Administrative Science Quarterly

Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work aimed at advancing the study of organizational behavior and theory. Administrative Science Quarterly publishes both qualitative and quantitative work, in addition to purely theoretical papers.

Articles from Vol. 44, No. 4, December

Management Fashion: Lifecycles, Triggers, and Collective Learning Processes
This theory-development case study of the quality circle management fashion focuses on three features of management-knowledge entrepreneurs' discourse promoting or discrediting such fashions: its lifecycle, forces triggering stages in its lifecycle,...
Provisional Selves: Experimenting with Image and Identity in Professional Adaptation
This article describes how people adapt to new roles by experimenting with provisional selves that serve as trials for possible but not yet fully elaborated professional identities. Qualitative data collected from professionals in transition to more...
Sanctioning Systems, Decision Frames, and Cooperation
Three studies are used to examine how surveillance and sanctioning systems affect cooperative behavior in dilemma situations. The first two studies demonstrate that a weak sanctioning system results in less cooperation than no sanctioning system; furthermore,...
The Formation of Breakaway Organizations: Observations and a Process Model
Two qualitative studies examined the processes leading to the formation of breakaway organizations, which result when groups leave existing organizations to form new organizations. In the first study, analysis of interviews at 11 organizations in which...
The Social Construction of Organizational Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism
Arguing that knowledge in the social sciences is socially constructed through the selective interpretation of major works, we examine the fate of a classic article in organizational theory, DiMaggio and Powell's 1983 essay on institutional isomorphism....
Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes....