How do subsidiaries respond to normative demands from both their headquarters and local external constituents? We propose that subsidiaries pay varying levels of attention to either demands depending on their peers' norm-conforming behavior, resulting in heterogeneous practice implementation. We...

Beside making organizations look like their peers through the adoption of similar attributes (which we call alignment), this paper highlights the fact that conformity also enables organizations to stand out by exhibiting highly salient attributes key to their field or industry (which we call...

Der vorliegende Beitrag berichtet über fragwürdiges Unternehmensverhalten. Wir gehen auf Fälle ein, die einiges Aufsehen erregt haben. Ziel unserer Darlegungen ist es, einen Beitrag zur Erklärung der "Bad Practices" zu leisten, die hierbei zur Anwendung kamen. Primär geht es uns um die...

Organization differ in the degree to which they differentiate employees by ability. We analyse how the effect of differentiation on employee morale may explain this variation. By comparing employees using ordinary talk, a manager boosts the self-image of some, but hurts that of others. Whether...

When managers are sufficiently guided by social preferences, incentive provision through an organizational mode based on informal implicit contracts may provide a cost-effective alternative to a more formal mode based on explicit contracts and monitoring. This paper reports the results from a...

In this paper we want to analyze the internal divisional structure within an organi-zation in the framework of incomplete contract theory. We use the framework of Aghionand Tirole (1997) and define the managerial control structure as sequence of search.A key feature of this paper which...

Humiliating organizations are those which systematically humiliate their customers, employees, suppliers, or other groups significantly related to the organization. This paper, firstly, aims to identify characteristics of humiliating versus decent organizational actions vis a vis the individual....