Knowledge that Transforms

The article presents a review of the book ?Managing Quality: The Strategic and Competitive Edge,? by David A. Garvin.

The article presents a review of the book ?International Review of Industrial and Organizational Psychology, 1987,? by Cary L. Cooper and Ivan T. Robertson.

The article presents a list of publications received by the journal including “A Woman's Place: Management,” by Connie Sitterly and Beth Duke, “Working it Out: Sanity & Stress in the Workplace,” by Stephen Strasser, and “Unlocking: A Guide to Creative Living,” by Daniel Sandowsky.

The article presents a commentary on the article “The Concept of Ideology in Organizational Analysis: The Sociology of Knowledge or the Social Psychology of Beliefs',” by Richard M. Weiss and G. A. Miller. The author contends that the study mischaracterized the concept of ideology within the social sciences context. The authors explain that ideologies are sets of ideas that evolve out of specific social contexts.

It is reasonable to expect that a phenomenon as pervasive as organizational culture affects organizational performance. “Strong” culture models, however, oversimplify the relationship. If scholars are to accurately analyze culture-performance links, they must combine more appropriate measures of culture's impact with careful attention to intrinsically cultural performance-related organizational processes.

Entrepreneurial intentions, entrepreneurs' states of mind that direct attention, experience, and action toward a business concept, set the form and direction of organizations at their inception. Subsequent organizational outcomes such as survival, development (including written plans), growth, and change are based on these intentions. The study of entrepreneurial intentions provides a way of advancing entrepreneurship research beyond descriptive studies and helps to distinguish entrepreneurial activity from strategic management.

The article presents a review of the book ?Managing for Joint Venture Success,? by Kathryn Rudie Harrigan.

This article explores the characteristics of emerging organizations and suggests that emerging organizations can be identified by four properties: intentionality, resources, boundary, and exchange. These properties are defined and discussed. Suggestions are made for selecting samples for research on emerging organizations. Implications for research and theory on new and emerging organizations are discussed.

There is an ongoing debate as to whether the strategies of differentiation and cost leadership are mutually exclusive or whether they can be achieved simultaneously. Using transaction cost theory, a model of business-level strategy is developed that reconciles these divergent perspectives. It is argued that when transaction costs, production costs, and revenue are considered within the calculus of a single model, the trade-offs a firm faces when choosing a business strategy become clearer.

The article presents a review of the book ?New Technology as Organizational Innovation: The Development and Diffusion of Microelectronics,? edited by Johannes M. Pennings and Arend Buitendam.