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��ࡱ�>�� wy��v��'` �r�xkbjbj{p{p2n::xc��.......b t~b>h��g�g�g�g�g�g�g$0ih�k:�g.��g..��gooo�.�.��go��goo..o�� 0*�� ^o�gh0>ho�ko�koo&0�k.�e(�>�,o$,��g�ge ��>h��bbbd� dbbb� bbb......��organization science volume 21, issue 3, may/jun 2010 1. title: fostering team innovation: why is it important to combine opposing action strategies? authors: diether gebert, sabine boerner, and eric kearney abstract: we develop a framework that provides a general theoretical rationale for the claim made by several authors that combining opposing action strategies fosters team innovation. we distinguish between open and closed strategies and posit that these are opposing but complementary in that each fosters one of two processes necessary for team innovation: open action strategies (e.g., delegative leadership) promote knowledge generation, and closed action strategies (e.g., directive leadership) enhance knowledge integration. we argue that each pole of a pair of opposing action strategies both energizes and detracts from elements of innovation. thus, it could be expected that combining opposing action strategies leads to an impasse, as the negative effects of each strategy might offset the positive effects of the opposite strategy. there is currently no viable explanation in the literature for why this mutual neutralization may not occur. we aim to fill this gap by explicating why and how opposing action strategies, when implemented simultaneously, do not countervail each other's positive effects, but rather yield positive synergies that fuel team innovation. 2. title: structure and learning in self-managed teams: why "bureaucratic" teams can be better learners authors: j. stuart bunderson and peter boumgarden abstract: this paper considers the effect of team structure on a team's engagement in learning and continuous improvement. we begin by noting the uncertain conceptual status of the structure concept in the small groups literature and propose a conceptualization of team structure that is grounded in the long tradition of work on formal structure in the sociology and organization theory literatures. we then consider the thesis that, at least in self-managed teams dealing with stable tasks, greater team structure�i.e., higher levels of specialization, formalization, and hierarchy�can promote learning by encouraging information sharing, reducing conflict frequency, and fostering a climate of psychological safety; that is, we examine a mediated model in which the effect of structure on learning and improvement in teams is mediated by psychological safety, information sharing, and conflict frequency. this model was largely supported in a study of self-managed production teams in a fortune 100 high-technology firm, although the observed pattern of mediation was more complex than anticipated. higher structure was also associated with actual productivity improvements in a subsample of these teams. the theory and results of this study advance our understanding of team learning and underscore the importance of team structure in research on team processes and performance. 3. title: balancing exploration and exploitation through structural design: the isolation of subgroups and organizational learning authors: christina fang, jeho lee, and melissa a. schilling abstract: the classic trade-off between exploration and exploitation in organizational learning has attracted vigorous attention by researchers over the last two decades. despite this attention, however, the question of how firms can better maintain the balance of exploration and exploitation remains unresolved. drawing on a wide range of research on population and organization structure, we argue that an organization divided into semi-isolated subgroups may help strike this balance. we simulate such an organization, systematically varying the interaction pattern between individuals to explore how the degree of subgroup isolation and intergroup connectivity influences organizational learning. we also test this model with a range of contingency variables highlighted in the management research. we find that moderate levels of cross-group linking lead to the highest equilibrium performance by enabling superior ideas to diffuse across groups without reducing organizational diversity too quickly. this finding is remarkably resilient to a wide range of variance in factors such as problem complexity, environmental dynamism, and personnel turnover. 4. title: unlocking knowledge transfer potential: knowledge demonstrability and superordinate social identity authors: aim�e a. kane abstract: this study presents a conceptual model of when and how knowledge demonstrability and superordinate social identity impact the likelihood that organizations capitalize on their knowledge resources. to test the model, an experimental methodology was used in which a member transfers from one group to another, transmitting knowledge in the form of a production routine. as predicted, work groups unlocked the knowledge transfer potential arising from personnel movement more often when they shared a superordinate identity than when they did not share such an identity, and this identity effect was moderated by knowledge demonstrability. when knowledge was less demonstrable with concealed merits, it was more likely to transfer between groups that shared a superordinate identity, compared to groups that did not share such an identity. by contrast, when knowledge was more demonstrable with apparent merits, it was as likely to transfer between groups that shared a superordinate identity compared to groups that did not share such an identity. as predicted, superordinate identity induced knowledge consideration, the focusing of group attention on determining the value of another's knowledge. mediated moderation analyses revealed that this process underlies knowledge transfer. superordinate social identity induced thorough knowledge consideration, which was more important for recognizing the value of knowledge when its merits were concealed rather than apparent. because the merits of many organizational routines and practices are concealed and superordinate identity appears to be a key to unlocking the knowledge transfer potential of less demonstrable knowledge, this study has important implications for managing knowledge resources. 5. title: how much to copy? determinants of effective imitation breadth authors: felipe a. csaszar and nicolaj siggelkow abstract: it is a common and frequently implicit assumption in the literature on knowledge transfer and organizational learning that imitating practices from high-performing firms has a positive impact on the imitating firm. although a large body of research has identified obstacles to successful imitation, not much is known about what breadth of imitation is most effective. in this paper, we use a simulation model to explore how context and firm similarity, interdependence among practices, context and firm similarity, and time horizon interact in nontrivial ways to determine the payoffs that arise from different breadths of imitation. the results of the model allow us to qualify and refine predictions of the extant literature on imitation. in particular, the results shed light on the conditions under which increases in imitation breadth, and hence investments that facilitate the faithful copying of more practices, are valuable. in addition, the results of the model highlight that imitation can serve two different functions�mimicking high performers, and generating search by dislodging a firm from its current set of practices�each requiring different organizational routines for its successful implementation. 6. title: social capital for hire? mobility of technical professionals and firm influence in wireless standards committees authors: gina dokko and lori rosenkopf abstract: the movement of personnel between firms has been shown to have important implications for firms, yet there has been little direct investigation of the underlying mechanisms. we propose that in addition to their human capital, mobile individuals carry social capital, affecting the outcomes of the firms they join and leave by altering the patterns of interaction between firms. in this study, we examine how job mobility affects firm influence in a technical standards setting committee for u.s. wireless telecommunications. we hypothesize and find that hiring individuals who are richer in social capital increases firm influence in technical standards setting committees by increasing the hiring firm's social capital. we also find the benefits of hiring social capital are attenuated when an interfirm relationship is maintained by multiple individuals. in contrast, we find that the loss of personnel does not affect a firm's social capital or influence over standards directly but that it does have an effect on firm social capital and influence contingent on changes in the firm's business strategy. in advancing these arguments, we address the broader question of individuals as carriers of social capital and the conditions under which interpersonal connections are appropriable by firms. 7. title: business group affiliation and firm search behavior in india: responsiveness and focus of attention authors: balagopal vissa, henrich r. greve, and wei-ru chen abstract: this paper investigates the effects of organizational form on problemistic search. we contrast how indian firms affiliated with business groups and unaffiliated firms evaluate performance and react by adjusting their internal technology search and external market search. we propose that, compared with unaffiliated firms, business group�affiliated (bg-affiliated) firms are more externally oriented in setting aspiration levels and more likely to respond to low performance in the market domain. we find support for an external orientation of bg-affiliated firms and find that group affiliation determines the responsiveness to performance feedback in different search domains. the findings suggest a need to add considerations of organizational form and governance to the theory of organizational search. 8. title: minding the gaps: understanding technology interdependence and coordination in knowledge work authors: diane e. bailey, paul m. leonardi, and jan chong abstract: in this paper, we broaden the concept of interdependence beyond its focus on task to include technology, defining technology interdependence as technologies' interaction with and dependence on one another in the course of carrying out work. with technologies increasingly aiding knowledge work, understanding technology interdependence may be as important as understanding task interdependence for theories of organizing, but the literature has yet to develop ways of thinking about technology interdependence or its impact on the social dynamics of work. we define a technology gap as the space in a workflow between two technologies wherein the output of the first technology is meant to be the input to the second one. using data from an inductive study of two engineering occupations (hardware engineering and structural engineering), we analyzed engineers' gap encounters (episodes in which a technology gap appeared in the course of action) and found striking differences in how engineers minded the gaps. hardware engineers minded the gaps by coordinating technologies via "bridges" that automated data transfers between technologies. structural engineers, in contrast, allowed technology gaps to persist even though traversing gaps consumed significant time and effort. our findings highlight a difference between task and technology in the degree of coordination necessary for success. managers in our study designed policies around technology interdependence and coordination not to manage technology most efficiently, but to manage work and workers in a manner consistent with occupational structures and industry constraints. we discuss the implications of our findings for theories of organizing work. 9. title: the interactive effects of mood and trait negative affect in group decision making authors: daan van knippenberg, hanneke j. m. kooij-de bode, and wendy p. van ginkel abstract: extending the growing interest in affect in work groups, we propose that groups with distributed information make higher quality decisions when they are in a negative rather than a positive mood, but that these effects are moderated by group members' trait negative affect. in support of this hypothesis, an experiment (n = 175 groups) showed that positive mood led to lower quality decisions than did negative or neutral moods when group members were low in trait negative affect, whereas such mood effects were not observed in groups higher in trait negative affect. mediational analysis based on behavioral observations of group process confirmed that group information elaboration mediated this effect. these results provide an important caveat on the benefits of positive moods in work groups, and suggest that the study of trait x state affect interactions is an important avenue for future research. 10. title: structural logic of intraorganizational networks authors: olaf n. rank, garry l. robins, and philippa e. pattison abstract: in this study we examine the structural logic underlying complex intraorganizational networks. drawing on different propositions about structural regularities in networks and using a comparative case study, we empirically investigate the structural logic of collaborative networks for the strategic decision process in two german corporations. in both organizations, data were gathered on cooperative relationships between all managers belonging to the top two management levels. we model structural regularities at the dyadic and the extradyadic level by applying a class of multivariate exponential random graph models. our findings contribute to the existing literature in three ways: (1) although networks are particularly likely to exhibit some types of structural regularities (e.g., reciprocity and transitivity), there are other relational forms such as cycles that seem to be of limited relevance. (2) structural regularities are not limited to a single type of relation but may comprise instrumental and affective relational ties simultaneously. (3) an organization's formal cooperation structure has surprisingly limited influence on the structural patterns of cooperation, whereas friendship ties are embedded in managers' regular interaction patterns in many different ways. 11. title: establishing the value of flexibility created by training: applying real options methodology to a single hr practice authors: ales berk and robert kase abstract: this paper refers to the conceptualizations of strategic flexibility, real options, and human resource (hr) options to build a model for valuing future-oriented and organizational flexibility-enhancing aspects of training. by adopting an indirect approach to measuring hr options by valuing particular investment projects in which human capital is involved, we satisfy the conditions for applying the black-scholes option valuation model and avoid the problematic measurement of the stand-alone value of human capital. the proposed valuation model is elucidated by a case study from the mobile telecommunications industry. the results indicate that in rapidly growing markets based on emerging technology, the generation of hr options based on training should be encouraged. broader applicability and limitations of the valuation model are discussed and directions for further development of the valuation model are given. 12. title: perspective�open to negotiation: phenomenological assumptions and knowledge dissemination authors: corinne bendersky and kathleen l. mcginn abstract: phenomenological assumptions�assumptions about the fundamental qualities of the phenomenon being studied and how it relates to the environment in which it occurs�affect the dissemination of knowledge from subfields to the broader field of study. micro-process research in organizational studies rests on implicit phenomenological assumptions that vary in the extent to which micro-processes are viewed as parts of larger systems. we suggest that phenomenological assumptions linking micro-processes to organizational contexts highlight the relevance of micro-process research findings to broader organizational questions and therefore increase the likelihood that the findings will disseminate to the larger field of organizational research. we test this assertion by analyzing studies of negotiation published in top peer-reviewed management, psychology, sociology, and industrial relations journals from 1990 to 2005. our findings reveal a continuum of open systems to closed systems phenomenological assumptions in negotiation research. analysis of the citation rates of the articles in our data set by non-negotiation organizational research indicates that more open systems assumptions increase the likelihood that a negotiation article will be cited in organizational studies, after controlling for other, previously identified effects on citation rates. our findings suggest that subfields can increase the impact they have on the broader intellectual discourse by situating their phenomena in rich contexts that illuminate the connections between their findings and questions of interest to the broader field. &')0356789b��̩̽��tdttdtb#h�w�hu<�5�cjojqj^jajh�w�hicy5�ojqj^jajh�w�h,,�5�ojqj^jajh�w�hu<�5�ojqj^jajh�w�h�ud5�ojqj^jajh�ud5�ojqj^jo(h,,�h�"�o(&h�"�h,,�5�cjojqj^jajo(h,,�5�cjojqj^jaj h,,�5�cjojqj^jajo(#h�"�h,,�5�cjojqj^jaj h,,�5�cjojqj^jajo(678��l m � op�/��&= e � c%d%�%��$��[$\$a$gd�w�gd�w�gdu<�gd�"�$a$gd,,�xk�� ! ^ _ � � � � v w � � � � ]^��[\�� y z j k l m n p w � � no��˻��#h�w�h�l$5�cjojqj^jajh�w�h,,�5�ojqj^jajh�w�hu<�5�ojqj^jajh�w�h�l$5�ojqj^jaj"h�w�h%j,5�ojqj^jajo(#h�w�h,,�cjh*ojqj^jaj h�w�h,,�cjojqj^jaj6� hi��rs��lm��tu��rsmnopqrz��./9vw��˻��#h�w�hto�5�cjojqj^jajh�w�h,,�5�ojqj^jajh�w�h�`�5�ojqj^jajh�w�hto�5�ojqj^jaj"h�w�h%j,5�ojqj^jajo(#h�w�h,,�cjh*ojqj^jaj h�w�h,,�cjojqj^jaj6�45pq��9:|}��67rs��* ij��%/<=g��˻��y��#h�w�h$?�5�cjojqj^jajh�w�h,,�5�ojqj^jajh�w�h$?�5�ojqj^jajh�w�h%j,5�ojqj^jajh�w�hs/�5�ojqj^jaj"h�w�h%j,5�ojqj^jajo(#h�w�h,,�cjh*ojqj^jaj h�w�h,,�cjojqj^jaj/>?z{��67tu��9:yz��<=xy��?@��9:xy�� ' d n � � ��ʺ��h�w�h,,�5�ojqj^jajh�w�h)w�5�ojqj^jajh�w�h�ps5�ojqj^jaj"h�w�h)w�5�ojqj^jajo( h�w�h,,�cjojqj^jaj#h�w�h,,�cjh*ojqj^jaj<� � � � $!%!b!c!�!�!�!�!%"&"d"e"�"�"�"�"##]#^#�#�#�#�#$$]$^$�$�$�$�$%%q%r%a%b%c%d%e%g%n%�%�%��ܸ��h�w�h,,�5�ojqj^jajh�w�h)w�5�ojqj^jajh�w�hr7a5�ojqj^jaj"h�w�h)w�5�ojqj^jajo(#h�w�h,,�cjh*ojqj^jaj h�w�h,,�cjojqj^jaj#h�w�h)w�5�cjojqj^jaj0�%�%&&&n&o&�&�&�&�&''c'd'�'�'�'�'�'(@(a(|(}(�(�(�(�(a)b)})~)�)�)�)�)@*a**�*�*�*�*�* ! 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