Show simple item record

dc.contributor.authorBaron, James N.
dc.contributor.authorHannan, Michael T.
dc.contributor.authorBurton, M. Diane
dc.date.accessioned2020-11-17T17:25:11Z
dc.date.available2020-11-17T17:25:11Z
dc.date.issued2001-01-01
dc.identifier.other1028013
dc.identifier.urihttps://hdl.handle.net/1813/75784
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.language.isoen_US
dc.rightsRequired Publisher Statement: ©2001 by the University of Chicago Press.
dc.subjectemployment relations
dc.subjectmanagement
dc.subjectorganizations
dc.subjectturnover
dc.subjecthigh technology
dc.subjecthuman resource management
dc.titleLabor Pains: Change in Organizational Models and Employee Turnover in Young, High-Tech Firms
dc.typearticle
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: mdb238@cornell.edu Cornell University


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record

Statistics