Login | Register

Exploring the Strategizing of a Human Resource Management Practice by Business Line Managers from a Middle Management Perspective

Title:

Exploring the Strategizing of a Human Resource Management Practice by Business Line Managers from a Middle Management Perspective

Zhang, Lihui (2023) Exploring the Strategizing of a Human Resource Management Practice by Business Line Managers from a Middle Management Perspective. PhD thesis, Concordia University.

[thumbnail of Zhang_PhD_S2023.pdf]
Preview
Text (application/pdf)
Zhang_PhD_S2023.pdf - Accepted Version
Available under License Spectrum Terms of Access.
1MB

Abstract

ABSTRACT

Exploring the Strategizing of a Human Resource Management Practice by Business Line Managers from a Middle Management Perspective

Lihui Zhang, Ph.D.
Concordia University, 2023

This Ph.D. research explores the strategizing of a HRM practice from a middle management perspective. Adopting the Strategy-as-Practice perspective (Whittington, 2006) as a backdrop, this research studies both an organization’s practice and its practitioners’ praxis to enact HRM practices. In other words, it examines what middle managers (practitioners) do (praxis) to enact one new performance management practice, and how these activities and processes unfold within internal and external environments to result in specific outcomes.
Adopting a grounded theory approach, this research conducts a single case study with a professional service firm (ABC Company) in mainland China. Data are collected mainly by conducting semi-structured interviews with business line middle managers, top management team members, and lower-level employees. Document analysis, observations and subject matter expert meetings are also utilized to complement interviews for data analysis.
Applying Floyd and Wooldridge’s (1992) four types of middle managers’ strategic influence that are based on two dimensions (upward vs. downward influence and integrative vs. divergent relative to the strategic intent), middle managers in ABC Company are found to exhibit more divergent influence downward to employees, no obvious divergent influence upward to the TMT, and some degree of integrative influences both downward and upward.
The strategizing processes are found to unfold over four phases. In each phase, middle managers’ sensemaking, the following actions and the consequent results reinforce each other to drive the process to evolve to the next phase. After a few years of implementation, ABC company had come to a strategic stalemate with two conflicting performance cultures coexisting, where the intended pay-for-performance culture was not fully established, and it was difficult to go back to its initial pay egalitarianism.
The working mechanisms that explain middle managers’ activities and the strategizing processes in ABC Company are represented as four mismatches between: (1) its goals and strategy design, (2) its strategy and human capital, (3) its organization and strategy, and (4) sensemaking and sensegiving.
This research has implications for strategic HRM in professional service firms. Firms need to build HRM infrastructure and human capital so as to better involve business line managers in HRM activities.

Divisions:Concordia University > John Molson School of Business > Management
Item Type:Thesis (PhD)
Authors:Zhang, Lihui
Institution:Concordia University
Degree Name:Ph. D.
Program:Business Administration (Management specialization)
Date:9 January 2023
Thesis Supervisor(s):Boies, Kathleen
Keywords:strategic HRM, HR devolution, strategizing processes, HR-line manager partnerships, middle managers, strategy-as-practice, sensemaking, professional service firms
ID Code:991925
Deposited By: LIHUI ZHANG
Deposited On:21 Jun 2023 14:35
Last Modified:21 Jun 2023 14:35

References:

Abbott, A. (1988). The system of professions: An essay on the division of expert labor. Chicago: University of Chicago Press.
Abolafia, M. Y. (2010). Narrative construction as sensemaking: How a central bank thinks. Organization Studies, 31(3), 349-367.
Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67(5), 422-436.
Aglietta, M., & Breton, R. (2001). Financial systems, corporate control and capital accumulation. Economy and Society, 30(4), 433-466.
Albert, S., & Whetten, D. A. (1985). Organizational identity. Research in Organizational Behavior, 7, 263-295.
Alvehus, J. (2018). Conflicting logics? The role of HRM in a professional service firm. Human Resource Management Journal, 28(1), 31-44.
Alvehus, J., & Spicer, A. (2012). Financialization as a strategy of workplace control in professional service firms. Critical Perspectives on Accounting, 23(7-8), 497-510.
Alvesson, M. (1995). Management of knowledge-intensive companies. New York: de Gruyter.
Alvesson, M. (2001). Knowledge work: Ambiguity, image and identity. Human Relations, 54(7), 863-886.
Andersen, T. J. (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments. Journal of Management Studies, 41(8), 1271-1299.
Azmi, F. T., & Mushtaq, S. (2015). Role of line managers in human resource management: Empirical evidence from India. International Journal of Human Resource Management, 26(5), 616-639.
Bal, P. M., & Kooij, D. (2011). The relations between work centrality, psychological contracts, and job attitudes: The influence of age. European Journal of Work and Organizational Psychology, 20(4), 497-523.
Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. The Academy of Management Journal, 47(4), 523-549.
Balogun, J., Bartunek, J., & Do, B. (2015). Senior managers’ sensemaking and responses to strategic change. Organization Science, 26(4), 960-979.
Balogun, J., & Johnson, G. (2005). From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26(11), 1573-1601.
Balogun, J., & Rouleau, L. (2017). Strategy-as-practice research on middle managers and sensemaking. In S. W., Floyd, & B., Wooldridge (Eds.), Handbook of middle management strategy process research (pp. 109-132). Edward Elgar Publishing.
Bartlett, C. A., & Ghoshal, S. (1993). Beyond the M-form: Toward a managerial theory of the firm. Strategic Management Journal, 14(S2), 23-46.
Bartunek, J. M., Balogun, J., & Do, B. (2011). Considering planned change anew: Stretching large group interventions strategically, emotionally, and meaningfully. Academy of Management Annals, 5(1), 1-52.
Beatty, C. A., & Lee, G. L. (1992). Leadership among middle managers: An exploration in the context of technological change. Human Relations, 45(9), 657-990.
Beck, T. E., & Plowman, D. A. (2009). Experiencing rare and unusual events richly: The role of middle managers in animating and guiding organizational interpretation. Organization Science, 20(5), 909-924.
Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: Where do we go from here?. Journal of Management, 32(6), 898-925.
Becker, B. E., Huselid, M. A., & Beatty, R. W. (2009). The differentiated workforce: Transforming talent into strategic impact. Cambridge, MA: Harvard Business Press.
Beer, M., Cannon, M. D., Baron, J. N., Dailey, P. R., Gerhart, B., Heneman III, H. G., Kochan, T., Ledford Jr, G. E., & Locke, E. A. (2004). Promise and peril in implementing pay‐for‐performance. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 43(1), 3-48.
Beer, M., Spector, B., Lawrence, P., Mills, D. Q., & Walton, R. (1984). Managing human assets. New York, NY: Free Press.
Bévort, F., & Poulfelt, F. (2015). Human resource management in professional services firms: Too good to be true? Transcending conflicting institutional logics. German Journal of Human Resource Management, 29(2), 102-130.
Berger, P. L., & Luckmann, T. (1967). The social construction of reality: A treatise in the sociology of knowledge. Garden City, NY: Doubleday.
Bingham, C. B., & Kahl, S. J. (2013). The process of schema emergence: Assimilation, deconstruction, unitization and the plurality of analogies. Academy of Management Journal, 56(1), 14-34.
Boje, D. M. (1991). The storytelling organization: A study of story performance in an office-supply firm. Administrative Science Quarterly, 36(1), 106-126.
Boje, D. M. (1995). Stories of the storytelling organization: A postmodern analysis of Disney as “Tamara-Land”. Academy of Management Journal, 38(4), 997-1035.
Bonner, S. E., & Sprinkle, G. B. (2002). The effects of monetary incentives on effort and task performance: theories, evidence, and a framework for research. Accounting, Organizations and Society, 27(4-5), 303-345.
Bos-Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J. (2013). Employee perceptions of line management performance: Applying the AMO theory to explain the effectiveness of line managers' HRM implementation. Human Resource Management, 52(6), 861-877.
Bourdieu, P. (1990). The logic of practice. Stanford university press.
Bourgeois, L. J. (1980). Consensus and performance. Strategic Management Journal, 1, 227-248.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221.
Bower, J. L. (1970). Managing the resource allocation process. Boston: Harvard University Press.
Boyett, I., & Currie, G. (2004). Middle managers moulding international strategy. Long Range Planning, 37(1), 51-66.
Bredin, K., & Söderlund, J. (2011). The HR quadriad: A framework for the analysis of HRM in project-based organizations. The International Journal of Human Resource Management, 22(10), 2202-2221.
Brewster, C., Brookes, M., & Gollan, P. J. (2015). The institutional antecedents of the assignment of HRM responsibilities to line managers. Human Resource Management, 54(4), 577-597.
Brock, D. M., Powell, M. J., & Hinings, C. B. (2007). Archetypal change and the professional service firm. In W. A. Pasmore, & R. W. Woodman (Eds), Research in organizational change and development (Vol. 16, pp. 221-251). Emerald Group Publishing Limited.
Brown, A. D. (2000). Making sense of inquiry sensemaking. Journal of Management Studies, 37(1), 45-75.
Brown, A. D. (2004). Authoritative sensemaking in a public inquiry report. Organization Studies, 25(1), 95-112.
Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57.
Brown, A. D., & Humphreys, M. (2003). Epic and tragic tales: Making sense of change. The Journal of Applied Behavioral Science, 39(2), 121-144.
Brown, A. D., & Jones, M. (2000). Honourable members and dishonourable deeds: Sensemaking, impression management and legitimation in the ‘Arms to Iraq Affair’. Human Relations, 53(5), 655-689.
Brown, A. D., Stacey, P., & Nandhakumar, J. (2008). Making sense of sensemaking narratives. Human Relations, 61(8), 1035-1062.
Bryant, M., & Stensaker, I. (2011). The competing roles of middle management: Negotiated order in the context of change. Journal of Change Management, 11(3), 353-373.
Burgelman, R. A. (1983a). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8(1), 61-70.
Burgelman, R. A. (1983b). A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 28(2), 223-244.
Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239-262.
Burgelman, R. A. (1994). Fading memories: A strategic process theory of strategic business exit in dynamic environments. Administrative Science Quarterly, 39(1), 24-56.
Burgelman, R. A., & Grove, A. S. (2007). Let chaos reign, then rein in chaos - Repeatedly: Managing strategic dynamics for corporate longevity. Strategic Management Journal, 28(10), 965-979.
Carney, M. (2004). Middle management involvement in strategy development in not-for-profit organizations: The director of nursing perspective. Journal of Nursing Management, 12(1), 13-21.
Campbell-Hunt, C. (2007). Complexity in practice. Human Relations, 60(5), 793-823.
Chênevert, D., & Tremblay, M. (2009). Fits in strategic human resource management and methodological challenge: Empirical evidence of influence of empowerment and compensation practices on human resource performance in Canadian firms. The International Journal of Human Resource Management, 20(4), 738-770.
Chia, R., & Holt, R. (2006). Strategy as practical coping: A Heideggerian perspective. Organization Studies, 27(5), 635-655.
Chia, R., & MacKay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice. Human Relations, 60(1), 217-242.
China Appraisal Society. (2021, September 29). Development plan of asset appraisal industry during the 14th five-year plan period. China Appraisal Society. http://www.cas.org.cn/ggl/8aa7dd1662904054a6b3e8591010050b.htm
China Appraisal Society. (2021, November 15). Announcement on the top 100 asset appraisal companies based on comprehensive evaluation factors in 2021. China Appraisal Society. http://www.cas.org.cn/xwbd/xydt/ffb03a60547a4b19b2ed8da003d4eff1.htm
Christianson, M. K., Farkas, M. T., Sutcliffe, K. M., & Weick, K. E. (2009). Learning through rare events: Significant interruptions at the Baltimore & Ohio Railroad Museum. Organization Science, 20(5), 846-860.
Coff, R. W. (1997). Human assets and management dilemmas: Coping with hazards on the road to resource-based theory. Academy of Management Review, 22(2), 374-402.
Colville, I., Hennestad, B., & Thoner, K. (2014). Organizing, changing and learning: A sensemaking perspective on an ongoing ‘soap story’. Management Learning, 45(2), 216-234.
Cooke, F. L., Xiao, M., & Chen, Y. (2021). Still in search of strategic human resource management? A review and suggestions for future research with China as an example. Human Resource Management, 60(1), 89-118.
Cooper, D. J., Hinings, B., Greenwood, R., & Brown, J. L. (1996). Sedimentation and transformation in organizational change: The case of Canadian law firms. Organization Studies, 17(4), 623-647.
Corbin, J., & Strauss, A. (2008). Basics of qualitative research: Techniques and procedures for developing grounded theory (3rd ed.). Thousand Oaks, CA: Sage.
Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49(2), 173-208.
Cornelissen, J. P. (2005). Beyond compare: Metaphor in organization theory. Academy of Management Review, 30(4), 751-764.
Cornelissen, J. P. (2012). Sensemaking under pressure: The influence of professional roles and social accountability on the creation of sense. Organization Science, 23(1), 118-137.
Cornelissen, J. P., & Clarke, J. S. (2010). Imagining and rationalizing opportunities: Inductive reasoning and the creation and justification of new ventures. Academy of Management Review, 35(4), 539-557.
Cornelissen, J. P., Oswick, C., Thøger Christensen, L., & Phillips, N. (2008). Metaphor in organizational research: Context, modalities and implications for research-Introduction. Organization Studies, 29(1), 7-22.
Cornelissen, J.P., and Werner, M.D. (2014). Putting framing in perspective: A review of framing and frame analysis across the management and organizational literature. Academy of Management Annals, 8(1), 181-235.
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21(4), 34-48.
Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational framework: From intuition to institution. Academy of Management Review, 24(3), 522-537.
Currie, G., & Procter, S. (2001). Exploring the relationship between HR and middle managers. Human Resource Management Journal, 11(3), 53-69.
Currie, G., & Procter, S. J. (2005). The antecedents of middle managers’ strategic contribution: The case of a professional bureaucracy. Journal of Management Studies, 42(7), 1325-1356.
Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284-295.
Denham, M. A., & Onwuegbuzie, A. J. (2013). Beyond words: Using nonverbal communication data in research to enhance thick description and interpretation. International Journal of Qualitative Methods, 12(1), 670-696.
Denis, J. L., Langley, A., & Rouleau, L. (2007). Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations, 60(1), 179-215.
Dewettinck, K., & Vroonen, W. (2017). Antecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium. The International Journal of Human Resource Management, 28(17), 2473-2502.
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160.
Drazin, R., Glynn, M. A., & Kazanjian, R. K. (1999). Multilevel theorizing about creativity in organizations: A sensemaking perspective. Academy of Management Review, 24(2), 286-307.
Dunbar, R. L., & Garud, R. (2009). Distributed knowledge and indeterminate meaning: The case of the Columbia shuttle flight. Organization Studies, 30(4), 397-421.
Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18(3), 397-428.
Dutton, J. E., Ashford, S. J., O’Neill, R. M., Hayes, E., & Wierba, E. E. (1997). Reading the wind: How middle managers assess the context for selling issue to top managers. Strategic Management Journal, 18(5), 407-423.
Dutton, J. E., Ashford, S. J., O'Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 44(4), 716-736.
Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3), 517-554.
Eden, C., & Huxham, C. 1996. Action research for management research. British Journal of Management, 7(1), 75–86.
Eisenhardt, K. M. (1985). Control: Organizational and economic approaches. Management Science, 31(2) 134–149.
Eisenhardt, K. M. (1989a). Making fast strategic decisions in high-velocity environments. The Academy of Management Journal, 32(3), 543–576.
Eisenhardt, K. M. (1989b). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
Eisenhardt, K. M. (1989c). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57-74.
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25-32.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they?. Strategic Management Journal, 21(10‐11), 1105-1121.
Elsbach, K. D., & Kramer, R. M. (1996). Members' responses to organizational identity threats: Encountering and countering the Business Week rankings. Administrative Science Quarterly, 41(3), 442-476.
Empson, L. (2001). Fear of exploitation and fear of contamination: Impediments to knowledge transfer in mergers between professional service firms. Human Relations, 54(7), 839-862.
Empson, L. 2007. Professional service firms and the professions. In S. Clegg & J. Bailey (Eds.), International encyclopedia of organization studies. Thousand Oaks, CA: Sage.
Empson, L., & Chapman, C. (2006). Partnership versus corporation: Implications of alternative forms of governance in professional service firms. In R. Greenwood, & R. Suddaby (Eds.), Professional service firms: Research in the sociology of organizations (Vol. 24, pp. 139-170). London: Emerald Group Publishing Limited.
Evans, S. (2017). HRM and front line managers: The influence of role stress. International Journal of Human Resource Management, 28(22), 3128-3148.
Farndale, E., & Kelliher, C. (2013). Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), 879-897.
Fiss, P. C., & Zajac, E. J. (2006). The symbolic management of strategic change: Sensegiving via framing and decoupling. The Academy of Management Journal, 49(6), 1173-1193.
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177.
Floyd, S. W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13(S1) 153-167.
Floyd, S. W., & Wooldridge, B. (1994). Dinosaurs or dynamos? Recognising middle management’s strategic role. Academy of Management Executive, 8(4), 47-57.
Floyd, S. W., & Wooldridge, B. (1996). The strategic middle manager: How to create and sustain competitive advantage. San Francisco: Jossey-Bass.
Floyd, S. W., & Wooldridge, B. (1997). Middle management’s strategic influence and organizational performance. Journal of Management Studies, 34(3), 465-85.
Floyd, S. W., & Wooldridge, B. (Eds.). (2017). Handbook of middle management strategy process research. Edward Elgar Publishing.
Folkman, P., Froud, J., Johal, S., & Williams, K. (2007). Working for themselves? Capital market intermediaries and present day capitalism. Business History, 49(4), 552-572.
Fombrun, C., Tichy, N., & Devanna, M. (1984). Strategic human resource management. New York, NY: Wiley.
Frey, B. S., Homberg, F., & Osterloh, M. (2013). Organizational control systems and pay-for-performance in the public service. Organization studies, 34(7), 949-972.
Friedson, E. (1970). Professional dominance: The social structure of medical care. New York: Atherton Press.
Froud J, Johal S, Leaver A, & Williams K. (2006). Financialization and strategy: Numbers and narrative. London: Routledge.
Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Univ of California Press.
Gilbert, C., De Winne, S., & Sels, L. (2011). The influence of line managers and HR department on employees’ affective commitment. International Journal of Human Resource Management, 22(8), 1618-1637.
Gilbert, C., De Winne, S., & Sels, L. (2015). Strong HRM processes and line managers' effective HRM implementation: A balanced view. Human Resource Management Journal, 25(4), 600-616.
Gilson, R. J., & Mnookin, R. H. (1989). Coming of age in a corporate law firm: The economics of associate career patterns. Stanford Law Review, 41(3), 567-595.
Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433-448.
Gioia, D., Corley, K., Eisenhardt, K., Feldman, M., Langley, A., Lê, J., ... & Welch, C. (2022). A curated debate: On using “templates” in qualitative research. Journal of Management Inquiry, 31(3), 231-252.
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational research methods, 16(1), 15-31.
Gioia, D. A., Thomas, J. B., Clark, S. M., & Chittipeddi, K. (1994). Symbolism and strategic change in academia: The dynamics of sensemaking and influence. Organization Science, 5(3), 363-383.
Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.). (2010). Cambridge handbook of strategy as practice. Cambridge University Press.
Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of management, 16(2), 399-432.
Greenwood, R., & Empson, L. (2003). The professional partnership: Relic or exemplary form of governance?. Organization Studies, 24(6), 909-933.
Greenwood, R., Hinings, C. R., & Brown, J. (1990). “P2-form” strategic management: Corporate practices in professional partnerships. Academy of Management Journal, 33(4), 725-755.
Greenwood, R., Li, S. X., Prakash, R., & Deephouse, D. L. (2005). Reputation, diversification, and organizational explanations of performance in professional service firms. Organization Science, 16(6), 661-673.
Greenwood, R., Suddaby, R., & McDougald, M. (2006). Introduction. In R. Greenwood, & R., Suddaby (Eds.), Professional service firms: Research in the sociology of organizations (Vol. 24, pp. 1-16). Emerald Group Publishing Limited.
Gross, C. & Kieser, A. (2006). Are consultants moving towards professionalization? In R. Greenwood, & R., Suddaby (Eds.), Professional service firms: Research in the sociology of organizations (Vol. 24, pp. 69-100). Emerald Group Publishing Limited.
Guth, W. D., & MacMillan, I. C. (1986). Strategy implementation versus middle manager self-interest. Strategic Management Journal, 7(4), 313-327.
Haas, M. R. (2006). Knowledge gathering, team capabilities, and project performance in challenging work environments. Management Science, 52(8), 1170-1184.
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206.
Harlacher, D., & Reihlen, M. (2014). Governance of professional service firms: A configurational approach. Business Research, 7(1), 125-160.
Harris, J. (2005). More than third of firms eschew LLP conversion. The Lawyer, 19(5).
Hart, S. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17(2), 327-351.
Helms Mills, J., Weatherbee, T. G., & Colwell, S. R. (2006). Ethnostatistics and sensemaking: Making sense of university and business school accreditation and rankings. Organizational Research Methods, 9(4), 491-515.
Hill, R. C., & Levenhagen, M. (1995). Metaphors and mental models: Sensemaking and sensegiving in innovative and entrepreneurial activities. Journal of Management, 21(6), 1057-1074.
Howard-Grenville, J., Metzger, M. L., & Meyer, A. D. (2013). Rekindling the flame: Processes of identity resurrection. Academy of Management Journal, 56(1), 113-136.
Huber, G. P., & Daft, R. L. (1987). The information environments of organizations. In F. M. Jablin, L. L. Putnam, K. H. Roberts, & L. W. Porter (Eds.), Handbook of organizational communication (pp. 130–164). Newbury Park, CA: Sage Publications.
Humphreys, M., & Brown, A. D. (2002). Narratives of organizational identity and identification: A case study of hegemony and resistance. Organization Studies, 23(3), 421-447.
Huy, Q. N. (2001). In praise of middle managers. Harvard Business Review, 79(8), 72-79.
Huy, Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47(1), 31–69.
Huy, Q., Corley, K.G., & Kraatz, M.S. (2014). From support to mutiny: Shifting legitimacy judgments and emotional reactions impacting the implementation of radical change. Academy of Management Journal, 57(6), 1650-1680.
Jarzabkowski, P. (2003). Strategic practices: An activity theory perspective on continuity and change. Journal of Management Studies, 40(1), 23-55.
Jarzabkowski, P. (2004). Strategy as practice: recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529-560.
Jarzabkowski, P. (2005). Strategy as practice: An activity based approach. Sage.
Jarzabkowski, P. (2008). Shaping strategy as a structuration process. Academy of Management Journal, 51(4), 621-650.
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5-27.
Jarzabkowski, P., Sillince, J. A., & Shaw, D. (2010). Strategic ambiguity as a rhetorical resource for enabling multiple interests. Human Relations, 63(2), 219-248.
Jay, J. (2013). Navigating paradox as a mechanism of change and innovation in hybrid organizations. Academy of Management Journal, 56(1), 137-159.
Johnson, G. & Huff, A. S. (1998). Everyday innovation and everyday strategy, in G. Hamel, C. K. Prahalad, H. Thomas, & D. O’Neal (Eds.), Strategic flexibility: Managing in a turbulent environment (pp. 3-27). Chichester: John Wiley.
Johnson, G., Langley, A., Melin, L., & Whittington, R. (2007). Strategy as practice: Research directions and resources. Cambridge University Press.
Johnson, G., Melin, L., & Whittington, R. (2003). Micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies, 40(1), 3-22.
Kanter, R. M. (1982). The middle manager as innovator. Harvard Business Review, 60(July-August), 95-106.
Kayes, D. C. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57(10), 1263-1284.
Kehoe, R. R., & Han, J. H. (2020). An expanded conceptualization of line managers’ involvement in human resource management. Journal of Applied Psychology, 105(2), 111-129.
Kahneman, D. (1994). New challenges to the rationality assumption. Journal of Institutional and Theoretical Economics (JITE), 150(1), 18-36.
Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-87.
Kaplan, R. S., & Norton, D. P. (2005). The balanced scorecard: Measures that drive performance. Harvard Business Review, 83(7), 172-180.
Kaufman, B. E. (2015). Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management, 54(3), 389-407.
Kellermanns, F. W., Walter, J., Lechner, C., & Floyd, S. W. (2005). The lack of consensus about strategic consensus: Advancing theory and research. Journal of Management, 31(5): 719-737.
Ketokivi, M., & Castañer, X. (2004). Strategic planning as an integrative device. Administrative Science Quarterly, 49(3), 337-365.
Kiesler, S., & Sproull, L. (1982). Managerial response to changing environments: Perspectives on problem sensing from social cognition. Administrative Science Quarterly, 27(4), 548-570.
King, A. W., & Zeithaml, C. P. (2001). Competencies and firm performance: Examining the causal ambiguity paradox. Strategic Management Journal, 22(1), 75-99.
Knights, D., & Morgan, G. (1991). Corporate strategy, organizations, and subjectivity: A critique. Organization Studies, 12(2), 251-273.
Kodama, M. 2005. Knowledge creation through network strategic communities: Case studies on new product development in Japanese companies. Long Range Planning, 38(1), 27-49.
Kuratko, D. E., & Goldsby, M. G. 2004. Corporate entrepreneurs or rouge middle managers? A framework for ethical corporate entrepreneurship. Journal of Business Ethics, 55(1), 13-30.
Kurdi-Nakra, H., Kou, X., & Pak, J. (2022). The road taken and the path forward for HR devolution research: An evolutionary review. Human Resource Management, 61(2), 239-258.
Labianca, G., Gray, B., & Brass, D. J. (2000). A grounded model of organizational schema change during empowerment. Organization Science, 11(2), 235-257.
Laine, P. M., & Vaara, E. (2006). Struggling over subjectivity: A discursive analysis of strategic development in an engineering group. Human Relations, 59(5), 611-636.
Langley, A. (1989). In search of rationality: The purposes behind the use of formal analysis in organizations. Administrative Science Quarterly, 34(4), 598-631.
Langley, A., & Abdallah, C. (2011). Templates and turns in qualitative studies of strategy and management. In Building methodological bridges. Emerald Group Publishing Limited.
Leicht, K., & Lyman, E. C. W. (2006). Markets, institutions, and the crisis of professional practice. In R. Greenwood, & R., Suddaby (Eds.), Professional service firms: Research in the sociology of organizations (Vol. 24, pp. 17-44). Emerald Group Publishing Limited.
Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24(1), 31-48.
Lepak, D. P., & Snell, S. A. (2002). Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
Levin, J., & Tadelis, S. (2005). Profit sharing and the role of professional partnerships. Quarterly Journal of Economics, 120(1), 131-172.
Liao, C., Wayne, S. J., & Rousseau, D. M. (2016). Idiosyncratic deals in contemporary organizations: A qualitative and meta-analytical review. Journal of Organizational Behavior, 37, S9-S29.
Lines, R. (2005). How social accounts and participation during change affect organizational learning. Journal of Workplace Learning, 17(3): 157-177.
Linneberg, M. S., & Korsgaard, S. (2019). Coding qualitative data: A synthesis guiding the novice. Qualitative Research Journal, 19(3), 259-270.
Ling, Y., Floyd, S. W., & Baldridge, D. C. (2005). Reading the winds in multinational corporations: The impact of culture on issue selling behavior. Journal of International Business Studies, 36(6), 637-54.
Louis, M. R. (1980). Surprise and sense making: What newcomers experience in entering unfamiliar organizational settings. Administrative Science Quarterly, 25(2), 226-251.
Lowendahl, B. (2005). Strategic management of professional service firms. Copenhagen Business School Press DK.
Mair, J. (2005). Exploring the determinants of unit performance: The role of middle managers in stimulating profit growth. Group and Organization Management, 30(3), 263-288.
Maister, D. (1982). Balancing the professional service firm. Sloan Management Review, 24(1): 15-29.
Maister, D. (1993). Managing the professional service firm. New York, NY: The Free Press
Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48(1), 21-49.
Maitlis, S., & Christianson, M. (2014). Sensemaking in organizations: Taking stock and moving forward. Academy of Management Annals, 8(1), 57-125.
Maitlis, S., & Lawrence, T. B. (2003). Orchestral manoeuvres in the dark: Understanding failure in organizational strategizing. Journal of Management Studies, 40(1), 109-139.
Maitlis, S., & Lawrence, T. B. (2007). Triggers and enablers of sensegiving in organizations. Academy of Management Journal, 50(1), 57-84.
Maitlis, S., Vogus, T. J., & Lawrence, T. B. (2013). Sensemaking and emotion in organizations. Organizational Psychology Review, 3(3), 222-247.
Malhotra, N., Morris, T., & Hinings, C. B. (2006). Variation in organizational form among professional service organizations. In R. Greenwood, & R., Suddaby (Eds.), Professional service firms: Research in the sociology of organizations (Vol. 24, pp. 171-202). Emerald Group Publishing Limited.
Mangaliso, M. P. (1995). The strategic usefulness of management information as perceived by middle managers. Journal of Management, 21(2): 231-250.
Mantere, S. (2005). Strategic practices as enablers and disablers of championing activity. Strategic Organization, 3(2), 157-184.
Mantere, S. (2008). Role expectations and middle manager strategic agency. Journal of Management Studies, 45(2), 294-316.
Mantere, S., Schildt, H. A., & Sillince, J. A. A. (2012). Reversal of strategic change. Academy of Management Journal, 55(1), 172-196.
Marginson, D. E. W. (2002). Management control systems and their effects on strategy formation at middle-management levels: Evidence from a UK Organization. Strategic Management Journal, 23(11), 1019-1031.
Markoczy, L. (2001). Consensus formation during strategic change. Strategic Management Journal, 22(11), 1013-1031.
Martens, M. L., Jennings, J. E., & Jennings, P. D. (2007). Do the stories they tell get them the money they need? The role of entrepreneurial narratives in resource acquisition. Academy of Management Journal, 50(5), 1107-1132.
Maxwell, G. A. (2005). Checks and balances: The role of managers in work-life balance policies and practices. Journal of Retailing and Consumer Services, 12(3), 179-189.
McCahery, J. A. (2004). Introduction: Governance in partnership and close corporation law in Europe and the United States. In J. A. McCahery, T. Raaijmakers, & E. P. M. Vermeulen (Eds.), The governance of close corporations and partnerships: US and European perspectives (pp. 1-20). Oxford University Press.
Meyer, A. D. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27(4), 515-537.
Meyer, A. D., Tsui, A. S., & Hinings, C. R. (1993). Configurational approaches to organizational analysis. Academy of Management journal, 36(6), 1175-1195.
Meyer, C. B. (2006). Destructive dynamics of middle management intervention in postmerger processes. Journal of Applied Behavioral Science, 42(4), 397-419.
Miles, M. B., & Snow, C. C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill.
Miller, D. (1987). The genesis of configuration. Academy of Management Review 12(4): 686-701.
Miller, D. (1996). Configurations revisited. Strategic Management Journal 17(7): 505-512.
Milliken, F. J. (1990). Perceiving and interpreting environmental change: An examination of college administrators’ interpretation of changing demographics. Academy of Management Journal, 33(1), 42-63.
Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9): 934-948.
Mintzberg, H. (1979). The structuring of organizations. Englewood Cliffs: Prentice-Hall.
Mintzberg, H., Raisinghani, D., & Théorêt, A. (1976). The structure of “unstructured” decision processes. Administrative Science Quarterly, 21(2), 246-275.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272.
Mirabeau, L., & Maguire, S. (2014). From autonomous strategic behavior to emergent strategy. Strategic Management Journal, 35(8), 1202-1229.
Mischel, W. (1973). Toward a cognitive social learning reconceptualization of personality. Psychological Review, 80(4), 252-283.
Mitchell, R., Obeidat, S., & Bray, M. (2013). The effect of strategic human resource management on organizational performance: The mediating role of high-performance human resource practices. Human Resource Management, 52(6), 899-921.
Monin, P., Noorderhaven, N., Vaara, E., & Kroon, D. (2013). Giving sense to and making sense of justice in postmerger integration. Academy of Management Journal, 56(1), 256-284.
Morand, D., Merriman, K., & Deckop, J. (2020). Making sense of egalitarian pay: Reconceptualising its treatment in organisations. Human Resource Management Journal, 30(2), 180-197.
Morris, T., & Pinnington, A. (1998). Promotion to partner in professional service firms. Human Relations, 51(1), 3-24.
Morris, T. & Pinnington, A. (1999). Continuity and change in professional organizations: Evidence from British law firms. In D. M. Brock, M. J. Powell, & C. R. Hinings (Eds), Restructuring the professional organization: Accounting, health care and law (pp. 200-214). Routledge.
Morrison, A. D., & Wilhelm, W. J. (2007). Investment of banking: Past, present, and future. Journal of Applied Corporate Finance, 19(1), 42-54.
Morrison, A. D., & Wilhelm Jr, W. J. (2008). The demise of investment banking partnerships: Theory and evidence. The Journal of Finance, 63(1), 311-350.
Nag, R., Corley, K. G., & Gioia, D. A. (2007). The intersection of organizational identity, knowledge, and practice: Attempting strategic change via knowledge grafting. Academy of Management Journal, 50(4), 821-847.
Nanda A., & Harvard Business School. (2002). The essence of professionalism: Managing conflict of interest. Division of Research Harvard Business School.
Nicholson, L., & Anderson, A. R. (2005). News and nuances of the entrepreneurial myth and metaphor: Linguistic games in entrepreneurial sense-making and sense-giving. Entrepreneurship Theory and Practice, 29(2), 153-172.
Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61(3), 503-545.
Nishii, L. H., & Wright, P. M. (2008). Variability within organizations: Implications for strategic human resources management. In D. B. Smith (Ed.), The people make the place: Dynamic linkages between individuals and organizations (pp. 225-248). Mahwah, NJ: Erlbaum.
Nonaka, I. (1991). The knowledge-creating company. Harvard Business Review, 69, 96-104.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford, UK: Oxford University Press.
Oakes, L. S., Townley, B., & Cooper, D. J. (1998). Business planning as pedagogy: Language and control in a changing institutional field. Administrative Science Quarterly, 43(2), 257-292.
Op de Beeck, S., Wynen, J., & Hondeghem, A. (2016). HRM implementation by line managers: Explaining the discrepancy in HR-line perceptions of HR devolution. The International Journal of Human Resource Management, 27(17), 1901-1919.
Op de Beeck, S., Wynen, J., & Hondeghem, A. (2017). Effective HRM Implementation by Line Managers: Relying on Various Sources of Support. International Journal of Public Administration, 40(2), 192-204.
Ostroff, C., & Bowen, D. E. (2016). Reflections on the 2014 decade award: Is there strength in the construct of HR system strength?. Academy of Management Review, 41(2), 196-214.
Ouchi, W. G. (1977). The relationship between organizational structure and organizational control. Administrative Science Quarterly, 22(1), 95-113.
Pak, J., & Kim, S. (2018). Team manager’s implementation, high performance work systems intensity, and performance: A multilevel investigation. Journal of Management, 44(7), 2690-2715.
Pappas, J. M., & Wooldridge, B. (2007). Middle managers’ divergent strategic activity: An investigation of multiple measures of network centrality. Journal of Management Studies, 44(3), 323-341.
Pettigrew, A. M. (1973). The Politics of Organizational Decision-Making. London: Tavistock Publications.
Pfeffer, J., & Sutton, R. I. (2000). The knowing-doing gap: How smart companies turn knowledge into action. Harvard business press.
Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 25-40.
Porter, T. B. (2006). Inside greening: The role of middle managers’ strategic processes, attitudes, and behaviors in corporate environmentalism (Order No. 3215761). Available from ProQuest One Academic. (305311049). Retrieved from https://www.proquest.com/dissertations-theses/inside-greening-role-middle-managers-strategic/docview/305311049/se-2
Pratt, M. G. (2000). The good, the bad, and the ambivalent: Managing identification among Amway distributors. Administrative Science Quarterly, 45(3), 456-493.
Pratt, M. G., Rockmann, K. W., & Kaufmann, J. B. (2006). Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Academy of Management Journal, 49(2), 235-262.
Purcell, J., & Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance causal chain: Theory, analysis and evidence. Human Resource Management Journal, 17(1), 3-20.
Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433-458.
Ravasi, D., & Turati, C. (2005). Exploring entrepreneurial learning: A comparative study of technology development projects. Journal of Business Venturing, 20(1), 137-164.
Reason, P., & Bradbury, H. (2001). Handbook of action research. London: Sage.
Regnér, P. (2008). Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view of strategy. Human Relations, 61(4), 565-588.
Reihlen, M., Albers, S., & Kewitz, T. (2009). Internationalization as strategic change: The case of deutsche treuhand-gesellschaft. Management Revue, 20(2), 209–233.
Richter, A., Dickmann, M., & Graubner, M. (2008). Patterns of human resource management in consulting firms. Personnel Review, 37(2), 184-202.
Roberts, J., Sanderson, P., Barker, R., & Hendry, J. (2006). In the mirror of the market: The disciplinary effects of company/fund manager meetings. Accounting, Organizations and Society, 31(3), 277-294.
Rosen, C. C., Slater, D. J., Chang, C. H., & Johnson, R. E. (2013). Let’s make a deal: Development and validation of the ex post i-deals scale. Journal of Management, 39(3), 709-742.
Rousseau, D. M., Ho, V. T., & Greenberg, J. (2006). I-deals: Idiosyncratic terms in employment relationships. Academy of Management Review, 31(4), 977-994.
Rouleau, L. (2005). Micro‐practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management studies, 42(7), 1413-1441.
Rouleau, L., & Balogun, J. (2011). Middle managers, strategic sensemaking, and discursive competence. Journal of Management Studies, 48(5), 953-983.
Rudolph, J. W., Morrison, J. B., & Carroll, J. S. (2009). The dynamics of action-oriented problem solving: Linking interpretation and choice. Academy of Management Review, 34(4), 733-756.
Ryu, S., & Kim, S. (2013). First-line managers’ HR involvement and HR effectiveness: The case of South Korea. Human Resource Management, 52(6), 947-966.
Sandberg, J., & Tsoukas, H. (2015). Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development. Journal of Organizational Behavior, 36(S1), S6-S32.
Seidl, D. (2007). General strategy concepts and the ecology of strategy discourses: A systemic-discursive perspective. Organization Studies, 28(2), 197-218.
Seidl, D., & Whittington, R. (2014), Enlarging the strategy-as-practice research agenda: Towards taller and flatter ontologies. Organization Studies, 35(10), 1407-1421.
Sherer, P. D., & Lee, K. (2002). Institutional change in large law firms: A resource dependency and institutional perspective. Academy of Management Journal, 45(1), 102-119.
Shipton, H., Sanders, K., Atkinson, C., & Frenkel, S. (2016). Sense-giving in health care: The relationship between the HR roles of line managers and employee commitment. Human Resource Management Journal, 26(1), 29-45.
Sikora, D. M., Ferris, G. R., & Van Iddekinge, C. H. (2015). Line manager implementation perceptions as a mediator of relations between high-performance work practices and employee outcomes. Journal of Applied Psychology, 100(6), 1908-1918
Shah, A. K., & Oppenheimer, D. M. (2008). Heuristics made easy: An effort-reduction framework. Psychological Bulletin, 134(2), 207-222.
Sillince, J., & Mueller, F. (2007). Switching strategic perspective: The reframing of accounts of responsibility. Organization Studies, 28(2), 155-176.
Simons R. (1990). The role of management control systems in creating competitive advantage: New perspectives. Accounting, Organization and Society 15(1/2), 127-143.
Simons R. (1991). Strategic orientation and top management attention to control systems. Strategic Management Journal 12(1), 46-62.
Simons R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal 15(3), 169-189.
Sonenshein, S. (2006). Crafting social issues at work. Academy of Management Journal, 49(6), 1158-1172.
Sonenshein, S. (2009). Emergence of ethical issues during strategic change implementation. Organization Science, 20(1), 223-239.
Sonenshein, S. (2010). We’re changing or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. Academy of Management Journal, 53(3), 477-512.
Starbuck, W. H. (1992). Learning by knowledge‐intensive firms. Journal of Management Studies, 29(6), 713-740.
Steffensen Jr, D. S., Ellen III, B. P., Wang, G., & Ferris, G. R. (2019). Putting the “management” back in human resource management: A review and agenda for future research. Journal of Management, 45(6), 2387-2418.
Strauss, A., & Corbin, J. (1990). Basics of qualitative research. Sage publications.
Suddaby, R., Cooper, D. J., & Greenwood, R. (2007). Transnational regulation of professional services: Governance dynamics of field level organizational change. Accounting, Organizations and Society, 32(4-5), 333-362.
Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35-67.
Suddaby, R., Greenwood, R., & Wilderom, C. (2008). Introduction to the Journal of Organizational Behavior's special issue on professional service firms: Where organization theory and organizational behavior might meet. Journal of Organizational Behavior, 29(8), 989-994.
Suseno, Y., & Pinnington, A. H. (2017). The war for talent: Human capital challenges for professional service firms. Asia Pacific Business Review, 23(2), 205-229.
Swart, J., Hansen, N. K., and Kinnie, N. (2015). Strategic Human Resource Management and Performance Management in Professional Service Firms. In L. Empson, D. Muzio, J. Broschak, & B. Hinings (Eds.), The Oxford Handbook of Professional Service Firms (pp. 476-502). Oxford University Press.
Sztompka, P. (1991). Society in action: The theory of social becoming. University of Chicago Press.
Taylor, J. R., & Robichaud, D. (2004). Finding the organization in the communication: Discourse as action and sensemaking. Organization, 11(3), 395-413.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
Thomas, J. B., Clark, S. M., & Gioia, D. A. (1993). Strategic sensemaking and organizational performance: Linkages among scanning, interpretation, action, and outcomes. Academy of Management Journal, 36(2), 239-270.
Thomas, J. B., Sussman, S. W., & Henderson, J. C. (2001). Understanding “strategic learning”: Linking organizational learning, knowledge management, and sensemaking. Organization Science, 12(3), 331-345.
Torres, D. (1991). What, if anything, is professionalism? Institutions and the problem of change. Research in the Sociology of Organizations, 8, 43-68.
Trullen, J., Bos‐Nehles, A., & Valverde, M. (2020). From intended to actual and beyond: A cross‐disciplinary view of (human resource management) implementation. International Journal of Management Reviews, 22(2), 150-176.
Trullen, J., Stirpe, L., Bonache, J., & Valverde, M. (2016). The HR department’s contribution to line managers’ effective implementation of HR practices. Human Resource Management Journal, 26(4), 449-470.
Vaara, E., Kleymann, B., & Seristö, H. (2004). Strategies as discursive constructions: The case of airline alliances. Journal of Management Studies, 41(1), 1-35.
Vaara, E., & Monin, P. (2010). A recursive perspective on discursive legitimation and organizational action in mergers and acquisitions. Organization Science, 21(1), 3-22.
Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. Academy of Management Annals, 6(1), 285-336.
Vermeeren, B. (2014). Variability in HRM implementation among line managers and its effect on performance: A 2-1-2 mediational multilevel approach. International Journal of Human Resource Management, 25(22), 3039-3059.
Vilà, J., & Canales, I. J. (2008). Can strategic planning make strategy more relevant and build commitment over time? The case of RACC. Long Range Planning, 41(3), 273-290.
Vlaar, P. W., van Fenema, P. C., & Tiwari, V. (2008). Cocreating understanding and value in distributed work: How members of onsite and offshore vendor teams give, make, demand, and break sense. MIS Quarterly, 32(2), 227-255.
Von Nordenflycht, A. (2007). Is public ownership bad for professional service firms? Ad agency ownership, performance, and creativity. Academy of Management Journal, 50(2), 429-445.
Von Nordenflycht, A. (2010). What is a professional service firm? Toward a theory and taxonomy of knowledge-intensive firms. Academy of Management Review, 35(1), 155-174.
Vroom, V. H. (1964). Work and motivation. New York: Wiley.
Walsh, J. P. (1988). Selectivity and selective perception: An investigation of managers’ belief structures and information processing. Academy of Management Journal, 31(4), 873-896.
Walsh, I. J., & Bartunek, J. M. (2011). Cheating the fates: Organizational foundings in the wake of demise. Academy of Management Journal, 54(5), 1017-1044.
Weber, K., & Glynn, M. A. (2006). Making sense with institutions: Context, thought and action in Karl Weick’s theory. Organization Studies, 27(11), 1639-1660.
Weick, K. E. (1988). Enacted sensemaking in crisis situations. Journal of Management Studies, 25(4), 305-317.
Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628-652.
Weick, K. E. (1995). Sensemaking in organizations. Newbury Park, CA: Sage.
Westley, F. R. 1990. Middle managers and strategy: The micro-dynamics of inclusion. Strategic Management Journal, 11(5), 337-352.
Whetten, D. A. (2006). Albert and Whetten revisited: Strengthening the concept of organizational identity. Journal of Management Inquiry, 15(3), 219-234.
Whittington, R. (1992). Putting Giddens into action: Social systems and managerial agency. Journal of Management Studies, 29(6), 693-712.
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735.
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613-634.
Whittington, R. (2007). Strategy practice and strategy process: Family differences and the sociological eye. Organization Studies, 28(10), 1575-1586.
Winch, G., & Schneider, E. (1993). Managing the knowledge-based organization: The case of architectural practice. Journal of Management Studies, 30(6), 923-937.
Wooldridge, B., & Floyd, S. W. (1989). Strategic process effects on consensus. Strategic Management Journal, 10(3), 295-302.
Wooldridge, B., & Floyd, S. W. (1990). The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11(3), 231-241.
Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190-1221.
Wright, P. M., & Nishii, L. H. (2013). HRM and performance: The role of effective implementation. In J. Paauwe, D. Guest, & P. Wright (Eds.), HRM and performance: Achievements and challenges. John Wiley & Sons.
Yin, R. (2014). Case study research: Design and methods. Thousand Oaks, CA: Sage.
Yu, J., Engleman, R. M., & Van de Ven, A. H. (2005). The integration journey: An attention-based view of the merger and acquisition integration process. Organization Studies, 26(10), 1501-1528.
Zhang, L., & Boies, K. (2018). Corporate university: A systems thinking situating senior leader assessment and development in context to enhance organizational viability. Industrial and Organizational Psychology, 11(4), 669-676.
All items in Spectrum are protected by copyright, with all rights reserved. The use of items is governed by Spectrum's terms of access.

Repository Staff Only: item control page

Downloads per month over past year

Research related to the current document (at the CORE website)
- Research related to the current document (at the CORE website)
Back to top Back to top