Working Papers

These papers are working drafts of research which often appear in final form in academic journals. The published versions may differ from the working versions provided here.

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Matthew Corritore, Amir Goldberg, Sameer B. Srivastava
July 2017

This article deepens our understanding of how the culture of an organization can reflect its underlying capacity for execution and creative exploration and thereby foreshadow how it

John-Paul Ferguson, Rembrand Koning
June 18, 2017

Racial segregation between American workplaces is greater today than it was a generation ago. This increase has happened alongside the declines in within-establishment occupational segregation on which most prior research has focused. We examine more...

Mary-Hunter McDonnell, Sarah A. Soule, Brayden King
May 7, 2017

Scholars agree that the tenor of a firms’ past interactions with contentious activists - which represent a strong signal of the openness of a firm’s opportunity structures - impacts the likelihood that the firm will...

Amir Goldberg, Sarah K. Stein
May 2017

Network models of diffusion predominantly think about cultural variation as a product of “social contagion.” But culture does not spread like a virus. In this paper, we

Gabriel Doyle, Amir Goldberg, Sameer B. Srivastava, Michael C. Frank
March 1, 2017

Cultural fit is widely believed to affect the success of individuals and the groups to which they belong. Yet

Adina Sterling, C. Rider

Preparing for submission

Adina Sterling, R. Galperin, O. Hahl, J. Guo

Under Review, American Sociological Review

Adina Sterling, Roberto M. Fernandez
June 2016

Under 2nd Review, Management Science

Women pursue managerial credentials at nearly the same rate as men but evidence suggests they receive lower salaries from the onset of their managerial careers. While demand-side contributions to this gender...

Robert A. Burgelman
March 7, 2016

This paper examines Meg Whitman’s tenure as HP’s CEO from September 2011 till March 2016. It considers the external contextual forces shaping radical changes in the information technology industry as well as the internal contextual...

Robert A. Burgelman
January 2016

This paper conceptualizes HP’s history of becoming between 1939 and 2015 in terms of an integral process overview encompassing seven distinct epochs and associated corporate transformations, and discusses the differential contributions of successive CEOs to...

Amir Goldberg, Sameer B. Srivastava, V. Govind Manian, Christopher Potts
December 8, 2015

How do people adapt to organizational culture and what are the consequences for their outcomes in the organization? These fundamental questions about culture have previously been examined using self-report measures, which are subject to reporting...

Amir Goldberg, Sameer B. Srivastava, V. Govind Manian, Will Monroe, Christopher Potts
September 15, 2015

A recurring theme in sociological research is the tradeoff between fitting in and standing out. Prior work examining this tension has tended to take either a network structural or a cultural perspective. We instead fuse...

John-Paul Ferguson, Gianluca Carnabuci
July 2015

Theories of innovation and technical change posit that inventions that combine knowledge across technology domains have greater impact than inventions drawn from a single domain. The evidence for this claim comes mostly from research on...

Ran Duchin, Amir Goldberg, Denis Sosyura
March 20, 2015

Using hand-collected data on divisional managers at conglomerates, we find that a change in industry surplus in one division generates large spillovers on managerial payoffs in other divisions of the same firm. These spillovers arise...

Robert A. Burgelman
March 2015

This paper discusses the phenomenon of “built to become:” an open-ended ongoing process for which there is no grand ex ante plan possible and which unfolds through a series of transformations in the course of...

Mary-Hunter McDonnell, Brayden King, Sarah A. Soule

This project explores whether and how corporations become more receptive to social activist challenges over time. Drawing from social movement theory, we suggest a dynamic process through which contentious interactions lead to increased receptivity. We...

Elizabeth G. Pontikes, William P. Barnett
August 2014
It is known that organizations benefit from stability, but that they often are compelled to change by circumstances. We argue that the relationship between organizational stability and change hinges on a key distinction between an organization changing...
David W. Lehman, Balázs Kovács, Glenn R. Carroll
June 4, 2014

Organization theory highlights the spread of norms of rationality in contemporary life. Yet rationality does not always spread without friction; individuals often act based on other beliefs and norms. We explore this problem in the...

Charles A. O’Reilly, Michael L. Tushman

Organizational ambidexterity refers to the ability of an organization to both explore and exploitto compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies...