Table of Contents
Introduction ix
PART I. DEBATES IN ORGANIZATION SCIENCE 1 (104)
Collaboration or Paradigm Shift? Caveat 3 (16)
Emptor and the Risk of Romance with Economic
Models for Strategy and Policy Research
Paul M. Hirsch
Ray Friedman
Mitchell P. Koza
The Myth of a Monolithic Economics: 19 (20)
Fundamental Assumptions and the Use of
Economic Models in Policy and Strategy
Research
William S. Hesterly
Todd R. Zenger
Barriers to the Advance of Organizational 39 (24)
Science: Paradigm Development as a Dependent
Variable
Jeffrey Pfeffer
Style as Theory 63 (20)
John Van Maanen
Mortality Reproducibility and the Persistence 83 (10)
of Styles of Theory
Jeffrey Pfeffer
Fear and Loathing in Organization Studies 93 (12)
John Van Maanen
PART II. DISCOURSES ABOUT ORGANIZATION SCIENCE 105(110)
Two Dimensions: Four Paradigms 107(16)
Gibson Burrell
Gareth Morgan
Describing Differences in Approaches to 123(30)
Organization Science: Rethinking Burrell and
Morgan and Their Legacy
Stanley Deetz
From Quicksand to Crossroads: An Agnostic 153(18)
Perspective on Conversation
Walter R. Nord
Ann F. Connell
Organizational Performance as a Dependent 171(8)
Variable
James G. March
Robert I. Sutton
Writing Organizational Tales: Four Authors 179(22)
and Their Stories About Culture Introduction
Dvora Yanow
Harrison M. Trice
Janice M. Beyer
Gideon Kunda
Joanne Martin
Linda Smircich
Critical Issues in Organization Science: A 201(14)
Dialogue, Part 1
John M. Jermier
Stewart R. Clegg
PART III. DIALOGUES AND DIRECTIONS 215(104)
Tempered Radicalism and the Politics of 217(28)
Ambivalence and Change
Debra E. Meyerson
Maureen A. Scully
The Virtues of Closet Qualitative Research 245(16)
Robert I. Sutton
Critical Issues in Organization Science: A 261(6)
Dialogue, Part 2
John M. Jermier
Stewart R. Clegg
``Soul Work'' in Organizations 267(26)
Philip H. Mirvis
Bridging Academia and Business: A Conversation 293(26)
Steve Kerr
PART IV. CONCLUSION
Peter Frost
Richard L. Daft
Arie Y. Lewin
About the Editors
