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dc.contributor.authorBaron, James N.
dc.contributor.authorHannan, Michael T.
dc.contributor.authorBurton, M. Diane
dc.description.abstract[Excerpt] Organizational theories, especially ecological perspectives, emphasize the disruptive effects of change. However, the mechanisms producing these effects are seldom examined explicitly. This article ex-amines one such mechanism-employee turnover. Analyzing a sample of high-technology start-ups, we show that changes in the employment models or blueprints embraced by organizational leaders increase turnover, which in turn adversely affects subsequent organizational performance. Turnover associated with organizational change appears to be concentrated among the most senior employees, suggesting "old guard disenchantment" as the primary cause. The results are consistent with the claim of neoinstitutionalist scholars that founders impose cultural blueprints on nascent organizations and with the claim of organizational ecologists that altering such blueprints is disruptive and destabilizing.
dc.rightsRequired Publisher Statement: ©2001 by the University of Chicago Press.
dc.subjectemployment relations
dc.subjecthigh technology
dc.subjecthuman resource management
dc.titleLabor Pains: Change in Organizational Models and Employee Turnover in Young, High-Tech Firms
dc.description.legacydownloadsBurton7_Labor_Pains.pdf: 3680 downloads, before Oct. 1, 2020.
local.authorAffiliationBaron, James N.: Stanford University
local.authorAffiliationHannan, Michael T.: Stanford University
local.authorAffiliationBurton, M. Diane: Cornell University

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