Executive Succession and Organization Outcomes in Turbulent Environments: An Organization Learning Approach
暂无分享,去创建一个
[1] Michael L. Tushman,et al. Environmental and Organization Context and Executive Team Characteristics , 1993 .
[2] S. Mezias,et al. An Organizational Learning Model of Convergence and Reorientation , 1992 .
[3] James G. March,et al. Learning from samples of one or fewer* , 1991 .
[4] R. I. Sutton,et al. Switching Cognitive Gears: From Habits of Mind to Active Thinking , 1991 .
[5] C. Gersick,et al. Habitual routines in task-performing groups. , 1990, Organizational behavior and human decision processes.
[6] D. Farmer. Strategies for Change. , 1990 .
[7] Stewart D. Friedman,et al. CEO SUCCESSION AND STOCKHOLDER REACTION: THE INFLUENCE OF ORGANIZATIONAL CONTEXT AND EVENT CONTENT , 1989 .
[8] Kathleen M. Eisenhardt,et al. Making Fast Strategic Decisions In High-Velocity Environments , 1989 .
[9] Elaine Romanelli,et al. Environments and Strategies of Organization Start-Up: Effects on Early Survival , 1989 .
[10] Warren Boeker,et al. The Development and Institutionalization of Subunit Power in Organizations. , 1989 .
[11] Larry E. Greiner,et al. New CEO intervention and dynamics of deliberate strategic change , 1989 .
[12] W. P. Barnett,et al. Work group demography, social integration, and turnover. , 1989 .
[13] J. Dutton,et al. Discerning threats and opportunities. , 1988 .
[14] James W. Fairfield-Sonn,et al. The Awakening Giant: Continuity and Change in ICI. , 1987 .
[15] David Miller,et al. Chief executive personality and corporate strategy and structure in small firms , 1986 .
[16] M. Tushman,et al. Technological Discontinuities and Organizational Environments , 1986 .
[17] M. Tushman,et al. Inertia, Environments and Strategic Choice: Quasi-Experimental Designs for Comparative Research , 1986 .
[18] Elaine Romanelli,et al. Inertia, environments and strategic choice: a quasi-experimental design for comparative-longitudinal research , 1986 .
[19] Jeffrey Pfeffer,et al. Administrative Succession and Organizational Performance: How Administrator Experience Mediates the Succession Effect , 1986 .
[20] P. Grinyer. Book reviewThe awakening giant: Continuity and change at ICI : Andrew W. Pettigrew, Basil Blackwell (1985), 519 pp. £25.00 (hardback) , 1986 .
[21] Dan R. Dalton,et al. Organizational performance as an antecedent of inside/outside chief executive succession: An empirical assessment. , 1985 .
[22] R. J. House,et al. Organizations: A Quantum View , 1984 .
[23] J. Bartunek. Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order , 1984 .
[24] J. Meindl,et al. Corporate attributions as strategic illusions of management control. , 1984 .
[25] M. Hannan,et al. Structural Inertia and Organizational Change , 1984 .
[26] D. Hambrick,et al. Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .
[27] P. Nystrom,et al. To Avoid Organizational Crises, Unlearn , 1984 .
[28] Glenn R. Carroll,et al. Dynamics of Publisher Succession in Newspaper Organizations , 1984 .
[29] Jeffrey Pfeffer,et al. Organizational demography and turnover in top-management groups. , 1984 .
[30] Barry M. Staw,et al. The Justification of Organizational Performance. , 1983 .
[31] Barton A. Weitz,et al. Attributions in the Board Room: Causal Reasoning in Corporate Annual Reports , 1983 .
[32] S. Kiesler,et al. Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition. , 1982 .
[33] Henry Mintzberg,et al. Tracking Strategy in an Entrepreneurial Firm1 , 1982 .
[34] K. Cameron,et al. Coffin nails and corporate strategies , 1982 .
[35] A. Meyer. Adapting to environmental jolts. , 1982, Administrative science quarterly.
[36] Barry M. Staw,et al. Threat-rigidity effects in organizational behavior: A multilevel analysis. , 1981 .
[37] J. Pfeffer. Management as symbolic action: the creation and maintenance of organizational paradigms , 1981 .
[38] J. McCann. Strategies for Change: Logical Incrementalism , 1980 .
[39] R. Neustadt,et al. Presidential Power: The Politics of Leadership from FDR to Carter , 1980 .
[40] Robert N. Stern,et al. The External Control of Organizations: A Resource Dependence Perspective. , 1979 .
[41] L. Zucker. The role of institutionalization in cultural persistence. , 1977 .
[42] James G. March,et al. Almost Random Careers: The Wisconsin School Superintendency, 1940-1972. , 1977 .
[43] Roger I. Hall,et al. A System Pathology of an Organization: The Rise and Fall of the Old Saturday Evening Post. , 1976 .
[44] P. Nystrom,et al. Camping on Seesaws: Prescriptions for a Self-Designing Organization , 1976 .
[45] P. Watzlawick,et al. Pragmatics of human communication , 1975 .
[46] Jeffrey Pfeffer,et al. Executive Recruitment and the Development of Interfirm Organizations , 1973 .
[47] Warren B. Brown,et al. Successor Type and Organizational Change in the Corporate Enterprise. , 1972 .
[48] K. Weick. The social psychology of organizing , 1969 .
[49] B. Barber,et al. Men, Machines, and Modern Times. , 1967 .
[50] O. Grusky,et al. Managerial Succession and Organizational Effectiveness , 1963, American Journal of Sociology.
[51] Alfred Dupont Chandler,et al. 战略与结构 : 美国工商企业成长的若干篇章=strategy and structure : chapters in the history of the American industrial enterprise , 1962 .
[52] Richard O. Carlson. Succession and Performance Among School Superintendents , 1961 .
[53] Philip Selznick. Leadership in administration , 1957 .
[54] S. Messinger. Organizational Transformation: A Case Study of a Declining Social Movement , 1955 .
[55] L. Tarshis. The elements of economics , 1948 .