Management and Organizations
Fuqua School of Business
Duke University
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| Publications of Sim B. Sitkin :chronological alphabetical combined listing:
%% Books
@book{fds335841,
Author = {Searle, RH and Nienaber, AMI and Sitkin, SB},
Title = {Implications for future directions in trust
research},
Pages = {536-541},
Publisher = {Routledge},
Year = {2017},
Month = {January},
ISBN = {9781138817593},
url = {http://dx.doi.org/10.4324/9781315745572},
Abstract = {This book’s 31 chapters reflect trust as an important and
vibrant field of study, both in terms of what has already
been done, but more significantly in the fruitful future
research agendas our contributing authors have outlined. The
chapters that comprise the book’s six parts highlight some
of the foundational approaches and building blocks in this
field. In this last chapter, we do not merely repeat what
our contributors have identified, but instead offer a
meta-level perspective that identifies eight challenges and
future directions for study.},
Doi = {10.4324/9781315745572},
Key = {fds335841}
}
@book{fds327481,
Author = {Sitkin, SB and Cardinal, LB and Bijlsma-Frankema,
KM},
Title = {Organizational control},
Pages = {1-541},
Publisher = {Cambridge University Press},
Year = {2010},
Month = {January},
ISBN = {9780521517447},
url = {http://dx.doi.org/10.1017/CBO9780511777899},
Abstract = {Organization scholars have long acknowledged that control
processes are integral to the way in which organizations
function. While control theory research spans many decades
and draws on several rich traditions, theoretical
limitations have kept it from generating consistent and
interpretable empirical findings and from reaching consensus
concerning the nature of key relationships. This book
reveals how we can overcome such problems by synthesising
diverse, yet complementary, streams of control research into
a theoretical framework and empirical tests that more fully
describe how types of control mechanisms (e.G., the use of
rules, norms, direct supervision or monitoring) aimed at
particular control targets (e.g., input, behavior, output)
are applied within particular types of control systems
(i.e., market, clan, bureaucracy, integrative). Written by a
team of distinguished scholars, this book not only sheds
light on the long-neglected phenomenon of organizational
control, it also provides important directions for future
research..},
Doi = {10.1017/CBO9780511777899},
Key = {fds327481}
}
@book{fds327482,
Author = {Sitkin, SB and Cardinal, L and Bijlsma-Frankema,
K},
Title = {Control in organizations: New directions in theory and
research},
Publisher = {Cambridge University Press},
Year = {2010},
Key = {fds327482}
}
@book{fds327512,
Author = {Sitkin, SB and Bies, RJ},
Title = {The Legalistic organization},
Pages = {389 pages},
Publisher = {SAGE PUBLICATIONS INC},
Year = {1994},
Abstract = {In this volume, a multidisciplinary group of scholars
investigate the changing attitudes towards management
decisions in today's workplace.},
Key = {fds327512}
}
%% Journal Articles
@article{fds361821,
Author = {Leroy, HL and Anisman-Razin, M and Avolio, BJ and Bresman, H and Stuart
Bunderson, J and Burris, ER and Claeys, J and Detert, JR and Dragoni, L and Giessner, SR and Kniffin, KM and Kolditz, T and Petriglieri, G and Pettit, NC and Sitkin, SB and Van Quaquebeke and N and Vongswasdi,
P},
Title = {Walking Our Evidence-Based Talk: The Case of Leadership
Development in Business Schools},
Journal = {Journal of Leadership & Organizational Studies},
Volume = {29},
Number = {1},
Pages = {5-32},
Year = {2022},
Month = {February},
url = {http://dx.doi.org/10.1177/15480518211062563},
Abstract = {Academics have lamented that practitioners do not always
adopt scientific evidence in practice, yet while academics
preach evidence-based management (EBM), they do not always
practice it. This paper extends prior literature on
difficulties to engage in EBM with insights from behavioral
integrity (i.e., the study of what makes individuals and
collectives walk their talk). We focus on leader
development, widely used but often critiqued for lacking
evidence. Analyzing 60 interviews with academic directors of
leadership centers at top business schools, we find that the
selection of programs does not always align with scientific
recommendations nor do schools always engage in high-quality
program evaluation. Respondents further indicated a wide
variety of challenges that help explain the disconnect
between business schools claiming A but practicing B.
Behavioral Integrity theory would argue these difficulties
are rooted in the lack of an individually owned and
collectively endorsed identity, an identity of an
evidence-based leader developer (EBLD). A closer inspection
of our data confirmed that the lack of a clear and salient
EBLD identity makes it difficult for academics to walk their
evidence-based leader development talk. We discuss how these
findings can help facilitate more evidence-based leader
development in an academic context.},
Doi = {10.1177/15480518211062563},
Key = {fds361821}
}
@article{fds364289,
Author = {Fox, CR and Sitkin, SB},
Title = {editors’ note},
Journal = {Behavioral Science and Policy},
Volume = {8},
Number = {1},
Pages = {ii-iii},
Year = {2022},
Month = {January},
Key = {fds364289}
}
@article{fds359106,
Author = {Chon, D and Sitkin, SB},
Title = {Disentangling the process and content of self-awareness: A
review, critical assessment, and synthesis},
Journal = {The Academy of Management Annals},
Volume = {15},
Number = {2},
Pages = {607-651},
Year = {2021},
Month = {January},
url = {http://dx.doi.org/10.5465/annals.2018.0079},
Abstract = {Are self-aware leaders more effective? Are self-aware
workers more productive and satisfied? Studies of
self-awareness, which have been undertaken in a range of
fields, have implications for a wide variety of topics in
organizational behavior. Yet, this research has been
scattered, resulting in gaps, siloed insights, a lack of
clear and consistent conceptualization, andtheconfoundingof
causesandeffectswithself-awarenessitself. We review the
organizational behavior and psychology literatures to
distinguish, summarize, and assess research on
self-awareness as both process and content. Our synthesis of
past work on the content of self-awareness is organized
around three distinct targets: internal, external, and
social. Our paper concludes with an evaluation of the
implications of our findings for future research.},
Doi = {10.5465/annals.2018.0079},
Key = {fds359106}
}
@article{fds351443,
Author = {Hernandez, M and Fox, CR and Sitkin, SB},
Title = {Editors’ note},
Journal = {Behavioral Science and Policy},
Volume = {6},
Number = {1},
Pages = {ii-iii},
Year = {2020},
Month = {January},
url = {http://dx.doi.org/10.1353/BSP.2021.0006},
Doi = {10.1353/BSP.2021.0006},
Key = {fds351443}
}
@article{fds341390,
Author = {Ashford, SJ and Sitkin, SB},
Title = {From problems to progress: A dialogue on prevailing issues
in leadership research},
Journal = {The Leadership Quarterly},
Volume = {30},
Number = {4},
Pages = {454-460},
Year = {2019},
Month = {August},
url = {http://dx.doi.org/10.1016/j.leaqua.2019.01.003},
Abstract = {This paper presents a dialogue between two scholars who have
come to contribute to the leadership literature rather late
in their careers and, as such, embody a combined
insider/outsider perspective. From this perspective, they
raise and discuss various observations about the current
state of the leadership literature and where that literature
might profitably go in the future. The hope is that this
dialogue will stimulate other dialogues and, ultimately,
foster progress in the leadership literature.},
Doi = {10.1016/j.leaqua.2019.01.003},
Key = {fds341390}
}
@article{fds338550,
Author = {Long, CP and Sitkin, SB},
Title = {Control–trust dynamics in organizations: Identifying
shared perspectives and charting conceptual fault
lines},
Journal = {The Academy of Management Annals},
Volume = {12},
Number = {2},
Pages = {725-751},
Publisher = {Academy of Management},
Year = {2018},
Month = {June},
url = {http://dx.doi.org/10.5465/annals.2016.0055},
Abstract = {Our review of control–trust research reveals that although
scholars have advanced our understanding of these dynamics
in significant ways, many important questions remain to be
answered about these issues. This article contributes to
debates in this domain by distilling key findings from
existing theoretical perspectives in ways that also
highlight important conceptual inconsistencies that are
limiting scholars’ capacities to develop a consistent,
cumulative knowledge base about control–trust dynamics. To
help scholars course-correct and address current challenges
in the literature, we identify several potential areas of
convergence, present a map of the area’s conceptual
landscape, and propose an agenda for future research that
provides scholars with suggestions about how to generate
more complete and coherent pictures of relationships between
control, trust, and performance.},
Doi = {10.5465/annals.2016.0055},
Key = {fds338550}
}
@article{fds349074,
Author = {Patierno, S and Sitkin, SB},
Title = {Editors’ note},
Journal = {Behavioral Science and Policy},
Volume = {4},
Number = {1},
Pages = {ii-iii},
Year = {2018},
Month = {January},
url = {http://dx.doi.org/10.1353/bsp.2019.0006},
Doi = {10.1353/bsp.2019.0006},
Key = {fds349074}
}
@article{fds331421,
Author = {Kitzmiller, RR and Sitkin, SB and Vidyarthi, AR},
Title = {Handoffs: what's good for residents is good for nurses…so
what's next?},
Journal = {Bmj Quality & Safety},
Volume = {26},
Number = {12},
Pages = {944-946},
Year = {2017},
Month = {December},
url = {http://dx.doi.org/10.1136/bmjqs-2017-007010},
Doi = {10.1136/bmjqs-2017-007010},
Key = {fds331421}
}
@article{fds327845,
Author = {Sitkin, SB and Miller, CC and See, KE},
Title = {The Stretch Goal Paradox},
Journal = {Harvard Business Review},
Volume = {95},
Number = {1},
Pages = {93-99},
Publisher = {HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION},
Year = {2017},
Month = {January},
Key = {fds327845}
}
@article{fds327460,
Author = {Sitkin, SB and Miller, CC and See, KE},
Title = {The stretch goal paradox},
Journal = {Harvard Business Review},
Volume = {2017},
Number = {January-February},
Year = {2017},
Month = {January},
Key = {fds327460}
}
@article{fds327461,
Author = {Long, CP and Sitkin, SB and Cardinal, LB and Burton,
RM},
Title = {How controls influence organizational information
processing: insights from a computational modeling
investigation},
Journal = {Computational and Mathematical Organization
Theory},
Volume = {21},
Number = {4},
Pages = {406-436},
Publisher = {Springer Nature},
Year = {2015},
Month = {August},
url = {http://dx.doi.org/10.1007/s10588-015-9191-z},
Abstract = {In this study, we use a series of computational models to
investigate an information processing perspective on
organizational control use. We evaluate and compare the
information processing capabilities of various formal and
informal control configurations under different information
uncertainty conditions. We find that a wide range of formal
controls can be used to direct subordinates performing
interdependent tasks while a more narrow range of informal
controls are most effective for directing subordinates who
perform complex tasks. Results of this study provide a basis
for formalizing an information processing perspective on
organizational control implementation that differs but is
complementary to the current emphasis on agency in
organizational control research.},
Doi = {10.1007/s10588-015-9191-z},
Key = {fds327461}
}
@article{fds327462,
Author = {Bijlsma-Frankema, K and Sitkin, SB and Weibel,
A},
Title = {Distrust in the balance: The emergence and development of
intergroup distrust in a court of law},
Journal = {Organization Science},
Volume = {26},
Number = {4},
Pages = {1018-1039},
Publisher = {Institute for Operations Research and the Management
Sciences (INFORMS)},
Year = {2015},
Month = {January},
url = {http://dx.doi.org/10.1287/orsc.2015.0977},
Abstract = {Despite recent attention to trust, comparatively little is
known about distrust as distinct from trust. In this paper,
we drew on case study data of a reorganized court of law,
where intergroup distrust had grown between judges and
administrators, to develop a dynamic theory of distrust. We
used insights from the literatures on distrust, conflict
escalation, and professional-organization relations to guide
the analysis of our case data. Our research is consistent
with insights on distrust previously postulated, but we were
able to extend and make more precise the perceptions and
behaviors that make up the elements of the self-amplifying
cycle of distrust development, how these elements are
related, and the mechanisms of amplification that drive the
cycle. To help guide and focus future research, we modeled
the process by which distrust emerges and develops, and we
drew inferences on how it can be repaired.},
Doi = {10.1287/orsc.2015.0977},
Key = {fds327462}
}
@article{fds327464,
Author = {Hernandez, M and Long, CP and Sitkin, SB},
Title = {Cultivating Follower Trust: Are All Leader Behaviors Equally
Influential?},
Journal = {Organization Studies},
Volume = {35},
Number = {12},
Pages = {1867-1892},
Publisher = {SAGE Publications},
Year = {2014},
Month = {December},
url = {http://dx.doi.org/10.1177/0170840614546152},
Abstract = {We draw on the relevant extant literatures to examine the
pathways to building trust through leader behaviors with
three distinct emphases: the leader (personal leadership),
the leader-follower relationship (relational leadership),
and the situation (contextual leadership). We test this
model using experimental data collected from experienced
managers (Study 1) and field data collected from the peers
and direct reports of business executives (Study 2). The
results from these two studies both build on and challenge
current views in the trust and leadership literatures about
how leaders influence trust. Consistent with past
literature, our findings indicate that various leadership
behaviors appear to directly promote follower trust when
analyzed independently. However, when these behaviors are
analyzed jointly, relational leadership behaviors were found
to mediate the effects of personal and contextual leadership
behaviors on follower trust. The implications for theory and
practice are discussed.},
Doi = {10.1177/0170840614546152},
Key = {fds327464}
}
@article{fds327463,
Author = {Sitkin, SB and Rader, CA},
Title = {Denise M. Rousseau, ed.: The Oxford Handbook of
Evidence-based Management},
Journal = {Administrative Science Quarterly},
Volume = {59},
Number = {4},
Pages = {NP46-NP48},
Publisher = {SAGE Publications},
Year = {2014},
Month = {December},
url = {http://dx.doi.org/10.1177/0001839214529545},
Doi = {10.1177/0001839214529545},
Key = {fds327463}
}
@article{fds327469,
Author = {van Knippenberg, D and Sitkin, SB},
Title = {A critical assessment of charismatic—transformational
leadership research: Back to the drawing
board?},
Journal = {The Academy of Management Annals},
Volume = {7},
Number = {1},
Pages = {1-60},
Publisher = {Academy of Management},
Year = {2013},
Month = {January},
url = {http://dx.doi.org/10.1080/19416520.2013.759433},
Abstract = {There is a widely shared consensus that charismatic–transformational
leadership is a particularly effective form of leadership.
In a critical assessment of the state-of-the-science in this
area of research, we question the validity of that
conclusion. We identify four problems with theory and
research in charismatic– transformational leadership.
First, a clear conceptual definition of charismatic–transformational
leadership is lacking. Current theories advance
multi-dimensional conceptualizations of charismatic–transformational
leadership without specifying how these different dimensions
combine to form charismatic–transformational leadership,
or how dimensions are selected for inclusion or exclusion.
Second, theories fail to sufficiently specify the causal
model capturing how each dimension has a distinct influence
on mediating processes and outcomes and how this is
contingent on moderating influences. Third,
conceptualization and operationalization confounds
charismatic– transformational leadership with its effects.
Fourth, the most frequently used measurement tools are
invalid in that they fail to reproduce the dimensional
structure specified by theory and fail to achieve empirical
distinctiveness from other aspects of leadership. Given that
these problems are fundamental and inherent in the
approaches analyzed, it is recommended that current
approaches be abandoned, and that the field forego the label
of charismatic– transformational leadership in favor of
the study of more clearly defined and empirically distinct
aspects of leadership.},
Doi = {10.1080/19416520.2013.759433},
Key = {fds327469}
}
@article{fds327476,
Author = {Stahl, GK and Larsson, R and Kremershof, I and Sitkin,
SB},
Title = {Trust dynamics in acquisitions: A case survey},
Journal = {Human Resource Management},
Volume = {50},
Number = {5},
Pages = {575-603},
Publisher = {WILEY},
Editor = {Weber, Y and Fried, Y},
Year = {2011},
Month = {September},
url = {http://dx.doi.org/10.1002/hrm.20448},
Abstract = {Drawing on the organizational trust literature and research
on postmerger integration, the authors develop a model that
conceptually synthesizes the antecedents and consequences of
trust in acquired organizations. The model proposes that the
acquiring and target firms' relationship history, the
interfirm distance, and the acquirer's integration approach
will affect target firm member trust in the acquiring firm's
management. Target firm member trust, in turn, may influence
several sociocultural integration outcomes as well as
postacquisition performance. The results of a case survey
suggest that certain aspects of the relationship history and
interfirm distance, such as the firms' collaboration history
and preacquisition performance differences, are poor
predictors of trust, whereas integration process variables,
such as speed of integration, communication quality, and
acquirer multiculturalism are major factors influencing
trust. The implications for postmerger integration research
and practice are discussed. © 2011 Wiley Periodicals,
Inc.},
Doi = {10.1002/hrm.20448},
Key = {fds327476}
}
@article{fds327473,
Author = {Sitkin, SB and Hackman, JR},
Title = {Developing team leadership: An interview with coach Mike
Krzyzewski},
Journal = {Academy of Management Learning & Education},
Volume = {10},
Number = {3},
Pages = {494-501},
Publisher = {Academy of Management},
Year = {2011},
Month = {September},
url = {http://dx.doi.org/10.5465/amle.2011.0005},
Doi = {10.5465/amle.2011.0005},
Key = {fds327473}
}
@article{fds327475,
Author = {Hargrove, D and Sitkin, SB},
Title = {Next generation leadership development in a changing and
complex environment: An interview with general Martin E.
Dempsey},
Journal = {Academy of Management Learning & Education},
Volume = {10},
Number = {3},
Pages = {528-533},
Publisher = {Academy of Management},
Year = {2011},
Month = {September},
url = {http://dx.doi.org/10.5465/amle.2011.0006},
Doi = {10.5465/amle.2011.0006},
Key = {fds327475}
}
@article{fds327474,
Author = {DeRue, DS and Sitkin, SB and Podolny, JM},
Title = {From the guest editors: Teaching leadership - Issues and
insights},
Journal = {Academy of Management Learning & Education},
Volume = {10},
Number = {3},
Pages = {369-372},
Publisher = {Academy of Management},
Year = {2011},
Month = {September},
url = {http://dx.doi.org/10.5465/amle.2011.0004},
Doi = {10.5465/amle.2011.0004},
Key = {fds327474}
}
@article{fds327477,
Author = {Sitkin, S and See, K and Miller, C and Lawless, M and Carton,
A},
Title = {The paradox of stretch goals: Organizations in pursuit of
the seemingly impossible},
Journal = {Academy of Management Review},
Volume = {36},
Number = {3},
Pages = {544-566},
Publisher = {Academy of Management},
Year = {2011},
Month = {July},
url = {http://dx.doi.org/10.5465/AMR.2011.61031811},
Abstract = {We investigate the organizational pursuit of seemingly
impossible goals-commonly known as stretch goals. Building
from our analysis of the mechanisms through which stretch
goals could influence organizational learning and
performance, we offer a contingency framework evaluating
which organizations are positioned to benefit from such
extreme goals and which are most likely to pursue them. We
conclude that stretch goals are, paradoxically, most
seductive for organizations that can least afford the risks
associated with them. © 2011 Academy of Management
Review.},
Doi = {10.5465/AMR.2011.61031811},
Key = {fds327477}
}
@article{fds327478,
Author = {Stahl, GK and Sitkin, SB},
Title = {Trust dynamics in acquisitions: The role of relationship
history, interfirm distance, and acquirer's integration
approach},
Journal = {Advances in Mergers and Acquisitions},
Volume = {9},
Pages = {51-82},
Publisher = {Emerald Group Publishing},
Year = {2010},
Month = {December},
url = {http://dx.doi.org/10.1108/S1479-361X(2010)0000009006},
Abstract = {Drawing on the trust literature and research on
sociocultural integration in mergers and acquisitions
(M&As), we develop a model of the antecedents and
consequences of trust dynamics in acquisitions. The model
proposes that target firm members' perceptions of the
acquiring firm management's trustworthiness are affected by
the relationship history of the firms, the interfirm
distance, and the integration approach taken by the
acquirer. Ability, benevolence, integrity, and value
congruence perceptions are proposed to converge into a
generalized trust judgment or result in a state of
ambivalence, depending on whether the trustworthiness
attributions are consistent or conflicting. The model
explains the mechanisms by which trust and ambivalence may
affect a variety of attitudinal and behavioral outcomes. A
number of testable propositions are derived from this model,
and the implications for M&A research and practice are
discussed. Copyright © 2010 by Emerald Group Publishing
Limited.},
Doi = {10.1108/S1479-361X(2010)0000009006},
Key = {fds327478}
}
@article{fds327483,
Author = {Sitkin, SB},
Title = {Chapter 27: Sense-making in organizational
research},
Journal = {Research in the Sociology of Organizations},
Volume = {28},
Pages = {409-418},
Year = {2010},
Month = {January},
url = {http://dx.doi.org/10.1108/s0733-558x(2010)0000028031},
Doi = {10.1108/s0733-558x(2010)0000028031},
Key = {fds327483}
}
@article{fds327485,
Author = {Stickel, D and Mayer, RC and Sitkin, SB},
Title = {Understanding social capital: In whom do we
trust?},
Pages = {304-318},
Year = {2009},
Month = {December},
Key = {fds327485}
}
@article{fds327488,
Author = {Webster, J and Brown, G and Zweig, D and Connelly, CE and Brodt, S and Sitkin, S},
Title = {Beyond knowledge sharing: Withholding knowledge at
work},
Journal = {Research in Personnel and Human Resources
Management},
Volume = {27},
Pages = {1-37},
Publisher = {Emerald (MCB UP )},
Year = {2008},
Month = {August},
url = {http://dx.doi.org/10.1016/S0742-7301(08)27001-5},
Abstract = {This chapter discusses why employees keep their knowledge to
themselves. Despite managers' best efforts, many employees
tend to hoard knowledge or are reluctant to share their
expertise with coworkers or managers. Although many firms
have introduced specialized initiatives to encourage a
broader dissemination of ideas and knowledge among
organizational members, these initiatives often fail. This
chapter provides reasons as to why this is so. Instead of
focusing on why individuals might share their knowledge,
however, we explain why individuals keep their knowledge to
themselves. Multiple perspectives are offered, including
social exchange, norms of secrecy, and territorial
behaviors. © 2008 Emerald Group Publishing
Limited.},
Doi = {10.1016/S0742-7301(08)27001-5},
Key = {fds327488}
}
@article{fds327487,
Author = {Janson, A and Levy, L and Sitkin, SB and Lind, EA},
Title = {Fairness and other leadership heuristics: A four-nation
study},
Journal = {European Journal of Work and Organizational
Psychology},
Volume = {17},
Number = {2},
Pages = {251-272},
Publisher = {Informa UK Limited},
Year = {2008},
Month = {June},
url = {http://dx.doi.org/10.1080/13594320701746510},
Abstract = {Leaders' fairness may be just one of several heuristics -
cognitive shortcuts - that followers use to decide quickly
whether they can rely on a given leader to lead them to ends
that are good for the collective, rather than just good for
the leader. Other leadership heuristics might include leader
prototypicality and leader self-sacrifice. We hypothesized
that if these other factors do function as leadership
heuristics they would interact with fairness such that the
correlation of fairness with leadership evaluations would be
lower when either of the other factors was high. In two
studies, both using the Lind-Sitkin Multiple Domain
Leadership Instrument, we measured followers' impressions of
their supervisors' interactional fairness, and
prototypicality, and their leadership evaluations and
ratings of team community; in Study 2 we also measured
impressions of leaders' sacrifice. To test the generality of
the phenomena, Study 1 included data from respondents in the
US, India, and Germany; Study 2 included data from
respondents in New Zealand and the US. The results supported
the hypotheses.},
Doi = {10.1080/13594320701746510},
Key = {fds327487}
}
@article{fds327489,
Author = {Sitkin, SB},
Title = {Promoting a more generative and sustainable organizational
science},
Journal = {Journal of Organizational Behavior},
Volume = {28},
Number = {7},
Pages = {841-848},
Publisher = {WILEY},
Year = {2007},
Month = {October},
url = {http://dx.doi.org/10.1002/job.458},
Doi = {10.1002/job.458},
Key = {fds327489}
}
@article{fds327490,
Author = {Long, CP and Sitkin, SB},
Title = {Trust in the balance: How managers integrate trust-building
and task control},
Pages = {87-106},
Publisher = {Edward Elgar Publishing},
Year = {2006},
Month = {December},
url = {http://dx.doi.org/10.4337/9781847202819.00012},
Doi = {10.4337/9781847202819.00012},
Key = {fds327490}
}
@article{fds327493,
Author = {George, E and Chattopadhyay, P and Sitkin, SB and Barden,
J},
Title = {Cognitive underpinnings of institutional persistence and
change: A framing perspective},
Journal = {Academy of Management Review},
Volume = {31},
Number = {2},
Pages = {347-365},
Publisher = {Academy of Management},
Year = {2006},
Month = {January},
url = {http://dx.doi.org/10.5465/AMR.2006.20208685},
Abstract = {We integrate the predictions of prospect theory, the
threat-rigidity hypothesis, and institutional theory to
suggest how patterns of institutional persistence and change
depend on whether decision makers view environmental shifts
as potential opportunities for or threats to gaining
legitimacy. We argue that in the event that decision makers
face ambiguity in their reading of the environment, they
initiate decoupled substantive and symbolic actions that
simultaneously accommodate the predictions of prospect
theory and the threat-rigidity hypothesis.},
Doi = {10.5465/AMR.2006.20208685},
Key = {fds327493}
}
@article{fds327494,
Author = {Sitkin, SB and George, E},
Title = {Managerial trust-building through the use of legitimating
formal and informal control mechanisms},
Journal = {International Sociology},
Volume = {20},
Number = {3},
Pages = {307-338},
Publisher = {SAGE Publications},
Year = {2005},
Month = {September},
url = {http://dx.doi.org/10.1177/0268580905055479},
Abstract = {This article examines formal and informal decision criteria
used by organizational decision-makers when making
potentially controversial, legitimacy-relating decisions
that could damage trust. Two experimental studies found
consistent patterns of persistent use of formal controls and
reduced use of informal controls under higher levels of
perceived threat to trust. Institutional theory is
consistent with the proposition that increased use of
legitimated control uniformly enhances trust. In contrast,
this article posits and finds support for an attenuated
legalistic institutional proposition that increased use of
even legitimated control can predictably foster, or
undermine, trust - but such predictions can be made only if
we systematically distinguish formal and informal control.
Results suggest institutional pressures manifest at the
individual level provide a complementary focus to
macro-organizational institutionalization.},
Doi = {10.1177/0268580905055479},
Key = {fds327494}
}
@article{fds327497,
Author = {Cardinal, LB and Sitkin, SB and Long, CP},
Title = {Balancing and rebalancing in the creation and evolution of
organizational control},
Journal = {Organization Science},
Volume = {15},
Number = {4},
Pages = {411-431},
Publisher = {Institute for Operations Research and the Management
Sciences (INFORMS)},
Year = {2004},
Month = {January},
url = {http://dx.doi.org/10.1287/orsc.1040.0084},
Abstract = {This research examines data collected as part of a 10-year
case study of the creation and evolution of organizational
control during organizational founding. Past research has
taken a cross-sectional approach to examining control use in
mature, stable organizations. In contrast, this study
examines organizational controls during the founding period
and takes a longitudinal perspective on organizational
control. By examining how organizational controls are
created and evolve through specific phases of the founding
period, the research also provides new data and insights
about what drives shifts in the use of various types of
control. Specifically, this research sheds light on the role
of imbalance among formal and informal controls as the key
driver of shifts in control configurations, and provides a
step toward making organizational control theory more
dynamic.},
Doi = {10.1287/orsc.1040.0084},
Key = {fds327497}
}
@article{fds327498,
Author = {Wong, S-S and Sitkin, SB},
Title = {Book Reviews},
Journal = {Administrative Science Quarterly},
Volume = {47},
Number = {3},
Pages = {577-580},
Publisher = {JSTOR},
Year = {2002},
Month = {September},
url = {http://dx.doi.org/10.2307/3094857},
Doi = {10.2307/3094857},
Key = {fds327498}
}
@article{fds327499,
Author = {Heath, C and Sitkin, SB},
Title = {Big-B versus big-O: What is organizational about
organizational behavior?},
Journal = {Journal of Organizational Behavior},
Volume = {22},
Number = {1},
Pages = {43-58},
Publisher = {WILEY},
Year = {2001},
Month = {February},
url = {http://dx.doi.org/10.1002/job.77},
Abstract = {This paper is an empirically grounded essay about the
current state of organizational behavior (OB) research and
productive future directions. We report the results of a
survey of OB scholars about the current importance of
various research topics and their importance in an ideal
world. We compare the survey responses with an archival
analysis of papers published in leading OB journals over a
10-year period. We suggest that many of the topics that our
respondents perceive to be 'under researched' can be
summarized with one particular definition of OB that
emphasizes organizing behavior. Considering all three
definitions together, we highlight the limitations of the
traditional (Big-B and Contextualized-B) definitions and
discuss the benefits of a more organizational (Big-O)
approach. Copyright © 2001 John Wiley & Sons,
Ltd.},
Doi = {10.1002/job.77},
Key = {fds327499}
}
@article{fds327500,
Author = {Dillard, C and Browning, LD and Sitkin, SB and Sutcliffe,
KM},
Title = {Impression management and the use of procedures at the
Ritz‐Carlton: Moral standards and dramaturgical
discipline},
Journal = {Communication Studies},
Volume = {51},
Number = {4},
Pages = {404-414},
Publisher = {Informa UK Limited},
Year = {2000},
Month = {January},
url = {http://dx.doi.org/10.1080/10510970009388534},
Abstract = {This article uses Goffman's work on moral standards and
dramaturgical discipline to inform a case study featuring a
hotel's procedures for guaranteeing reliable impression
management. Through an analysis of archival material and 18
interviews at two sites, we developed four categories of
impression management behaviors. Viewing our analysis
through Goffman's lens, we argue that procedures codify
moral standards thereby offering employees specific means by
which they can enact dramaturgical discipline. In our
discussion we suggest several ways in which our case study
reinforces and expands Goffman's original concepts. Our
findings are (a) procedures can function as codified moral
standards within the organizational setting, (b) procedures
can serve as the basis for employee enactment of
dramaturgical discipline, (c) the use of databases in
collecting and storing information offers a new wrinkle to
impression management theory, and (d) the use of incentives
to pacify guests expands the defensive practices available
to those engaging in impression management. © 2000, Taylor
& Francis Group, LLC.},
Doi = {10.1080/10510970009388534},
Key = {fds327500}
}
@article{fds327503,
Author = {Sitkin, SB and Browning, L and Sutcliffe, K},
Title = {Keep em' Flying: The Constitutive Dynamics of an
Organizational Change in the U.S. Air Force},
Journal = {Electronic Journal of Communication},
Volume = {10},
Number = {1},
Year = {2000},
Key = {fds327503}
}
@article{fds327505,
Author = {Rousseau, DM and Sitkin, SB and Burt, RS and Camerer,
C},
Title = {Not so different after all: A cross-discipline view of
trust},
Journal = {Academy of Management Review},
Volume = {23},
Number = {3},
Pages = {393-404},
Publisher = {Academy of Management},
Year = {1998},
Month = {December},
url = {http://dx.doi.org/10.5465/AMR.1998.926617},
Doi = {10.5465/AMR.1998.926617},
Key = {fds327505}
}
@article{fds327507,
Author = {Pablo, AL and Sitkin, SB and Jemison, DB},
Title = {Acquisition decision-making processes: The central role of
risk},
Journal = {Journal of Management},
Volume = {22},
Number = {5},
Pages = {723-746},
Publisher = {SAGE Publications},
Year = {1996},
Month = {December},
url = {http://dx.doi.org/10.1016/S0149-2063(96)90020-3},
Abstract = {This paper builds upon the work of organizational and
strategic management scholars who have conceptualized
acquisitions as decision-making processes. We suggest that
behavioral concepts of risk, specifically decision-maker
risk perceptions and propensities, are key to understanding
the process by which acquisition candidates are selected,
the characteristics of pre-acquisition evaluation and
negotiations, and approaches to post-acquisition
integration. By drawing upon past work concerning the
effects of these risk-related variables in other
decision-making contexts, we develop propositions that
conceptualize their impact on acquisition decision
processes. Incorporation of risk as a key variable in
process theories of acquisitions provides a stronger
theoretical grounding for these theories, and suggests some
important practical implications for managers. © 1996 JAI
Press Inc. All rights of reproduction in any form
reserved.},
Doi = {10.1016/S0149-2063(96)90020-3},
Key = {fds327507}
}
@article{fds327508,
Author = {SITKIN, SB and WEINGART, LR},
Title = {DETERMINANTS OF RISKY DECISION-MAKING BEHAVIOR: A TEST OF
THE MEDIATING ROLE OF RISK PERCEPTIONS AND
PROPENSITY.},
Journal = {Academy of Management Journal},
Volume = {38},
Number = {6},
Pages = {1573-1592},
Publisher = {Academy of Management},
Year = {1995},
Month = {December},
url = {http://dx.doi.org/10.2307/256844},
Doi = {10.2307/256844},
Key = {fds327508}
}
@article{fds327510,
Author = {Sitkin, SB},
Title = {On the Positive Effect of Legalization on
Trust},
Journal = {Research on Negotiation in Organizations},
Volume = {5},
Pages = {185-217},
Year = {1995},
Key = {fds327510}
}
@article{fds327511,
Author = {Sitkin, SB and Sutcliffe, KM and Schroeder, RG},
Title = {Distinguishing Control from Learning in Total Quality
Management: A Contingency Perspective},
Journal = {Academy of Management Review},
Volume = {19},
Number = {3},
Pages = {537-537},
Publisher = {Academy of Management},
Year = {1994},
Month = {July},
url = {http://dx.doi.org/10.2307/258938},
Doi = {10.2307/258938},
Key = {fds327511}
}
@article{fds327519,
Author = {Bies, RJ and Sitkin, SB},
Title = {Law without justice: The dilemmas of formalization and
fairness in the legalistic organization},
Journal = {Employee Responsibilities and Rights Journal},
Volume = {6},
Number = {4},
Pages = {271-275},
Publisher = {Springer Nature},
Year = {1993},
Month = {December},
url = {http://dx.doi.org/10.1007/BF01385017},
Abstract = {There is growing evidence of a "litigation mentality"
rampant in organizations, which has created a legalistic
mindset in many managers. Increasingly, managerial decisions
are becoming dominated by a concern for what is legally
defensible at the expense of broader social considerations
such as justice and fairness. The papers in this special
issue explore how this legalistic mindset has created new
organizational and social dilemmas, and situations of "law
whithout justice." © 1993 Plenum Publishing
Corporation.},
Doi = {10.1007/BF01385017},
Key = {fds327519}
}
@article{fds327520,
Author = {Sitkin, SB and Roth, NL},
Title = {Legalistic organizational responses to catastrophic illness:
The effect of stigmatization on reactions to
HIV/AIDS},
Journal = {Employee Responsibilities and Rights Journal},
Volume = {6},
Number = {4},
Pages = {291-312},
Publisher = {Springer Nature},
Year = {1993},
Month = {December},
url = {http://dx.doi.org/10.1007/BF01385019},
Abstract = {The HIV/AIDS epidemic has focused increased attention on
catastrophic illnesses in the workplace, and because of the
stigmas associated with HIV/AIDS, it raises three primary
concerns for organizations: (1) organizational avoidance of
legal sanctions and litigation; (2) the maintenance of
organizational legitimacy; and (3) organizational protection
of employee rights. Although many organizations adopt
legalistic responses to cope with these concerns, the
analysis presented in this article suggests that while
legalistic approaches function well to protect
organizational interests in terms of both legal liability
and legitimacy, the are only partially able to protect
employee rights. Drawing upon the limited literature on
HIV/AIDS in the workplace, this article presents an agenda
for future research on organizational responses to HIV/AIDS.
© 1993 Plenum Publishing Corporation.},
Doi = {10.1007/BF01385019},
Key = {fds327520}
}
@article{fds327515,
Author = {Sitkin, SB and Bies, RJ},
Title = {The Legalistic Organization: Definitions, Dimensions, and
Dilemmas},
Journal = {Organization Science},
Volume = {4},
Number = {3},
Pages = {345-351},
Publisher = {Institute for Operations Research and the Management
Sciences (INFORMS)},
Year = {1993},
Month = {August},
url = {http://dx.doi.org/10.1287/orsc.4.3.345},
Abstract = {<jats:p> The worse the society, the more law there will be.
In Hell, there will be nothing but law, and due process will
be meticulously observed. </jats:p><jats:p> Grant Gilmore
(The Ages of American Law 1977, p. 111) </jats:p>},
Doi = {10.1287/orsc.4.3.345},
Key = {fds327515}
}
@article{fds327516,
Author = {Sitkin, SB and Roth, NL},
Title = {Explaining the Limited Effectiveness of Legalistic
“Remedies” for Trust/Distrust},
Journal = {Organization Science},
Volume = {4},
Number = {3},
Pages = {367-392},
Publisher = {Institute for Operations Research and the Management
Sciences (INFORMS)},
Year = {1993},
Month = {August},
url = {http://dx.doi.org/10.1287/orsc.4.3.367},
Abstract = {<jats:p> Organizations frequently adopt formal rules,
contracts, or other legalistic mechanisms when interpersonal
trust is lacking. But recent research has shown such
legalistic “remedies” for trust-related problems to be
ineffective in restoring trust. To explain this apparent
ineffectiveness, this paper outlines a theory that
distinguishes two dimensions of trust—task-specific
reliability and value congruence—and shows how legalistic
mechanisms respond only to reliability concerns, while
ignoring value-related concerns. Organizational responses to
employees with HIV/AIDS are used as a case illustration that
supports the theory's major propositions. The paper
concludes with an agenda for future research.
</jats:p>},
Doi = {10.1287/orsc.4.3.367},
Key = {fds327516}
}
@article{fds327517,
Author = {Sitkin, SB and Sutcliffe, KM and Reed, GL},
Title = {Prescriptions for justice: using social accounts to
legitimate the exercise of professional control.},
Journal = {Social Justice Research},
Volume = {6},
Number = {1},
Pages = {87-111},
Year = {1993},
Month = {March},
url = {http://dx.doi.org/10.1007/bf01048734},
Doi = {10.1007/bf01048734},
Key = {fds327517}
}
@article{fds327518,
Author = {Sitkin, SB and Bies, RJ},
Title = {Social Accounts in Conflict Situations: Using Explanations
to Manage Conflict},
Journal = {Human Relations},
Volume = {46},
Number = {3},
Pages = {349-370},
Publisher = {SAGE Publications},
Year = {1993},
Month = {January},
url = {http://dx.doi.org/10.1177/001872679304600303},
Abstract = {Considerable attention has been given to different
behavioral strategies of conflict management (e.g.,
avoidance, compromise, collaboration). However, conflict
theory and research has overlooked a simple, but effective
strategy for managing conflict: the use of social accounts
or explanations. In this paper, we review the literature on
the use of social accounts in conflict situations and find
it supports the argument that social accounts can be an
effective conflict- management strategy. Based on this
analysis, we propose several promising directions for future
theory development and research concerning the role of
social accounts in conflict situations. In addition, we
identify tradeoffs and dilemmas created when social accounts
are used to manage conflict. © 1993, Sage Publications. All
rights reserved.},
Doi = {10.1177/001872679304600303},
Key = {fds327518}
}
@article{fds327522,
Author = {Sitkin, SB and Pablo, AL},
Title = {Reconceptualizing the Determinants of Risk
Behavior},
Journal = {Academy of Management Review},
Volume = {17},
Number = {1},
Pages = {9-9},
Publisher = {Academy of Management},
Year = {1992},
Month = {January},
url = {http://dx.doi.org/10.2307/258646},
Doi = {10.2307/258646},
Key = {fds327522}
}
@article{fds327523,
Author = {SITKIN, SB},
Title = {LEARNING THROUGH FAILURE - THE STRATEGY OF SMALL
LOSSES},
Journal = {Research in Organizational Behavior},
Volume = {14},
Pages = {231-266},
Publisher = {JAI PRESS INC},
Year = {1992},
Month = {January},
Key = {fds327523}
}
@article{fds327524,
Author = {Sitkin, SB and Roth, NL and Nelkin, D and Tancredi,
L},
Title = {Dangerous Diagnostics: The Social Power of Biological
Information.},
Journal = {Contemporary Sociology},
Volume = {20},
Number = {1},
Pages = {86-86},
Publisher = {SAGE Publications},
Year = {1991},
Month = {January},
url = {http://dx.doi.org/10.2307/2072102},
Doi = {10.2307/2072102},
Key = {fds327524}
}
@article{fds327526,
Author = {Sitkin, SB and Sutcliffe, K},
Title = {Dispensing Legitimacy: Professional, Organization, and Legal
Influences on Pharmacist Behavior},
Journal = {Research in the Sociology of Organizations},
Volume = {8},
Pages = {269-295},
Year = {1991},
Key = {fds327526}
}
@article{fds327527,
Author = {Berlinger, LR and Sitkin, SB and Quinn, RE and Cameron,
KS},
Title = {Paradox and Transformation: Toward a Theory of Change in
Organization and Management.},
Journal = {Administrative Science Quarterly},
Volume = {35},
Number = {4},
Pages = {740-740},
Publisher = {JSTOR},
Year = {1990},
Month = {December},
url = {http://dx.doi.org/10.2307/2393523},
Doi = {10.2307/2393523},
Key = {fds327527}
}
@article{fds327528,
Author = {Brittain, J and Sitkin, SB},
Title = {Facts, figures, and organizational decisions: Carter racing
and quantitative analysis in the organizational behavior
classroom},
Journal = {Journal of Management Education},
Volume = {14},
Number = {1},
Pages = {62-81},
Publisher = {SAGE Publications},
Year = {1990},
Month = {January},
url = {http://dx.doi.org/10.1177/105256298901400108},
Doi = {10.1177/105256298901400108},
Key = {fds327528}
}
@article{fds327530,
Author = {JEMISON, DB and SITKIN, SB},
Title = {ACQUISITIONS AND MARRIAGE - REPLY},
Journal = {Harvard Business Review},
Volume = {64},
Number = {4},
Pages = {148-148},
Publisher = {HARVARD BUSINESS REVIEW},
Year = {1986},
Month = {July},
Key = {fds327530}
}
@article{fds327531,
Author = {JEMISON, DB and SITKIN, SB},
Title = {ACQUISITIONS - THE PROCESS CAN BE A PROBLEM},
Journal = {Harvard Business Review},
Volume = {64},
Number = {2},
Pages = {107-116},
Publisher = {HARVARD BUSINESS REVIEW},
Year = {1986},
Month = {March},
Key = {fds327531}
}
@article{fds327529,
Author = {Jemison, DB and Sitkin, SB},
Title = {Corporate Acquisitions: A Process Perspective},
Journal = {Academy of Management Review},
Volume = {11},
Number = {1},
Pages = {145-163},
Publisher = {Academy of Management},
Year = {1986},
Month = {January},
url = {http://dx.doi.org/10.5465/amr.1986.4282648},
Doi = {10.5465/amr.1986.4282648},
Key = {fds327529}
}
@article{fds327533,
Author = {Martin, J and Feldman, MS and Hatch, MJ and Sitkin,
SB},
Title = {The Uniqueness Paradox in Organizational
Stories},
Journal = {Administrative Science Quarterly},
Volume = {28},
Number = {3},
Pages = {438-438},
Publisher = {JSTOR},
Year = {1983},
Month = {September},
url = {http://dx.doi.org/10.2307/2392251},
Doi = {10.2307/2392251},
Key = {fds327533}
}
%% Chapters in Books
@misc{fds362633,
Author = {Sitkin, SB},
Title = {Learning about scholarship and being a scholar: The courage
of foolishness},
Journal = {Research in the Sociology of Organizations},
Volume = {76},
Pages = {255-260},
Year = {2021},
Month = {January},
url = {http://dx.doi.org/10.1108/S0733-558X20210000076013},
Abstract = {James March was a bundle of wisdom and contradiction.
Numerous lessons learned from him as a doctoral student have
guided the author’s career as a scholar. Using simple
models to achieve complex understanding, but also looking
for deeper insights rather than being satisfied with readily
recognizable patterns – together they exemplify how the
seemingly contradictory form a tapestry of wise advice.
Being humble enough to be open to criticism without
defensiveness and to be open to reconsidering your old
ideas, these represent other important lessons. Finally,
maintaining the ability to be playful with important ideas
as a way to make deeper discoveries offers not only the
promise of great impact but, as important, offers the
promise of a fun journey.},
Doi = {10.1108/S0733-558X20210000076013},
Key = {fds362633}
}
@misc{fds342559,
Author = {Cardinal, LB and Sitkin, SB and Long, CP and Chet Miller,
C},
Title = {The genesis of control configurations during organizational
founding},
Volume = {40},
Pages = {83-114},
Booktitle = {Advances in Strategic Management},
Year = {2018},
Month = {January},
url = {http://dx.doi.org/10.1108/S0742-332220180000040003},
Abstract = {In this chapter, the authors argue that organizational
controls are best depicted and studied as sets of control
configurations. Concepts from extant control research
streams describing basic control elements as well as ideal
types of control systems are used to identify and classify
control configurations. The authors present compositional
distinctions among four control configurations using a
decade-long case study of a start-up company. By displaying
how specific control elements are simultaneously distinct
and intertwined in this company, the authors reveal
significant theoretical insights that can assist scholars in
distinguishing between different configurational patterns
and in comprehending dynamics present in holistic
perspectives of control. The authors conclude by discussing
how conceptualizing controls as configurations most
accurately reflects both organizational and managerial
practice in ways that can motivate the development of new
theories and approaches to studying this key aspect of
organizational design. Because control configurations
inherently reflect interdisciplinary concerns, and because
such configurations affect the attainment of strategic
goals, this work provides findings and ideas that fit the
interests of a broad audience.},
Doi = {10.1108/S0742-332220180000040003},
Key = {fds342559}
}
@misc{fds340777,
Author = {Sitkin, SB and Miller, CC and See, KE},
Title = {Risks of addressing vs. ignoring our biggest societal
problems: When and how moon shots make sense},
Pages = {481-485},
Booktitle = {The Routledge Companion to Risk, Crisis and Emergency
Management},
Year = {2018},
Month = {January},
ISBN = {9781138208865},
url = {http://dx.doi.org/10.4324/9781315458175},
Abstract = {Recent press reports as well as casual observations suggest
we have serious societal problems, with most of them being
addressed insuciently, or even being ignored. From the
almost apocalyptic problems of war and famine in the South
Sudan, to the disruption of Rocky Mountain ecosystems in
North America and the uncontrolled population growth in many
parts of the world, large-scale problems and their
associated risks are threatening human societies. In
recognition of these problems, the United Nations recently
has set new goals in several critical areas related to
sustainability, including: •Global poverty, health, and
safety; •Education, food, water, and energy; •Climate
sustainability; •Equality across people and
countries.},
Doi = {10.4324/9781315458175},
Key = {fds340777}
}
@misc{fds327465,
Author = {Sitkin, SB},
Title = {Domains of leadership behaviors in organizations},
Booktitle = {Leadership and women in statistics},
Publisher = {Chapman and Hall},
Editor = {Golbeck, A and Olkin, I and Gel, Y},
Year = {2014},
Key = {fds327465}
}
@misc{fds327466,
Author = {Sitkin, SB},
Title = {What will it take to educate the next generation of
thought-leaders for a complicated world?},
Booktitle = {Educating tomorrow’s thought-leaders: Distinguished
scholars answer a burning question},
Publisher = {Strategic Management Society},
Editor = {Wright, R and Brown, K},
Year = {2014},
Key = {fds327466}
}
@misc{fds343738,
Author = {Bies, RJ and Sitkin, SB},
Title = {Explanation as legitimation: Excuse-making in
organizations},
Pages = {183-198},
Year = {2013},
Month = {December},
ISBN = {9781315044521},
url = {http://dx.doi.org/10.4324/9781315044521},
Doi = {10.4324/9781315044521},
Key = {fds343738}
}
@misc{fds327467,
Author = {Jemison, DB and Sitkin, SB},
Title = {Corporate acquisitions: A process perspective: From academy
of management review (1986)},
Pages = {77-91},
Booktitle = {Mergers and Acquisitions: A Critical Reader},
Publisher = {Routledge},
Year = {2013},
Month = {January},
ISBN = {9780203708071},
url = {http://dx.doi.org/10.4324/9780203708071},
Doi = {10.4324/9780203708071},
Key = {fds327467}
}
@misc{fds327468,
Author = {Sitkin, SB and Long, C and Cardinal, L},
Title = {Managerial action to promote trust, fairness and control in
organizations: The effect of conflict},
Booktitle = {New Directions in Management and Organization
Theory},
Publisher = {Cambridge Scholars Publishing},
Editor = {Miles, J},
Year = {2013},
Key = {fds327468}
}
@misc{fds327470,
Author = {Hernandez, M and Sitkin, SB},
Title = {Who is leading the leader? Follower influence on leader
ethicality},
Pages = {81-102},
Booktitle = {Behavioral Business Ethics: Shaping an Emerging
Field},
Publisher = {Routledge},
Year = {2012},
Month = {March},
ISBN = {9780415873246},
url = {http://dx.doi.org/10.4324/9780203803820},
Doi = {10.4324/9780203803820},
Key = {fds327470}
}
@misc{fds327472,
Author = {Sitkin, SB and Long, C and Cardinal, L},
Title = {Management control systems},
Booktitle = {Encyclopedia of Management Theory},
Publisher = {SAGE Publications},
Editor = {Kessler, E},
Year = {2012},
Key = {fds327472}
}
@misc{fds327471,
Author = {Emery, J and LeBoeuf, J and Siang, S and Sitkin, S},
Title = {Developing leaders of consequence},
Booktitle = {The Handbook for Teaching Leadership: Knowing, Doing, and
Being},
Publisher = {SAGE Publications},
Editor = {Nohria, N and Snook, S and Khuruna, R},
Year = {2012},
Key = {fds327471}
}
@misc{fds327480,
Author = {Sitkin, SB and Cardinal, LB and Bijlsma-Frankema,
KM},
Title = {Control is fundamental},
Pages = {3-15},
Booktitle = {Organizational control},
Publisher = {Cambridge University Press},
Year = {2010},
Month = {January},
ISBN = {9780521517447},
url = {http://dx.doi.org/10.1017/CBO9780511777899.002},
Abstract = {Organizational control is a fundamental aspect of organizing
that has been largely neglected by organizational scholars
for several decades. This volume brings together new
approaches to organizational control theory and research by
a diverse group of scholars with different scholarly
viewpoints to show the vibrancy and future potential of the
domain for generative scholarship. The purpose is to provide
a springboard and touchstone for a renewal of work in this
area. Priming a renaissance in control research: Control
systems have long been recognized as a fundamental aspect of
all organizations (Scott, 1992) through which managers seek
to align employee capabilities, activities, and performance
with organizational goals and aspirations (Cyert and March,
1963; Merchant, 1985). Despite the fundamental nature of the
phenomenon, its recognized importance, and some significant
foundational work on organizational control, this area of
study has been and remains seriously neglected.
Specifically, organizational control is today
underconceptualized in terms of its key constructs and its
determinants and effects. As a result, organizational
control has been subjected to only minimal theoretical and
cumulative empirical study in recent years. The atrophy of
control research in the domain of organization and
management presents a striking contrast with a rise in
recent attention to control in the managerial accounting
literature, where it has achieved some prominence (Birnberg
and Snodgrass, 1988; Davila, 2005; Davila and Foster, 2007;
Henri, 2006; Hopwood, 2005; Merchant and Simons, 1986;
Simons, 1991, 1994, 1995; Whitley, 1999).},
Doi = {10.1017/CBO9780511777899.002},
Key = {fds327480}
}
@misc{fds327479,
Author = {Sitkin, SB and Cardinal, L and Long, C},
Title = {A configurational theory of control},
Pages = {51-79},
Booktitle = {Control in organizations: New directions in theory and
research},
Publisher = {Cambridge University Press},
Editor = {Cardinal, LB and Bijlsma-Frankema, KM},
Year = {2010},
ISBN = {9780521517447},
url = {http://dx.doi.org/10.1017/CBO9780511777899.004},
Abstract = {Organization theory scholars have long acknowledged that
control processes are integral to the way in which
organizations function (Blau and Scott,1962; Etzioni, 1965;
Tannenbaum, 1962). While control theory research spans many
decades and draws on several rich traditions (Dunbar and
Statler, Chapter 2), several theoretical problems have kept
it from generating reasonably consistent and interpretable
empirical findings and from reaching consensus concerning
the nature of key relationships. As new forms of
organizational relations (networks, alliances, mass
customization, supply chains, consortia, contract employees,
telecommuting, virtual teams, etc.) emerged in the late
twentieth century, traditional organizational control
theories were viewed as less and less relevant by
organizational scholars. As a result, attention to
organizational control research waned, with the exception of
critical theorists (e.g., Adler, 2007; Tsoukas, 2007) and
accounting researchers (e.g., Davilia and Foster, 2007;
Whitley, 1999). For example, despite the importance of the
topic and the pervasiveness of the control phenomenon in
organizations, organizational control research has not been
sufficiently cumulative. The control literature is rich, but
deceptive. Although most organizational scholars might be
shocked by our assertion, we observe that there is very
little empirical work on control in the organizational
literature relative to other classic and fundamental
organizational phenomena (e.g., design-effectiveness,
planning-performance, diversification-performance
relationships). From a distance, it may appear as though
there is a great deal of empirical work and that there is
broad support for the few dominant control theories (e.g.,
Merchant, 1985; Ouchi 1977, 1979).},
Doi = {10.1017/CBO9780511777899.004},
Key = {fds327479}
}
@misc{fds327484,
Author = {Sitkin, SB},
Title = {Understanding social capital: In whom do we
trust?},
Pages = {302-316},
Booktitle = {Social capital: Multi-disciplinary perspectives},
Publisher = {Edward Elgar Press},
Year = {2009},
Key = {fds327484}
}
@misc{fds327486,
Author = {Browning, LD and Greene, RW and Sitkin, SB and Sutcliffe, KM and Obstfeld, D},
Title = {Constitutive complexity: Military entrepreneurs and the
synthetic character of communication flows},
Pages = {89-116},
Booktitle = {Building Theories of Organization: The Constitutive Role of
Communication},
Publisher = {Routledge},
Year = {2008},
Month = {December},
ISBN = {0203891023},
url = {http://dx.doi.org/10.4324/9780203891025},
Doi = {10.4324/9780203891025},
Key = {fds327486}
}
@misc{fds327491,
Author = {Sitkin, SB},
Title = {The ethics of reviewing},
Booktitle = {Winning reviews: A guide for evaluating scholarly
writing},
Publisher = {Palgrave Macmillan},
Editor = {Baruch, R and Sullivan, S and Schepmyer, H},
Year = {2006},
Key = {fds327491}
}
@misc{fds327492,
Author = {Sitkin, SB and Long, CP},
Title = {Trust in the balance: How managers integrate trust-building
and task control},
Pages = {88-106},
Booktitle = {Handbook of Trust Research},
Publisher = {Edward Elgar Publishing},
Editor = {Bachmann, R and Zaheer, A},
Year = {2006},
Key = {fds327492}
}
@misc{fds327495,
Author = {Sitkin, SB and Pablo, AL},
Title = {Leadership and the M&A process},
Booktitle = {Mergers and acquisitions: Creating integrative
knowledge},
Publisher = {BLACKWELL PUBLISHING},
Editor = {Pablo, AL and Javidan, M},
Year = {2004},
Key = {fds327495}
}
@misc{fds327496,
Author = {Sitkin, SB and Pablo, AL},
Title = {The neglected importance of leadership in mergers and
acquisitions},
Booktitle = {Mergers and acquisitions: Managing culture and human
resources},
Publisher = {Stanford University Press},
Editor = {Stahl, GK and Mendenhall, M},
Year = {2004},
Key = {fds327496}
}
@misc{fds327504,
Author = {Browning, LD and Sitkin, SB and Sutcliffe, KM and Shetler, JC and Obstfeld, D},
Title = {Task effectiveness and the implementation of process methods
- Organizations in the dual pursuit of control and
learning},
Journal = {Advances in Interdisciplinary Studies of Work Teams, Vol 5
2000},
Volume = {5},
Pages = {203-243},
Publisher = {JAI PRESS INC},
Editor = {Beyerlein, MM and Johnson, DA and Beyerlein, ST},
Year = {2000},
Month = {January},
ISBN = {0-7623-0360-3},
Key = {fds327504}
}
@misc{fds327501,
Author = {Sitkin, SB},
Title = {On the theoretical foundations of managerial and
organizational cognition},
Pages = {73-79},
Booktitle = {Managerial and organizational cognition},
Publisher = {Lawrence Erlbaum Associates},
Editor = {Lant, T and Shapira, Z},
Year = {2000},
Key = {fds327501}
}
@misc{fds327502,
Author = {Sitkin, SB and Sutcliffe, K and Browning, L},
Title = {Tailoring process management to situational requirements:
Beyond the control and exploration dichotomy},
Pages = {315-330},
Booktitle = {The quality movement in America: Lessons for theory and
research},
Publisher = {SAGE Publications},
Editor = {Cole, R and Scott, WR},
Year = {2000},
Key = {fds327502}
}
@misc{fds327506,
Author = {Sitkin, SB and Sutcliffe, K and Weick, K},
Title = {Organizational Learning},
Pages = {70-76},
Booktitle = {The technology management handbook},
Publisher = {CRC Press and IEEE Press},
Editor = {Dorf, RC},
Year = {1998},
Key = {fds327506}
}
@misc{fds327509,
Author = {Sitkin, SB and Stickel, D},
Title = {The road to hell...The dynamics of distrust in an era of
"quality" management},
Booktitle = {Trust in Organizations},
Publisher = {SAGE Publications},
Editor = {Kramer, R and Tyler, T},
Year = {1995},
Key = {fds327509}
}
@misc{fds327513,
Author = {Sitkin, SB and Roth, N and House, A},
Title = {Stigma as a determinant of legalization},
Pages = {137-168},
Booktitle = {The legalistic organization},
Publisher = {SAGE Publications},
Editor = {Sitkin, S and Bies, R},
Year = {1994},
Key = {fds327513}
}
@misc{fds327514,
Author = {Sitkin, SB and Bies, R},
Title = {The legalization of organizations: A multi-theoretical
perspective},
Booktitle = {The Legalistic Organization},
Publisher = {SAGE Publications},
Year = {1994},
Key = {fds327514}
}
@misc{fds327521,
Author = {SITKIN, SB and SUTCLIFFE, KM and BARRIOS‐CHOPLIN,
JR},
Title = {A Dual‐Capacity Model of Communication Media Choice in
Organizations},
Journal = {Human Communication Research},
Volume = {18},
Number = {4},
Pages = {563-598},
Publisher = {Oxford University Press (OUP)},
Year = {1992},
Month = {January},
url = {http://dx.doi.org/10.1111/j.1468-2958.1992.tb00572.x},
Abstract = {Most previous research concerning communication media choke
in organizations has stressed the capacity of media to
convey data. More recently, scholars have examined the
capacity of media to convey and manifest meaning. Rarely
have both functions been considered concurrently. In this
artcle, a model is proposed that not only permits the
simultaneous examination of these two functions but reflects
that media use is influenced by characteristics of the task,
individual and organizational capability constraints, and
normative factors. By exploring the implications of this
expanded dual‐capacity perspective, a more encompassing
theory of the determinants of communkation media use in
organizations is proposed. Copyright © 1992, Wiley
Blackwell. All rights reserved},
Doi = {10.1111/j.1468-2958.1992.tb00572.x},
Key = {fds327521}
}
@misc{fds327525,
Author = {Sitkin, SB and Bies, R},
Title = {Explanation as legitimation: Excuse-making in
organizations},
Pages = {183-198},
Booktitle = {Explaining one's self to others: Reason-giving in a social
context},
Publisher = {Lawrence Erlbaum Associates},
Editor = {McLaughlin, M and Cody, M and Read, S},
Year = {1991},
Key = {fds327525}
}
@misc{fds327532,
Author = {Sitkin, SB},
Title = {Founders and the elusiveness of a cultural
legacy},
Booktitle = {Organizational Culture},
Publisher = {SAGE Publications},
Editor = {Frost, P and Moorw, L and Louis, M and Lundberg, C and Martin,
J},
Year = {1985},
Key = {fds327532}
}
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