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Journal Cover Organization Studies
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
     ISSN (Print) 0170-8406 - ISSN (Online) 1741-3044
     Published by Sage Publications Homepage  [740 journals]   [SJR: 1.632]   [H-I: 69]
  • Erratum
    • Pages: NP1 - NP1
      Abstract: Article: Blind Dates and Arranged Marriages: Longitudinal Processes of Network Orchestration
      Authors : Raymond L Paquin and Jennifer Howard-Grenville Published in Organization Studies 2013, Volume 34 Issue 11, pages 1623–1653, first published on May 1, 2013 doi:10.1177/0170840612470230. Table 4 in this article was not published correctly. The corrected table can be found below. Table 4. Top 20 Most Active Firms in West Midlands IS Network and Prior Year Rankings. Rank 2005 2006 (2005 Rank) 2007 (2005, 2006 Rank) 2008 (2005, 2006, 2007 Rank) 2009 (2005, 2006, 2007, 2008 Rank) 1 A NISP (76) NISP (76,1) NISP (76,1,1) NISP (76,1,1,1) 2 B HG (na) DH (na,3) AJ (36,75,5) AJ (36,75,5,2) 3 C DH (na) HG (na,2) CD (82,4,4) CD (82,4,4,3) 4 D CD (82) CD (82,4) DH (na,3,2) DH (na,3,2,4) 5 E DP (na) AJ (36,75) AT (46,74,6) AR (44,56,19,10) 6 F CA (79) AT (46,74) EE (na,na,40) HG (na,2,3,7) 7 G CG (85) DJ (na,29) HG (na,2,3) AT (46,74,6,5) 8 H CH (86) CA (79,6) DZ (na,95,29) EE (na,na,40,6) 9 I CE (83) GY (na,130) DJ (na,29,7) GU (na,na,na,26) 10 J CU (99) CG (85,7) AR (44,56,19) DZ (na,95,29,8) 11 K DV (na) CH (86,8) DI (na,121,31) GV (na,na,na,61) 12 L DU (na) DL (na,na) EL (na,na,56) DJ (na,29,7,9) 13 M DW (na) DM (na,na) IL (na,na,na) EL (na,na,56,12) 14 N DX (na) DN (na,na) CA (79,6,8) DI (na,121,31,11) 15 O DY (na) DO (na,na) GO (na,na,195) CB (80,19,43,29) 16 ...
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840613520099|hwp:master-id:sposs;0170840613520099
  • Editorial
    • Pages: 1405 - 1405
      PubDate: 2014-10-02T09:07:19-07:00
      DOI: 10.1177/0170840614542913|hwp:resource-id:sposs;35/10/1405
  • Enlarging the Strategy-as-Practice Research Agenda: Towards Taller and
           Flatter Ontologies
    • Authors: Seidl, D; Whittington, R.
      Pages: 1407 - 1421
      Abstract: Taking perspectives from papers published previously in Organization Studies, we argue for progress in strategy-as-practice research through more effective linking of ‘local’ strategizing activity with ‘larger’ social phenomena. We introduce a range of theoretical approaches capable of incorporating larger-scale phenomena and countering what we term ‘micro-isolationism’, the tendency to explain local activities in their own terms. Organizing the theories according to how far they lean towards either tall or flat ontologies, we outline their respective strengths and weaknesses. Against this background, we develop three broad guidelines that can help protect against empirical micro-isolationism and thereby extend the scope of strategy-as-practice research.
      PubDate: 2014-10-02T09:07:19-07:00
      DOI: 10.1177/0170840614541886|hwp:master-id:sposs;0170840614541886
  • Bringing Secrecy into the Open: Towards a Theorization of the Social
           Processes of Organizational Secrecy
    • Authors: Costas, J; Grey, C.
      Pages: 1423 - 1447
      Abstract: This paper brings into focus the concept of organizational secrecy, defined as the ongoing formal and informal social processes of intentional concealment of information from actors by actors in organizations. It is argued that existing literature on the topic is fragmented and predominantly focused on informational rather than social aspects of secrecy. The paper distinguishes between formal and informal secrecy and theorizes the social processes of these in terms of identity and control. It is proposed that organizational secrecy be added to the analytical repertoire of organization studies.
      PubDate: 2014-10-02T09:07:19-07:00
      DOI: 10.1177/0170840613515470|hwp:master-id:sposs;0170840613515470
  • Framing the Change: Switching and Blending Frames and their Role in
           Instigating Institutional Change
    • Authors: Werner, M. D; Cornelissen, J. P.
      Pages: 1449 - 1472
      Abstract: Taken-for-granted cognitive schemas form a core aspect of institutions. Whilst much is known about their effects, past research has not yet detailed and formalized how individual actors are able to initiate changes to such institutionalized schemas, reframe their circumstances and how, in turn, such a provisional reframing may itself evolve into a taken-for-granted schema. In this article, we argue that changes to existing institutions come about when actors engage in discursive processes of frame shifting or frame blending by which they articulate alternative or combined schematizations and succeed in building up common ground around the novel cognitive template. We elaborate a set of propositional arguments for when and how actors are more likely to initiate and realize institutional change by either discursively marking the contrast with prior cognitive schemas or by scaling these up into a broader understanding.
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614539314|hwp:master-id:sposs;0170840614539314
  • The Constitutive Role of Conventions in Accomplishing Coordination:
           Insights from a Complex Contract Award Project
    • Authors: Gkeredakis; E.
      Pages: 1473 - 1505
      Abstract: This article advances understanding of how coordination is accomplished in organizations. It builds on and extends recent research, which suggests that coordination is an emergent process of situated interaction aiming to realize a collective performance. In particular, the paper focuses on deliberate efforts to coordinate and contribute to objectives of large-scale integration in practice (e.g., orchestrated, year-long delivery of a megaproject). Such efforts give rise to a novel form of interdependencies, which organizational actors experience as "external" to local activities and group interactions. Drawing on recent developments in social theory, the paper proposes a framework to study coordinative action in situations where organizational actors are faced with a multitude of task-specific and "external" interdependencies. Further, through an in-depth study of a contract award project, it sheds light on the ways ongoing project coordination was adjusted to address interdependencies arising from the deliberate pursuit of two objectives: the concerted delivery of a construction megaproject and the large-scale procurement policy coordination targeted at safeguarding market competition across the European Union. Findings highlight that the situated management of external interdependencies entailed a distinctive type of agency, mediated by formalized industry-wide and policy conventions, and concerned with developing relevant evidence of coordinated contributions. The article explains how and why actors may adjust coordination efforts by alternating between coordination modes. Implications are drawn for studying coordination dynamics in other organizational settings
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614539309|hwp:master-id:sposs;0170840614539309
  • Managing Unstable Institutional Contradictions: The Work of Becoming
    • Authors: Bjerregaard, T; Jonasson, C.
      Pages: 1507 - 1536
      Abstract: An institution is often considered to be a stable, taken-for-granted ‘being’. The consequence is that agency is primarily associated with the rather exceptional creation or disruption of a relatively stable structure. In this article, we suggest an alternative ontology for understanding an institution as something unstable and always ‘becoming’. This opens a range of new and distinct opportunities for theorizing and researching institutional work involved in the everyday practice of managing institutional complexity. It allows us, in this study, to contribute with a new form of agency in terms of the continuous, active work of managing novel contradictions. Further, it induces us to take a more fine-grained look at the accompanying dynamics of work, in addition to work itself, whereby we provide a novel way of accounting for whether work effort is amplifying or subsiding, and whether it is likely to result in greater or lesser volatility within – on the surface – an otherwise seemingly stable institution. The argumentation is supported by an ethnographic field study of the work of managing novel contradictions within a single South Korean credit card company in the aftermath of the Asian economic crisis in 1997.
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614530913|hwp:master-id:sposs;0170840614530913
  • Book Review: Donald Palmer Normal Organizational Wrongdoing: A Critical
           Analysis of Theories of Misconduct in and by Organizations
    • Authors: Misangyi; V. F.
      Pages: 1537 - 1541
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614532069|hwp:resource-id:sposs;35/10/1537
  • Book Review: Damon J. Phillips Shaping Jazz: Cities, Labels, and the
           Global Emergence of an Art Form
    • Authors: Godart; F.
      Pages: 1541 - 1544
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614526680|hwp:resource-id:sposs;35/10/1541
  • Calls for Papers Resistance
    • Pages: 1545 - 1546
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614550151|hwp:resource-id:sposs;35/10/1545
  • Call for Papers Materiality
    • Pages: 1547 - 1552
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614550150|hwp:resource-id:sposs;35/10/1547
  • Call for Papers Inequality
    • Pages: 1553 - 1558
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614550149|hwp:resource-id:sposs;35/10/1553
  • 10th OSW Call for Papers
    • Pages: 1559 - 1562
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614550148|hwp:resource-id:sposs;35/10/1559
  • Call for papers short
    • Pages: 1563 - 1563
      PubDate: 2014-10-02T09:07:20-07:00
      DOI: 10.1177/0170840614550152|hwp:resource-id:sposs;35/10/1563
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