Imagined communities: Reflections on the origin and spread of nationalism

计量经济分析 = Econometric analysis

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

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Role congruity theory of prejudice toward female leaders.

A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

Knowledge Management: An Organizational Capabilities Perspective

http://onemvweb.com/sources/sources/network_structure_social_capital.pdf

The Network Structure Of Social Capital

Follow the Leader: Mimetic Isomorphism and Entry Into New Markets Heather A. Haveman Administrative Science Quarterly, Volume 38, Issue 4 (Dec., 1993), 593-627. Stable URL: http://links.j stor.org/sici?sici=OO01—8392%28199312%2938%3A4%3C593%3AFTLMIA%3E2.0.CO%3B2—V Your use of the JSTOR archive indicates your acceptance of J STOR’s Terms and Conditions of Use, available at http://www.jstor.org/about/terms.html. JSTOR’s Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non—commercial use. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. Administrative Science Quarterly is published by Cornell University, Johnson Graduate School of Management. Please contact the publisher for further permissions regarding the use of this work. Publisher contact information may be obtained at http://www.jstor.org/joumals/cjohn.html. Administrative Science Quarterly ©1993 Cornell University, Johnson Graduate School of Management JSTOR and the JSTOR logo are trademarks of JSTOR, and are Registered in the U.S. Patent and Trademark Office. For more information on JSTOR contact jstor—info@umich.edu. ©2002 JSTOR http://www.j stor.org/ Mon Jan 21 17:34:52 2002

/pdf/follow-the-leader-mimetic-isomorphism-and-entry-into-new-2lfux14lh8.pdf

Follow the leader: Mimetic isomorphism and entry into new markets

Author(s): Haveman, H | Abstract: This paper examines the proposition that change is detrimental to organizational performance and survival chances. I propose that organizational change may benefit organizational performance and survival chances if it occurs in response to dramatic restructuring of environmental conditions and if it builds on established routines and competences. These propositions are tested on the savings and loan industry in California, which has experienced technological, economic, and regulatory shifts that have forced savings and loan associations to change or die. Findings indicate that most changes enhance financial performance, one is harmful to performance, and three diminish failure rates. These results support the model developed here and suggest that the question of whether change is hazardous should be replaced by the questions of under what conditions change may be hazardous or helpful and whether the direction of change affects its impact on performance and survival.'

/pdf/between-a-rock-and-a-hard-place-organizational-change-and-1pxlxg16aq.pdf

Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation

The authors investigate the coevolution of organizations and institu‐tions—they study how institutional definitions, rules, and expectations unfold in tandem with the organizational structures and processes that embody those institutions. The research site is the early thrift industry. Changes in thrifts' technical environment (the rise of a transient and heterogeneous population) and institutional environment (the rise of Progressivism) propelled this coevolutionary process. The coevolution of thrift organizations and institutions proceeded primarily through selection. Adaptation was constrained by both institutional factors (it was difficult to adopt a novel institutional logic) and technical factors (early thrifts were generally small, so entry and exit were easy).

https://www.jstor.org/stable/pdf/10.1086/231128.pdf

Structuring a theory of moral sentiments : Institutional and organizational coevolution in the early thrift industry

Organizational Size and Change: Diversification in the Savings and Loan Industry after Deregulation Heather A. Haveman Administrative Science Quarterly, Volume 38, Issue 1 (Mar., 1993), 20-50. Stable URL: http://links.jstor.org/sici?sici=0001—8392%28199303%2938%3A1%3C20%3AOSACDI%3E2.0.CO%3B2—P Your use of the JSTOR archive indicates your acceptance of J STOR’s Terms and Conditions of Use, available at http://www.jstor.org/about/terms.html. JSTOR’s Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non—commercial use. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. Administrative Science Quarterly is published by Cornell University, Johnson Graduate School of Management. Please contact the publisher for further permissions regarding the use of this work. Publisher contact information may be obtained at http://www.jstor.org/joumals/cjohn.html. Administrative Science Quarterly ©1993 Cornell University, Johnson Graduate School of Management JSTOR and the JSTOR logo are trademarks of JSTOR, and are Registered in the U.S. Patent and Trademark Office. For more information on JSTOR contact jstor—info@umich.edu. ©2002 JSTOR http://www.j stor.org/ Sun Jan 20 17:17:24 2002

/pdf/organizational-size-and-change-diversification-in-the-4r2iycqilg.pdf

Heather A. Haveman

Papers

Follow the leader: Mimetic isomorphism and entry into new markets

Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation

Structuring a theory of moral sentiments : Institutional and organizational coevolution in the early thrift industry

Organizational size and change: Diversification in the savings and loan industry after deregulation

Love Thy Neighbor? Differentiation and Agglomeration in the Manhattan Hotel Industry, 1898-1990