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Exploring Intuition and its Role in Managerial Decision Making
We review and reconceptualize “intuition,” defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuitionExpand
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Constructing Professional Identity: The Role of Work and Identity Learning Cycles in the Customization of Identity Among Medical Residents
Through a six-year qualitative study of medical residents, we build theory about professional identity construction. We found that identity construction was triggered by work-identity integrityExpand
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The Good, the Bad, and the Ambivalent: Managing Identification among Amway Distributors
An ethnographic study of distributors for Amway, a network marketing organization, examines the practices and processes involved in managing members' organizational identification. It shows that thisExpand
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Classifying Managerial Responses to Multiple Organizational Identities
We examine the phenomenon of multiple organizational identities and suggest that they can be managed in organizations by changing the number of (identity plurality) or relationships among (identityExpand
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Identity, intended image, construed image, and gnreputation: An interdisciplinary framework and suggested terminology
Many scholars across various academic disciplines are investigating the following questions: What do individuals know or believe about an organization? How does a focal organization (and/or otherExpand
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The Cultures of Work Organizations.
1. How and Why Organizations are Cultures. 2. The Substance of Organizational Cultures. 3. Cultural Forms. 4. Organizational Passages and Cultural Continuity. 5. Occupational Subcultures. 6. OtherExpand
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Guiding Organizational Identity Through Aged Adolescence
In this article, the authors reflect on the past two decades of research on organizational identity, looking to its history and to its future. They do not provide a review of the literature, nor doExpand
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There's No Place like Home? The Contributions of Work and Nonwork Creativity Support to Employees' Creative Performance
We examined relations between creative performance and the extent to which employees received support for creativity from both work (supervisors/coworkers) and non-work (family/friends) sources. WeExpand
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