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Conventional wisdom suggests that when institutional logics overlap, the production of hybrids signifies collapse, blending, or easy coexistence. The author provides an alternative interpretation: hybrids can maintain a distinctive boundary and can emerge from contestation, not coexistence. This alternative interpretation is grounded in an analysis of a(More)
Four experiments show that gender diVerences in the propensity to initiate negotiations may be explained by diVerential treatment of men and women when they attempt to negotiate. In Experiments 1 and 2, participants evaluated written accounts of candidates who did or did not initiate negotiations for higher compensation. Evaluators penalized female(More)
Organizational theories, especially ecological perspectives, emphasize the disruptive effects of change. However, the mechanisms producing these effects are seldom examined explicitly. This paper examines one such mechanism—employee turnover. Analyzing a sample of high-technology start-ups, we show that changes in the employment models or blueprints(More)
Entrepreneurial ventures rely not only on founders, but also on “joiners” – individuals who are attracted to working in startups as employees but who do not want to be founders themselves. We examine the role of individual preferences and social-contextual influences in shaping founder and joiner orientations prior to the first career transition. In doing(More)
This article examines how workers respond to changes in the racial composition of their workplaces. An analysis of the job histories of new hires into multiple workgroups within a single firm reveals path dependence in the effects of group composition on turnover. Exit rates are inversely related to the level of same-race representation at the time of(More)
Conceptualizing new knowledge development as a process of search and recombination, we suggest that a focus on individual productivity alone presents an undersocialized view of human capital. Rather, we emphasize the importance of embedded relationships by individuals to effectively perform knowledge-generating activities. We rely on intraorganizational(More)