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The Dialogue Between Psychology and Economics: Obstacles and OpportunitiesThe Dialogue Between Psychology and Economics: Obstacles and Opportunities, by WuGeorge, University of Chicago
Economics and social psychology: Brief flirtation or enduring marriage?Economics and Social Psychology: Brief Flirtation or Enduring Marriage? by KramerRoderick M., Stanford University, Stanford, CA
WHY WOULD CORPORATIONS BEHAVE IN SOCIALLY RESPONSIBLE WAYS? AN INSTITUTIONAL THEORY OF CORPORATE SOCIAL RESPONSIBILITY
Strategizing, Disequilibrium, and ProfitStrategizing, Disequilibrium, and Profit, by MathewsJohn A.. Stanford, CA: Stanford University Press, 2006.
The Struggle for Control of the Modern Corporation: Organizational Change at General Motors, 1924–1970The Struggle for Control of the Modern Corporation: Organizational Change at General Motors, 1924–1970, by FreelandRobert F.. Cambridge: Cambridge University Press, 2001. Paperback edition, Oxford University Press, 2006.
The Benefits of Bridging Social Psychology and EconomicsThe Benefits of Bridging Social Psychology and Economics, by Van LangePaul A. M. Free University, Amsterdam, and Leiden University, The Netherlands
Organizational realities: Studies of strategizing and organizing
The article reviews the book “Organizational Realities: Studies of Strategizing & Organizing,” by William S. Starbuck.
A set-theoretic approach to organizational configurations
I argue that research on organizational configurations has been limited by a mismatch between theory and methods and introduce set-theoretic methods as a viable alternative for overcoming this mismatch. I demonstrate the value of such methods for studying organizational configurations and discuss their applicability for examining equifinality and limited diversity among configurations, as well as their relevance to other research fields such as complementarities theory, complexity theory, and the resource-based view
Relational Job Design and the Motivation to Make a Prosocial Difference
This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference.