This paper presents inductive theoretical work inspired by the empirical study of the high-tech rivals General Electric and Westinghouse. Comparative historical analysis suggests that each firm's responses to five organizational challenges have affected their chances of enjoying long-term success. In addition, the theoretical work advances two polar ideal types of organizational success and failure: the self-perpetuating and the selfdestructive archetypes, respectively. These should be seen as extreme states of the existence of firms since, in reality, firms operate in some intermediary state. A process-oriented perspective of theory building advances relations of necessity towards organizational long-term success, and integrates the responses to challenges into a requisites model for the development of a propensity for organizational self-perpetuation.

Purpose The relationship between job satisfaction and performance is a topic that has been intriguing scholars and managers for a long time. With the flourishing of positive psychology, it has been called the happy-productive worker thesis. New concepts led to new results but still divergent. This study aims to understand the past 20 years of research on the topic, also called the holy grail of the organizational sciences, helping to unwrap conclusions so far. Design/methodology/approach Bibliometric analysis was performed with R statistical tool’s support, complemented by content analysis, based on studies from three major databases between 1999 and 2019. The empirical studies were analyzed according to the constructs used, shedding light on when the happy-productive worker thesis is more likely to be confirmed. Findings Results show a variety of constructs and instruments used to operationalize the constructs. This lack of convergence accounts for a large part of the general inconclusiveness of the topic. Indicated research gaps can be useful to both academics and practitioners. Research limitations/implications Only studies declared as related to the happy-productive worker thesis were considered. Practical implications Managers can benefit from considering the findings as a basis for decision-making regarding investments in employee happiness at work, focusing on the aspects of happy constructs that lead to productive criteria. Originality/value The application of mixed methods, complementing the bibliometric with thorough content analysis, provided a more detailed overview of current knowledge about the topic, helping to disentangle different concepts that were treated as similar. Thus, it is possible to understand in which situations happy workers are really more productive.

This paper presents inductive theoretical work inspired by the empirical study of the high-tech rivals General Electric and Westinghouse. Comparative historical analysis suggests that each firm's responses to five organizational challenges have affected their chances of enjoying long-term success. In addition, the theoretical work advances two polar ideal types of organizational success and failure: the self-perpetuating and the selfdestructive archetypes, respectively. These should be seen as extreme states of the existence of firms since, in reality, firms operate in some intermediary state. A process-oriented perspective of theory building advances relations of necessity towards organizational long-term success, and integrates the responses to challenges into a requisites model for the development of a propensity for organizational self-perpetuation.

The study reported in this article examines the prediction and use of invalid information (e.g., exaggerated offers, false promises, misrepresented facts) in a two-party, property leasing negotiation in which participants from different countries negotiated seven issues via 315

This paper addresses the question of how organizations become ambidextrous over time, identifying requirements for organizations to become ambidextrous, understanding how ambidexterity may emerge as an organizational property, as well as exploring likely connections of the ambidexterity property and organizing a firm's activities and work. Conceptualizing the exploration-exploitation relationship as a paradoxical one, we advance two necessary conditions for organizing for ambidexterity: fostering paradox-coping tactics and precluding paradoxrelated traps. The interplay of these two conditions gives rise to a typology of four ambidexterity-related organizational states: ambidexterity-lacking organizations, monolithic organizations, short-term ambidextrous organizations and long-term ambidextrous organizations. The paper identifies each state's distinct strengths and challenges concerning organizing for ambidexterity, and discusses theoretical, practical and policy-making implications.

No abstract

No abstract

No abstract