Research Articles

Why Managers Do Not Seek Voice from Employees: The Importance of Managers’ Personal Control and Long-Term Orientation

Pages:447–466

Published Online:April 4, 2019

https://doi.org/10.1287/orsc.2018.1273

Learning-by-Moving: Can Reconfiguring Spatial Proximity Between Organizational Members Promote Individual-level Exploration?

Pages:467–488

Published Online:April 10, 2019

https://doi.org/10.1287/orsc.2019.1291

Thinking Broad and Deep: Why Some Directors Exert an Outsized Influence on Strategic Change

Pages:489–508

Published Online:April 8, 2019

https://doi.org/10.1287/orsc.2018.1258

When Developers Disagree: Divergent Advice as a Potential Catalyst for Protégé Growth

Pages:509–527

Published Online:April 3, 2019

https://doi.org/10.1287/orsc.2018.1256

Learning by Seconding: Evidence from National Science Foundation Rotators

Pages:528–551

Published Online:April 19, 2019

https://doi.org/10.1287/orsc.2018.1245

Get Noticed and Die Trying: Signals, Sacrifice, and the Production of Face Time in Distributed Work

Pages:552–572

Published Online:May 17, 2019

https://doi.org/10.1287/orsc.2018.1265

An Integrative Perspective of Organizational Responses: Routines, Heuristics, and Improvisations in a Mount Everest Expedition

Pages:573–599

Published Online:May 17, 2019

https://doi.org/10.1287/orsc.2018.1271

Gender Differences in Pay Levels: An Examination of the Compensation of University Presidents

Pages:600–616

Published Online:May 20, 2019

https://doi.org/10.1287/orsc.2018.1266

Generativity Tension and Value Creation in Platform Ecosystems

Pages:617–641

Published Online:May 20, 2019

https://doi.org/10.1287/orsc.2018.1270

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