메뉴 건너뛰기




Volumn 23, Issue 4, 2012, Pages 561-574

The Dynamism of Organizational Practices: The Role of Employment Blueprints

Author keywords

[No Author keywords available]

Indexed keywords


EID: 84869839083     PISSN: 10453172     EISSN: 14678551     Source Type: Journal    
DOI: 10.1111/j.1467-8551.2011.00783.x     Document Type: Article
Times cited : (9)

References (56)
  • 2
    • 84949779820 scopus 로고    scopus 로고
    • On the practise of practice: in-tensions and ex-tensions in the ongoing reconfiguration of practice
    • D. Barry and H. Hansen (eds), London: Sage.
    • Antonacopoulou, E. P. (2008) 'On the practise of practice: in-tensions and ex-tensions in the ongoing reconfiguration of practice'. In D. Barry and H. Hansen (eds), Handbook of New Approaches to Organization Studies, pp. 112-131. London: Sage.
    • (2008) Handbook of New Approaches to Organization Studies , pp. 112-131
    • Antonacopoulou, E.P.1
  • 3
  • 4
    • 0000383416 scopus 로고    scopus 로고
    • The road taken: origins and evolution of employment systems in emerging companies
    • Baron, J. N., M. D. Burton and M. T. Hannan (1996). 'The road taken: origins and evolution of employment systems in emerging companies', Industrial and Corporate Change, 5, pp. 239-275.
    • (1996) Industrial and Corporate Change , vol.5 , pp. 239-275
    • Baron, J.N.1    Burton, M.D.2    Hannan, M.T.3
  • 5
    • 0032758872 scopus 로고    scopus 로고
    • Building the iron cage: determinants of managerial intensity in the early years of organizations
    • Baron, J. N., M. T. Hannan and M. D. Burton (1999). 'Building the iron cage: determinants of managerial intensity in the early years of organizations', American Sociological Review, 64, pp. 527-547.
    • (1999) American Sociological Review , vol.64 , pp. 527-547
    • Baron, J.N.1    Hannan, M.T.2    Burton, M.D.3
  • 6
    • 3843067511 scopus 로고    scopus 로고
    • Building ambidexterity into an organization
    • Birkinshaw, J. and C. Gibson (2004). 'Building ambidexterity into an organization', MIT Sloan Management Review, 45, pp. 47-55.
    • (2004) MIT Sloan Management Review , vol.45 , pp. 47-55
    • Birkinshaw, J.1    Gibson, C.2
  • 10
    • 33845420547 scopus 로고    scopus 로고
    • Towards best or better practice in corporate leadership development: operational issues in mode 2 and design science research
    • Burgoyne, J. and K. T. James (2006). 'Towards best or better practice in corporate leadership development: operational issues in mode 2 and design science research', British Journal of Management, 17, pp. 303-316.
    • (2006) British Journal of Management , vol.17 , pp. 303-316
    • Burgoyne, J.1    James, K.T.2
  • 11
    • 36448978742 scopus 로고
    • On the historical efficiency of competition between organizational populations
    • Carroll, G. R. and J. R. Harrison (1994). 'On the historical efficiency of competition between organizational populations', American Journal of Sociology, 100, pp. 720-749.
    • (1994) American Journal of Sociology , vol.100 , pp. 720-749
    • Carroll, G.R.1    Harrison, J.R.2
  • 14
    • 0346739074 scopus 로고    scopus 로고
    • Organizational routines as a source of continuous change
    • Feldman, M. S. (2000). 'Organizational routines as a source of continuous change', Organization Science, 11, pp. 611-629.
    • (2000) Organization Science , vol.11 , pp. 611-629
    • Feldman, M.S.1
  • 15
    • 84990373732 scopus 로고    scopus 로고
    • Practice-based theorizing on learning and knowing in organizations
    • Gherardi, S. (2000). 'Practice-based theorizing on learning and knowing in organizations', Organization, 7, pp. 211-223.
    • (2000) Organization , vol.7 , pp. 211-223
    • Gherardi, S.1
  • 16
    • 0036624007 scopus 로고    scopus 로고
    • Learning in a constellation of interconnected practices: canon or dissonance?
    • Gherardi, S. and D. Nicolini (2002). 'Learning in a constellation of interconnected practices: canon or dissonance?', Journal of Management Studies, 39, pp. 419-436.
    • (2002) Journal of Management Studies , vol.39 , pp. 419-436
    • Gherardi, S.1    Nicolini, D.2
  • 18
    • 44149125975 scopus 로고    scopus 로고
    • Institutional change, absorptive capacity, and the organizational zone of inertia
    • Godkin, L. (2008). 'Institutional change, absorptive capacity, and the organizational zone of inertia', Human Resource Development Review, 7, pp. 184-197.
    • (2008) Human Resource Development Review , vol.7 , pp. 184-197
    • Godkin, L.1
  • 19
    • 33947635827 scopus 로고    scopus 로고
    • Managing tomorrow's consulting firm
    • Graubner, M. and A. Richter (2003). 'Managing tomorrow's consulting firm', Consulting to Management, 14, pp. 43-50.
    • (2003) Consulting to Management , vol.14 , pp. 43-50
    • Graubner, M.1    Richter, A.2
  • 20
    • 0032220357 scopus 로고    scopus 로고
    • Performance, aspirations, and risky organizational change
    • Greve, H. R. (1998). 'Performance, aspirations, and risky organizational change', Administrative Science Quarterly, 43, pp. 58-86.
    • (1998) Administrative Science Quarterly , vol.43 , pp. 58-86
    • Greve, H.R.1
  • 21
    • 70350015103 scopus 로고    scopus 로고
    • Hiring stars and their colleagues: exploration and exploitation in professional service firms
    • Groysberg, B. and L-H. Lee (2009). 'Hiring stars and their colleagues: exploration and exploitation in professional service firms', Organization Science, 20, pp. 740-758.
    • (2009) Organization Science , vol.20 , pp. 740-758
    • Groysberg, B.1    Lee, L.-H.2
  • 22
    • 84936628616 scopus 로고
    • Structural inertia and organizational change
    • Hannan, M. T. and J. Freeman (1984). 'Structural inertia and organizational change', American Sociological Review, 49, pp. 75-94.
    • (1984) American Sociological Review , vol.49 , pp. 75-94
    • Hannan, M.T.1    Freeman, J.2
  • 25
    • 67650466983 scopus 로고    scopus 로고
    • What if we shifted the basis of consulting from knowledge to knowing?
    • Hicks, J., P. Nair and C. P. M. Wilderom (2009). 'What if we shifted the basis of consulting from knowledge to knowing?' Management Learning, 40, pp. 289-310.
    • (2009) Management Learning , vol.40 , pp. 289-310
    • Hicks, J.1    Nair, P.2    Wilderom, C.P.M.3
  • 26
    • 0141818156 scopus 로고    scopus 로고
    • Confronting strategic inertia in a top management team: learning from failure
    • Hodgkinson, G. P. and G. Wright (2002). 'Confronting strategic inertia in a top management team: learning from failure', Organization Studies, 23, pp. 949-977.
    • (2002) Organization Studies , vol.23 , pp. 949-977
    • Hodgkinson, G.P.1    Wright, G.2
  • 28
    • 70350006907 scopus 로고    scopus 로고
    • Structural differentiation and ambidexterity: the mediating role of integration mechanisms
    • Jansen, J. J. P., M. P. Tempelaar, F. A. J. Van den Bosch and H. W. Volberda (2009). 'Structural differentiation and ambidexterity: the mediating role of integration mechanisms', Organization Science, 20, pp. 797-811.
    • (2009) Organization Science , vol.20 , pp. 797-811
    • Jansen, J.J.P.1    Tempelaar, M.P.2    Van den Bosch, F.A.J.3    Volberda, H.W.4
  • 29
    • 33750716854 scopus 로고    scopus 로고
    • Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators
    • Jansen, J. J. P., F. A. J. Van den Bosch and H. W. Volberda (2006). 'Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators', Management Science, 52, pp. 1661-1674.
    • (2006) Management Science , vol.52 , pp. 1661-1674
    • Jansen, J.J.P.1    Van den Bosch, F.A.J.2    Volberda, H.W.3
  • 30
    • 77649324160 scopus 로고    scopus 로고
    • How are methodologies and tools framing managers' strategizing practice in competitive strategy development?
    • Jarratt, D. and D. Stiles (2010). 'How are methodologies and tools framing managers' strategizing practice in competitive strategy development?' British Journal of Management, 21, pp. 28-43.
    • (2010) British Journal of Management , vol.21 , pp. 28-43
    • Jarratt, D.1    Stiles, D.2
  • 31
    • 2542562823 scopus 로고    scopus 로고
    • Strategy as practice: recursiveness, adaptation, and practices-in-use
    • Jarzabkowski, P. (2004). 'Strategy as practice: recursiveness, adaptation, and practices-in-use', Organization Studies, 25, pp. 529-560.
    • (2004) Organization Studies , vol.25 , pp. 529-560
    • Jarzabkowski, P.1
  • 32
    • 77954238840 scopus 로고
    • Mixing qualitative and quantitative methods: triangulation in action
    • Jick, T. D. (1979). 'Mixing qualitative and quantitative methods: triangulation in action', Administrative Science Quarterly, 24, pp. 602-611.
    • (1979) Administrative Science Quarterly , vol.24 , pp. 602-611
    • Jick, T.D.1
  • 33
    • 0000903263 scopus 로고
    • Organizational inertia and momentum: a dynamic model of strategic change
    • Kelly, D. and T. L. Amburgey (1991). 'Organizational inertia and momentum: a dynamic model of strategic change', Academy of Management Journal, 34, pp. 591-612.
    • (1991) Academy of Management Journal , vol.34 , pp. 591-612
    • Kelly, D.1    Amburgey, T.L.2
  • 34
    • 0034287677 scopus 로고    scopus 로고
    • Stability and change as simultaneous experiences in organizational life
    • Leana, C. and B. Barry (2000). 'Stability and change as simultaneous experiences in organizational life', Academy of Management Review, 25, pp. 753-759.
    • (2000) Academy of Management Review , vol.25 , pp. 753-759
    • Leana, C.1    Barry, B.2
  • 35
    • 84936824160 scopus 로고
    • A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites
    • Leonard-Barton, D. A. (1990). 'A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites', Organization Science, 1, pp. 1-19.
    • (1990) Organization Science , vol.1 , pp. 1-19
    • Leonard-Barton, D.A.1
  • 36
    • 54749091098 scopus 로고    scopus 로고
    • Knowledge exploitation, knowledge exploration, and competency trap
    • Liu, W. (2006). 'Knowledge exploitation, knowledge exploration, and competency trap', Knowledge and Process Management, 13, pp. 144-161.
    • (2006) Knowledge and Process Management , vol.13 , pp. 144-161
    • Liu, W.1
  • 37
    • 0001812752 scopus 로고
    • Exploration and exploitation in organizational learning
    • March, J. G. (1991). 'Exploration and exploitation in organizational learning', Organization Science, 2, pp. 71-87.
    • (1991) Organization Science , vol.2 , pp. 71-87
    • March, J.G.1
  • 38
    • 74849137808 scopus 로고    scopus 로고
    • Re-turn to practice: an introductory essay' (Introduction to Special Issue on 'Re-turn to practice: understanding organization as it happens')
    • Miettinen, R., D. Samra-Fredericks and D. Yanow (2009). 'Re-turn to practice: an introductory essay' (Introduction to Special Issue on 'Re-turn to practice: understanding organization as it happens'), Organization Studies, 30, pp. 1309-1328.
    • (2009) Organization Studies , vol.30 , pp. 1309-1328
    • Miettinen, R.1    Samra-Fredericks, D.2    Yanow, D.3
  • 39
    • 38849162774 scopus 로고    scopus 로고
    • Patterns of human resource management in consulting firms
    • Richter, A., M. Dickmann and M. Graubner (2008). 'Patterns of human resource management in consulting firms', Personnel Review, 37, pp. 184-202.
    • (2008) Personnel Review , vol.37 , pp. 184-202
    • Richter, A.1    Dickmann, M.2    Graubner, M.3
  • 40
    • 33846472492 scopus 로고    scopus 로고
    • Organizing to strategize in the face of interactions: preventing premature lock-in
    • Rivkin, J. W. and N. Siggelkow (2006). 'Organizing to strategize in the face of interactions: preventing premature lock-in', Long Range Planning, 39, pp. 591-614.
    • (2006) Long Range Planning , vol.39 , pp. 591-614
    • Rivkin, J.W.1    Siggelkow, N.2
  • 41
    • 79952254700 scopus 로고    scopus 로고
    • Organization development interventions: an artifaction perspective
    • Romme, A. G. L. (2011). 'Organization development interventions: an artifaction perspective', Journal of Applied Behavioral Science, 47, pp. 8-32.
    • (2011) Journal of Applied Behavioral Science , vol.47 , pp. 8-32
    • Romme, A.G.L.1
  • 42
    • 77955233092 scopus 로고    scopus 로고
    • Dynamic capabilities, deliberate learning and environmental dynamism: a simulation model
    • Romme, A. G. L., M. Zollo and P. A. J. Berends (2010). 'Dynamic capabilities, deliberate learning and environmental dynamism: a simulation model', Industrial and Corporate Change, 19, pp. 1271-1299.
    • (2010) Industrial and Corporate Change , vol.19 , pp. 1271-1299
    • Romme, A.G.L.1    Zollo, M.2    Berends, P.A.J.3
  • 45
    • 65349174507 scopus 로고    scopus 로고
    • Organizational ambidexterity: towards a multilevel understanding
    • Simsek, Z. (2009). 'Organizational ambidexterity: towards a multilevel understanding', Journal of Management Studies, 46, pp. 597-624.
    • (2009) Journal of Management Studies , vol.46 , pp. 597-624
    • Simsek, Z.1
  • 46
    • 27944476820 scopus 로고    scopus 로고
    • Managing strategic contradictions: a top management model for managing innovation streams
    • Smith, W. K. and M. L. Tushman (2005). 'Managing strategic contradictions: a top management model for managing innovation streams', Organization Science, 16, pp. 522-536.
    • (2005) Organization Science , vol.16 , pp. 522-536
    • Smith, W.K.1    Tushman, M.L.2
  • 47
    • 85041440705 scopus 로고
    • Social structure and organizations
    • J. G. March (ed.), Chicago, IL: Rand McNally.
    • Stinchcombe, A. L. (1965). 'Social structure and organizations'. In J. G. March (ed.), Handbook of Organizations, pp. 142-193. Chicago, IL: Rand McNally.
    • (1965) Handbook of Organizations , pp. 142-193
    • Stinchcombe, A.L.1
  • 49
    • 0041926259 scopus 로고    scopus 로고
    • Expert talent and the design of (professional services) firms
    • Teece, D. J. (2003). 'Expert talent and the design of (professional services) firms', Industrial and Corporate Change, 12, pp. 895-916.
    • (2003) Industrial and Corporate Change , vol.12 , pp. 895-916
    • Teece, D.J.1
  • 51
    • 2342662198 scopus 로고    scopus 로고
    • Charismatic leadership at the strategic level: a new application of upper echelons theory
    • Waldman, D. A., M. Javidan and P. Varella (2004). 'Charismatic leadership at the strategic level: a new application of upper echelons theory', Leadership Quarterly, 15, pp. 355-380.
    • (2004) Leadership Quarterly , vol.15 , pp. 355-380
    • Waldman, D.A.1    Javidan, M.2    Varella, P.3
  • 53
    • 33646522418 scopus 로고    scopus 로고
    • Completing the practice turn in strategy research
    • Whittington, R. (2006). 'Completing the practice turn in strategy research', Organization Studies, 27, pp. 613-634.
    • (2006) Organization Studies , vol.27 , pp. 613-634
    • Whittington, R.1
  • 54
    • 0141792319 scopus 로고    scopus 로고
    • Understanding dynamic capabilities
    • Winter, S. G. (2003). 'Understanding dynamic capabilities', Strategic Management Journal, 24, pp. 991-995.
    • (2003) Strategic Management Journal , vol.24 , pp. 991-995
    • Winter, S.G.1
  • 55
    • 1542327769 scopus 로고    scopus 로고
    • Translating local knowledge at organizational peripheries
    • Yanow, D. (2004). 'Translating local knowledge at organizational peripheries', British Journal of Management, 15, pp. S9-S25.
    • (2004) British Journal of Management , vol.15
    • Yanow, D.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.