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· Discussion

· Participate in a Discussion in which you will reflect on course concepts.

Course Overview

As your study in this course draws to a close, it is important to integrate the course content to ensure a comprehensive understanding of the concepts presented in each module. It is also important to step back and reflect on new levels of understanding, skills, and knowledge that you developed as a result of your efforts throughout this course. It is particularly important to reflect on the course outcomes (what you were intended to learn in this course).

Course Outcomes

1. Understand creativity and innovation theories, concepts, and research directions (Module 1).

2. Detect possible future research related to creativity and innovation (Module 1).

3. Understand work groups and teams theories, concepts, and research directions. (Module 2).

4. Detect possible future research related to work groups and teams. (Module 2).

5. Understand organizational change theories, concepts, and research directions (Module 3).

6. Detect possible future research related to organizational change (Module 3).

7. Have an advanced understanding of the internal and external theories and tools of strategic management. (Module 4).

8. Identify and understand the relevance of multi-level/ cross-disciplinary and single levels of analysis. (Module 4).

9. Develop an enhanced understanding of the dominant paradigm in the study of strategic management. (Module 4).

10. Understand agency theory, concepts, and research directions. (Module 5)

11. Detect possible future research related to agency theory. (Module 5)

12. Reflect upon and integrate course concepts (Module 6).

NOTE: ABOUT 200 WORDS

COURSE MATERIALS/BIBLIOGRAPHY

Module 1

Required Materials

Drazin, R., Glynn, M. A., & Kazanjian, R.K. (1999). Multilevel theorizing about creativity in organizations: A sensemaking perspective. Academy of Management Review, 24, 286-307.

Unsworth, K. (2001). Unpacking creativity. Academy of Management Review, 26, 289-297.

Tagger, S. (2002). Individual creativity and group ability to utilize individual creative resources: A multilevel model. Academy of Management Journal, 45, 315-330.

Zhou, J., & George, J.M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44, 682-696.

Optional Materials

Fiol, C. M. (1996). Squeezing harder doesn’t always work: Continuing the search for consistency in innovation research. Academy of Management Review, 21, 1012-1021.

Amabile, T. M., Conti, R. Coon, H., Laxenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39, 1154-1184

Shalley, C. E. (1995). Effects of coaction, expected evaluation, and goal-setting on creativity and productivity. Academy of Management Journal, 38, 483-503.

Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18, 293-321.

Module 2

Required Reading

Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams.Administrative Science Quarterly, 38, 408-437.

Alexander, L., & Van Knippenberg, D. (2014). Teams in Pursuit of Radical Innovation: A Goal Orientation Perspective. Academy Of Management Review, 39(4), 423-438. Doi:10.5465/Amr.2012.0044

George, J. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75, 2, 107-116.

Ilgen, D. R., Hollenbeck, J. R., Johnson, M. & Jundt, D. (2005). Teams in organizations: From I-P-O Models to IMOI models. Annual Review of Psychology, 56, 517-543.

Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.

Optional Reading

Barrick, Stewart, Neubert, & Mount (1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83, 377-391.

Barry, B. & Stewart, G. L. (1997). Composition, process, and performance in self-managed groups: The role of personality. Journal of Applied Psychology, 82, 62-78.

Bunderson, J. S. (2003). Recognizing and utilizing expertise in work groups: A status characteristics perspective. Administrative Science Quarterly, 48, 557-591.

Johnson, M. D., Hollenbeck, J. R., Humphrey, S. E., Ilgen, D. R., Jundt, D. K., & Meyer, C. J. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103-119.

Morgeson, F. P. (2005). The external leadership of self-managing teams: Intervening in the context of novel and disruptive events. Journal of Applied Psychology, 90, 497-508.

Sherony, K. M. & Green, S. G. (2002). Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. Journal of Applied Psychology, 87, 542-548.

Module 3

Required Materials

Battilana, J., & Casciaro, T. (2012). Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change. Academy Of Management Journal, 55(2), 381-398.

Caldwell, S. D., Herold, D. M., & Fedor, D. B. (2004). Toward an Understanding of the Relationships among Organizational Change, Individual Differences, and Changes in Person-Environment Fit: A Cross-Level Study. Journal of Applied Psychology, 89(5), 868-882. doi:10.1037/0021-9010.89.5.868

Dutton, J. E., Ashford, S. J., O’Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 44, 716-736.

Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87, 474-487.

Judge, T. A., Thoresen, C. J., Pucik, V., & Welbourne, T. M. 1999. Managerial coping with organizational change: A dispositional perspective. Journal of Applied Psychology, 84: 107 – 122.

Optional Materials

Kabanoff, B., Waldersee, R, & Cohen, M. 1995. Espoused values and organizational change themes. Academy of Management Journal, 38: 1075 – 1104.

Lam, S. S. K., & Schaubroeck, J. (2000). A field experiment testing frontline opinion leaders as change agents. Journal of Applied Psychology, 85, 987-995.

Lau, C. M., & Woodman, R. W. 1995. Understanding organizational change: A schematic perspective. Academy of Management Journal, 38: 537 – 554.

LePine, J. A., Colquitt, J. A., & Erez, A. (2000). Adaptability to changing task contexts: Effects of general cognitive ability, conscientiousness, and openness to experience. Personnel Psychology, 53, 563-593.

Module 4

Required Reading

Schroeder, R. G., Bates, K. A., & Junttila, M. A. (2002). A resource-based view of manufacturing strategy and the relationship to manufacturing performance. Strategic Management Journal, 23(2), 105-117.

Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.

Peteraf, M. A. (1993). The cornerstone of competitive advantage: A resource-based view. Strategic Management Journal, 14, 179-191.

Priem, R. & Butler, J. (2001). Is the resource-based view a useful perspective for strategic management research? Academy of Management Review, 22-40.

Adner, R. & Helfat, C. R. (2003). Corporate effects and dynamic managerial capabilities.” Strategic Management Journal, 1011-1025.

Oh, W., & Pinsonneault, A. (2007). On The Assessment of the Strategic Value of Information Technologies: Conceptual and Analytical Approaches. MIS Quarterly, 31(2), 239-265.

Kirca, A. H., Hult, G. T., Roth, K., Cavusgil, S. T., Perry, M., Akdeniz, M. B., Deligonul, S., Mena, J. A., Pollitte, W. A., Hoppner, J. J., Miller, J. C., & White, R. C. (2011). Firm-specific assets, multinationality, and financial performance: A meta-analytic review and theoretical integration. Academy of Management Journal, 54(1), 47-72. . doi: 0.5465/AMJ.2011.59215090

Optional Reading

Hatch, N. & Dyer, J. (2004). Human capital and learning as a source of sustainable competitive advantage, Strategic Management Journal, 25, 1155-1178.

Stieglitz, N. & Heine, K. (2007). Innovations and the role of complementaries in a strategic theory of the firm, Strategic Management Journal, 28, 1-15.

Module 5

Required Reading

Argote, L., & Greve, H. R. (2007). A Behavioral Theory of the Firm - 40 years and counting: Introduction and impact. Organization Science, 18(3), 337-349. doi: 10.1287/orsc.1070.0280

Eisenhardt, K. M. (1989). Agency theory - an assessment and review. Academy of Management Review, 14(1), 57-74. doi: 10.2307/258191

Shapiro, S. P. (2005). Agency theory Annual Review of Sociology (Vol. 31, pp. 263-284).

Bahli, B; Rivard, S (2003). The information technology outsourcing risk: a transaction cost and agency theory-based perspective. Journal of Information Technology. Volume: 18 Issue: 3 Pages: 211-221 Published: Sep 2003

Eisenhardt, K. M. (1988). Agency-theory and institutional-theory explanations - the case of retail sales compensation. Academy of Management Journal Volume: 31 Issue: 3 Pages: 488-511 Published: Sep 1988

Optional Reading

Hill, C., Jones, T. M. (1992). Stakeholder-agency theory. Journal of Management Studies Volume: 29 Issue: 2 Pages: 131-154 Published: Mar 1992

Gomezmejia, L. R.; Balkin, D. B. (1992). Determinants of faculty pay - an agency theory perspective. Academy of Management Journal Volume: 35 Issue: 5 Pages: 921-955 Published: Dec 1992

Tosi, H. L., Gomezmejia, L. R. (1989). The decoupling of CEO pay and performance - an agency theory perspective. Administrative Science Quarterly Volume: 34 Issue: 2 Pages: 169-189 Published: Jun 1989