Edward J. Zajac

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In this paper we examine the use of the key informant methodology by researchers investigating interorganizational relationships. To increase the reliability of informant reports, the use of multiple informants has often been advocated. However, interorganizational research still tends to rely on single informants. Here, we investigate issues having to do(More)
Despite the widespread research use of Miles and Snow's typology of strategic orientations, there have been no systematic attempts to assess the reliability and validity of its various measures. The present work provides such an assessment using data collected at two points from over 400 organizations in the hospital industry. We examined dimensions of the(More)
This study develops a symbolic management perspective of strategic change to predict and test the antecedents and consequences of how firms frame strategic change. Using data from a sample of contemporary German corporations, we find support for our predictions that firms (1) use specific framing language that fits better with their divergent stakeholder(More)
have devoted increased scholarly attention to processes of institutionalization, or mechanisms by which organizational structures, policies, and practices acquire social legitimacy and ultimately become taken-for-granted as normatively appropriate in a population. From a neoinstitutional perspective, organizational structures and practices acquire(More)
UNMIXED SIGNALS: HOW REPUTATION AND STATUS AFFECT ALLIANCE FORMATION ITHAI STERN,* JANET M. DUKERICH, and EDWARD ZAJAC 1 Management and Organizations Department, Kellogg School of Management, Northwestern University, Evanston, Illinois, U.S.A. 2 Management Department, McCombs School of Business, University of Texas at Austin, Austin, Texas, U.S.A. 3(More)
This study investigated the relationship between two industry characteristics, technology and growth, and organizational culture. We examined this relationship by comparing the cultures of organizations within and across industries. Using 15 firms representing four industries in the service sector, we found that stable organizational culture dimensions(More)
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This study combines elements of the upper echelons and agency perspectives to resolve some of the ambiguity surrounding how corporate elites affect corporate strategy. We propose and test the notion that while differences in individual characteristics of corporate elites may imply different preferences for particular corporate strategies such as(More)