Administrative Science Quarterly Online Table of Contents Alert
A new issue of Administrative Science Quarterly is available online:
December 2016; Vol. 61, No. 4
Halloween has passed, and winter is still coming for our Northern Hemisphere readers... a good time to read something! ASQ comes to the rescue with our December issue.
Articles
How Cinderella Became a Queen: Theorizing Radical Status Change
Giuseppe Delmestri and Royston Greenwood
How is grappa the similar to Cognac and Whisky? All are now drinks that can be ordered in a fancy restaurant by someone who wants to show off their good taste. This is new, and the result of a very skillful move upwards in a status hierarchy. This is an interesting article especially because we often equate status orders and stability.
Explaining the Selection of Routines for Change during Organizational Search
Amit Nigam, Ruthanne Huising, and Brian Golden
We have long subscribed to the idea that organizations have routines, and that they use search to find solutions to problems with these routines. But when does this search succeed? How does it work? The answer involves formal authority along with power and politics, and key elements are elite recognition that routines can be changed to their benefit, along with non-elites strategically framing routines as important and interdependent.
Blacklisted Businesses: Social Activists' Challenges and the Disruption of Corporate Political Activity
Mary-Hunter McDonnell and Timothy Werner
How to make firms responsive to societal demands is an increasing concern especially after the activism for shareholder governance has left management with significantly reduced discretion. Can social movements shape firm actions through visible challenges? As we see in this article, social movements can certainly cut off political ties, which many executives see as essential to success.
The Group Dynamics of Interorganizational Relationships: Collaborating with Multiple Partners in Innovation Ecosystems
Jason P. Davis
Increasingly, fast-moving industries see firms collaborate for much of their innovation, and often in the form of repeated collaborations with more than two partners, often with some partners going in and out. Those collaborations leave other firms behind, and they also leave behind our knowledge of alliances, which focuses on dyadic and repeated collaborations. So how do we understand the dynamics of such collaborations? Read this article.
The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift
Emily Truelove and Katherine C. Kellogg
We have learnt that power is vested in the organizational unit(s) that handle the most important contingencies, which means that when these change, the power relations also change. But we have also suspected it is not so simple. In this article we learn how the contestation triggered when engineering becomes less important ends up in a new power group composed of moderates in engineering and marketing.
Book Reviews
Heather A. Haveman: Magazines and the Making of America: Modernization, Community, and Print Culture, 1741–1860
Frank Dobbin
Jana Costas and Christopher Grey: Secrecy at Work: The Hidden Architecture of Organizational Life
Blake E. Ashforth
Andrew J. Nelson: The Sound of Innovation
Gino Cattani
Diane E. Bailey and Paul M. Leonardi: Technology Choices: Why Occupations Differ in Their Embrace of New Technology
Asaf Darr
Don't forget that our student blog (http://asqblog.com) features new interviews every week with ASQ authors! It's a great resource for grad students, young scholars, and anyone else looking for research and writing insights. Our editor's blog (http://www.organizationalmusings.com/) has my take on the most recent articles, plus some older ones I want to highlight.
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). Ventures HO!