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dc.contributor.authorAnderson, Peter J.en_US
dc.contributor.authorBlatt, Ruthen_US
dc.contributor.authorChristianson, Marlys K.en_US
dc.contributor.authorGrant, Adam M.en_US
dc.contributor.authorMarquis, Christopheren_US
dc.contributor.authorNewman, Eric J.en_US
dc.contributor.authorSonenshein, Scotten_US
dc.contributor.authorSutcliffe, Kathleen M.
dc.date.accessioned2014-06-13T17:45:34Z
dc.date.available2014-06-13T17:45:34Z
dc.date.issued2006-06-01en_US
dc.identifier.citationJournal of Management Inquiry 15, no. 2 (June 2006): 102-113en_US
dc.identifier.urihttps://hdl.handle.net/1813/36453
dc.description.abstractSocial mechanisms are theoretical cogs and wheels that explain how and why one thing leads to another. Mechanisms can run from macro to micro (e.g., explaining the effects of organizational socialization practices or compensation systems on individual actions), micro to micro (e.g., social comparison processes), or micro to macro (e.g., how cognitively limited persons can be aggregated into a smart bureaucracy). Explanations in organization theory are typically rife with mechanisms, but they are often implicit. In this article, the authors focus on social mechanisms and explore challenges in pursuing a mechanisms approach. They argue that organization theories will be enriched if scholars expend more effort to understand and clarify the social mechanisms at play in their work and move beyond thinking about individual variables and the links between them to considering the bigger picture of action in its entirety.en_US
dc.language.isoen_USen_US
dc.publisherJournal of Management Inquiryen_US
dc.titleUnderstanding Mechanisms in Organizational Researchen_US
dc.typearticleen_US


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