INSEAD Library

Includes bibliographical references

Includes chapter by Dorothy E. Leidner "Understanding information culture: integrating knowledge management systems into organizations", p. 211-239

Digitized

Readings in Organization Science Organizational Change in a Changing Context Contents Part One Theoretically -- established fields THE EMANCIPATORY SIGNIFICANCE OF TAYLORISM.......................................... 7 - Paul S. Adler RE-LINKING WORK AND FAMILY: A CATALYST FOR ORGANIZATIONAL CHANGE....................................................................................... 15 - Lotte Bailyn, Rhona Rapoport, Deborah Kolb, Joyce Fletcher et al. POST-CULTURE: IS THE ORGANIZATIONAL CULTURE LITERATURE DOMINANT BUT DEAD?.................................................................. 67 - Marta B. Caldas, Linda Smircich IDENTITY AND ORGANIZATIONS: MAPPING THEORETICAL DIVERSITY......101 - Miguel P. Caldas, Thomaz Wood, Jr. ENTREPRENEURSHIP, STRATEGY AND CREATIVITY......................................... 121 - David J. Collis A MORE RATIONAL FRAMEWORK FOR ORGANIZATION THEORY................. 143 - Bruno Dyck ORGANIZATIONAL EFFECTIVENESS=CORPORATE PERFORMANCE? Why and How Two Research Approaches Need to be Merged.......................................155 - Ursula Glunk, Celeste P. M. Wilderom ENVIRONMENT AND THE STRUCTURE OF ORGANIZATIONS: A POPULATION ECOLOGY PERSPECTIVE.............................................................. 183 - Michael T. Hannan, John Freeman UNDERSTANDING INFORMATION CULTURE: INTEGRATING KNOWLEDGE MANAGEMENT SYSTEMS INTO ORGANIZATIONS............................................................................................ 211 - Dorothy E. Leidner COMPLEXITY vs. SELECTION AMONG COEVOLUTIONARY FIRMS: A COMPLEXITY THEORY OF STRATEGIC ORGANIZING.................................... 241 - Bill McKelvey PARADOXES AND DUALITIES IN ORGANIZATIONAL DEVELOPMENT......... 297 - Bernard Ramanantsoa, Véronique Perret Part Two Methods REAL MEN DONT COLLECT SOFT DATA................................................................323 - Silvia Gherardi, Barry Turner USE OF PARTIAL LEAST SQUARES IN STRATEGIC MANAGEMENT RESEARCH.....................................................................................361 - John Hulland BARRIERS TO INNOVATION IN RESEARCH PRACTICE.......................................387 - Gillian Symon, Catherine Cassell Part Three Change in a changing context CATEGORIZING ENVIRONMENTAL EVENTS AND ORGANIZATIONAL CHANGE: A CONTINGENCY PERSPECTIVE.......................401 - Ashay B. Desai, Edith C. Busija FROM THEORY TO PRACTICE: APPLYING MULTIPLE FRAMES IN ORGANIZATIONAL DIAGNOSIS AND APPLIED RESEARCH..........................421 - Michael I. Harrison, Arie Shi rom TEAMWORK, KNOWLEDGE-CREATION AND IMPROVISATION....................... 435 - Ken Kamoche, Miguel Pina e Cunha TIME AND THE INFORMATION AGE CORPORATION: DESTRUCTIVE CHAOS OR A DYNAMIC STRUCTURE? 453 - Bruno Lemaire EMERGENT ORDER IN BOUNDARYLESS CAREERS............................................ 481 - Benvamin Lichtenstein, Mark Mendenhall IMPLEMENTING ORGANIZATIONAL CHANGE.....................................................489 - Ashish Nanda KNOWLEDGE OUT OF CHAOS: USING PHASE SPACES FOR THE QUALITATIVE EVALUATION OF ORGANIZATIONAL CHANGE....523 - Daniel J. Svyantek, Andrea F. Snell THE AESTHETIC OF IMPERFECTION IN ORCHESTRAS AND ORGANIZATIONS......................................................................................................... 541 - Karl E. Weick OF PATTERNS, THEORIES AND STRATEGIC PROCESSES.................................. 565 - Brenda J. Zimmerman