Page 265 -

254 REFERENCES

Banker, R., Bardhan, I. and Asdemir, O. (2006). Understanding the impact of collaboration software
on product design and development. Information Systems Research, 17(4), 352–373.
Barker, J. (1993). Tightening the iron cage: Concertive control in self-managing teams. Adminis-
trative Science Quarterly, 38(3), 408–433.
Barley, S. (1990). The alignment of technology and structure through roles and networks. Admin-
istrative Science Quarterly, 35(1), 61–104.
Barley, S. R. (1986). Technology as an occasion for structuring: Evidence from observation of CT scan-
ners and the social order of radiology departments. Administrative Science Quarterly, 31, 78–108.
Barley, S. and Tolbert, P. S. (1997). Institutionalization and structuration: Studying the links
between action and institution. Organisation Studies, 18(1), 93–117.
Barnes, B. (2001). Practice as collective action. In T. Schatzki, K. Knorr-Cetina, and E. von Savigny
(Eds) The Practice Turn in Contemporary Theory. London: Routledge, pp. 17–28.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management,
17, 99.
Baron, J., Hannan, M. and Burton, D. (2001). Labor pains: Change in organizational models
and employee turnover in young, high-tech firms. American Journal of Sociology, 106(4),
960–1012.
Beath, C. and Orlikowski, W. J. (1994). The contradictory structure of systems development meth-
odologies: Deconstructing the IS-user relationships in information engineering. Information
Systems Research, 5(4), 350–377.
Becker, G. S. (1975). Human Capital: A Theoretical and Empirical Analysis. New York: National
Bureau of Economic Research.
Bell, D. (1973). The Coming of Post-Industrial Society. New York: Basic Books.
Bennetto, J. (2004). Inventor of DNA fingerprint testing warns flaw could lead to miscarriages of
justice, Crime Correspondent, Thursday, 9 September.
Bernstein, B. (1975). Class, Codes and Control: Towards a Theory of Educational Transmissions.
London: Routledge & Kegan Paul.
Bessant, J., Pavitt, K. and Tidd, J. (2005). Managing Innovation: Integrating Technological, Market
and Organizational Change. London: Wiley.
Beth, A. B. (2003). Sharing meaning across occupational communities: The transformation of
understanding on a production floor. Organization Science, 14(3), 312.
Bijker, W. E., Hughes, T. P. and Pinch, T. J. (1987). The Social Construction of Technological Systems.
Cambridge, MA: MIT Press.
Bjorkman, I., Barner-Rasmussen, W. and Li, L. (2004). Managing knowledge transfer in MNCs:
The impact of headquarters control mechanisms. Journal of International Business Studies, 35,
443–455.
Black, L. J., Carlile, P. R. and Repenning, N. P. (2004). A dynamic theory of expertise and occu-
pational boundaries in new technology implementation: Building on Barley’s study of CT scan-
ning. Administrative Science Quarterly, 49(4), 572–607.
Blackler, F. (1995). Knowledge, knowledge work and organizations: An overview and interpreta-
tion. Organization Studies, 16(6), 1021–1046.
Blair, D. (2002). Knowledge management: Hype, hope or help. Journal of the American Society for
Information Science and Technology, 53(12), 1019–1028.
Boisot, M. (1995). Information Space: A Framework for Learning in Organizations, Institutions and
Culture. London: Blackwell.
Boland, R. J. and Tenkasi, R. V. (1995). Perspective making and perspective taking in communities
of knowing. Organization Science, 6(4), 350–372.
Bourdieu, P. (1990). The Logic of Practice. Cambridge: Polity.
Braverman, H. (1974). Labor and Monopoly Capital. New York: Monthy Review Press.

6/5/09 7:22:38 AM
9780230_522015_12_ref01.indd 254 6/5/09 7:22:38 AM
9780230_522015_12_ref01.indd 254