dinamica social libro

580 CAPÍTULO 17 Cultura organizacional
Organizations: Theory, Research & Practice (San Francisco: Berrett-
Koehler, 1993), pp. 162-170; y L. Grensing-Pophal, “Hiring to
Fit Your Corporate Culture”, HRMagazine, agosto de 1999, pp.
50-54.
20. K. Labich, “No More Crude at Texaco”, Fortune, 6 de septiembre
de 1999, pp. 205-212; y “Rooting Out Racism”, Business Week, 10 de
enero de 2000, p. 66.
21. A. F. Buono y J. L. Bowditch, The Human Side of Mergers and
Acquisitions: Managing Collisions Between People, Cultures, and Orga -
nization, (San Francisco: Jossey-Bass, 1989); S. Cartwright y C. L.
Cooper, “The Role of Culture Compatibility in Successful Orga -
nizational Marriages”, Academy of Management Executive, mayo de
1993, pp. 57-70; E. Krell, “Merging Corporate Cultures”, Training,
mayo de 2001, pp. 68-78; y R. A. Weber y C. F. Camerer, “Cultural
Conflict and Merger Failure: An Experimental Approach”,
Management Science, abril de 2003, pp. 400-412.
22. P. Gumbel, “Return to the Urge to Merge”, Time Europe Maga zine,
13 de julio de 2003, www.time.com/time/europe/magazine/article/0,13005,901030721-464418,00.html.
23. T. A. Lambert, L. T. Eby, y M. P. Reeves”, Predictors of
Networking Intensity and Network Quality Among White-Collar
Job Seekers”, Journal of Career Development, junio de 2006, pp.
351-365; y J. A. Thompson, “Proactive Personality and Job
Performance: A Social Capital Perspective”, Journal of Applied
Psychology, septiembre de 2005, pp. 1011-1017.
24. S. F. Gale, “Memo to AOL Time Warner: Why Mergers Fail-Case
Studies”, Workforce, febrero 2003, www.workforce.com; y W.
Bock, “Mergers, Bubbles, and Steve Case”, Wally Bock’s Monday
Memo, 20 de enero, 2003, www.mondaymemo.net/030120feature.htm.
25. E. H. Schein, “The Role of the Founder in Creating Orga -
nizational Culture”, Organizational Dynamics, verano de 1983,
pp. 13-28.
26. E. H. Schein, “Leadership and Organizational Culture”, en F.
Hesselbein, M. Goldsmith, y R. Beckhard (eds.), The Leader of the
Future (San Francisco: Jossey-Bass, 1996), pp. 61-62.
27. Ver, por ejemplo, J. R. Harrison y G. R. Carroll, “Keeping the
Faith: A Model of Cultural Transmission in Formal
Organizations”, Administrative Science Quarterly, diciembre de
1991, pp. 552-582; ver también G. George, R. G. Sleeth, y M. A.
Siders, “Organizational Culture: Leader Roles, Behaviors, and
Reinforcement Mechanisms”, Journal of Business & Psychology,
verano de 1999, pp. 545-560.
28. B. Schneider, “The people Make the Place”, Personnel Psychology,
otoño de 1987, pp. 437-453; D. E. Bowen, G. E. Ledford, Jr., y B.
R. Nathan, “Hiring for the Organization, Not the Job”, Academy
of Management Executive, noviembre de 1991, pp. 35-51; B.
Schneider, H. W. Goldstein, y D. B. Smith, “The ASA
Framework: An Update”, Personnel Psychology, invierno de 1995,
pp. 747-773, A. L. Kristof, “Person-Organization Fit: An Inte -
grative Review of Its Conceptualizations, Measurement, and
Implications”, Personnel Psychology, primavera de 1996, pp. 1-49;
D. M. Cable y T. A. Judge, “Interviewers’ Perceptions of Person-
Organization Fit and Organizational Selection Decisions”,
Journal of Applied Psychology, agosto de 1997, pp. 546-561; y M. L.
Verquer, T. A. Beehr, y S. H. Wagner, “A Meta-Analysis of
Relations Between Person-Organization Fit and Work Attitudes”,
Journal of Vocational Behavior, diciembre de 2003, pp. 473-489.
29. L. Grensing-Pophal, “Hiring to Fit Your Corporate Culture”,
HRMagazine, agosto de 1999, pp. 50-54.
30. D. C. Hambrick y P. A. Mason, “Upper Echelons: The
Organization as a Reflection of Its Top Managers”, Academy of
Management Review, abril de 1984, pp. 193-206; B. P. Niehoff, C.
A. Enz, y R. A. Grover, “The Impact of Top-Management Actions
on Employee Attitudes and Perceptions”, Group & Organization
Studies, septiembre de 1990, pp. 337-352; y H. M. Trice y J. M.
Beyer, “Cultural Leadership in Organizations”, Organization
Science, mayo de 1991, pp. 149-169.
31. J. S. Lublin, “Cheap Talk”, Wall Street Journal, 11 de abril de 2002,
p. B14.
32. Ver, por ejemplo, J. P. Wanous, Organizational Entry, 2a ed.
(Nueva York: Addison-Wesley, 1992); G. T. Chao, A. M. O’Leary-
Kelly, S. Wolf, H. J. Klein, y P. D. Gardner, “Organizational
Socialization: Its Content and Consequences”, Journal of Applied
Psychology, octubre de 1994, pp. 730-743; B. E. Ashforth, A. M.
Saks, y R. T. Lee, “Socialization and Newcomer Adjustment: The
Role of Organizational Context”, Human Relations, julio de
1998, pp. 897-926; D. A. Major, “Effective Newcomer
Socialization into High-Performance Organizational Cultures”,
en N. M. Ashkanasy, C. P. M. Wilderom, y M. F. Peterson (eds.),
Handbook of Organizational Culture & Climate, pp. 355-368; D. M.
Cable y C. K. Parsons, “Socialization Tactics and Person-
Organization Fit”, Personnel Psychology, primavera 2001, pp. 1-23;
y K. Rollag, “The Impact of Relative Tenure on Newcomer
Socialization Dynamics”, Journal of Organizational Behavior,
noviembre de 2004, pp. 853-872.
33. J. Schettler, “Orientation ROI”, Training, agosto de 2002, p. 38.
34. K. Rhodes, “Breaking in the Top Dogs”, Training, febrero de
2000, pp. 67-74.
35. J. Van Maanen y E. H. Schein, “Career Development”, en J. R.
Hackman y J. L. Suttle (eds.), Improving Life at Work (Santa
Monica, CA: Goodyear, 1997), pp. 58-62.
36. D. C. Feldman, “The Multiple Socialization of Organization
Members”, Academy of Management Review, abril de 1981, p. 310.
37. G. Chen y R. J. Klimoski, “The Impact of Expectations on
Newcomer Performance in Teams as Mediated by Work
Characteristics, Social Exchanges, and Empowerment”, Academy
of Management Journal 46 (2003), pp. 591-607; C. R. Wanberg y J.
D. Kammeyer-Mueller, “Predictors and Outcomes of Proactivity
in the Socialization Process”, Journal of Applied Psychology 85
(2000), pp. 373-385; J. D. Kammeyer–Mueller y C. R. Wanberg,
“Unwrapping the Organizational Entry Process: Disentangling
Multiple Antecedents and Their Pathways to Adjustment”,
Journal od Applied Psychology 88 (2003), pp. 779-794; y E. W.
Morrison, “Longitudinal Study of the Effects of Information
Seeking on Newcomer Socialization”, Journal of Applied
Psychology 78 (2003), pp. 173-183.
38. Van Maanen y Schein, “Career Development”, p. 59.
39. E. W. Morrison, “Newcomers’Relationships: The Role of Social
Network Ties During Socialization”, Academy of Management
Journal 45 (2002), pp. 1149-1160.
40. E. Ransdell, “The Nike Story? Just Tell It!” Fast Company, enerofebrero
de 2000, pp. 44-46.
41. D. M. Boje, “The Storytelling Organization: A Study of Story
Performance in an Office-Supply Firm”, Administrative Science
Quarterly, marzo de 1991, pp. 106-126; C. H. Deutsch, “The
Parables of Corporate Culture”, New York Times, 13 de octubre
de 1991, p. F25; y M. Ricketts y J. G. Seiling, “Language,
Metaphors, and Stories: Catalysts for Meaning Making in
Organizations”, Organization Development Journal, invierno de
2003, pp. 33-43.
42. Ver K. Kamoche, “Rhetoric, Ritualism, and Totemism in Human
Resource Management”, Human Relations, abril de 1995, pp.
367-385.
43. V. Matthews, “Staring Every Day with a Shout and a Song”,
Financial Times, 2 de mayo de 2001, p. 11; y M. Gimein, “Sam