INTRODUCTION ; 1. The Process of Developing Mangement Theory ; PART I: INDIVIDUALS AND THEIR ENVIRONMENT ; 2. The Evolution of Social Cognitive Theory ; 3. Image Theory ; 4. The Road to Fairness and Beyond ; 5. Proactive Individualism ; 6. Upper Echelons Theory: Origins, Twists and Turns, and Lessons Learned ; 7. Goal Setting Theory: Theory Building by Induction ; 8. How Job Characteristics Theory Happened ; 9. Do Employee Attitudes Towards Organizations Matter? The Study of Employee Commitment to Organizations ; 10. Developing Psychological Contract Theory ; 11. The Escalation of Commitment: Steps Toward an Organizational Theory ; 12. On the Origins of Expectancy Theory ; PART II: BEHAVIOR OF ORGANIZATIONS ; 13. Double-Loop Learning in Organizations: A Theory of Action Perspective ; 14. Where Does Inequality Come From? The Personal and Intellectual Roots of Resource-Based Theory ; 15. Organizational Effectiveness: Its Demise and Re-Emergence Through Positive Organizational Scholarship ; 16. Managerial and Organizational Cognition: Islands of Coherence ; 17. Develping Theory About the Development of Theory ; 18. Managing Organizational Knowledge: Theoretical and Methodological Foundations ; 19. The Experience of Theorizing: Sensemaking as Topic and Resource ; PART III: ENVIRONMENTAL CONTINGENCIES AND ORGANIZATIONS ; 20. The Development of Stakeholder Theory: An Idiosyncratic Approach ; 21. Developing Resouce Dependence Theory: How Theory is Affected by its Environment ; 22. Institutional Theroy: Contributing to a Theoretical Research Program ; 23. Transaction Cost Economics: The Process of Theory Development ; 24. Developing Evolutionary Theory for Economics and Management ; 25. An Evolutionary Approach to Institutions and Social Construction: Process and Structure ; CONCLUSION ; 26. Learning How to Develop Theory from the Masters
Ken G. Smith is the Dean's Chaired Professor of Business Strategy at the Robert H. Smith School of Business at the University of Maryland at College Park. Professor Smith is a former editor of the Academy of Management Review, and has co-authored and edited books on strategy and organizational cooperation. He is currently th eVice President and Program Chair of the Academy of Management. Michael A. Hitt is a Distinguished Professor and holds the Joseph Foster Chair in Business Leadership and the C.W. and Dorothy Conn Chair in New Ventures at Texas A&M University.Professor Hitt has written and edited numerous books and articles, including recently Mergers and Acquisitions: A Guide to Creating Value for Stakeholders (OUP, 2001). Professor Hitt has received awards for his writing and research, including the Distinguished Service Award from the Academy of Management in 2001.
...what the book delivers is two-fold. First it provides the reader with a vista of the current management landscape featuring some of the prominent theories that have evolved in the field. Secondly it provides insights into the process of theory development through original accounts by theory developers. On both scores the book is valuable...I would recommend the book to anyone who is interested in theory building, especially to those who are keen to probe how it is accomplished in an interdisciplinary, applied field such as management. * M@n@gement *