| SOCIAL MEDIA AND THE FORMATION OF ORGANIZATIONAL REPUTATION |
37 |
| HOW APPLYING INSTRUMENTAL STAKEHOLDER THEORY CAN PROVIDE SUSTAINABLE COMPETITIVE ADVANTAGE |
29 |
| CORPORATE GOVERNANCE DEVIANCE |
28 |
| AN AFFECT-BASED MODEL OF RECIPIENTS' RESPONSES TO ORGANIZATIONAL CHANGE EVENTS |
26 |
| RESPECTFUL INQUIRY: A MOTIVATIONAL ACCOUNT OF LEADING THROUGH ASKING QUESTIONS AND LISTENING |
23 |
| BEYOND CONSTRAINING AND ENABLING: TOWARD NEW MICROFOUNDATIONS FOR INSTITUTIONAL THEORY |
23 |
| A BEHAVIORAL THEORY OF SOCIAL PERFORMANCE: SOCIAL IDENTITY AND STAKEHOLDER EXPECTATIONS |
21 |
| THE ROLE OF EXECUTIVE SYMBOLISM IN ADVANCING NEW STRATEGIC THEMES IN ORGANIZATIONS: A SOCIAL INFLUENCE PERSPECTIVE |
20 |
| WILLING AND ABLE: A GENERAL MODEL OF ORGANIZATIONAL RESPONSES TO NORMATIVE PRESSURES |
20 |
| ADVANCING AND EXPANDING WORK-LIFE THEORY FROM MULTIPLE PERSPECTIVES |
19 |
| FRIENDS WITHOUT BENEFITS: UNDERSTANDING THE DARK SIDES OF WORKPLACE FRIENDSHIP |
19 |
| MINDFULNESS AS METACOGNITIVE PRACTICE |
19 |
| INTEGRATING DIVERSITY AT DIFFERENT LEVELS: MULTILEVEL HUMAN CAPITAL, SOCIAL CAPITAL, AND DEMOGRAPHIC DIVERSITY AND THEIR IMPLICATIONS FOR TEAM EFFECTIVENESS |
18 |
| ACHIEVING WORK-FAMILY BALANCE: AN ACTION REGULATION MODEL |
17 |
| WHEN DO THEORIES BECOME SELF-FULFILLING? EXPLORING THE BOUNDARY CONDITIONS OF PERFORMATIVITY |
16 |
| DIVERSITY INITIATIVE EFFECTIVENESS: A TYPOLOGICAL THEORY OF UNINTENDED CONSEQUENCES |
16 |
| THE SHACKLES OF CEO CELEBRITY: SOCIOCOGNITIVE AND BEHAVIORAL ROLE CONSTRAINTS ON STAR LEADERS |
15 |
| HITTING ROCK BOTTOM AFTER JOB LOSS: BOUNCING BACK TO CREATE A NEW POSITIVE WORK IDENTITY |
14 |
| THE ROLE OF VERBAL AND VISUAL TEXT IN THE PROCESS OF INSTITUTIONALIZATION |
13 |
| A SPATIAL MODEL OF WORK RELATIONSHIPS: THE RELATIONSHIP-BUILDING AND RELATIONSHIP-STRAINING EFFECTS OF WORKSPACE DESIGN |
13 |
| LAY THEORIES OF NETWORKING: HOW LAYPEOPLE'S BELIEFS ABOUT NETWORKS AFFECT THEIR ATTITUDES TOWARD AND ENGAGEMENT IN INSTRUMENTAL NETWORKING |
13 |
| HIDDEN IN PLAIN SIGHT: THE IMPORTANCE OF SCALE IN ORGANIZATIONS' ATTENTION TO ISSUES |
13 |
| IS MY FIRM-SPECIFIC INVESTMENT PROTECTED? OVERCOMING THE STAKEHOLDER INVESTMENT DILEMMA IN THE RESOURCE-BASED VIEW |
12 |
| THE MAKE AND/OR BUY DECISIONS OF CORPORATE POLITICAL LOBBYING: INTEGRATING THE ECONOMIC EFFICIENCY AND LEGITIMACY PERSPECTIVES |
12 |
| RUN AWAY OR STICK TOGETHER? THE IMPACT OF ORGANIZATION-SPECIFIC ADVERSE EVENTS ON ALLIANCE PARTNER DEFECTION |
12 |
| PRACTICE, SUBSTANCE, AND HISTORY: REFRAMING INSTITUTIONAL LOGICS |
11 |
| ANCHORS AWEIGH: THE SOURCES, VARIETY, AND CHALLENGES OF MISSION DRIFT |
10 |
| THE TIES THAT UNBIND: SOCIALIZATION AND BUSINESS-OWNING FAMILY REFERENCE POINT SHIFT |
10 |
| THE GEOGRAPHY OF STRAIN: ORGANIZATIONAL RESILIENCE AS A FUNCTION OF INTERGROUP RELATIONS |
9 |
| A PRACTICE-BASED THEORY OF DIVERSITY: RESPECIFYING (IN)EQUALITY IN ORGANIZATIONS |
9 |
| SOCIAL CLASS TRANSITIONERS: THEIR CULTURAL ABILITIES AND ORGANIZATIONAL IMPORTANCE |
9 |
| ORGANIZATIONAL GOVERNANCE ADAPTATION: WHO IS IN, WHO IS OUT, AND WHO GETS WHAT |
9 |
| COACTIVE VICARIOUS LEARNING: TOWARD A RELATIONAL THEORY OF VICARIOUS LEARNING IN ORGANIZATIONS |
8 |
| THE NETWORK ARCHITECTURE OF HUMAN CAPTIAL: A RELATIONAL IDENTITY PERSPECTIVE |
8 |
| Income Inequality in the United States: Reflections on the Role of Corporations |
8 |
| NOT ALL WORK-LIFE POLICIES ARE CREATED EQUAL: CAREER CONSEQUENCES OF USING ENABLING VERSUS ENCLOSING WORK-LIFE POLICIES |
8 |
| WORK-LIFE IDEOLOGIES: THE CONTEXTUAL BASIS AND CONSEQUENCES OF BELIEFS ABOUT WORK AND LIFE |
7 |
| #BLACKEMPLOYEESMATTER: MEGA-THREATS, IDENTITY FUSION, AND ENACTING POSITIVE DEVIANCE IN ORGANIZATIONS |
7 |
| MOSAIC: A MODEL OF STEREOTYPING THROUGH ASSOCIATED AND INTERSECTIONAL CATEGORIES |
7 |
| SHOOTING FROM THE HIP: A HABIT PERSPECTIVE OF VOICE |
7 |
| INSTITUTIONAL COMPLEXITY AND ORGANIZATIONAL CHANGE: AN OPEN POLITY PERSPECTIVE |
7 |
| HOW FIRM REPUTATION SHAPES MANAGERIAL DISCRETION |
7 |
| THE SIGNIFICANCE OF SUFFERING IN ORGANIZATIONS: UNDERSTANDING VARIATION IN WORKERS' RESPONSES TO MULTIPLE MODES OF CONTROL |
7 |
| LEADERSHIP AND THE LOGIC OF ABSURDITY |
7 |
| THE COMPANY YOU KEEP: HOW AN ORGANIZATION'S HORIZONTAL PARTNERSHIPS AFFECT EMPLOYEE ORGANIZATIONAL IDENTIFICATION |
6 |
| ONLINE COMMUNITIES AND FIRM ADVANTAGES |
6 |
| SCHADENFREUDE: A COUNTERNORMATIVE OBSERVER RESPONSE TO WORKPLACE MISTREATMENT |
6 |
| COMPETITIVE LANDSCAPE SHIFTS: THE INFLUENCE OF STRATEGIC ENTREPRENEURSHIP ON SHIFTS IN MARKET COMMONALITY |
5 |
| WHEN EXPECTATIONS BECOME REALITY: WORK-FAMILY IMAGE MANAGEMENT AND IDENTITY ADAPTATION |
5 |
| LINGERING IDENTITIES |
5 |
