Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and i...

https://www.jstor.org/stable/pdf/2778293.pdf

Institutionalized Organizations: Formal Structure as Myth and Ceremony

Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.

https://www.jstor.org/stable/pdfplus/259247.pdf

Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts

Symbols and abbreviations Foreword John J. Gumperz Introduction to the reissue Notes 1. Introduction 2. Summarized argument 3. The argument: intuitive bases and derivative definitions 4. On the nature of the model 5. Realizations of politeness strategies in language 6. Derivative hypotheses 7. Sociological implications 8. Implications for language studies 9. Conclusions Notes References Author index Subject index.

Politeness : Some Universals in Language Usage

Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

/pdf/leadership-in-organizations-7uklakdk5o.pdf

Leadership in Organizations

The bases of social power.

A synthetic polyisoprene rubber latex produced by emulsifying a solution of polyisoprene rubber in an organic solvent with water and removing the solvent from the resulting oil-in-water emulsion is significantly improved with respect to mechanical stability, wet gel strength and dry film strength by utilizing, as a polyisoprene rubber, a modified polyisoprene rubber prepared by introducing from about 0.03 to 20 carboxyl groups per 100 recurring units of isoprene monomer present in the synthetic cis-1,4-polyisoprene rubber.

Philipp Weintraub

Papers

The Theory of Social and Economic Organization