Multi-Level Issues in Organizational Behavior and Strategy

Part of a series that aims to present timely, scholarly work on multiple levels of analysis, multi-level theory, research, and methods. The focus is on critical essays, theoretical work, empirical studies, methodological developments, analytical techniques, and philosophical treatments.

Emotions: Emotions in organizations - a multi-level perspective, N.M. Ashkanasy; Positive affect, systematic cognitive processing, and behavior - toward integration of affect, cognition, and motivation, A.M. Isen; Connecting levels in the study of emotions in organizations, H.M. Weiss; Emotions at multiple levels - an integration, N.M. Ashkanasy. Construct Validation: Level specification - using triangulation in a grounded theory approach to construct validation, Y. Berson et al; Grounded theory and the integration of qualitative and quantitative research, R.P. Gephart, Jr.; How and why? Theory emergence and using the grounded theory method to determine levels of analysis, K.W. Parry; Going deeper into building a grounded theory approach - from verification to discovery, Y. Berson et al. Firm Performance: Multi-level influences on firm performance - insights from the resource-based view and strategic groups research, J.C. Short et al; Integrating the resource based and strategic groups influences on firm performance - extending a Meso perspective, W.F. Joyce; Two faces of strategic group theory, S.C. Michael; Facing up to a Meso perspective - research issues for testing firm and strategic group influences on performance, J.C. Short et al. Interfirm Networks: Information regimes, information strategies, and the evolution of interfirm network typologies, M.C. Moldoveanu et al; Network evolution as a multi-level phenomenon, R. Madhavan; Network structure, content, and evolution, G. Walker; Models as an explanatory strategy and the ubiquity of information as an explanation, M.C. Moldoveanu et al. Strategic Change: Enacting the future - a time- and levels-based view of strategic change, M. Jelinek; Organizational learning and strategic change, L. Argote; Cognition and strategic change - theory development from case research, C.B. Schoonhovenking; Making sense of strategic change - a problem of learning and levels, M. Jelinek.