Research Article

Explaining Employee Engagement with Strategic Change Implementation: A Meaning-Making Approach

Pages:1–23

Published Online:April 29, 2011

https://doi.org/10.1287/orsc.1110.0651

A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change

Pages:24–46

Published Online:June 1, 2011

https://doi.org/10.1287/orsc.1110.0653

Wall Street vs. Main Street: Firm Strategies for Defending Legitimacy and Their Impact on Different Stakeholders

Pages:47–66

Published Online:April 11, 2011

https://doi.org/10.1287/orsc.1100.0631

Status Differences in the Cognitive Activation of Social Networks

Pages:67–82

Published Online:April 29, 2011

https://doi.org/10.1287/orsc.1100.0643

Evaluative Schemas and the Mediating Role of Critics

Pages:83–97

Published Online:March 23, 2011

https://doi.org/10.1287/orsc.1100.0630

How Managers Use Multiple Media: Discrepant Events, Power, and Timing in Redundant Communication

Pages:98–117

Published Online:April 11, 2011

https://doi.org/10.1287/orsc.1110.0638

Sensemaking Under Pressure: The Influence of Professional Roles and Social Accountability on the Creation of Sense

Pages:118–137

Published Online:April 29, 2011

https://doi.org/10.1287/orsc.1100.0640

Impact of Growth Opportunities and Competition on Firm-Level Capability Development Trade-offs

Pages:138–154

Published Online:April 11, 2011

https://doi.org/10.1287/orsc.1100.0628

Setting Your Own Standards: Internal Corporate Governance Codes as a Response to Institutional Pressure

Pages:155–176

Published Online:April 29, 2011

https://doi.org/10.1287/orsc.1100.0642

Regions Matter: How Localized Social Capital Affects Innovation and External Knowledge Acquisition

Pages:177–193

Published Online:May 17, 2011

https://doi.org/10.1287/orsc.1110.0650

Risks of Corporate Entrepreneurship: Autonomy and Agency Issues

Pages:194–206

Published Online:February 23, 2011

https://doi.org/10.1287/orsc.1110.0645

Achieving Demand-Side Synergy from Strategic Diversification: How Combining Mundane Assets Can Leverage Consumer Utilities

Pages:207–224

Published Online:March 11, 2011

https://doi.org/10.1287/orsc.1100.0627

CEO Replacement in Turnaround Situations: Executive (Mis)Fit and Its Performance Implications

Pages:225–243

Published Online:April 11, 2011

https://doi.org/10.1287/orsc.1100.0629

PERSPECTIVE—The Sociological Ambivalence of Bureaucracy: From Weber via Gouldner to Marx

Pages:244–266

Published Online:March 23, 2011

https://doi.org/10.1287/orsc.1100.0615

PERSPECTIVE—Toward a Behavioral Theory of Strategy

Pages:267–285

Published Online:April 11, 2011

https://doi.org/10.1287/orsc.1110.0644

Purpose and Progress in the Theory of Strategy: Comments on Gavetti

Pages:288–297

Published Online:September 28, 2011

https://doi.org/10.1287/orsc.1110.0696

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