Abstract This chapter theorizes the importance of social value judgments as a primary framework for understanding effective governance in performing arts organizations. Social value judgments are assessments of worth or value based on a specific set of assumptions contained within the value system that defines the status order in a given community. Status, reputation, legitimacy, and authenticity are each different categories of social value judgments. Prior theoretical approaches to corporate governance—agency theory, resource dependence theory, stakeholder theory, and institutional theory—show how governance practices in arts organizations help signal economic accountability through legitimacy. However, these theories fail to show how arts organizations signal artistic excellence through authenticity. The article reviews prior research on governance practices and strategic decision-making in performing arts organizations through the lens of social value judgment theory and offer a set of summary propositions that demonstrate the importance of adopting governance practices that effectively manage the essential tension between conflicting demands of legitimacy and authenticity.

As employee mobility drastically increases for the modern workforce, returning to one’s previous employer (“boomerang” employment) is increasingly becoming a career pattern pursued by both job seekers and organizations. Having crossed inter-organizational boundaries at least twice (upon turnover and re-entry), boomerangs characterize a unique and understudied type of mobility within and between organizations. Five papers comprising this symposium explore (1) what boomerangs bring to the table both in terms of their own performance behaviors and their influence on the behaviors of their coworkers and (2) how boomerang employment differs from other types of employee mobility patterns, e.g., stayers, multiple movers, and alumni who do not become boomerangs. Leveraging the hybrid nature of boomerang employment, this symposium seeks to deepen our understanding of the boomerang phenomenon while contributing to broader scholarship on employee mobility, careers, and human resources. In with the Old? Examining When Boomerang Employees Outperform New Hires Presenter: JR Keller; Cornell U. Presenter: Rebecca Rheinhardt Kehoe; Cornell U. Presenter: Matthew James Bidwell; U. of Pennsylvania Returning Employees: They Are Back But Are They Here To Stay? Presenter: John E. Delery; U. of Arkansas Presenter: Dorothea Roumpi; Pennsylvania State U. Presenter: Samantha A. Conroy; Colorado State U. You Can’t Go Home Again: Cooperative Performance Behavior Between Boomerang and Incumbent Employees Presenter: Thorsten Grohsjean; Bocconi U. Presenter: Gina Dokko; U. of California, Davis Presenter: Philip Yang; U. of Tuebingen Are Boomerangs More Like Movers or Stayers? Somewhere in Between? Or Something Else? Presenter: Rhett Andrew Brymer; U. of Cincinnati Presenter: Yeongsu Kim; U. of Massachusetts - Amherst Presenter: John Mawdsley; HEC Paris Presenter: Peter D Sherer; U. of Calgary Presenter: Robert Leonard; Miami U. Ohio Going Backwards to Move Forward: The Link Between Career Competencies and Boomerang Employment Presenter: Rebecca M. Paluch; Sauder School of Business, U. of British Columbia Presenter: Yuna Cho; Yale School of Management

We provide a social network perspective on strategic human resource management (HRM) by conducting a bibliometric analysis of over 84,000 citations in top management journals from 1990 to 2016. Our review builds on prior narrative reviews and meta-analyses to show the four key stages in the evolution of strategic HRM. Early studies in strategic HRM focused on HRM practices and their effects on performance. Subsequently, theoretical arguments from the resource based view (RBV) were transferred into strategic HRM based on several key studies playing brokering roles. A practice-resources/capabilities-performance (P-R/C-P) perspective came to be at the core of strategic HRM and serve as the main organizing framework. More recently, the focus has been on research that looks at human capital as a strategic human asset. Using network analysis, we show that a new conversation is arising between the RBV and these more recent studies on strategic human capital, but this synthesis is for the most part divorced from earlier work that looked at HRM practices. In light of the turn away from examining HRM practices, we argue strategic HRM is losing its way and potentially its identity. We argue for taking strategic HRM back to its founding identity by bringing HRM practices back into the center of the conversation.

Resource dependence theory holds that organizations adopt a variety of strategies to manage their dependence on resources drawn from the external environment. Most research on resource dependence theory, however, has focused on empirical contexts in which the organization is dependent upon a dominant single external source of resources. We have little understanding of which dependencies take priority over others in contexts where multiple critical dependencies co-exist. More importantly, we don't know how different types of dependencies differentially affect organizational autonomy. We address these questions in this study of over six hundred performing arts organizations. Our analysis reveals a powerful configurational effect in which different categories of resources differentially affect organizational action. We also demonstrate how organizations strategically manage their portfolio of resources in an effort to maximize their autonomy.

How do we meet the challenge of exploring phenomenon in the world around us while staying true to the importance that we, as academics, place on theory building and testing? I argue for taking a detective-like approach in conducting such research on professions and organizations, particularly as it relates to archival and historical research. In so doing, we look at the world around us for generating ideas on what to study as opposed to filling gaps gleaned from reading academic articles, serendipitously find data sources, go from scattered pieces of data to outcroppings, get to coherence through a mixed methods approach of combining two or more methods, and utilize professionals in organizations to verify and potentially enrich our theoretical arguments and also to gain further insight into our findings. A detective-like approach is especially valuable when the theory and data do not directly follow from an extant academic gap, and where the evidence is circumstantial rather than determinative, lacking the smoking gun' that we see in exemplary quantitative work. This detective-like approach can help us to challenge and advance our extant theories and, at times, support the development of new theoretical arguments.

The notion of distributed agency in institutional work points to the importance of understanding how agents with varying motives and operating at different levels of analysis effect institutional change, but leaves open the question of by whom and how the bridging of their efforts occurs. An institutional-historical analysis of Major League Baseball shows how institutional entrepreneurs as outsiders challenged conventional wisdom, theorized counter wisdoms and mobilized others in the aim of effecting change at the institutional and organizational field levels; and organizational entrepreneurs as insiders selected and acted on the theorizing to benefit their specific organizations, with their success leading to acceptance of new thinking. By showing how the bridging of these different agents' work occurs, the study contributes to resolving how central players are aided by peripheral players to think beyond the constraints that social structure places on their cognitions, the paradox of embeddedness, and to raising the question of how peripheral players have an effect on core players, the paradox of peripheralness.

This essay is a tribute to the scholarly career of Huseyin Leblebici, specifically his contribution to the field of the professions and organizations. We start from the premise that Huseyin's work over the past generation in many ways characterizes the development of this field—an idea that struck us when we began preparing to write this essay. We noticed too how several aspects of his work in terms of research themes, style, and outlets evolved over almost three decades in tandem with the field. The structure of this essay is as follows. We begin by presenting a brief background to Huseyin's early scholarship. Then, the heart of the essay contains analyses of his contributions to the field of professions and organizations research in three chronological phases. For the first phase, we examine earlier publications, which generally focus on professional work. The second phase contains papers with a more organizational and strategic orientation. Finally, more recent projects explored the changing context of professional work. The essay concludes with thoughts of Huseyin's broader contributions, including his roles as a mentor, leader, and editor.

This chapter synthesizes and extends the literature on governance in Professional Service Firms (PSFs). It discusses four foundational theoretical perspectives on governance in PSFs: the agency, the partnership/partnership ethos, the stakeholder, and the trustee perspective. The authors argue these perspectives speak to structural or cultural views of governance, but they leave unanswered critical issues. Given the state of the literature, they argue for going beyond these foundational perspectives. They take a legal normative view of governance, defined as the legal and non-legal rules, norms, conventions, standards, and managerial practices that facilitate the coordination and conflict resolution among the critical constituencies of PSF for the firm as an institution. In so doing, the authors identify a critical unexplored issue in the study of governance of PSFs from a legal-normative view: the definitions of rights and obligations among critical constituencies and how that plays into conflict resolution mechanisms built into PSF governance.

Human Resource ManagementVolume 50, Issue 5 p. 689-693 Book Review Robert A. Brooks. (2011). Cheaper by the Hour: Temporary Lawyers and the Deprofessionalization of the Law. Philadelphia, PA: Temple University Press. 234 pages Peter D. Sherer, Peter D. Sherer Haskayne School of Business, University of CalgarySearch for more papers by this author Peter D. Sherer, Peter D. Sherer Haskayne School of Business, University of CalgarySearch for more papers by this author First published: 28 September 2011 https://doi.org/10.1002/hrm.20451Citations: 1AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat References Adler, P. (2007). The future of critical management studies: A paleo-Marxist critique of labour process theory. Organization Studies, 28(9), 1313–1345. Baker, W. E., & Faulkner, R. R. (1991). Strategies for managing suppliers of professional services. California Management Review, 33(4), 33–45 Braverman, H. (1974). Labor and monopoly capital: The degradation of work in the twentieth century. New York, NY: Monthly Review Press. Edwards, R. (1979). Contested terrain: The transformation of the workplace in the twentieth century. New York, NY: Basic Books. Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24, 31–48. Lundberg, F. (1939, July). The law factories. Harper's, pp. 180–192. Segal, D. (2011, Jan. 8). Is law school a losing game? The New York Times. Retrieved from http://www.nytimes.com/2011/01/09/business/09law.html Sherer, P. D., & Leblebici, H. (1993). Triumph and truncation of national union form: A generative approach to the evolution of labor organizations. In: S. Bacharach (Ed.), Research in the sociology of organizations (pp. 75–109). Greenwich, CT: JAI Press. Susskind, R. (2008). The end of lawyers? Rethinking the nature of legal services. Oxford, England: Oxford University Press. Swaine, R. T. (1949, Feb.). Impact of big business on the profession: An answer to critics of the modern bar. American Bar Association Journal, 35, 89–92, 168–171. Williamson, O. E. (1975). Markets and hierarchies: Analysis of antitrust implications. New York, NY: Free Press. Williamson, O. E. (1985). The economic institutions of capitalism. New York, NY: Free Press. Citing Literature Volume50, Issue5Special Issue: Special Issue: Mergers and Acquisitions: Part 1September/October 2011Pages 689-693 ReferencesRelatedInformation

We integrate resource dependency and institutional theory to argue that resource scarcity drives, and legitimacy enables, institutional change. Building on a historical account, we examine the sources and timing of innovation departing from standard human resource practices using event history analysis of over 200 principal offices of large law firms. Offices with human resource scarcity innovated to acquire alternative resources; highly prestigious offices had the legitimacy to be first or early adopters. Our findings highlight the value of looking to the resource side and to the notion of legitimacy in building an institutional theory of change.

Agency theorists argue that organizations typically get little value from using employees and that they should instead use nonemployees operating fully as residual claimants. Yet, even in a context where those theorists would predict virtually no employees—taxicab organizations—they are common. What drives the use of employment relationships in these organizations? The authors show how employment relationships are linked to firm capabilities and strategic opportunities in a sample of taxicab organizations, relying on arguments about the linkage of employment to the internal liquidity of labor, organizational routines, and internal cooperation. The theoretical arguments and findings suggest what organizations gain by having employment relationships and show that integrating the agency theoretic argument with the other theoretical arguments leads toward a resource-based view of strategy and human resources. The authors highlight the importance of embedding arguments on the internal management of human resources in the strategic and competitive context in which organizations operate. Their arguments also have implications for the resource-based approach to strategy in mapping the resource space of human assets in organizations and, within that space, directing attention to how organizations gain sustainable competitive advantage through managing human resources.

There is now widespread agreement that industrial relations (IR) systems in many countries have changed dramatically over the past 20 or so years. A number of IR researchers have become increasingly concerned that traditional IR theories do not provide a powerful enough conceptual lens through which to understand these transformations. The editors of this book, therefore, are to be applauded for bringing together a number of IR researchers who span perspectives and countries and examine where IR theory has been, what its major problems are, and where it is going. The authors of the first three chapters, all of whom speak from the vantage point of having taught courses in IR theory, address the traditional domain of IR theory. Jack Barbash discusses such notables among the intellectual founders of IR theory as Karl Marx and Max Weber, but concludes that the closest to a pivotal figure is the institutionalistJohn R. Commons. Similarly, Paula Voos argues that although teaching IR theory requires providing students with an appreciation for the diversity of thought in the field, institutionalism is the core. Joel Cutcher-Gershenfeld argues that teaching IR theory requires establishing a debate on whether the perspectives of pluralists, institutionalists, unitarists and consensus theorists, or radicals do a better job of explaining the employment relationship. The authors of the next three chapters call for a more general theory of industrial relations. Kevin Hince argues for an IR theory that explains not just the Euro-American context, but the Australasian (Australia/New Zealand) context as well. Michael Poole contends that sources of diversity among and within countries force us to build a more general IR theory, even if other forces suggest convergence. Roy Adams makes a compelling plea for building a general theory by suggesting how we can bring together the many research traditions that have as their aim the study of people at work. The authors of the next set of chapters devote themselves to developing theories at the strategic and macro IR level. Noah Meltz builds on Dunlop's IR systems model by integrating it with the strategic choice model of Kochan, Katz, and McKersie. Stephen Hills proposes a conceptual framework that addresses the differing roles of societal institutions in developing, allocating, utilizing, and maintaining human resources. Braham Dabscheck looks to regulation theories to explain how Australian industrial tribunals regulate unions and employers. The authors in the next set of chapters focus on the content of traditional research in IR theory. Roy Adams develops a checklist for what good traditional research in IR theory should include. Viateur Larouche and Michel Audet review 158 articles, book chapters, and other materials in IR from 1897 to 1988 and find that most of this research involves a paradigm of hypothesis testing and data analysis. John Godard argues for an alternative paradigm that encourages methodological diversity and recognizes the value of social advocacy. Craig Littler also argues for an alternative paradigm, but one that takes a political economy perspective, focusing particularly on labor process and regulation theory. In the last two chapters, two well-known IR theoreticians offer their valuable insights on building theory. Thomas Kochan argues that the success of high-trust relationships (relationships in which there is little to no conflict) in achieving high levels of economic performance and improving worker welfare have come to challenge the viability of IR theorists' key normative assumptions, in particular, their assumption that partially conflicting and partially overlapping interests (that is, mixed motives) are endemic to employment relationships and that there should be institutions for managing the conflictual part of these relationships. This challenge, he argues, forces researchers to examine higher levels of the managerial, social, political, and economic systems. Hoyt Wheeler vividly contrasts the intellectual excitement and challenges researchers have when they are actively engaged in theory building with the many

Partners in a law firm are the source of firm knowledge and hold claims to the firm's residual income; associates work for partners, acquire knowledge, and receive a fixed level of compensation. The author uses the ratio of associates to partners to measure the leveraging of human assets in law firms, which he likens to the leveraging of financial capital in other firms. Analyzing data on 312 large offices of law firms in 1991, he finds that this leverage ratio was related to business strategy, human resource management, and organizational structure. As an index of law firms' human capital structures, it also had important implications for organizational capabilities and firm competitiveness. For example, offices characterized by a rare and tightly controlled human capital structure had the highest billing rates, reflecting their capability of providing clients with services that deeply embody the knowledge of partners.

One of the major purposes of this book is to help clarify the term and thus to assist meaningful discussion about the strengths and deficiencies of the body of thought to which it refers. The editors' premise is that industrial relations is a multinational field whose disciples should be seeking principles that apply over the broadest span of time and space. Contributors include Roy J. Adams, Jack Barbash, Joel Cutcher-Gershenfeld, Braham Dabscheck, John Godard, Steve M. Hills, Kevin Hince, Thomas Kochan, Viateur Larouche and Michel Audet, Craig R. Littler, Noah M. Meltz, Michael Poole, Paula Voos, and Hoyt Wheeler, with an introduction by Roy J. Adams.