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The Academy of Management Review

2006, v. 31, n. 2

  • Página 256-269
    Autor/es: Rousseau, Denise M.
    Título: Is there such a thing as "evidence-based management"?.
    Resumen: I explore the promise organization research offers for inproved management practice and how, at present, it falls short.

  • Página 270-291
    Autor/es: Fineman, Stephen.
    Título: On being positive: concerns and counterpoints.
    Resumen: In this article I examine the attractions and shortcoming of the "positive" neohumanistic turn in organizational theorizing and how positivity might be developed.

  • Página 292-305
    Autor/es: Morgan Robert, Laura.
    Título: Shifting the lens on organizational life: the added value of positive scholarship.
    Resumen: Fineman raices concerns regarding the implications of positive scholarship for organizational theory and managerial practice.

  • Página 306-308
    Autor/es: Fineman, Stephen.
    Título: Reply: accenturing the positive?.
    Resumen: In my critique of positiveness I raised a number of key concerns about the conceptualization and development of the positive perspective in organizational behavior and organizational studies.

  • Página 309-328
    Autor/es: Peredo, Ana María; Chrisman, James J.
    Título: Toward a theory of community-based enterprise.
    Resumen: In this article we develop the concept of community-based enterprise (CBE) and argue ythat it provides a potential strategy for sustainable local development in poor populations.

  • Página 329-346
    Autor/es: Gardberg, Naomi A.; Fombrun, Charles J.
    Título: Corporate citizenship: creating intangible assets across intitutional environments.
    Resumen: We argue that citizenship programs are strategic investments comparable to R&D and advertising.

  • Página 347-365
    Autor/es: George, Elizabeth; Chattopadhyay, Prithviraj; Sitkin, Sim B.; Barden, Jeff.
    Título: Cognitive underpinnings of institutional persistence and change: a framing perspective.
    Resumen: We integrate the predictions of prospect theory, the threat-rigidity hypothesis, and institutional theory to suggest how patterns of institutional persistence and change depend on whether decision makers view environmental shifts as potential opportunitie

  • Página 366-385
    Autor/es: Lieberman, Marvin B.; Asaba, Shigeru.
    Título: Why do firms imiitate each other?.
    Resumen: Scholars from diverse disciplines have proposed numerous theories of business imitation.

  • Página 386-408
    Autor/es: Johns, Gary.
    Título: The essential impact of context on organizational behavior.
    Resumen: I argue that the impact of contex on organizational behavior is not sufficiently recognized or appreciated by researchers.

  • Página 409-426
    Autor/es: Witteloostuijn, Arjen van; Boone, Christope.
    Título: A resource-based theory of market structure and organizational form.
    Resumen: We argue that combining the insights from both the industrial organization and organizational ecology perspectives is likely to produce value added.

  • Página 427-451
    Autor/es: Gelfand, Michele J.; Smith Major, Virginia; Raver, Jana L.; Nishii, Lisa H.; O'Brien, Karen.
    Título: Negotiating relationally: the dynamics of the relational self in negotiations.
    Resumen: In this article we advance a distinctly relational view of negotiation.

  • Página 452-465
    Autor/es: Coff, Russell W.; Coff, David C.; Eastvold, Roger.
    Título: The knowledge-leveraging paradox: how to achieve scale without making knowledge imitable.
    Resumen: Tacit knowledge, one of the most promising resouces, is among the toughest to leverage.

  • Página 466-476
    Autor/es: Wang, Heli C.; Barney, Jay B.
    Título: Employee incentives to make firm-specific investments: implications for resource-based theories of corporate diversification.
    Resumen: We argue that the risk associated with the value of a firm's core resources has an impact on employee decisions to make firm-specific investments, independent of the threat of opportunism that might exist in a particular exchange.