This volume is based around 14 chapters and two critical analyses which provide new perspectives onimportant organizational constructs. The first half of the book provides chapters by advanced graduatestudents who are making their first contributions to understanding organizational behavior. The secondhalf of the book provides chapters illustrating new views of organizational constructs but from the perspectivesof more established researchers in the field. All chapters share a common theme of attemptingto provide new ways of viewing organizations and organizational behavior. Each chapter is...

This volume is based around 14 chapters and two critical analyses which provide new perspectives onimportant organizational constructs. The first half of the book provides chapters by advanced graduatestudents who are making their first contributions to understanding organizational behavior. The secondhalf of the book provides chapters illustrating new views of organizational constructs but from the perspectivesof more established researchers in the field. All chapters share a common theme of attemptingto provide new ways of viewing organizations and organizational behavior. Each chapter is...

This volume of the Research in Organizational Sciences is entitled "Received Wisdom, Kernels of Truth, and Boundary Conditions in Organizational Studies." Received wisdom is knowledge imparted to people by others and is based on authority and tenacity as sources of human knowledge. Authority refers to the acceptance of knowledge as truth because of the position and credibility of the knowledge source. Tenacity refers to the continued presentation of a particular bit of information by a source until this bit of information is accepted as true by receivers. The problem for organizational...

The 14 papers in this volume all, in some way, strive to question received wisdom and present alternatives which expand our understanding of organisational behaviour in some way. They each strive to present new ways of understanding organisational constructs, and in so doing reveal how received wisdom has often led to confirmation bias in organisational science.