Social science theories can become self-fulfilling because they shape institutional designs and management practices as well as social norms and expectations about behavior, thereby creating the behavior they predict. Social theories also perpetuate themselves to the extent they promulgate...

Public opinion research shows that most people espouse egalitarian ideals and acknowledge substantial income inequality in society, but they consistently perceive the economic system to be highly fair and legitimate. In an attempt to better understand this paradox by considering the cognitive...

Although most of the research and public pressure concerning sustainability has been focused on the effects of business and organizational activity on the physical environment, companies and their management practices profoundly affect the human and social environment as well. This article...

People acquire ways of thinking about time partly in and from work organizations, where the control and measurement of time use is a prominent feature of modern management — an inevitable consequence of employees selling their time for money. In this paper, we theorize about the role...

Entrepreneurship is risky. Most new technologies and new businesses fail. Shane (2008) reported that 25% of new businesses failed in the first year and that by the fifth year, fewer than half had survived. In the United Kingdom, Stark (2001) presented data showing a 75% failure rate for small...

Using longitudinal data from the British Household Panel Survey, the authors examine how individuals' employment compensation - salaried or hourly - affects their decisions to trade time for money. Results indicate that there is a positive association between hourly wages and a desire to...

This paper compares how managers value knowledge from internal and external sources. Although many theories account for favoritism toward insiders, we find that preferences for knowledge obtained from outsiders are also prevalent. Two complementary case studies and survey data from managers...

This paper compares how managers value knowledge from internal and external sources. Although many theories account for favoritism toward insiders, we find that preferences for knowledge obtained from outsiders are also prevalent. Two complementary case studies and survey data from managers...