Diversity at a Critical Juncture: New Theories for a Complex Phenomenon.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 498, doi. 10.5465/amr.2019.0103
- By:
- Publication type:
- Article
Works matching IS 03637425 AND DT 2019 AND VI 44 AND IP 3
Results: 16
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Editors' Comments: There Is Nothing So Theoretical As Good Practice—A Call for Phenomenal Theory.
- Published in:
- 2019
- By:
- Publication type:
- Editorial
3
On Action, Embeddedness, and Institutional Change.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
4
How Do Theories Become Self-Fulfilling? Clarifying the Process of Barnesian Performativity.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
5
Instrumental Stakeholder Theory Makes Ethically Based Relationship Building Palatable to Managers Focused on the Bottom Line.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
6
Performing Theories, Transforming Organizations: A Reply to Marti and Gond.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
7
Why the Time Has Come to Retire Instrumental Stakeholder Theory.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
8
Performativity: Not a Destination but an Ongoing Journey.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
9
At the End of an Era: A Model and Three Tales of Memory, Perception, and Reality.
- Published in:
- 2019
- By:
- Publication type:
- Book Review
10
A Postpositivist Commentary on Self-Fulfilling Theories.
- Published in:
- 2019
- By:
- Publication type:
- Letter to the Editor
11
Loosening Categorical Thinking: Extending the Terrain of Theory and Research on Demographic Identities in Organizations.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 592, doi. 10.5465/amr.2017.0054
- By:
- Publication type:
- Article
12
MOSAIC: A Model of Stereotyping Through Associated and Intersectional Categories.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 643, doi. 10.5465/amr.2017.0109
- By:
- Publication type:
- Article
13
Diversity Initiative Effectiveness: A Typological Theory of Unintended Consequences.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 538, doi. 10.5465/amr.2017.0087
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- Publication type:
- Article
14
Social Class Transitioners: Their Cultural Abilities and Organizational Importance.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 618, doi. 10.5465/amr.2017.0065
- By:
- Publication type:
- Article
15
A Practice-Based Theory of Diversity: Respecifying (In)Equality in Organizations.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 518, doi. 10.5465/amr.2017.0062
- By:
- Publication type:
- Article
16
#BlackEmployeesMatter: Mega-Threats, Identity Fusion, and Enacting Positive Deviance in Organizations.
- Published in:
- Academy of Management Review, 2019, v. 44, n. 3, p. 564, doi. 10.5465/amr.2017.0127
- By:
- Publication type:
- Article