Comportamiento Organizacional

®Como se describe en P. C. Yeager, “Analyzing C orporate Offenses: Progress and Prospects", en W. C. Frederick y L. E. P reston (eds.), B u sb \ess Ethics: Research Issu e s and Bnjplrical StufKes, (Greenwich, CT: JAI Press, 1990), p. 174. Victor y J . B. Cullen. "The O rganizational B ases of Ethical Work Climates", Aflm/nlstratlife Science Quarterly, marzo de 1988. pp. 101*25. *V éase, por ejemplo, T.E. Deal y A. A. Kennedy. Corporate Cultures, (Reading, MA: Addison.Wesley. 1982); y T. J. Peters y R. H. W aterm an, Jr., In Search o f Excellence, (Nueva York; Harper A Row. 1982). P ara u n argum ento contrario, véase G. S. Safibld HI, “C ulture T raits, S trength, and O rganizational Performance: Moving Beyond Strong" Culture". Academy o f Management RetUcw, octubre de 1988, pp. 546*58. W iener, "Form s of V alue System s: A Focus on O rganizational E ffectiveness an d C u ltu ral Change a n d M ain ten an ce“, A cadem y o f Managem ent Review , octub re de 1988, p. 536. *^R. T. Mowday, L. W. Porter y R. M. Steers, Employee-Organlzatlon Linkages; The Psychology q f Commitment, Absenteeism , a n d Turnover, (NuevaYork: Academic Press, 1982). ^*7. E. Deal y A. A. Kennedy, "Culture: A New Look T hrough Old Lenses", Joum af o f Applied Behavioral Science, noviembre de 1983, p. 501. *^M. Langley, "AT&T Has Call for a New Corp>orate C u ltu re “, The Wall Street Journal, 28 do febrero de 1984, p. 24; S. P. Feldm an. "Culture a n d Conform ity: An E ssay on Individual A daptation in Centralized Bureaucracy". Hu/nan Reíaffoíís, abril de 1985, pp. 341*56: y J . J. Keller. "Bob Allen Is T urning ATfitT into a Live Wire", Biisin<»ss Week, 6 de noviembre de 1989, pp. 140*52. *®E. H. S ch tin , "The Role of the Founder in C reating O rganizational Culture". Organl- zatloiial Dynamics, vernno dv ]983, pp. 13*28. '^G. Siilaman, “The Sociology of A ssessm ent; The Regular C omm issions Board Asses* sm en t Procedure", e n People and Organízaííoíis; Media Booklet II. (Milton Keynes. England: Open University Press. 1974). Véase tam bién J . A. C h atm an , "Matching People a n d O rgani­ zations: Selection an d Socialization in Public A ccounting Firms", Adm inistrative Science Quarterly, septiem bre de 1991, pp. 459*84. *®R. Pascale. "The Paradox of Corporate C ulture’: ReconcU lngOurselves to Socialization", California Management Review, invierno de 1985, pp. 26-27. i9“Who‘s Afrnld of IBM?". B u sin ess Week, 29 de Junlo de 1987, p. 72. C. Hambrick y P. A. Mason, "Upper Echelons: The O rganization a s a Reflection of Its Top Managers", AcadPinyo/'ManagcineiW Rcnicu*, abrll de 1984, pp. 193*206; B. P. Nlehoff. C. A. Enz y R. A. Grovcr, "The Impact of Top*Managemen( Actions on Employee A ttitudes and Perceptions", Group and Organization Studies, septiem bre de 1990, pp. 337*52; y H. M. Trice y J. M. Beyer, “C ultural Leadership in O rganizations", Organízaífo» Science, mayo de 1991, pp. 149-69. ^^“C ulture Shock at Xerox", B u sin essW eek. 22 de Junio de 1987. pp. 1. 6 -1 0 ;y T. Vogel. “At Xerox, They’re S hou ting 'O n ce More into the B reach’“, B usiness WeeJc. 23 d e ju llo de 1990, pp. 62-63. ^V éase, por ejemplo, R. L. Falcione y C. E. Wilson. "Socialization Processes In O rgani­ zations", en G. M. Goldhar y G. A. B arnett (eds.). H andbooko/O ryaíiízafío/iaíCo/ninunícaíton, (Norwood, NJ: Ablex Publishing. 1988), pp. 151-70; N.J. Allen y J.P . Meyer, “O rganizational Socialization Tactics: A Longitudinal Analysis of Links to Newcomers’ Comm itm ent an d Role O rientation", Academy o/'Mafiagemenf Joum af, dlclem b red e 1990, pp. 847-58; V. D. Miller y F. M. Jab lln , "Information Seeking D uring O rganizational Entry: Influences, Tactics, an d a Model of th e Process", Academy o/M anayc/ncnfíienieu), enero de 1991, pp. 92*120; y C h atm an , “Matching People and O rganizations: Selection and Socialization in Public Accounting Firms". ^^J. Van M aanen y E. H. Schein. "Career Development", en J . R. H ackm an y J . L. S u ttie (eds.). Improi^lng Life at Work, (Santa Monica. CA: Goodyear, 1977), pp. 58-62. ®^D. C. Feldm an. "The Multiple Socialization of O rganization Members". A cad em y o f Management Review, abrll de 1981, p. 310. ^®Van M aanen y S>cheln, “C areer Development", p. 59. ^V éase. C. Lindsay, “Paradoxes of O rganizational Diversity: Living W ithin th e P arado­ xes". e n L. R. J a u c h y J . L. Wall (eds.). Proceedings o f the 50tii A cadem y o f Management Conference, (Siin Francisco, 1990). pp. 374*78. ^®W. Rodgers. ThUxk, (NuevaYork: S tein & Day, 1969), pp. 153-54. ^®D. M. Boje, "The Storytelling O rganization: A S tudy of Story Perform ance In a n Offlce.Supply Firm", Adfní/iísíraíítte Science Quarterty, marzo de 1991. pp. 106*26; y C. H. D eutsch. “The Parables of C orporate Culture". The N ew York Times, 13 de o ctub re de 1991. p. F25. ®®A. M. Pettigrew, “On Studying O rganizational Cultures", AdtnUilstrative Science Quar- terty. diciembre de 1979, p. 576. ^‘/bid.