Advances in Qualitative Organization Research: Vol 2

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More About This Textbook

Overview

This volume illustrates the breadth of questions and approaches that are amenable to qualitative research. The works have both theoretical relevance and pragmatic significance, holding important implications for organizational scholars and practitioners alike.

Papers presented cover topics as varied as: examining how new institutions emerge and replace former ways of doing things; an insider/outsider approach to examine the emergence and spread of organization development activities in Boston's city government; an introduction of a methodology incorporating multidimensional scaling and repertory grid procedures to produce cognitive maps; conceptual distinction between justice and injustice; an examination of how representatives of several prominent US universities reacted to questions about hate speech policies implemented by their universities but banned by court order; linkages between leadership, organizational change, and managerial work; empirical systems modelling on entrepreneurs and entrepreneurship; and an extension of a study considering issues of replicability and generalization in several Indian R&D organizations.

This volume illustrates the breadth of questions and approaches that are amenable to qualitative research. The works have both theoretical relevance and pragmatic significance, holding important implications for organizational scholars and practitioners alike.

Papers presented cover topics as varied as: examining how new institutions emerge and replace former ways of doing things; an insider/outsider approach to examine the emergence and spread of organization development activities in Boston's city government; an introduction of a methodology incorporating multidimensional scaling and repertory grid procedures to produce cognitive maps; conceptual distinction between justice and injustice; an examination of how representatives of several prominent US universities reacted to questions about hate speech policies implemented by their universities but banned by court order; linkages between leadership, organizational change, and managerial work; empirical systems modelling on entrepreneurs and entrepreneurship; and an extension of a study considering issues of replicability and generalization in several Indian R&D organizations

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Product Details

Table of Contents

Advisory Board. Editorial statement (J.A. Wagner III). the social construction of an institution: the case of brain death and the organ transplant industry, 1968-1992 (M.C. Bindle, G.R. Salancik). Sensemaking, sensegiving, and leadership in strategic organizational development (J.M. Bartunek et al.). Shared cognition: mapping commonality and individuality (B. Simpson, M. Wilson). Patterns of organizational injustice: a taxonomy of what employees regard as unjust (K.P. Harlos, C.C. Pinder). Social construction of organizational apologia: the case of universities facing a public relations crisis (R.V. Labaree). Leadership and organizational change: some findings from a processual grounded theory study (A. Ropo, J.G. Hunt). Empirical systems modeling methodology: applications to entrepreneurial actors (L.J. Filion). Barriers to the cohesiveness and effectiveness of Indian R&D project groups: insights from four federal R&D organizations (V.S. Mouly, J.K. Sankaran). About the contributors. Guidelines for submissions.
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