dinamica social libro

Notas 581
Walton Made Us a Promise”, Fortune, 18 de marzo de 2002, pp.
121-130.
44. A. Rafaeli y M. G. Pratt, “Tailored Meanings: On the Meaning
and Impact of Organizational Dress”, Academy of Management
Review, enero de 1993, pp. 32-55; y J. M. Higgins y C. McAllaster,
“Want Innovation? Then Use Cultural Artifacts That Support
It”, Organizational Dynamics, agosto de 2002, pp. 74-84.
45. DCA Cronyms (Seattle: Boeing, abril de 1997).
46. Ver B. Victor y J. B. Cullen, “The Organizational Bases of Ethical
Work Climates”, Administrative Science Quarterly, marzo de 1988,
pp. 101-125; L. K. Trevino, “A Cultural Perspective on Changing
and Developing Organizational Ethics”, en W. A. Pasmore y R.
W. Woodman (eds.), Research in Organizational Change and
Development, vol. 4 (Greenwich, CT: JAI Press, 1990); M. W.
Dickson, D. B. Smith, M. W. Grojean, y M. Ehrhart, “An
Organizational Climate Regarding Ethics: The Outcome of
Leader Values and the Practices That Reflect Them”, Leadership
Quarterly, verano de 2001, pp. 197-217; y R. L. Dufresne, “An
Action Learning Perspective on Effective Implementation of
Academic Honor Codes”, Group & Organization Management,
abril de 2004, pp. 201-218.
47. J. A. Byrne, “The Environment Was Ripe for Abuse”, Business
Week, 25 de febrero de 2002, pp. 118-120; y A. Raghavan, K.
Kranhold, y A. Barrionuevo, “How Enron Bosses Created a
Culture of Pushing Limits”, Wall Street Journal, 26 de agosto de
2002, p. A1.
48. D. L. Nelson y C. L. Cooper (eds.), Positive Organizational
Behavior (Londres: Sage, 2007); K. S. Cameron, J. E. Dutton, y R.
E. Quinn (eds.), Positive Organizational Scholarship: Foundations of
a New Discipline (San Francisco: Berrett-Koehler, 2003); y F.
Luthans y C. M. Youssef, “Emerging Positive Organizational
Behavior”, Journal of Management, junio de 2007, pp. 321-349.
49. J. Robison, “Great Leadership Under Fire”, Gallup Leadership
Journal, 8 de marzo de 2007, pp. 1-3.
50. R. Wagner y J. K. Harter, 12: The Elements of Great Managing
(Nueva York: Gallup Press, 2006).
51. R. Wagner y J. K. Harter, “Performance Reviews Without the
Anxiety”, Gallup Leadership Journal, 12 de julio de 2007, pp. 1-4; y
Wagner y Harter, 12: The Elements of Great Managing.
52. S. Fineman, “On Being Positive: Concerns and Counterpoints”,
Academy of Management Review 31, no. 2 (2006), pp. 270-291.
53. D. P. Ashmos y D. Duchon, “Spirituality at Work: A
Conceptualization and Measure”, Journal of Management Inquiry,
junio de 2000, p. 139. Para la comprensión de estas definiciones,
ver R. A. Giacalone y C. L. Jurkiewicz, “Toward a Science
of Workplace Spirituality”, en R. A. Giacalone y C. L. Jurkiewicz
(eds.), Handbook of Workplace Spirituality and Organizational
Performance (Armonk, NY: M. E. Sharpe, 2003), pp. 6-13.
54. Esta sección se basa en C. Ichniowski, D. L. Kochan, C. Olson,
y G. Strauss, “What Works at Work: Overview and Assessment”,
Industrial Relations, 1996, pp. 299-333; I. A. Mitroff and E. A.
Denton, A Spiritual Audit of Corporate America: A Hard Look at
Spirituality, Religion, and Values in the Workplace (San Francisco :
Jossey-Bass, 1999); J. Milliman, J. Ferguson, D. Trickett, y B.
Condemi, “Spirit and Community at Southwest Airlines: An
Investigation of a Spiritual Values-Based Model”, Journal of
Organizational Change Management 12, no. 3 (1999), pp. 221-
233; y E. H. Burack, “Spirituality in the Workplace”, Journal
of Organizational Change Management 12, no. 3 (1999), pp.
280-291.
55. Citado en Wagner-Marsh y Conley, “The Fourth Wave, p. 295.
56. M. Conlin, “Religion in the Workplace: The Growing Presence
of Spirituality in Corporate America”, Business Week, 1 de
noviembre de 1999, pp. 151-158; y P. Paul, “A Holier Holiday
Season”, American Demographics, diciembre de 2001, pp. 41-45.
57. Cited in Conlin, “Religion in the Workplace”, p. 153.
58. C. P. Neck y J. F. Milliman, “Thought Self-Leadership: Finding
Spiritual Fulfillment in Organizational Life”, Journal of
Managerial Psychology 9, no. 8 (1994), p. 9; para una reciente
reseña, ver J. –C. Garcia-Zamor, “Workplace Spirituality and
Organizational Performance”, Public Administration Review,
mayo-junio de 2003, pp. 355-363.
59. D. W. McCormick, “Spirituality and Management”, Journal of
Managerial Psychology 9, no. 6 (1994), p. 5; E. Brandt, “Corporate
Pioneers Explore Spiritual Peace”, HRMagazine 41, no. 4 (1996),
p. 82; P. Leigh, “The New Spirit at Work”, Training and
Development 51, no. 3 (1997), p. 26; P. H. Mirvis, “Soul Work in
Organizations”, Organization Science 8, no. 2 (1997), p. 193; y J.
Milliman, A. Czaplewski, y J. Ferguson, “An Exploratory
Empirical Assessment of the Relationship Between Spirituality
and Employee Work Attitudes”, artículo presentado en la
National Academy of Management Meeting, Washington, DC,
agosto de 2001.
60. Citado en Milliman et al., “Spirit and Community at Southwest
Airlines”.
61. P. Dvorak, “A Firm’s Culture Can Get Lost in Translation”, Wall
Street Journal, 3 de abril de 2006, pp. B1, B3; K. Kranhold, “The
Immelt Era, Five Years Old, Transforms GE”, Wall Street Journal,
11 de septiembre de 2006, pp. B1, B3; y S. McCartney, “Teaching
Americans How to Behave Abroad”, Wall Street Journal, 11 de
abril de 2006, pp. D1, D4.
62. J. A. Chatman, “Matching People and Organizations: Selection
and Socialization in Public Accounting Firms”, Administrative
Science Quarterly, septiembre de 1991, pp. 459-484; y A. E. M. Van
Vianen, “Person-Organization Fit: The Match Between
Newcomers’ and Recruiters Preferences for Organizational
Cultures”, Personnel Psychology, primavera de 2000, pp. 113-149.
63. J. E. Sheridan, “Organizational Culture and Employee
Redention”, Academy of Management Journal, diciembre de 1992,
pp. 1036-1056; e Ibid., p. 68.