Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Preface
- 1 Introduction: The power of status
- Part I How status differences are legitimated
- Part II The influence of status on markets
- Part III The role of status in new industries and ventures
- Part IV When ascriptive status trumps achieved status in teams
- Part V Status in the workplace
- Part VI Developing status and management knowledge
- 12 The value of status in management and organization research
- Index
- References
12 - The value of status in management and organization research
A theoretical integration
from Part VI - Developing status and management knowledge
Published online by Cambridge University Press: 05 June 2012
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Preface
- 1 Introduction: The power of status
- Part I How status differences are legitimated
- Part II The influence of status on markets
- Part III The role of status in new industries and ventures
- Part IV When ascriptive status trumps achieved status in teams
- Part V Status in the workplace
- Part VI Developing status and management knowledge
- 12 The value of status in management and organization research
- Index
- References
Summary
Status does matter. All the authors in this volume have demonstrated its value in advancing our understanding of current problems in management and organizational scholarship, and in furthering our understanding of how status affects workplace, organizational, and marketplace actions. In this concluding chapter I highlight a few of the contributions their work on status makes to their fields, address their contributions to our understanding of status more generally, and highlight a few practical implications of their work.
Strategy scholarship
All of the authors help to illuminate the developing consensus that the absence of attention to status can lead to impoverished theories. For example, these authors note that an overemphasis on individual firms as isolated utility maximizers in markets has led to incomplete understandings and possibly misleading theory. This point certainly has been made before. However, most of those making it have sought to emphasize pro-social, cooperative motives in interaction. Scholars of status enrich strategy theory by emphasizing that the social environments of firms are as much arenas of competition as they are for cooperation.
- Type
- Chapter
- Information
- Status in Management and Organizations , pp. 333 - 344Publisher: Cambridge University PressPrint publication year: 2010