We focus on two fundamental dimensions of corruption in organizations: (1) whether the individual or the organization is the beneficiary of the corrupt activity and (2) whether the corrupt behavior is undertaken by an individual actor or by two or more actors. We use these dimensions to define a new conceptualization of corruption at the organization level: the organization of corrupt individuals. We contrast this conceptualization with the prevailing concept of organizational corruption and develop propositions that highlight their differences.

Enron is a prototypical example of organizational-level corruption. Our interview with Ms. Watkins focuses on the mechanisms that resulted in corruption becoming pervasive across the organization. It provides several illustrations of how these mechanisms can subtly ensnare even morally-upstanding people in a web of corruption. Ms. Watkins" insights can help us identify and resist corrupt practices, if and when they occur in any organization. Drawing on her insights and the corruption literature, we propose a 4P (perceive, probe, protest, persist) approach to help individuals prevent and resist organizational-level corruption.

One of the fundamental and recurring issues in performance management is the adoption of a simplistic, short‐term, narrow, metrics‐oriented approach, which often results in unintended negative outcomes, some of which could be disastrous. This paper makes the case that the key to preventing this syndrome lies at the intersection of paradox and stakeholder theories. Both theories encourage a more complex, long‐term, holistic, balanced approach to management. Stakeholder theory focuses on addressing the many (sometimes conflicting) goals of multiple stakeholders, and paradox theory provides insights into how this challenging task (i.e. of simultaneously addressing multiple conflicting priorities) can be accomplished. Thus, the former provides the ‘what’ and the latter the ‘how’ of effective organizational performance management. Accordingly, the literature at the intersection of both theories (composed of 69 scholarly outputs), was reviewed, and in so doing, identified seven domain areas and 21 constructs, all of which implicitly deal with either performance management or its communication, thereby lending support to this paper's thesis. The implications of this review for both theory and practice, including the role of paradoxical cognitive mechanisms, is discussed.

This paper introduces the Icehotel, the world's first and largest hotel to be constructed entirely of ice and snow, as a unique and generative organizational trope. As a trope, it both supplements and complements Morgan's seminal book "The Images of Organization" and generates unique insights with regard to surprise, unifinality, purity, eco-coreness, and rebirth. The Icehotel also serves as a lens for examining organizations through each master trope, i.e., metaphor, metonymy, synecdoche, and irony. Evidence of metonymy in language describing the Icehotel is presented. The case for synecdoche is made by arguing that the Icehotel is a species of two genera, i.e., temporary organizations and paradoxical organizations. Also, the Icehotel not only is paradoxical (e.g., that is, a form of irony), but also generates four other paradoxes, namely, the ways that organizations are evolutionary yet revolutionary, negative as well as positive, different yet similar, and unsustainably sustainable. The Icehotel also exemplifies serious play (Beech et al., 2004;Gergen, 1992), a particular approach for managing paradoxes. Finally, the paper discusses implications for research and practice.Key words : Icehotel, organizational trope, metaphor, metonymy, synecdoche, irony, paradox, serious play. A metaphor is a figure of speech that takes one thing (referred to as the source domain) and equates or overlaps it with another thing(the target domain) for rhetorical effect, thus highlighting the similarities between the two (Alvesson, 1994;Ramsay, 2004). It is one of the four main rhetorical tools identified by the ancient Greeks, the other three being logic, facts, and narrative (Ramsay, 2004). It is generally agreed that it is impossible to avoid using metaphor in organization studies (Oswick et al., 2004;Ramsay, 2004), and consequently the field, possibly more than any other scientific discipline, abounds with metaphors (Doving, 1996). Of all the works in this burgeoning research stream arguably the most seminal and influential has been Morgan's Images of Organization (1986). Metaphor, however, is closely related to the other three master tropes, metonymy, synecdoche, and irony (i.e., figures of speech that use words in nonliteral ways; Manning, 1979). In fact, recent work that uses metaphor to generate organizational theory incorporates features of multiple tropes (Cornelissen, 2008;Oswick et al., 2004). This paper follows suit by examining an off-spring or intermediate organizational metaphor, the Icehotel, as it exemplifies multiple tropes. It thus responds both to Morgan's (2011: 466) call "to explore the possibilities of finding new (metaphors)" and the call in this Special Issue "to extend the images used in current organization theory." All Morgan's (1986) metaphors are root or deep metaphors, which determine centrallyimportant features of the idea or object being examined (Schon, 1993;Sternberg et al., 1993).However, Oswick and Grant (1996: 217) make the case for intermediate metaphors which "have more than...

Based on the two knowledge dimensions of availability and accessibility, this study investigates the influence of cooperation with external organizations on technological, product, and process innovations. Using longitudinal data from Spanish manufacturing firms, we estimate dynamic random-effects probit models and thus take into account that technological innovations exhibit persistent behavior. We find that cooperation with suppliers and universities is positively associated with both product and process innovations. However, sectoral analysis according to technological intensity reveals that cooperation with suppliers increases the propensity to technological innovation in industries with a higher degree of technological intensity, while cooperation with universities increases the likelihood of innovation in industries with a lower degree of technological intensity. Moreover, empirical results indicate a high degree of true or genuine state dependence in both types of innovations. Based on these findings, we discuss the theoretical, managerial, and policy implications of the study.