A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

/pdf/role-congruity-theory-of-prejudice-toward-female-leaders-4ldbwpzzgm.pdf

Role congruity theory of prejudice toward female leaders.

A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

Knowledge Management: An Organizational Capabilities Perspective

As well as review the literature on the notion of institutional entrepreneurship introduced by Paul DiMaggio in 1988, we propose a model of the process of institutional entrepreneurship We first present theoretical and definitional issues associated with the concept and propose a conceptual account of institutional entrepreneurship that helps to accommodate them We then present the different phases of the process of institutional entrepreneurship from the emergence of institutional entrepreneurs to their implementation of change Finally, we highlight future directions for research on institutional entrepreneurship, and conclude with a discussion of its role in strengthening institutional theory as well as, more broadly, the field of organization studies

/pdf/how-actors-change-institutions-towards-a-theory-of-157mc7o554.pdf

How actors change institutions : Towards a theory of institutional entrepreneurship

As change becomes a constant in organizational life, middle managers charged with interpreting, communicating, and implementing change often struggle for meaning. To explore change and managerial s...

Organizational Change and Managerial Sensemaking: Working Through Paradox

Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction located “over there” in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inactions and that resistance can be a resource for change. We conclude by proposing how resistance might be restructured.

/pdf/resistance-to-change-the-rest-of-the-story-22p3xxn3pe.pdf

Resistance to Change: The Rest of the Story

In this book, the authors present case studies of organizational change at leading companies. Essays by the authors introduce each section and look at the cases as instructive models for how to institute change in the corporation - or in some situations - how not to. In the first section, on "emergent change", studies of Apple Computer, Sears and Bendix, among others, illustrate environmental and cyclical change. The second section on "forced change" draws on the examples of Safeway, AT & T, the Western-Delta takeover, downsizing at Xerox and restructuring at Lucky Stores, to show how companies change under intense pressure. The third section, on "engineered" change, shows the effect of "changemasters" on the evolution of Kodak, British Air, and General Electric, and the role of unions at General Motors and Eastern Airlines. The book concludes with the prospects for the future of deliberate change.

The Challenge of organizational change : how companies experience it and leaders guide it

[Excerpt] Overall, this book is an important contribution to the organizational studies literature. The BigThree Model and the case studies supporting it provide new insights regarding the ways in which changes affect individuals and organizations. Further theoretical developments should build on this framework, and incorporate elements of this model into more detailed schemas of change. The authors have exposed many new research questions and provided many lessons for practitioners. I look forward to additional work from

The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It.

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The Challenge of organizational change : how companies experience it and leaders guide it

The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It.