[1]

Tempered Radicals" are individuals who identify with and are committed to their organizations, and are also committed to a cause, community, or ideology that is fundamentally different from, and possibly at odds with the dominant culture of their organization. The ambivalent stance of these individuals creates a number of special challenges and opportunities. Based on interviews, conversations, personal reflections, and archival reports, this paper describes the special circumstances faced by tempered radicals and documents some of the strategies used by these individuals as they try to make change in their organizations and sustain their ambivalent identities. (Organizational Change; OrganizationalActivism; Women in Management; Minorities in Management; Ambivalence; Identity; Fit; Feminism in Organizations; Marginality) A woman executive can identify with feminist language that is far from commonplace in corporate life and challenges the very foundations of the corporation in which she holds office. She can also be loyal to her corporation, earnestly engaged by many of its practices and issues, and committed to a career in a traditional, male-dominated organization or profession. A male business, school professor can hold an identity as a radical humanist and embrace values directly in contest with capitalist corporations. He can also be committed to his job in the business school and teach practices that, in effect, enforce the tenets of capitalist organizations. An African-American architect can identify with her ethnic community and be committed to creating a more equitable and healthy urban environment. She can also identify with a professional elite and be committed to an organization that perpetuates the decay of urban neighborhoods. These individuals do not easily fit within the dominant cultures of their organizations or professions. However, despite their lack of fit, or perhaps because of it, they can behave as committed and productive members and act as vital sources of resistance, alternative ideas, and transformation within their organizations. These individuals must struggle continuously to handle the tension between personal and professional identities at odds with one another. This struggle may be invisible, but it is by no means rare. Women and members of minorities have become disheartened by feelings of fraudulence and loss as they try to fit into the dominant culture. Some leave the mainstream. Others silence their complaints and surrender their identities. However, separatism and surrender are not the only options. While frustration may be inevitable, individuals can effect change, even radical change, and still enjoy fulfilling, productive, authentic careers. We write this paper about and for the people who work within mainstream organizations and professions and want also to transform them. We call these individuals "tempered radicals" and the process they enact "tempered radicalism." We chose the name "tempered radical" deliberately to describe our protagonist. These individuals can be called "radicals" because they challenge the status quo, both through their intentional acts and also just by being who they are, people who do not fit perfectly. We chose the word "tempered" because of its multiple meanings. These people are tempered in the sense that they seek moderation ("temper blame with praise," Webster's New World Dictionary, 1975). In the language of physics, they are tempered in that they have become tougher by being alternately heated up and cooled down. They are also tempered in the sense that they have a temper: they are angered by the incongruities between their own values and beliefs about social justice and the values and beliefs they see enacted in their organizations. Temper can mean both "an outburst of rage" and "equanimity, composure," seemingly incongruous traits required by tempered radicals. Tempered radicals experience tensions between the status quo and alternatives, which can fuel organizational transformation. While a great deal of attention has been devoted to issues of organizational "fit," change often comes from the margins of an organization, borne by those who do not fit well. Sources of change can give organizations welcomed vibrancy, but at the same time, the changes that the tempered radical encourages may threaten members who are vested in the status quo. Is this transformation "good for" the organization? The answer may change as standards of judgment change, for example, when an organization shifts from a stockholder to a stakeholder model. Many people ask us "what exactly" the tempered radical can change, and "how much." One dilemma for the tempered radical is that the nature and effectiveness of change actions is elusive, emergent, and difficult to gauge. The yardstick for change frequently changes metrics. In this paper, we will not focus on whether the tempered radical ultimately wins the battle for change, but rather on how she remains engaged in the dual project of working within the organization and working to change the organization. We focus on the individuals themselves, the perspectives they assume, the challenges they face, and the survival strategies they use. It 586 ORGANIZATION SCIENCE/VOl. 6, No. 5, September-October 1995 This content downloaded from 130.91.164.141 on Thu, 03 May 2018 19:02:03 UTC All use subject to http://about.jstor.org/terms DEBRA MEYERSON AND MAUREEN SCULLY Crossroads is important to understand these individuals as central figures in the battle for change because if they leave the organization, burn out, or become coopted, then they cannot contribute fully to the process of change from inside. Writing this paper is an example of tempered radicalism. We discuss our own and others' radical identities and implicitly critique professional and bureaucratic institutions. We draw from formal interviews and dozens of informal conversations with tempered radicals, first-person accounts from related literatures, and descriptions of tempered radicals in the popular press. We experiment with modes of scholarship as we attempt to weave personal narrative into our paper. The content of our stories illustrates substantive dilemmas of tempered radicalism; the form of the stories, which makes our subjectivity explicit, is an example of tempered radicalism insofar as it pushes traditional notions of social science writing and draws inspiration from feminist approaches to scholarship (e.g., Krieger 1991, Reinharz 1992). The first section below paints a portrait of the tempered radical. The second and third sections discuss the advantages and the disadvantages of ambivalence as a cognitive and political stance. The last section describes some strategies used by tempered radicals to sustain their ambivalence and work for change. Tempered Radicalism: The Process and Practitioners Tempered Radicalism Individuals come to work with varied values, beliefs, and commitments based on multiple identities and affiliations that become more and less salient in different circumstances; they have situational identities (Demo 1992, Gecas 1982). The tempered radical represents a special case in which the values and beliefs associated with a professional or organizational identity violate values and beliefs associated with personal, extra-organizational, and political sources of identity. In the tempered radical, both the professional and personal identities are strong and salient; they do not appear alternately for special situations. In most situations, the pull of each identity only makes the opposite identity all the more apparent, threatened, and painful. Threats to personal identity and beliefs can engender feelings of fraudulence, misalignment (Culbert and McDonough 1980), and even passion and rage (hooks 1984). These feelings can bring about change. For the tempered radical alignment and change are flip sides of the same coin. When tempered radicals bring about change, they reshape the context into one where it is a bit easier to sustain their radical identities. Untempered, this approach may alienate those in power and threaten the tempered radical's professional identity and status. The tempered radical may therefore coolheadedly play the game to get ahead, but does not want to get so caught up in the game that she violates or abandons her personal identity and beliefs. In this sense, tempered radicals must be simultaneously hotand cool-headed. The heat fuels action and change; the coolness shapes the action and change into legitimate and viable forms. Who Are the Tempered Radicals? This paper has been difficult and exciting for us to write because we view ourselves as tempered radicals, struggling to act in ways that are appropriate professionally and authentic personally and politically. Both of us are feminists and radical humanists; we strongly believe in eradicating gender, race, and class injustices. We are also both faculty members in business schools and members of a discipline known as "management," although we teach about a variety of stakeholders other than managers. Both of us identify with our profession and want to advance within it. Yet we also believe that the business schools in which we work reproduce certain inequalities systematically, if unintentionally. We find ourselves in the awkward position of trying to master the norms of our profession in order to advance and maintain a foothold inside important institutions, but also trying to resist and change the profession's imperative and focus. Often people keep such feelings to themselves lest they undermine their credibility. Tempered radicalism can be lonely and silent. Nonetheless, we have learned to articulate this experience, first by talking with each other, and then by talking with, interviewing, and reading about others who have influenced us deeply. In the words of one of them: I've often felt that it's extremely difficult to be a critically oriented scholar with

Debra E. Meyerson

Papers

Swift trust and temporary groups.

Cultural change: an integration of three different views[1]

Tempered radicalism and the politics of ambivalence and change.

Preparing School Leaders for a Changing World: Lessons from Exemplary Leadership Development Programs. School Leadership Study. Final Report.

Theories of Gender in Organizations: A New Approach to Organizational Analysis and Change1