Organization Science

1990 - 2025

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Volume 1, issue 4, 1990

Deconstructing Organizational Taboos: The Suppression of Gender Conflict in Organizations pp. 339-359

Joanne Martin

Decision Rule Theory and Its Use in the Analysis of the Organization's Performance pp. 360-374

Helmy H. Baligh

A Primer on Sequence Methods pp. 375-392

Andrew Abbott

Alternate Approaches to Integrating Longitudinal Case Studies pp. 393-405

Robert D. McPhee

Theoretical and Analytical Issues in Studying Organizational Processes pp. 406-430

Peter R. Monge

Volume 1, issue 3, 1990

Longitudinal Field Research Methods for Studying Processes of Organizational Change pp. 213-219

Andrew H. van de Ven and George P. Huber

Images of Imaging: Notes on Doing Longitudinal Field Work pp. 220-247

Stephen R. Barley

A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites pp. 248-266

Dorothy Leonard-Barton

Longitudinal Field Research on Change: Theory and Practice pp. 267-292

Andrew M. Pettigrew

Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments pp. 293-312

William H. Glick, George P. Huber, C. Chet Miller, D. Harold Doty and Kathleen M. Sutcliffe

Methods for Studying Innovation Development in the Minnesota Innovation Research Program pp. 313-335

Andrew H. Van de Ven and Marshall Scott Poole

Volume 1, issue 2, 1990

Top Managerial Prestige and Organizational Bankruptcy pp. 121-142

Richard A. D'Aveni

The Bigman Metaphor for Entrepreneurship: A “Library Tale” with Morals on Alternatives for Further Research pp. 143-159

Alex Stewart

Some Characteristics of One Type of High Reliability Organization pp. 160-176

Karlene H. Roberts

The Double-Edge of Organizational Legitimation pp. 177-194

Blake E. Ashforth and Barrie W. Gibbs

Structural Evolution Through Idiosyncratic Jobs: The Potential for Unplanned Learning pp. 195-210

Anne S. Miner

Erratum to: “At the Crossroads: A Multiple-Level Explanation of Individual Attainment” (Vol. 1, No. 1, 1990) pp. 211-211

Barbara S. Lawrence

Volume 1, issue 1, 1990

Can Organization Studies Begin to Break Out of the Normal Science Straitjacket? An Editorial Essay pp. 1-9

Richard L. Daft and Arie Y. Lewin

Developing More Encompassing Theories About Organizations: The Centralization-Effectiveness Relationship as an Example pp. 11-40

George P. Huber, C. Chet Miller and William H. Glick

Electronic Groups at Work pp. 41-64

Tom Finholt and Lee S. Sproull

At the Crossroads: A Multiple-Level Explanation of Individual Attainment pp. 65-85

Barbara S. Lawrence

Collaboration or Paradigm Shift?: Caveat Emptor and the Risk of Romance with Economic Models for Strategy and Policy Research pp. 87-97

Paul M. Hirsch, Ray Friedman and Mitchell P. Koza

General Organizational Classification: An Empirical Test Using the United States and Japanese Electronics Industries pp. 99-118

Dave Ulrich and Bill McKelvey