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Knee-deep in the Big Muddy: A study of escalating commitment to a chosen course of action.
It is commonly expected that individuals will reverse decisions or change behaviors which result in negative consequences. Yet, within investment decision contexts, negative consequences may actuallyExpand
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Threat-rigidity effects in organizational behavior: A multilevel analysis.
The authors wish to thank Jeanne Brett, Larry Cummings, Joanne Martin, J. P. Miller, and the anonymousASQ reviewers for their insightful comments on an earlier version of this paper. This paperExpand
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The Escalation of Commitment To a Course of Action
There are many instances in which individuals can become locked into a costly course of action. Because it is often possible for persons who have suffered a setback to recoup their losses through anExpand
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What Theory is Not
We are grateful to Steve Barley, Max Bazerman, Daniel Brass, Gary Alan Fine, Linda Pike, Robert Kahn, James March, Marshall Meyer, Keith Murnighan, Christine Oliver, and David Owens for theirExpand
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Affect and Creativity at Work
This study explored how affect relates to creativity at work. Using both quantitative and qualitative longitudinal data from the daily diaries of 222 employees in seven companies, we examined theExpand
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The consequences of turnover
SUMMARY The purpose of this paper is to reorient the study of turnover from an examination of the antecedents of leaving an organization to its consequences. Towards this end, a number of positive asExpand
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Individualism-collectivism and group creativity.
Current research in organizational behavior suggests that organizations should adopt collectivistic values because they promote cooperation and productivity, while individualistic values should beExpand
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What Bandwagons Bring: Effects of Popular Management Techniques on Corporate Performance, Reputation, and CEO Pay
This paper examines some of the important organizational consequences of popular management techniques. Using informational reports on quality, empowerment, and teams, as well as a measure of theExpand
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The Justification of Organizational Performance.
Barry M. Staw, Pamela 1. McKechnie, and Sheila M. Puffer Justification of organizational performance was investigated by testing for self-serving attributions in corporate annual reports. Letters toExpand
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