Pivoting Isn’t Enough? Managing Strategic Reorientation in New Ventures
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1287
Safe or Profitable? The Pursuit of Conflicting Goals
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1280
Product Categories as Judgment Devices: The Moral Awakening of the Investment Industry
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1267
Platform Strategy: Managing Ecosystem Value Through Selective Promotion of Complements
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1290
Hybrid Ambidexterity: How the Environment Shapes Incumbents’ Use of Structural and Contextual Approaches
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1286
Generativity Tension and Value Creation in Platform Ecosystems
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1270
Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1273
The Private Scope in Public–Private Collaborations: An Institutional and Capability-Based Perspective
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1251
Transferring Tacit Know-How: Do Opportunism Safeguards Matter for Firm Boundary Decisions?
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1236
Discontinuities in the Value of Relational Capital: The Effects on Employee Entrepreneurship and Mobility
来源期刊：Organization ScienceDOI：10.1287/orsc.2018.1262
Learning-by-Moving: Can Reconfiguring Spatial Proximity Between Organizational Members Promote Individual-level Exploration?
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1291
Coupling Labor Codes of Conduct and Supplier Labor Practices: The Role of Internal Structural Conditions
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1261
Get Noticed and Die Trying: Signals, Sacrifice, and the Production of Face Time in Distributed Work
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1265
An Integrative Perspective of Organizational Responses: Routines, Heuristics, and Improvisations in a Mount Everest Expedition
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1271
The Double-Edged Sword of Jurisdictional Entrenchment: Explaining Human Resources Professionals’ Failed Strategic Repositioning
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1282
One Step Forward, Two Steps Back: How Negative External Evaluations Can Shorten Organizational Time Horizons
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1259
Reluctant Disclosure and Transparency: Evidence from Environmental Disclosures
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1298
Trajectory Dynamics in Innovation: Developing and Transforming a Mobile Money Service Across Time and Place
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1281
To Whom Are You True? Audience Perceptions of Authenticity in Nascent Crowdfunding Ventures
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1253
Mobility Constraint Externalities
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1252
Explaining Heterogeneity in the Organization of Scientific Work
来源期刊：Organization ScienceDOI：10.1287/orsc.2019.1303
Thinking Broad and Deep: Why Some Directors Exert an Outsized Influence on Strategic Change
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1258
Safeguarding from the Sharks: Board Representation in Minority Equity Partnerships
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1263
Learning by Seconding: Evidence from National Science Foundation Rotators
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1245
How Organizations Claim Authenticity: The Coproduction of Illusions in Underground Restaurants
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1260
Employee Learning from Failure: A Team-as-Resource Perspective
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1255
Leveraging Minority Identities at Work: An Individual-Level Framework of the Identity Mobilization Process
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1272
Knowledge Sources and Operational Problems: Less Now, More Later
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1269
Head, Heart, or Hands: How Do Employees Respond to a Radical Global Language Change over Time?
来源期刊：Organization ScienceDOI：10.1287/orsc.2019.1289
Bridging Cultural Holes in Organizations: The Dynamic Structure of Social Networks and Organizational Vocabularies Within and Across Subunits
来源期刊：Organization ScienceDOI：10.1287/orsc.2019.1352
After the Fall: How Perceived Self-Control Protects the Legitimacy of Higher-Ranking Employees after Status Loss
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1313
Which Side Are You On? The Divergent Effects of Protest Participation on Organizations Affiliated with Identity Groups
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1302
Connected, but Qualified? Social Affiliations, Human Capital, and Service Professional Performance
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1279
Gender Differences in Pay Levels: An Examination of the Compensation of University Presidents
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1266
Moving off the Map: How Knowledge of Organizational Operations Empowers and Alienates
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1277
Women Don’t Mean Business? Gender Penalty in Board Composition
来源期刊：Organization ScienceDOI：10.1287/ORSC.2019.1301
On the Relationship Between Firms and Their Legal Environment: The Role of Cultural Consonance
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1250
A Recombination-Based Internationalization Model: Evidence from Narayana Health’s Journey from India to the Cayman Islands
来源期刊：Organization ScienceDOI：10.2139/SSRN.2630554
THE COST OF STATUS: WHEN SOCIAL AND ECONOMIC INTERESTS COLLIDE
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1247
Product Adaptation During New Industry Emergence: The Role of Start-Up Team Preentry Experience
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1278
The Role of Third-Party Rankings in Status Dynamics: How Does the Stability of Rankings Induce Status Changes?
来源期刊：Organization ScienceDOI：10.1287/orsc.2019.1316
When Developers Disagree: Divergent Advice as a Potential Catalyst for Protégé Growth
来源期刊：Organization ScienceDOI：10.1287/ORSC.2018.1256
