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廣工管理學院“名師講堂”課程通知

2019年05月22日 15:48  點擊:[]

夏軍教授(Universityof Texas at Dallas)將在廣東工業大學龍洞校區管理學院授課,講授組織理論,歡迎參加山西11选5开奖结果!

授課時間:2019年6月15日-17日

上午9:00-12:00 下午 2:00-5:00

授課地點:廣東工業大學龍洞校區管理學院A南217教室(地址:廣州天河區迎龍路161號廣東工業大學管理學院)

推薦資料:組織理論經典文獻

Section 1: Research on organizational theory

1.Sutton, Robert I. and Staw, Barry M. 1995. What a theory is not. Administrative Science Quarterly, 40, 3, 371-384.

2.Weick, Karl E. 1995. What theory is not, theorizing is. Administrative Science Quarterly, 40, 3, 385-390.

3.DiMaggio, Paul J. 1995. Comments on “What theory is not”. Administrative Science Quarterly, 40, 3, 391-397.

4.Shapira, Z. 2011. “I’ve got a theory paper—Do you?”: Conceptual, empirical, and theoretical contributions to knowledge in the organizational sciences. Organization Science, 22: 1312–1321.

5.Colquitt, J. A., and Zapata-Phelan, C. P. 2007. Trends in theory building and theory testing: A five-decade study of the Academy of Management Journal. Academy of Management Journal, 50, 1281-1303.

6.Davis, M. S. 1971. That is interesting. Philosophy of Social Sciences, 1: 309-344.

7.Davis, G. F., and Powell, W. W. 1992. Organization-environment relations. In M. D. Dunette and L. M. Hough (Eds.), Handbook of industrial and organizational psychology: 315-376. Palo Alto, CA: Consulting Psychologists Press.

Session2: Resource dependence theory and power

1.Pfeffer J. 1972. Merger as a response to organizational interdependence. Administrative Science Quarterly 17: 218-228.

2.Casciaro,T. and Piskorski, M.J. 2005. Power imbalance, mutual dependence and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50: 167-199.

3.Finkelstein, S. 1997. Interindustry merger patterns and resource dependence: A replication and extension of Pfeffer (1972). Strategic Management Journal 18: 787-810.

4.Gulati, R. and Sytch, M. 2007. Dependence asymmetry and joint dependence in interorganizational relationships: effects of embeddedness on a manufacturer’s performance in procurement relationships. Administrative Science Quarterly 52: 32-69.

5.Emerson, R.M. 1962. Power-dependence relations. American Sociological Review, 27: 31-41.

6.Hillman AJ, Withers MC, Collins BJ. 2009. Resource dependence theory: A review. Journal of Management 35: 1404-1427.

7.Boyd, B. 1990. Corporate linkages and organizational environment: A test of the resource dependence model. Strategic Management Journal, 11: 419-430.

8.Hillman, A. J., Shropshire, C., and Cannella, A. A. 2007. Organizational predictors of women on corporate boards. Academy of Management Journal, 50: 941-952.

9.Cowen, A. P. and Marcel, J.J 2011. Damaged Goods: Board decisions to dismiss reputationally compromised directors. Academy of Management Journal, 54(3): 509–527.

10.Finkelstein, S. 1992. Power in top management teams: Dimensions, measurement, and validation. Academy of Management Journal, 35: 505-538.

Section 3: Institutional theory

1.Meyer, J. W. and Rowan, B. 1977. Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83: 340-63.

2. Pamela S. Tolbert and Lynne G. Zucker,1983, Institutional Sources of Change in the Formal

Structure of Organizations: The Diffusion of Civil Service Reform, Administrative Science Quarterly,Vol.28:22-39.

3. Heugens, P.P.M.A.R. and Lander, M.W. 2009. Structure! Agency! (and other quarrels): A meta-analysis of institutional theories of organization. Academy of Management Journal, 52(1): 61-85.

4. DiMaggio, P., and Powell, W.W. 1983. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48: 147-160.

5. Mizruchi M S , Fein L C . The Social Construction of Organizational Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism. Administrative Science Quarterly, 44:653-683.

6. Haunschild, P. R. 1993. Interorganizational imitation: The impact of interlocks on corporate acquisition activity. Administrative Science Quarterly, 38: 564-592.

7. Ahmadjian, Christona L., and Patricia Robinson. 2001. Safety in numbers: downsizing and the deinstitutionalization of permanent employment in Japan. Administrative Science Quarterly 46: 622-654.

8. Sanders, W. G., &Tuschke, A. 2007. The adoption of institutionally contested organizational practices: The emergence of stock option pay in Germany. Academy of Management Journal, 50 (1), 33-56.

9. Davis G F . The Decline and Fall of the Conglomerate Firm in the 1980s : The Deinstitutionalization of an Organizational Form[J]. American Sociological Review, 1994, 59(4):547-570.

10. Fiss, Peer C. and Edward J. Zajac. 2004. The diffusion of ideas over contested terrain: the (non)adoption of a shareholder value orientation among German firms. Administrative Science Quarterly 49: 501-534.

11.Lounsbury, & M. (2007). A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50(2), 289-307.

12. Kraatz, M. S., & Moore, J. H. 2002. Executive migration and institutional change. Academy of Management Journal, 45(1), 120-143.

13. Thornton P H . The Rise of the Corporation in a Craft Industry: Conflict and Conformity in Institutional Logics[J]. The Academy of Management Journal, 2002, 45(1):81-101.

14. Greenwood, R., Suddaby, R. and Hinings, C.R. 2002. Theorizing change: the role of professional associations in the transformation of institutionalized fields. Academy of Management Journal 45(1): 58-80.

Section4: Organizational theory and globalization

1.Henisz, W. J., and Delios, A. 2001. Uncertainty, imitation, and plant location: Japanese multinational corporations, 1990-1996. Administrative Science Quarterly, 46 (3): 443-475.

2. Yue, & D., R. . (2007). Identity, community, and audience: how wholly owned foreign subsidiaries gain legitimacy in china. Academy of Management Journal, 50(1), 175-190.

3. Fischer, H.M. and Pollock, T.G. 2004. Effects of social capital andpower on surviving transformational change: The case of initial publicofferings. Academy of Management Journal, 47: 463-481.

4.Baum, J. and Mezias, S. 1992. Localized competition and organizational failure in the Manhattan hotel industry, 1898-1990.Administrative Science Quarterly, 37: 580-604.

5.Martin, X., Swaminathan, A., and Mitchell, W. 1998.Organizational evolution in the interorganizational environment: Incentives andconstraints on international expansion strategy. Administrative ScienceQuarterly, 43: 566-601.

6.Xu, D., Lu, J. W., and Gu, Q. 2014. Organizational forms andmulti-population dynamics. Administrative Science Quarterly, 59(3): 517–547.

7.Amburgey, T., Kelly, D. and Barnett, B. 1993. Resetting the clock:The dynamics of organizational change and failure. Administrative ScienceQuarterly, 38: 51-73.

8. Freeman, H. J. .(1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149-164.

9.Li, J., Xia, J., and Zajac, E. 2018. On the duality of political and economic stakeholder influence on firm innovation performance: Theory and evidence from Chinese firms. Strategic Management Journal. 39(1): 193–216.

10.Devers, C. E., Dewett, T., Mishina, Y., & Belsito, C. A. 2009. A general theory of organizational stigma. Organization Science, 20, 154-171

11.Zhang, Y., Li, Y., & Li, H. 2014. FDI spillovers over time in an emerging market: The role of entry tenure and barriers to imitation. Academy of Management Journal, 57(3): 698-722.

12.Connelly, B. L., Certo, S. T., Ireland, R. D., &Reutzel, C. R.2011. Signaling theory: A review and assessment. Journal of Management, 37(1),39-67.

13.Gupta, A.K. Smith, K.G. and Shalley, C.E. 2006. The interplay between exploration and exploitation. Academy of Management Journal, 49:693-706.

14.Haunschild, P. R., and Beckman, C. M.1998. When do interlocks matter? Alternate sources of information and interlockinfluence. Administrative Science Quarterly, 43(4): 815-844.

15.Lieberman, M. B., &Asaba, S. 2006. Why Do FirmsImitate Each Other? Academy of.Management Review, 31: 366-385.

Session5: Transaction Cost and Agency Problem

1.Williamson, O.E. 1979. Transaction-cost economics: The governance ofcontractual relations. Journal of Law and Economics, 22(2), 233-261.

2.David, R., and Han, S.K. 2004. A systematic assessment of theempirical support for transaction cost economics. Strategic Management Journal,25: 39-58.

3.Eisenhardt, K. 1989. Agency theory: An assessment and review.Academy of Management Review, 14: 57-74.

4.Davis, G.F. 1991. Agents without principles?The spread of thepoison pill through the intercorporate network.Administrative ScienceQuarterly. 36: 583-613.

5.Hillman, A. J., and Dalziel,T. 2003. Boards of directors and firm performance: Integrating agency andresource dependence perspectives. Academy of Management Review, 28: 383-396.

Session6: Stakeholder, Stewardship, and Contingency Theory

1.Schoonhoven, C. B. 1981. Problems with contingency theory: Testingassumptions hidden within the language of contingency theory. AdministrativeScience Quarterly, 26: 349-377.

2.Frooman J. 1999. Stakeholderinfluence strategies. Academy of Management Review 24: 191-205.

3.Donaldson, T. and Preston,L. 1995. The stakeholder theory of the modern corporation: Concepts, evidenceand implications. Academy of Management Review, 20, 65-91.

4.Davis, J.H., Schoorman,F.D., and Donaldson, L. 1997. Toward a stewardship theory of management.Academy of Management Review, 22, 20-47.

Section7: Academic publishing

1.Shaw, J. D. 2012. From the editors responding to reviewers. Academyof Management Journal, 55(6), 1261-1263.

2.Kilduff, M. 2007. The top ten reasons why your paper might not be sent out for review.Academy of Management Review. pp. 700-702.

3.Pollock, T., & Bono, J. (2013). Being Scheherazade: The importance of storytelling in academic writing. Academy of Management Journal, 56(3), 629–634.

4.Rose, R. B. 2012. Reflections on the craft of clear writing. Academy of Management Review, 37(4), 493-501.

5.Ireland, R.D. 2008. Revisiting AMJ’s revise-and-resubmit process. Academy of Management Journal, 51(6), 1049-1050.

6.Colquitt, J.A., and Ireland, R.D. 2009. Taking the mystery out of AMJ’s reviewer evaluation form. Academy of Management Journal: 52(2): 224-228.

7.Colquitt, J.A. and George, G.2011. Publishing in AMJ–Part 1: Topic choice. Academy of Management Journal,54(3): 432–5.

8.Bono, J.E. and McNamara, G. 2011.Publishing in AMJ–Part 2: Research design. Academy of Management Journal,54(4): 657-660.

9.Grant, A.M., and Pollock, T.G. 2011. Publishing in AMJ--part 3: Setting the hook. Academy of Management Journal, 54, 873-879.

10.Sparrow, R.T. and Mayer, K.J. 2011. Publishing in AMJ – Part 4: Grounding hypotheses. Academy of Management Journal, 54(6): 1098-1102.

11.Zhang, Y., and Shaw, J. R. 2012.Publishing in AMJ—Part 5: Crafting the methods and results. Academy ofManagement Journal, 55, 8-12.

12.Geletkanycz, M. and Tepper, B.J.2012. Publishing in AMJ – Part 6: Discussing the implications. Academy ofManagement Journal, 55(2): 256-260.

報名方式:掃描下方二維碼進入課程微信群,即完成報名,可免費參加課程山西11选5开奖结果。

夏軍副教授簡介:

2006年在德克薩斯理工大學獲得管理學博士學位山西11选5开奖结果,目前任職德克薩斯大學達拉斯分校Jindal商學院戰略管理系副教授。

其研究主要集中于4個領域:①組織理論(資源依賴、權力和制度過程);②公司戰略(并購、合資、聯盟和剝離);③社會網絡(嵌入性的結果);④國際商務(國外市場拓展、國有產權和轉軌/新興國家的制度變遷)山西11选5开奖结果。夏軍副教授已在Strategic Management Journal、Organizational Research Methods山西11选5开奖结果、 Management and Organization Review、 Journal of Small Business Management等期刊上發表文章。他是近幾年在Strategic Management Journal上發表文章最多的華人學者之一山西11选5开奖结果。

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