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data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a>, <script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" 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itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/29775856/Introduction_Administrative_Reform_in_Greece_Italy_Portugal_and_Spain">Introduction: Administrative Reform in Greece, Italy, Portugal and Spain</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/29775856" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b9905ef5497aff8ff07b11525a67e46d" rel="nofollow" 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These conditions represent an... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68853723" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The accumulated science base in public research centres (PRCs), current learning processes in firms and emergent knowledge flows among actors are creating knowledge spaces at the regional level in Mexico. 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These conditions represent an advantage upon ...","downloadable_attachments":[{"id":79179493,"asset_id":68853723,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1388285,"first_name":"Rebeca","last_name":"de Gortari","domain_name":"independent","page_name":"RebecadeGortari","display_name":"Rebeca de Gortari","profile_url":"https://independent.academia.edu/RebecadeGortari?f_ri=73149","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":511,"name":"Materials Science","url":"https://www.academia.edu/Documents/in/Materials_Science?f_ri=73149","nofollow":false},{"id":3974,"name":"Telecommunications","url":"https://www.academia.edu/Documents/in/Telecommunications?f_ri=73149","nofollow":false},{"id":5398,"name":"Biotechnology","url":"https://www.academia.edu/Documents/in/Biotechnology?f_ri=73149","nofollow":false},{"id":5547,"name":"Policy","url":"https://www.academia.edu/Documents/in/Policy?f_ri=73149","nofollow":false},{"id":11395,"name":"Economic 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Lichtenstein","profile_url":"https://um-boston.academia.edu/BenyaminLichtenstein?f_ri=73149","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149","nofollow":false},{"id":759657,"name":"Business Venturing","url":"https://www.academia.edu/Documents/in/Business_Venturing?f_ri=73149","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8240837" data-work_id="8240837" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8240837/Organizational_capabilities_in_e_commerce_An_empirical_investigation_of_e_brokerage_service_providers">Organizational capabilities in e-commerce: An empirical investigation of e-brokerage service providers</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">E-commerce not only has tremendous potential for growth but also poses unique challenges for both incumbents and new entrants. By examining drivers of firm performance in e-commerce from a capabilities perspective, the authors... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_8240837" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">E-commerce not only has tremendous potential for growth but also poses unique challenges for both incumbents and new entrants. By examining drivers of firm performance in e-commerce from a capabilities perspective, the authors conceptualize three firm capabilities that are critical for superior firm performance in e-commerce: information technology capability, strategic flexibility, and trust-building capability. The extent and nature of market orientation is conceptualized as a platform for leveraging e-commerce capabilities. The authors test the effects of e-commerce capabilities on performance (e.g., relative profits, sales, return on investment) using data from 122 e-brokerage service providers. The results indicate that information technology capability and strategic flexibility affect performance given the right market orientation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8240837" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b413f5e0573f6c87fb28d3051ac97c52" rel="nofollow" data-download="{"attachment_id":48170812,"asset_id":8240837,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48170812/download_file?st=MTczMjc2OTMwOSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="16274826" href="https://independent.academia.edu/amitsaini17">amit saini</a><script data-card-contents-for-user="16274826" type="text/json">{"id":16274826,"first_name":"amit","last_name":"saini","domain_name":"independent","page_name":"amitsaini17","display_name":"amit saini","profile_url":"https://independent.academia.edu/amitsaini17?f_ri=73149","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_8240837 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8240837"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8240837, container: ".js-paper-rank-work_8240837", }); 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By examining drivers of firm performance in e-commerce from a capabilities perspective, the authors conceptualize three firm capabilities that are critical for superior firm performance in e-commerce: information technology capability, strategic flexibility, and trust-building capability. The extent and nature of market orientation is conceptualized as a platform for leveraging e-commerce capabilities. The authors test the effects of e-commerce capabilities on performance (e.g., relative profits, sales, return on investment) using data from 122 e-brokerage service providers. The results indicate that information technology capability and strategic flexibility affect performance given the right market orientation.","downloadable_attachments":[{"id":48170812,"asset_id":8240837,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":16274826,"first_name":"amit","last_name":"saini","domain_name":"independent","page_name":"amitsaini17","display_name":"amit saini","profile_url":"https://independent.academia.edu/amitsaini17?f_ri=73149","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false},{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=73149","nofollow":false},{"id":13585,"name":"Market Orientation","url":"https://www.academia.edu/Documents/in/Market_Orientation?f_ri=73149","nofollow":false},{"id":39900,"name":"Firm 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More Sustainable Health and Medical Research Funding Possible Through Venture Philanthropy and Social Entrepreneurship?</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2777019" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9fdc70b03f7c566d9141be091f2c44d6" rel="nofollow" data-download="{"attachment_id":50546120,"asset_id":2777019,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="2777019"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149","nofollow":false}</script></span></li><script>(function(){ if (true) { 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Capability, Entrepreneurial Orientation, and SME Growth</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49762787" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c50ed325f39ec81956920de644e7b683" rel="nofollow" data-download="{"attachment_id":68006599,"asset_id":49762787,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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arasli","profile_url":"https://emu.academia.edu/harasli?f_ri=73149","photo":"https://0.academia-photos.com/40741271/29052773/27092104/s65_huseyin.arasli.jpg"}</script></span></span></li><li class="js-paper-rank-work_49762787 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49762787"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49762787, container: ".js-paper-rank-work_49762787", }); });</script></li><li class="js-percentile-work_49762787 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 49762787; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = 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style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="49762787"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3131" href="https://www.academia.edu/Documents/in/Small_Business">Small Business</a>, <script data-card-contents-for-ri="3131" type="text/json">{"id":3131,"name":"Small Business","url":"https://www.academia.edu/Documents/in/Small_Business?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="62257" href="https://www.academia.edu/Documents/in/Small_Business_Management">Small Business Management</a><script data-card-contents-for-ri="62257" type="text/json">{"id":62257,"name":"Small Business Management","url":"https://www.academia.edu/Documents/in/Small_Business_Management?f_ri=73149","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=49762787]'), work: {"id":49762787,"title":"The Interface between Organizational Learning Capability, Entrepreneurial Orientation, and SME 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Business","url":"https://www.academia.edu/Documents/in/Small_Business?f_ri=73149","nofollow":false},{"id":62257,"name":"Small Business Management","url":"https://www.academia.edu/Documents/in/Small_Business_Management?f_ri=73149","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149"},{"id":3079415,"name":"Finance and Investment Banking","url":"https://www.academia.edu/Documents/in/Finance_and_Investment_Banking?f_ri=73149"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_65457091" data-work_id="65457091" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/65457091/Redefining_brand_hijacking_from_a_non_collaborative_brand_co_creation_perspective">Redefining brand hijacking from a non-collaborative brand co-creation perspective</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In the democratic digital environment, brand managers frequently deal with the unauthorized use of the brand by third parties. The phenomenon, known as brand hijacking, has been treated in different and sometimes conflicting ways in the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_65457091" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In the democratic digital environment, brand managers frequently deal with the unauthorized use of the brand by third parties. The phenomenon, known as brand hijacking, has been treated in different and sometimes conflicting ways in the academic and professional literature. The aim of this paper is to clarify the meaning of brand hijacking and to shed light on the various motivations and intentions underpinning the phenomenon.,A Delphi-based survey among both academic and professional experts was conducted to explore the key features of brand hijacking and expand existing theories.,The results of the Delphi survey enable the main brand hijacking actions to be mapped, based on two motivational axes (utilitarian–idealistic and destructive–constructive) and on the various intentions that guide the hijackers. The results help re-define the key elements of brand hijacking, through the lens of non-collaborative brand co-creation.,Managerial implications are presented in terms of the corpo...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/65457091" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="de1c97f0d36f4d469181e225a2373f51" rel="nofollow" data-download="{"attachment_id":77045487,"asset_id":65457091,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/77045487/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="36390603" href="https://independent.academia.edu/AlfonsoSiano">Alfonso Siano</a><script data-card-contents-for-user="36390603" type="text/json">{"id":36390603,"first_name":"Alfonso","last_name":"Siano","domain_name":"independent","page_name":"AlfonsoSiano","display_name":"Alfonso Siano","profile_url":"https://independent.academia.edu/AlfonsoSiano?f_ri=73149","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_65457091 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="65457091"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 65457091, container: ".js-paper-rank-work_65457091", }); 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$(".js-view-count[data-work-id=65457091]").text(description); $(".js-view-count-work_65457091").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_65457091").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="65457091"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="531372" href="https://www.academia.edu/Documents/in/Product_and_Brand_Management">Product and Brand Management</a><script data-card-contents-for-ri="531372" type="text/json">{"id":531372,"name":"Product and Brand Management","url":"https://www.academia.edu/Documents/in/Product_and_Brand_Management?f_ri=73149","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=65457091]'), work: {"id":65457091,"title":"Redefining brand hijacking from a non-collaborative brand co-creation perspective","created_at":"2021-12-22T02:02:21.730-08:00","url":"https://www.academia.edu/65457091/Redefining_brand_hijacking_from_a_non_collaborative_brand_co_creation_perspective?f_ri=73149","dom_id":"work_65457091","summary":"In the democratic digital environment, brand managers frequently deal with the unauthorized use of the brand by third parties. The phenomenon, known as brand hijacking, has been treated in different and sometimes conflicting ways in the academic and professional literature. The aim of this paper is to clarify the meaning of brand hijacking and to shed light on the various motivations and intentions underpinning the phenomenon.,A Delphi-based survey among both academic and professional experts was conducted to explore the key features of brand hijacking and expand existing theories.,The results of the Delphi survey enable the main brand hijacking actions to be mapped, based on two motivational axes (utilitarian–idealistic and destructive–constructive) and on the various intentions that guide the hijackers. The results help re-define the key elements of brand hijacking, through the lens of non-collaborative brand co-creation.,Managerial implications are presented in terms of the corpo...","downloadable_attachments":[{"id":77045487,"asset_id":65457091,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":36390603,"first_name":"Alfonso","last_name":"Siano","domain_name":"independent","page_name":"AlfonsoSiano","display_name":"Alfonso Siano","profile_url":"https://independent.academia.edu/AlfonsoSiano?f_ri=73149","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=73149","nofollow":false},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149","nofollow":false},{"id":531372,"name":"Product and Brand Management","url":"https://www.academia.edu/Documents/in/Product_and_Brand_Management?f_ri=73149","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_57016164" data-work_id="57016164" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/57016164/The_influence_of_shared_mental_models_on_team_process_and_performance">The influence of shared mental models on team process and performance</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/57016164" data-share-source="work_strip" 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itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="38655114" href="https://independent.academia.edu/JCannonbowers">Janis A Cannon-Bbowers</a><script data-card-contents-for-user="38655114" type="text/json">{"id":38655114,"first_name":"Janis","last_name":"Cannon-Bbowers","domain_name":"independent","page_name":"JCannonbowers","display_name":"Janis A Cannon-Bbowers","profile_url":"https://independent.academia.edu/JCannonbowers?f_ri=73149","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_57016164 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="57016164"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 57016164, container: ".js-paper-rank-work_57016164", }); });</script></li><li 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var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=57016164]").text(description); $(".js-view-count-work_57016164").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_57016164").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="57016164"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">16</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="221" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="223" href="https://www.academia.edu/Documents/in/Applied_Psychology">Applied Psychology</a>, <script data-card-contents-for-ri="223" type="text/json">{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4212" href="https://www.academia.edu/Documents/in/Cognition">Cognition</a><script data-card-contents-for-ri="4212" type="text/json">{"id":4212,"name":"Cognition","url":"https://www.academia.edu/Documents/in/Cognition?f_ri=73149","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=57016164]'), work: {"id":57016164,"title":"The influence of shared mental models on team process and performance","created_at":"2021-10-10T15:50:57.141-07:00","url":"https://www.academia.edu/57016164/The_influence_of_shared_mental_models_on_team_process_and_performance?f_ri=73149","dom_id":"work_57016164","summary":null,"downloadable_attachments":[{"id":72118642,"asset_id":57016164,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":38655114,"first_name":"Janis","last_name":"Cannon-Bbowers","domain_name":"independent","page_name":"JCannonbowers","display_name":"Janis A Cannon-Bbowers","profile_url":"https://independent.academia.edu/JCannonbowers?f_ri=73149","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=73149","nofollow":false},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=73149","nofollow":false},{"id":223,"name":"Applied Psychology","url":"https://www.academia.edu/Documents/in/Applied_Psychology?f_ri=73149","nofollow":false},{"id":4212,"name":"Cognition","url":"https://www.academia.edu/Documents/in/Cognition?f_ri=73149","nofollow":false},{"id":19988,"name":"Group Processes","url":"https://www.academia.edu/Documents/in/Group_Processes?f_ri=73149"},{"id":53889,"name":"Industrial Psychology","url":"https://www.academia.edu/Documents/in/Industrial_Psychology?f_ri=73149"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149"},{"id":96502,"name":"Applied","url":"https://www.academia.edu/Documents/in/Applied?f_ri=73149"},{"id":100407,"name":"Achievement","url":"https://www.academia.edu/Documents/in/Achievement?f_ri=73149"},{"id":123230,"name":"Regression Analysis","url":"https://www.academia.edu/Documents/in/Regression_Analysis?f_ri=73149"},{"id":192198,"name":"MENTAL MODEL","url":"https://www.academia.edu/Documents/in/MENTAL_MODEL?f_ri=73149"},{"id":213439,"name":"Pennsylvania","url":"https://www.academia.edu/Documents/in/Pennsylvania?f_ri=73149"},{"id":413194,"name":"Analysis of Variance","url":"https://www.academia.edu/Documents/in/Analysis_of_Variance?f_ri=73149"},{"id":749302,"name":"Indexation","url":"https://www.academia.edu/Documents/in/Indexation?f_ri=73149"},{"id":816819,"name":"Psychological Models","url":"https://www.academia.edu/Documents/in/Psychological_Models?f_ri=73149"},{"id":906816,"name":"Shared Mental Model","url":"https://www.academia.edu/Documents/in/Shared_Mental_Model?f_ri=73149"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_71329198" data-work_id="71329198" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/71329198/Exploring_the_relationship_of_emotional_intelligence_with_physical_and_psychological_health_functioning">Exploring the relationship of emotional intelligence with physical and psychological health functioning</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study investigates the relationship of emotional intelligence (EI) characteristics, such as perception, control, use and understanding of emotions, with physical and psychological health. In the first study, 365 individuals filled in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_71329198" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study investigates the relationship of emotional intelligence (EI) characteristics, such as perception, control, use and understanding of emotions, with physical and psychological health. In the first study, 365 individuals filled in measures of EI and general health. It was hypothesized that EI would be negatively associated with poor general health. In the second study, 212 working adults completed the same measure of EI and another measure, which apart from the standard information regarding physical and psychological ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/71329198" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4db2d261fe266d4b34c0898b2bddb0ee" rel="nofollow" data-download="{"attachment_id":80719215,"asset_id":71329198,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/80719215/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="211446327" href="https://independent.academia.edu/SitikhadijahAmirHassan">Siti khadijah Amir Hassan</a><script data-card-contents-for-user="211446327" type="text/json">{"id":211446327,"first_name":"Siti khadijah","last_name":"Amir Hassan","domain_name":"independent","page_name":"SitikhadijahAmirHassan","display_name":"Siti khadijah Amir Hassan","profile_url":"https://independent.academia.edu/SitikhadijahAmirHassan?f_ri=73149","photo":"https://0.academia-photos.com/211446327/70800150/59229118/s65_siti_khadijah.amir_hassan.jpeg"}</script></span></span></li><li class="js-paper-rank-work_71329198 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="71329198"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 71329198, container: ".js-paper-rank-work_71329198", }); 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In the first study, 365 individuals filled in measures of EI and general health. It was hypothesized that EI would be negatively associated with poor general health. In the second study, 212 working adults completed the same measure of EI and another measure, which apart from the standard information regarding physical and psychological ...","downloadable_attachments":[{"id":80719215,"asset_id":71329198,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":211446327,"first_name":"Siti khadijah","last_name":"Amir Hassan","domain_name":"independent","page_name":"SitikhadijahAmirHassan","display_name":"Siti khadijah Amir Hassan","profile_url":"https://independent.academia.edu/SitikhadijahAmirHassan?f_ri=73149","photo":"https://0.academia-photos.com/211446327/70800150/59229118/s65_siti_khadijah.amir_hassan.jpeg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=73149","nofollow":false},{"id":2671,"name":"Emotional intelligence","url":"https://www.academia.edu/Documents/in/Emotional_intelligence?f_ri=73149","nofollow":false},{"id":73149,"name":"Business and 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u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_72434658" data-work_id="72434658" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/72434658/Understanding_employees_intrapreneurial_behavior_a_case_study">Understanding employees’ intrapreneurial behavior: a case study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF).... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_72434658" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF). Design/methodology/approach The paper takes a qualitative approach to explore organizational and individual antecedents of employees’ intrapreneurial behavior. A single case study was conducted on the basis of semi-structured interviews with the founders and top managers of the firm and with intrapreneurial employees. Findings Results show that intrapreneurial projects may arise in firms whose top managers support corporate entrepreneurship (CE) in a non-active manner. Intrapreneurial behaviors of employees can emerge despite the lack of time and limited resources available for undertaking projects. Moreover, work discretion and mutual confidence and the quality of the relationship between employees and top managers are the most valued factors for intrap...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/72434658" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e73de3bb854a9821de425263128f7cc9" rel="nofollow" data-download="{"attachment_id":81360180,"asset_id":72434658,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/81360180/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="44963401" href="https://independent.academia.edu/Escrig">Ana Escrig</a><script data-card-contents-for-user="44963401" type="text/json">{"id":44963401,"first_name":"Ana","last_name":"Escrig","domain_name":"independent","page_name":"Escrig","display_name":"Ana Escrig","profile_url":"https://independent.academia.edu/Escrig?f_ri=73149","photo":"https://0.academia-photos.com/44963401/90497458/79239634/s65_ana.escrig.jpeg"}</script></span></span></li><li class="js-paper-rank-work_72434658 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="72434658"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 72434658, container: ".js-paper-rank-work_72434658", }); 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Design/methodology/approach The paper takes a qualitative approach to explore organizational and individual antecedents of employees’ intrapreneurial behavior. A single case study was conducted on the basis of semi-structured interviews with the founders and top managers of the firm and with intrapreneurial employees. Findings Results show that intrapreneurial projects may arise in firms whose top managers support corporate entrepreneurship (CE) in a non-active manner. Intrapreneurial behaviors of employees can emerge despite the lack of time and limited resources available for undertaking projects. 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u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Bernard M. Bass is Distinguished Profes-sor of Management and director of the Center for Leadership Studies at the State University of New York at Binghamton. He has held faculty positions at the Univer-sity of Rochester, the University... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_66279465" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Bernard M. Bass is Distinguished Profes-sor of Management and director of the Center for Leadership Studies at the State University of New York at Binghamton. He has held faculty positions at the Univer-sity of Rochester, the University of Pitts-burgh, the University of California at ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/66279465" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="772d7125ae2834314dc50722ab54d7f2" rel="nofollow" data-download="{"attachment_id":77533872,"asset_id":66279465,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/77533872/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="131927380" href="https://independent.academia.edu/NayyarAbbas22">Nayyar Abbas</a><script data-card-contents-for-user="131927380" type="text/json">{"id":131927380,"first_name":"Nayyar","last_name":"Abbas","domain_name":"independent","page_name":"NayyarAbbas22","display_name":"Nayyar Abbas","profile_url":"https://independent.academia.edu/NayyarAbbas22?f_ri=73149","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_66279465 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="66279465"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 66279465, container: ".js-paper-rank-work_66279465", }); 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The research is based on an analysis of a European Commission dataset from a benchmarking survey of 77 incubators as well as 52 interviews in 25 large technology-driven corporations in Europe and the United States. ... The size of the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_18005248" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">... The research is based on an analysis of a European Commission dataset from a benchmarking survey of 77 incubators as well as 52 interviews in 25 large technology-driven corporations in Europe and the United States. ... The size of the incubators, as measured by ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/18005248" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="78eb99492f630b45becc051e3ca9d3e4" rel="nofollow" data-download="{"attachment_id":42207089,"asset_id":18005248,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42207089/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37935470" href="https://independent.academia.edu/OliverGassmann">Oliver Gassmann</a><script data-card-contents-for-user="37935470" type="text/json">{"id":37935470,"first_name":"Oliver","last_name":"Gassmann","domain_name":"independent","page_name":"OliverGassmann","display_name":"Oliver Gassmann","profile_url":"https://independent.academia.edu/OliverGassmann?f_ri=73149","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_18005248 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="18005248"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 18005248, container: ".js-paper-rank-work_18005248", }); 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The research is based on an analysis of a European Commission dataset from a benchmarking survey of 77 incubators as well as 52 interviews in 25 large technology-driven corporations in Europe and the United States. ... 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class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper explores the role of strategic conversations in corporate social responsibility (CSR) strategy formation. The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9616584" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper explores the role of strategic conversations in corporate social responsibility (CSR) strategy formation. The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of strategic conversations, will minimize future stakeholder concerns and enhance CSR strategy making. In addition, suggestions for future research are offered to enable a better understanding of effective strategic conversation processes in CSR strategy making and the resulting performance outcomes.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9616584" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="728935c567fb6b16c087c86698426b6a" rel="nofollow" data-download="{"attachment_id":47704208,"asset_id":9616584,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47704208/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="22865646" href="https://independent.academia.edu/MorganMiles">Morgan Miles</a><script data-card-contents-for-user="22865646" type="text/json">{"id":22865646,"first_name":"Morgan","last_name":"Miles","domain_name":"independent","page_name":"MorganMiles","display_name":"Morgan Miles","profile_url":"https://independent.academia.edu/MorganMiles?f_ri=73149","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_9616584 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9616584"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9616584, container: ".js-paper-rank-work_9616584", }); 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The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of strategic conversations, will minimize future stakeholder concerns and enhance CSR strategy making. 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href="https://www.academia.edu/Documents/in/Social_Psychology">Social Psychology</a>, <script data-card-contents-for-ri="248" type="text/json">{"id":248,"name":"Social Psychology","url":"https://www.academia.edu/Documents/in/Social_Psychology?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1314" href="https://www.academia.edu/Documents/in/Anxiety_Disorders">Anxiety Disorders</a>, <script data-card-contents-for-ri="1314" type="text/json">{"id":1314,"name":"Anxiety Disorders","url":"https://www.academia.edu/Documents/in/Anxiety_Disorders?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2599" href="https://www.academia.edu/Documents/in/Psychometrics">Psychometrics</a><script data-card-contents-for-ri="2599" type="text/json">{"id":2599,"name":"Psychometrics","url":"https://www.academia.edu/Documents/in/Psychometrics?f_ri=73149","nofollow":false}</script></span></li><script>(function(){ if (true) { new 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u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_75180530" data-work_id="75180530" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/75180530/Alternative_Approaches_for_Studying_Organizational_Change">Alternative Approaches for Studying Organizational Change</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. By combining these two dimensions, we develop a typology of four approaches for... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_75180530" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. By combining these two dimensions, we develop a typology of four approaches for studying organizational change. Although the four approaches may be viewed as opposing or competing views, we see them as being complementary. Each approach focuses on different questions and provides a different — but partial — understanding of organizational change. We argue that coordinating the pluralistic insights from the four approaches provides a richer understanding of organization change than any one approach provides by itself.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/75180530" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="619978dc94e3b23b12a2aca25e91aea1" rel="nofollow" data-download="{"attachment_id":83650670,"asset_id":75180530,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/83650670/download_file?st=MTczMjc2OTMxMCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1888307" href="https://illinois.academia.edu/MarshallScottPoole">Marshall Scott Poole</a><script data-card-contents-for-user="1888307" type="text/json">{"id":1888307,"first_name":"Marshall Scott","last_name":"Poole","domain_name":"illinois","page_name":"MarshallScottPoole","display_name":"Marshall Scott Poole","profile_url":"https://illinois.academia.edu/MarshallScottPoole?f_ri=73149","photo":"https://0.academia-photos.com/1888307/639639/793257/s65_marshall_scott.poole.jpg"}</script></span></span></li><li class="js-paper-rank-work_75180530 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="75180530"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 75180530, container: ".js-paper-rank-work_75180530", }); 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$(".js-view-count[data-work-id=75180530]").text(description); $(".js-view-count-work_75180530").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_75180530").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="75180530"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="184" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a>, <script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1324" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6415" href="https://www.academia.edu/Documents/in/Organization_Studies">Organization Studies</a>, <script data-card-contents-for-ri="6415" type="text/json">{"id":6415,"name":"Organization Studies","url":"https://www.academia.edu/Documents/in/Organization_Studies?f_ri=73149","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=73149","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=75180530]'), work: {"id":75180530,"title":"Alternative Approaches for Studying Organizational Change","created_at":"2022-04-01T13:38:31.332-07:00","url":"https://www.academia.edu/75180530/Alternative_Approaches_for_Studying_Organizational_Change?f_ri=73149","dom_id":"work_75180530","summary":"Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. 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