夏军教授（Universityof Texas at Dallas）将在广东工业大学龙洞校区管理学院授课，讲授组织理论，欢迎参加！
授课时间：2019年6月15日-17日
上午9:00-12:00 下午 2:00-5:00
授课地点：广东工业大学龙洞校区管理学院A南217教室（地址：广州天河区迎龙路161号广东工业大学管理学院）
推荐资料：组织理论经典文献
Section 1: Research on organizational theory
1.Sutton, Robert I. and Staw, Barry M. 1995. What a theory is not. Administrative Science Quarterly, 40, 3, 371-384.
2.Weick, Karl E. 1995. What theory is not, theorizing is. Administrative Science Quarterly, 40, 3, 385-390.
3.DiMaggio, Paul J. 1995. Comments on “What theory is not”. Administrative Science Quarterly, 40, 3, 391-397.
4.Shapira, Z. 2011. “I’ve got a theory paper—Do you?”: Conceptual, empirical, and theoretical contributions to knowledge in the organizational sciences. Organization Science, 22: 1312–1321.
5.Colquitt, J. A., and Zapata-Phelan, C. P. 2007. Trends in theory building and theory testing: A five-decade study of the Academy of Management Journal. Academy of Management Journal, 50, 1281-1303.
6.Davis, M. S. 1971. That is interesting. Philosophy of Social Sciences, 1: 309-344.
7.Davis, G. F., and Powell, W. W. 1992. Organization-environment relations. In M. D. Dunette and L. M. Hough (Eds.), Handbook of industrial and organizational psychology: 315-376. Palo Alto, CA: Consulting Psychologists Press.
Session2: Resource dependence theory and power
1.Pfeffer J. 1972. Merger as a response to organizational interdependence. Administrative Science Quarterly 17: 218-228.
2.Casciaro,T. and Piskorski, M.J. 2005. Power imbalance, mutual dependence and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50: 167-199.
3.Finkelstein, S. 1997. Interindustry merger patterns and resource dependence: A replication and extension of Pfeffer (1972). Strategic Management Journal 18: 787-810.
4.Gulati, R. and Sytch, M. 2007. Dependence asymmetry and joint dependence in interorganizational relationships: effects of embeddedness on a manufacturer’s performance in procurement relationships. Administrative Science Quarterly 52: 32-69.
5.Emerson, R.M. 1962. Power-dependence relations. American Sociological Review, 27: 31-41.
6.Hillman AJ, Withers MC, Collins BJ. 2009. Resource dependence theory: A review. Journal of Management 35: 1404-1427.
7.Boyd, B. 1990. Corporate linkages and organizational environment: A test of the resource dependence model. Strategic Management Journal, 11: 419-430.
8.Hillman, A. J., Shropshire, C., and Cannella, A. A. 2007. Organizational predictors of women on corporate boards. Academy of Management Journal, 50: 941-952.
9.Cowen, A. P. and Marcel, J.J 2011. Damaged Goods: Board decisions to dismiss reputationally compromised directors. Academy of Management Journal, 54(3): 509–527.
10.Finkelstein, S. 1992. Power in top management teams: Dimensions, measurement, and validation. Academy of Management Journal, 35: 505-538.
Section 3: Institutional theory
1.Meyer, J. W. and Rowan, B. 1977. Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83: 340-63.
2. Pamela S. Tolbert and Lynne G. Zucker,1983, Institutional Sources of Change in the Formal
Structure of Organizations: The Diffusion of Civil Service Reform, Administrative Science Quarterly,Vol.28:22-39.
3. Heugens, P.P.M.A.R. and Lander, M.W. 2009. Structure! Agency! (and other quarrels): A meta-analysis of institutional theories of organization. Academy of Management Journal, 52(1): 61-85.
4. DiMaggio, P., and Powell, W.W. 1983. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48: 147-160.
5. Mizruchi M S , Fein L C . The Social Construction of Organizational Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism. Administrative Science Quarterly, 44:653-683.
6. Haunschild, P. R. 1993. Interorganizational imitation: The impact of interlocks on corporate acquisition activity. Administrative Science Quarterly, 38: 564-592.
7. Ahmadjian, Christona L., and Patricia Robinson. 2001. Safety in numbers: downsizing and the deinstitutionalization of permanent employment in Japan. Administrative Science Quarterly 46: 622-654.
8. Sanders, W. G., &Tuschke, A. 2007. The adoption of institutionally contested organizational practices: The emergence of stock option pay in Germany. Academy of Management Journal, 50 (1), 33-56.
9. Davis G F . The Decline and Fall of the Conglomerate Firm in the 1980s : The Deinstitutionalization of an Organizational Form[J]. American Sociological Review, 1994, 59(4):547-570.
10. Fiss, Peer C. and Edward J. Zajac. 2004. The diffusion of ideas over contested terrain: the (non)adoption of a shareholder value orientation among German firms. Administrative Science Quarterly 49: 501-534.
11.Lounsbury, & M. (2007). A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50(2), 289-307.
12. Kraatz, M. S., & Moore, J. H. 2002. Executive migration and institutional change. Academy of Management Journal, 45(1), 120-143.
13. Thornton P H . The Rise of the Corporation in a Craft Industry: Conflict and Conformity in Institutional Logics[J]. The Academy of Management Journal, 2002, 45(1):81-101.
14. Greenwood, R., Suddaby, R. and Hinings, C.R. 2002. Theorizing change: the role of professional associations in the transformation of institutionalized fields. Academy of Management Journal 45(1): 58-80.
Section4: Organizational theory and globalization
1.Henisz, W. J., and Delios, A. 2001. Uncertainty, imitation, and plant location: Japanese multinational corporations, 1990-1996. Administrative Science Quarterly, 46 (3): 443-475.
2. Yue, & D., R. . (2007). Identity, community, and audience: how wholly owned foreign subsidiaries gain legitimacy in china. Academy of Management Journal, 50(1), 175-190.
3. Fischer, H.M. and Pollock, T.G. 2004. Effects of social capital andpower on surviving transformational change: The case of initial publicofferings. Academy of Management Journal, 47: 463-481.
4.Baum, J. and Mezias, S. 1992. Localized competition and organizational failure in the Manhattan hotel industry, 1898-1990.Administrative Science Quarterly, 37: 580-604.
5.Martin, X., Swaminathan, A., and Mitchell, W. 1998.Organizational evolution in the interorganizational environment: Incentives andconstraints on international expansion strategy. Administrative ScienceQuarterly, 43: 566-601.
6.Xu, D., Lu, J. W., and Gu, Q. 2014. Organizational forms andmulti-population dynamics. Administrative Science Quarterly, 59(3): 517–547.
7.Amburgey, T., Kelly, D. and Barnett, B. 1993. Resetting the clock:The dynamics of organizational change and failure. Administrative ScienceQuarterly, 38: 51-73.
8. Freeman, H. J. .(1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149-164.
9.Li, J., Xia, J., and Zajac, E. 2018. On the duality of political and economic stakeholder influence on firm innovation performance: Theory and evidence from Chinese firms. Strategic Management Journal. 39(1): 193–216.
10.Devers, C. E., Dewett, T., Mishina, Y., & Belsito, C. A. 2009. A general theory of organizational stigma. Organization Science, 20, 154-171
11.Zhang, Y., Li, Y., & Li, H. 2014. FDI spillovers over time in an emerging market: The role of entry tenure and barriers to imitation. Academy of Management Journal, 57(3): 698-722.
12.Connelly, B. L., Certo, S. T., Ireland, R. D., &Reutzel, C. R.2011. Signaling theory: A review and assessment. Journal of Management, 37(1),39-67.
13.Gupta, A.K. Smith, K.G. and Shalley, C.E. 2006. The interplay between exploration and exploitation. Academy of Management Journal, 49:693-706.
14.Haunschild, P. R., and Beckman, C. M.1998. When do interlocks matter? Alternate sources of information and interlockinfluence. Administrative Science Quarterly, 43(4): 815-844.
15.Lieberman, M. B., &Asaba, S. 2006. Why Do FirmsImitate Each Other? Academy of.Management Review, 31: 366-385.
Session5: Transaction Cost and Agency Problem
1.Williamson, O.E. 1979. Transaction-cost economics: The governance ofcontractual relations. Journal of Law and Economics, 22(2), 233-261.
2.David, R., and Han, S.K. 2004. A systematic assessment of theempirical support for transaction cost economics. Strategic Management Journal,25: 39-58.
3.Eisenhardt, K. 1989. Agency theory: An assessment and review.Academy of Management Review, 14: 57-74.
4.Davis, G.F. 1991. Agents without principles?The spread of thepoison pill through the intercorporate network.Administrative ScienceQuarterly. 36: 583-613.
5.Hillman, A. J., and Dalziel,T. 2003. Boards of directors and firm performance: Integrating agency andresource dependence perspectives. Academy of Management Review, 28: 383-396.
Session6: Stakeholder, Stewardship, and Contingency Theory
1.Schoonhoven, C. B. 1981. Problems with contingency theory: Testingassumptions hidden within the language of contingency theory. AdministrativeScience Quarterly, 26: 349-377.
2.Frooman J. 1999. Stakeholderinfluence strategies. Academy of Management Review 24: 191-205.
3.Donaldson, T. and Preston,L. 1995. The stakeholder theory of the modern corporation: Concepts, evidenceand implications. Academy of Management Review, 20, 65-91.
4.Davis, J.H., Schoorman,F.D., and Donaldson, L. 1997. Toward a stewardship theory of management.Academy of Management Review, 22, 20-47.
Section7: Academic publishing
1.Shaw, J. D. 2012. From the editors responding to reviewers. Academyof Management Journal, 55(6), 1261-1263.
2.Kilduff, M. 2007. The top ten reasons why your paper might not be sent out for review.Academy of Management Review. pp. 700-702.
3.Pollock, T., & Bono, J. (2013). Being Scheherazade: The importance of storytelling in academic writing. Academy of Management Journal, 56(3), 629–634.
4.Rose, R. B. 2012. Reflections on the craft of clear writing. Academy of Management Review, 37(4), 493-501.
5.Ireland, R.D. 2008. Revisiting AMJ’s revise-and-resubmit process. Academy of Management Journal, 51(6), 1049-1050.
6.Colquitt, J.A., and Ireland, R.D. 2009. Taking the mystery out of AMJ’s reviewer evaluation form. Academy of Management Journal: 52(2): 224-228.
7.Colquitt, J.A. and George, G.2011. Publishing in AMJ–Part 1: Topic choice. Academy of Management Journal,54(3): 432–5.
8.Bono, J.E. and McNamara, G. 2011.Publishing in AMJ–Part 2: Research design. Academy of Management Journal,54(4): 657-660.
9.Grant, A.M., and Pollock, T.G. 2011. Publishing in AMJ--part 3: Setting the hook. Academy of Management Journal, 54, 873-879.
10.Sparrow, R.T. and Mayer, K.J. 2011. Publishing in AMJ – Part 4: Grounding hypotheses. Academy of Management Journal, 54(6): 1098-1102.
11.Zhang, Y., and Shaw, J. R. 2012.Publishing in AMJ—Part 5: Crafting the methods and results. Academy ofManagement Journal, 55, 8-12.
12.Geletkanycz, M. and Tepper, B.J.2012. Publishing in AMJ – Part 6: Discussing the implications. Academy ofManagement Journal, 55(2): 256-260.
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夏军副教授简介：
2006年在德克萨斯理工大学获得管理学博士学位，目前任职德克萨斯大学达拉斯分校Jindal商学院战略管理系副教授。
其研究主要集中于4个领域：①组织理论（资源依赖、权力和制度过程）；②公司战略（并购、合资、联盟和剥离）；③社会网络（嵌入性的结果）；④国际商务（国外市场拓展、国有产权和转轨/新兴国家的制度变迁）。夏军副教授已在Strategic Management Journal、Organizational Research Methods、 Management and Organization Review、 Journal of Small Business Management等期刊上发表文章。他是近几年在Strategic Management Journal上发表文章最多的华人学者之一。
