東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back to Search results for [ null ]

Switch To: Labeled | MARC Mode | ISBD

Causes and consequences of instituti...

Schilke, Oliver Siegfried.

Linked to FindBook

Google Book

Amazon

博客來

Causes and consequences of institutional practices in organizations: routines, trust, and identity.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Causes and consequences of institutional practices in organizations: routines, trust, and identity./
Author:	Schilke, Oliver Siegfried.
Description:	3623 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-09(E), Section: A.
Contained By:	Dissertation Abstracts International75-09A(E).
Subject:	Organizational behavior. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3623465
ISBN:	9781303959127

Causes and consequences of institutional practices in organizations: routines, trust, and identity.
Schilke, Oliver Siegfried.

Causes and consequences of institutional practices in organizations: routines, trust, and identity. - 3623 p.

Source: Dissertation Abstracts International, Volume: 75-09(E), Section: A.

Thesis (Ph.D.)--University of California, Los Angeles, 2014.

This item must not be sold to any third party vendors.

The central thrust of this dissertation is oriented around institutional practices in organizations--i.e., those processes that organizational decision makers take for granted and execute quasi-automatically. My goal is to better understand how such practices emerge and become habitualized over time, how they affect perceptions of the organizational environment, and how they influence organizational success. Specifically, the dissertation analyzes institutional practices as they pertain to (1) routines, (2) trust, and (3) identity.

ISBN: 9781303959127Subjects--Topical Terms:

516683
Organizational behavior.

Causes and consequences of institutional practices in organizations: routines, trust, and identity.
LDR:03695nmm a2200337 4500 001 2062931
005 20151024095832.5
008 170521s2014 ||||||||||||||||| ||eng d
020 $a 9781303959127
035 $a (MiAaPQ)AAI3623465
035 $a AAI3623465
040 $a MiAaPQ $c MiAaPQ
100 1 $a Schilke, Oliver Siegfried. $3 3177379
245 1 0 $a Causes and consequences of institutional practices in organizations: routines, trust, and identity.
300 $a 3623 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-09(E), Section: A.
500 $a Adviser: Lynne G. Zucker.
502 $a Thesis (Ph.D.)--University of California, Los Angeles, 2014.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a The central thrust of this dissertation is oriented around institutional practices in organizations--i.e., those processes that organizational decision makers take for granted and execute quasi-automatically. My goal is to better understand how such practices emerge and become habitualized over time, how they affect perceptions of the organizational environment, and how they influence organizational success. Specifically, the dissertation analyzes institutional practices as they pertain to (1) routines, (2) trust, and (3) identity.
520 $a The first chapter investigates the performance consequences of institutional practices in the form of organizational routines in the domains of alliance management and new product development. I develop the argument that the effectiveness of those routines is highest in "normal" environments but comparatively weaker in both volatile and stable contexts, suggesting an inverse U-shaped moderation effect of environmental dynamism on the link between those organizational routines and competitive advantage. Longitudinal key informant survey data from 279 firms provide strong support for my position.
520 $a Chapter two is concerned with how institutional practices affect perceptions of other organizations in the field. Specifically, I integrate a calculative and a relational perspective on institutions to better understand the sources of organizational trustworthiness perceptions. Using the setting of interfirm alliances and based on dyadic survey data from 171 such alliances, I find that the calculative perspective (represented by contractual safeguards) has higher predictive power when the partner lacks a favorable reputation, whereas the relational perspective (represented by organizational culture) predicts trustworthiness more strongly when familiarity with the partner organization is high.
520 $a Finally, the third chapter develops a better understanding of how social cognition affects organizational resistance to institutional pressures. A series of experiments shows that perceiving oneself as part of a larger organizational identity reduces participants' tendency to adopt solutions from competitors. I also find that status (low, high) moderates the organizational identity-resistance link. These findings advance our understanding of micro-level sources of organizational action, bring together the highly complementary but thus far largely separate streams of neoinstitutional and identity research, and inform the emerging research stream of behavioral strategy by shedding new light on the role of cognition for strategic action.
590 $a School code: 0031.
650 4 $a Organizational behavior. $3 516683
650 4 $a Organization theory. $3 2122787
690 $a 0703
690 $a 0635
710 2 $a University of California, Los Angeles. $b Sociology. $3 2100257
773 0 $t Dissertation Abstracts International $g 75-09A(E).
790 $a 0031
791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3623465