picture of the process by which relationship outcomes come about in interorganizational networks. <i>This paper was accepted …Past research has shown how outcomes in interorganizational relationships are influenced by the characteristics of the … perspective by positing that relationship outcomes are also influenced by social comparison processes involving perceptions of a …

may have dysfunctional consequences even if decision makers do not process the information incorrectly. Using the results …This paper describes a phenomenon called "locally rational" decision-making, in which the mere presence of information … from an experiment conducted with a strategic market simulation game, we find that the accessibility of information results …

Process reengineering advocates making radical changes in how processing systems are structured, such as moving away …

framework is denoted by Y = F(C) where Y is the set of outcomes or consequences of a process, C is the set of considerations or … elements in the process, and F is the network linking the considerations to each other and to the outcomes. The properties of …A process is a time-dependent sequence of events governed by a process framework. A group process has five components …

explanation of retention. <i>This paper was accepted by Bruno Cassiman, business strategy.</i> …

supervision will be more common when valuable resources are rare. <i>This paper was accepted by Bruno Cassiman, business strategy.</i> …

likely to diversify in equilibrium, even though managers can exploit asymmetric information about their ability to raise … exploit asymmetric information about their own ability to time diversification decisions; yet, the discipline of markets … strategy.</i> …

groups are based on 27 measured elements of corporate environment, corporate strategy, and formal and informal organization … heavily in innovation perform best financially. A smaller group of firms that are not innovative but which follow a strategy … of acquisition perform nearly as well financially. Firms focusing research resources on process innovation perform poorly …