Research Article

Dynamics and Dilemmas of Women Leading Women

Pages:589–610

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.589.12531

Organizational Routines as a Source of Continuous Change

Pages:611–629

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.611.12529

Organizational Learning and the Transfer of Knowledge: An Investigation of Quality Improvement

Pages:630–647

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.630.12535

Dyadic Communication Relationships in Organizations: An Attribution/Expectancy Approach

Pages:648–664

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.648.12537

Dealing with Time in Social Inquiry: A Tension Between Method and Lived Experience

Pages:665–673

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.665.12532

The Optimal Performance of the Global Firm: Formalizing and Extending the Integration- Responsiveness Framework

Pages:674–695

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.674.12528

Crossroads—Conventions: An Interpretation of Deep Structure in Organizations

Pages:696–708

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.696.12530

Taking Science out of Organization Science: How Would Postmodernism Reconstruct the Analysis of Organizations?

Pages:709–731

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.709.12534

Putting the Community into Organizational Science: Exploring the Construction of Knowledge Claims

Pages:732–738

Published Online:December 1, 2000

https://doi.org/10.1287/orsc.11.6.732.12536

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