bluuebunny/crossref_metadata_2025 huggingface dataset:
Strategy and Implementation of Employment Policy in Austria
Authors: Tichy Gunther
Published: May 2007

Austrian business cycle policy was unconventional but rather successful in the last three decades and especially since the oil crisis. The unconventional conception was developed by trial and error, only ex post it got the name Austro‐Keynesianism. Nevertheless it has a theoretical basis, a rather radical interpretation of KEYNES, which bases economic instability on a deep‐rooted uncertainty of entrepreneurs. According to this interpretation economic policy tried to stabilize the data most important for entrepreneurial decisions, especially wage increase, exchange rates and investment promotion. This lightened the burden of the traditional instruments of stabilization policy. In addition these instruments were assigned differently: Exchange rate policy was primarily used to stabilize prices in the short run, incomes policy to equilibrate the current account in the medium and longer run, fiscal policy to stabilize employment. While the new assignation proved useful for stabilization policy, some structural problems remained unsolved.
Institutionelle Ursachen der geringen ökonomischen Forschungsaktivität im deutschsprachigen Raum
Authors: Rätzer Ernst
Published: May 2007

ZISAMMEMFASSIMG

Aufgrund verschiedener Anzeichen ist zu schliessen, dass bei der ökonomischen Forschung an den deutschsprachigen staatlichen Universitäten ein deutlicher Rückstand besteht gegenüber der internationalen, weitgehend durch amerikanische Wissenschafter geprägten Spitze. Eine Analyse der für die Hochschulprofessoren massgebenden institutionellen Rahmenbedingungen zeigt, dass dies auf eine ungünstige Anreizstruktur zurückzuführen ist. Diese Regelungen wirken sich nämlich im Endeffekt dahingehend aus, dass andere Tätigkeiten (sogenannte ≪Dienstleistungen≫) im Regelfall wesentlich mehr zum Nutzen eines Professors beitragen als die Forschungsarbeit. Dies trifft auch dann zu, wenn bei den nutzenstiftenden Faktoren nicht nur das Einkommen, sondern auch Anerkennung und Befriedigung an der Tätigkeit berücksichtigt werden. Wenn der Staat an seinen Universitäten mehr und bessere Forschung wollte, müsste er demzufolge dafür sorgen, dass wissenschaftliche Arbeit relativ zu anderen Tätigkeiten wieder attraktiver würde. Zur Erreichung dieses Ziels sind grundsätzlich verschiedene Massnahmen denkbar. Bei einer vergleichenden Beurteilung schält sich jedoch als einziger vom Staat tatsächlich steuerbarer und gleichzeitig auch wirkungsvoller Aktionsparameter die Besoldungsregelung heraus: die institutionellen Rahmenbedingungen müssten demnach so umgestaltet werden, dass sich zusätzliche Forschungsarbeit in irgend einer Form auch in zusätzlichem Einkommen niederschlägt.
Income Transfers and Work Effort: The Netherlands and the United States in the 1970s
Authors: Wolfe Barbara L. , Jong Philip R. De , Haveman Robert H. , Halberstadt Victor , Goudswaard Kees P.
Published: May 2007

The growing leniency and generosity of public income support systems has been hypothesized to negatively affect work effort. The magnitude of this effect is estimated for the U. S. and the Netherlands in the 1970s, using a three‐stage Probit‐OLS model employed on micro data sets. Individuals are viewed as choosing the number of hours worked on the basis of expected labor income, expected transfer income, labor market and demographic characteristics and health. The elasticity of annual hours worked with respect to expected transfer income was estimated to be ‐0.22 for U. S. and ‐0.82 (1980) for the Netherlands. Combining these elasticities with the annual percentage increases in transfer generosity yields a yearly reduction in the number of hours worked of 0.65% for the U. S. and 2.7% for the Netherlands during the 1970s. These results suggest that growing transfers have had a substantial and negative impact on desired work effort and thus on production and economic performance, especially in the Netherlands.
Does Korea Trace Japan's Footsteps? A Macroeconomic Appraisal
Authors: H.Yoo Jang
Published: May 2007

Korean economic growth is often believed to be patterned after Japan's. There are, however, as many differences as there are similarities between the two. From time‐series analyses and estimation of various macroeconomic functions, this study has found that the two are significantly different in (1) initial development conditions, (2) socio‐political environment, (3) the role of defense spending, (4) the labor demand and supply, (5) the world's trade conditions, (6) behavior toward risk and uncertainty, (7) the role of foreign savings, among others. To give a meaningful lesson to other LDCs, this study suggests that the time has come for development economists to scrutinize the economic growth of Korea in order to identify the true contributing factors to such an economic success.

Oft wird postuliert, dass die ökonomische Entwicklung Koreas nach japanischem Muster verlaufe. Mit der vorliegenden Studie wird versucht zu zeigen, dass aber ebensoviele unterschiedliche wie gemeinsame Elemente vorhanden sind. Mit Hilfe von Zeitreihenanalysen und ökonometrischen Schätzungen von makroökonomi‐schen Zusammenhängen werden Unterschiede gefunden (1) in der ursprünglichen Entwicklungssituation, (2) im sozialpolitischen Umfeld, (3) im Umfang der Rüstungs‐ausgaben, (4) in der Arbeitsmarktlage, (5) in der Aussenhandelssituation, (6) im Verhalten gegenüber Risiko und Unsicherheit und (7) im Ausmass ausländischer Ersparnisse. Die Analyse des koreanischen Wirtschaftswachstums und seiner Ursa‐chen kann auch für andere wenig entwickelte Länder nützlich sein.

On croit souvent que la croissance économique de la Corée est une réplique de celle du Japon. En fait, il y a, entre elles deux, autant de ressemblances que de différences. A partir ď analyses de séries chronologiques et grǎce áľ estimation de plusieurs fonctions macroéconomiques, cette étude montre que les deux croissances sont significativernent différentes, au moins dans les domaines suivants: (1) conditions initiales du développement; (2) environnement socio‐politique; (3) rǒle du budget de la défense; (4) marché du travail; (5) conditions du commerce international; (6) comportement envers le risque et ľincertitude; (7) rǒle de ľépargne étrangere. Pour aider ďautres P.V.D., cette étude suggère enfin aux économistes du développement ďaccorder plus ď attention à la croissance économique de la Corée, afin ďintensifier les vrais facteurs de ce succès économique.
Evolution and Stability of Cooperation without Enforceable Contracts
Authors: Witt Ulrich
Published: May 2007

ökonomische Transaktionen können oft nicht auf der Basis erschöpfender rechtlicher Regelungen und vereinbarter Zwangsmittel abgewickelt werden. Es ist dann nicht auszuschliessen, dass eine Seite ihre Verpflichtungen unzulänglich erfüllt, während die andere sie in vollem Umfang leistet. Eine ähnliche Situation kann auftreten, wenn formelle rechtliche Ansprüche zwar bestehen, sich aber wegen prohibitiver Durchsetzungskosten nicht realisieren lassen. Der Logik des Gefangenen Dilemmas folgend sind in solchen Situationen regelmässig Anreize zu einem nicht oder nicht vollständigen Erfüllen von Vereinbarungen zu erwarten. Dennoch finden Transaktionen häufig auf einer scheinbar so wenig gesicherten Basis statt, ohne dass es zu einer Verletzung der wechselseitigen Verpflichtungen kommt. Zur Erklärung dieses empirischen Phänomens wird eine Theorie des häufigkeitsabhängigen Lernverhaltens vorgeschlagen, das in verschiedenen Gruppen der interagierenden Individuen auftritt. Der Ansatz lässt sich verallgemeinern, um die Bedingungen zu klären, unter denen in einem evolutorischen Prozess eine Vielzahl gesellschaftlicher Gefangenen‐Dilemma‐Situationen vermieden wird.
The Determinants of Protection in Developing Countries: An Extended Interest‐Group Approach
Authors: Amelung Torsten
Published: May 2007

The political economy of protection attributes the erection of trade barriers to interest group activities, preferences of the electorates and nationalist ideologies on part of the politicians. The respective empirical models, which have already been confirmed for a number of industrialized countries, are also applicable for developing and newly industrializing countries. However, as the survey of empirical studies on these countries shows, the explanatory power of these models is quite low. For this reason, this paper develops an extended interest‐group approach, which also includes suppliers and purchasers which might form an opposition against the increasing protection. The empirical evidence for the case of Brazil shows that this extended interest group model substantially improves the results of the estimations.
Metropolitan Concentration in Developing Countries
Authors: Petrakos George , Brada Josef C.
Published: May 2007

We examine the economic, political and cultural determinants of urban concentration in developing countries using a sample of 53 countries. We find that as countries develop, urban concentration, measured as the largest city's share of the population, at first increases and then decreases. We also find that foreign investment influences concentration in a similar way since foreign investors tend to locate in the main city at low levels of development but are willing to locate outside the center in more developed countries. Political and cultural factors such as lack of democracy, government instability and religiously and ethically homogeneous populations all contribute to high levels of urban concentration. For many developing countries these non‐economic factors have led to primate cities whose size far exceeds what would be justified by economic considerations.
Locational Determinants and Ranking of Host Countries: An Empirical Assessment
Authors: Veugelers Reinhilde
Published: May 2007

An empirical analysis of the intra‐OECD distribution of foreign affiliates among OECD host countries, taking into account the simultaneity between local production and exports as modes of foreign penetration, shows the importance of size and relatedness of host markets, when choosing which foreign country to serve, independent of the size of the home country. In addition, the combination of both variables provides an extra stimulus for local production as well as exports, but more so for the first than for the latter mode. Cost considerations as well as host government intervention are less pronounced as location factors among OECD countries.
Restaurant Cuisine, Fast Food and Ethnic Edibles: An Empirical Note on Household Meal Production
Authors: Jr. Robert B. Ekelund, , Watson John Keith
Published: May 2007

Americans are supposed to be much more wasteful of food and other goods than persons in poorer countries, and much more conscious of time: they keep track of it continuously, make (and keep) appointments for specific minutes, rush about more, cook steaks and chops rather than time‐consuming stews … Becker [1965, pp. 109‐110]
Historical Statistics of Exchange Rates, 1777–1914, Part I
Authors: Bernholz Peter
Published: May 2007

Jürgen Schneider, Oskar Schwarzer and Friedrich Zellfelder: Währungen der Welt I, Europäische und nordamerikanische Devisenkurse 1777–1914, 3 Vols. Stuttgart: Franz Steiner Verlag 1991, 441 and 500 pp.
American and European Economists
Authors: Mueller Dennis C.
Published: May 2007

The author, born in 1940, currently is professor of economics at the University of Vienna. He received his Ph.D. at Princeton University. Previously he was director of the International Institute of Management/Industriat Policy in Berlin and professor an the University of Maryland‐College Park.
Transatlantic Perspectives
Authors: Niehans Jürg
Published: May 2007

The author, born in Switzerland in 1919, having acquired his doctorate in Zurich and taught economics at the University of Zurich, the Johns Hopkins University, and the University of Berne (Switzerland). He is now professor emeritus, University of Berne, and adjunct professor, University of California. After his retirement he lectured at the University of California, Santa Cruz, in Perth (Australia) and at the University of Munich.
In Search of a European Identity
Authors: Rothschild Kurt W.
Published: May 2007

The author, born in Vienna in 1914, received his M.A. in economics and political philosophy at the University of Glasgow, and his Dr. jur. at the University in Vienna. He was professor of economics at the University of Linz (Austria). After his retirement he is consultant at the Austrian Institute of Economic Research. He was visiting professor in Vienna, Glasgow, Dundee, Salford, Saarbrucken, Monash, Minneapolis, St. Gallen and Graz.
Is there a European Public Choice Perspective?
Authors: Schneider Friedrich
Published: May 2007

The author, born in Germany in 1949, is professor of economics at the University of Linz (Austria). He received his education at the universities of Konstanz (Germany) and Zurich (Switzerland) in Europe, and at the University of Yale and at the Center for Study of Public Choice, Blacksburg, Virginia in the U.S. Before his current position he was visiting professor at the University of Stockholm, Carnegie‐Mellon University, Aarhus University (Denmark), and La Trobe University, Melbourne.
On European Economics
Authors: Winden Fransvan
Published: May 2007

The author, born in 1946, currently is professor of public economics and director of the Center for Research in Experimental Economics and Political Decision‐Making (CREED), University of Amsterdam. He was visiting scholar at the California Institute of Technology, the University of Bielefeld and the University of Osnabruck (both in Germany), Harvard University, and the IAREP summer School at Linz (Austria).
Cooperative Inter‐Firm Relations: A Game Theoretic Approach and Application to the Furniture Industry
Authors: Parkin Richard J.
Published: May 2007

In this paper I argue that potential Marshallian external economies may be realised through cooperative inter‐firm relations. Knowledge spillovers, the use of specialised machinery, the development of a local market for special skills, and the joint provision of sector services are modeled as Prisoner's Dilemma games. The model investigates the impact of changing payoffs and non‐random pairing of agents on the viability and stability of the cooperative outcome. This model is then applied to the furniture industries of Italy and London in the 1980s.

Diese Studie argumentiert, dass potentielle Marshallianische Extemalitäten realisiert werden können durch kooperative Beziehungen zwischen Firmen. Wissenstransfer, die Benutzung von Spezialmaschinen, die Entwicklung eines lokalen Marktes für spezialisierte Fähigkeiten, und die gemeinsame Erstellung sektoraler Dienstleistungen sind als Prisoner's Dilemma Spiele modelliert. Das Modell untersucht den Effekt von sich ändernden Gewinnen und von nicht‐zufälligen Zusammenstellungen von Spielerpaaren auf die Möglichkeit und Stabilität des kooperativen Resultats. Dieses Modell wird dann auf die Möbelindustrien Italiens und Londons während der 1980er Jahre angewendet.

Dans cette article je postule que les economies extemes de Marshall peuvent potentiellement être réalisées à travers des relations de coopération entre compagnies. Les retombées de savoir, I'utilisation de machines spécialisées, le développement d'un marché local pour des competences spécifiques, et l'approvisionnement joint de services de secteur sont conçus comme jeu de Prisoner's Dilemma. Je me sers du modèle pour analyser les effets sur la viabilité et la stabilité du résultat coopératif, produits par la modification de deux suppositions: d'abord, en changeant le gain résultant de la cooperation mutuelle, et ensuite en considérant la situation où les chances qu'un joueur rencontre un autre joueur de même genre sont plus grandes que celles produites par le hasard. Ce modèle est ensuite appliqué aux industries de meubles d'Italie et de Londres dans les années 1980.
The Problem With Pegged Exchange Rates
Authors: Schuler Kurt
Published: May 2007

The 1990s have seen several big currency crises. Some observers argue that the crises show ‘fixed’ exchange rates are unsustainable. Dozens of countries have sustained such exchange rates for years or decades, though. Differences between pegged and fixed exchange rates explain why some exchange rates have lasted while others have succumbed to speculative attacks.

Die neunziger Jahre haben mehrcre grosse Währungskrisen erlebt. Einige Beobachter behaupten, solche Krisen zeigen, dass feste Wechselkurse nicht haltbar seien. Dennnoch hat eine Reihe anderer Lander solche Wechselkurse jahre‐ oder jahrzehntelang aufrechterhalten. Unterschiede zwischen einem Wechselkurs, der in Bandbreiten schwanken darf (‘pegged’) und einem absolut festen Wechsclkurs erklären, warum sich einige Wechselkurse durchgesetzt haben, wührend andere spekulativen Angriffen zum Opfer gefallen sind.

Les années 1990 ont connu plusieurs crises monétaires importantes. Quelques observateurs affirment que ces crises démontrent que les taux de change ‘fixes’ sont indéfendables. Pourtant, des douzaines de pays ont soutenu des tels taux de change pendant des décennies, même des siècles. Cela s'explique par la différence entre les taux de change vraiment fixes et les taux de change fixes mais ajustables (‘pegged’).
MANAGERIAL AND ORGANIZATIONAL FACTORS ASSOCIATED WITH COMPANY PERFORMANCE‐PART II. A CONTINGENCY ANALYSIS
Authors: Child John
Published: May 2007

In Part I of this paper we examined the possibility that certain managerial and organizational characteristics were associated with company performance under a wide range of operating conditions. Part II now turns to an alternative theory of performance which has attracted more attention in recent years. This is contingency theory, which enable a company to cope better with its particular operating conditions. In other words, the factors associated with high performance are expected to vary along with differences in a company's context‐especially with differences in its environment, size and technology.
RESEARCH QUESTIONNARES USED IN ASSESSING TRAINING IN SOCIAL SKILLS: A RESEARCH NOTE
Authors: Cooper Cary L. , Oddie Henry
Published: May 2007

In recent years a number of examples of social skill training have emerged. These have included techniques to improve an employee's relationship with customers, to encourage better relations between colleagues, to renew and develop organizations, and to promote personal growth. Many of these approaches have increasingly been reported in the literature with a concomitant interest in training evaluation. In a large study by the authors, evaluating various methods of social skill training in the catering industry, a number of new questionnaires and techniques of measurement were advanced. It was felt that people interested in appraisal of training in social skills (in different contexts) might be interested in seeing this package of research tools. Questionnaries are included which measure trainee perceptual change (self‐image, ideal‐image, others‐images and self‐esteem), change in trainees’ awareness of organizational variables (i.e. understanding colleagues’ jobs), change in trainees’ behaviour at work, and an assessment of trainees’ plans in transferring social skill learning to their work environments. One of the most interesting techniques described is the use of an adapted Kelly Repertory Grid in generating bi‐polar adjectival scales for use in assessing change in trainees’ perception.
THE TECHNO‐ECONOMIC ECOLOGY OF CORPORATE STRATEGY
Authors: Khandwalla Pradip N.
Published: May 2007

Abstract Corporate strategy is viewed as a set of guidelines or policy heuristics developed as a response to the contingencies faced by a firm. If the environment is rich in contingencies, as when it is dynamic, complex, and uncertain, the firm's corporate stratedgy is likely to be comprehensive or multi‐faceted. If the environment is not rich in contingencies, as when the environment is stable or predictable, the strategy is likely to be quite limited in scope. Data from seventy‐nine firms are consistent with this contingency view of corporate strategy. When the perceived importance of each of several activities is correlated with the perceived magnitudes of different forms of competition and technological change experienced by the firm, it is found that (i) the associations between these techno‐economic environmental variables and the importance of these activities are generally positive; and (ii) there are striking differences, as between the techno‐economic variables, in their relationships with the importance of four areas of stratedgic import that are secured by classifying these activities by function. The observed relationships are explained in terms of contingencies that the techno‐economic variables may create for the firm. Plans for further research are briefly outlined.
THE FACTOR METHOD OF CALCULATING DISCRETION IN A FLEXIBLE WORK HOUR SCHEDULE
Authors: Lee R. A. , Young W. McEwan
Published: May 2007

There has been a pronounced reluctance to experiment with flexible work schedules in so‐called production areas, because of fears that the discretion granted individuals in their use of time would result in a fall in productivity. This article describes a first approach to calculating the amount of flexibility that can be given a group of employees in a production unit, in order to ensure that, even when they exploit the discretion to the full extent, there will always be work for everyone and other, interdependent, production units (or customers) do not suffer.
A CROSS‐FUNCTIONAL COMPARISON OF PRESCRIBED VERSUS PREFERRED PATTERNS OF MANAGERIAL STRUCTURE
Authors: O'Connor Edward J. , Farrow Dana L.
Published: May 2007

Previous research indicates that effective operating systems adopt structural patterns appropriate to their environmental uncertainty. Production units have typically been found to require more structure than comparable research organizations. The current findings document a consistent mismatch between the relative structural levels desired by research and production managers and the structural levels currently recommended for their respective functions. Implications regarding this conflict between organizational efficiency and employee attitudes are presented.
DIFFERENCES IN BELIEFS ABOUT WORK BETWEEN MANAGERS AND BLUE‐COLLAR WORKERS
Authors: Dickson John W. , Buchholz Rogene A.
Published: May 2007

The beliefs about work of managers and blue‐collar workers in the U.S.A. and Scotland were determined through a questionnaire. Both managers and blue‐collar workers strongly endorsed humanistic beliefs and were indifferent to the work ethic. Blue‐collar workers endorsed more strongly than managers beliefs about worker exploitation and the value of participation. In Scotland, there was a wide difference in the perceived value of leisure between managers and workers. It appears that the Scottish respondents hold fewer independent beliefs than their U. S. counterparts.
MOTIVATION, ORIENTATIONS AND THE ACTION PERSPECTIVE: AN ALTERNATIVE FRAMEWORK
Authors: Wynn Paul S.
Published: May 2007

The paper commences by suggesting that the traditional social action model of workplace behaviour, which focuses on the concept of orientation to work, is an inadequate model for explaining work motivation. It suggests that the deficiencies result from an inadequate definition of motivation and confusion about the concept of orientation. An alternative model is developed which replaces the concept of orientation with the twin concepts of motivation to work and attachment to work. The final part of the paper suggests how this alternative model may be operationalized and discusses the benefits that this formulation has for both academics and practising managers.
SELF REGULATION, CRISIS MANAGEMENT AND PREVENTIVE MEDICINE: THE EVOLUTION OF U.K. BANK SUPERVISION
Authors: Metcalfe J. L.
Published: May 2007

This article examines the transition in bank supervision from an ideology of self‐regulation to a more open‐ended, preventive‐medicine approach. It explores the processes by which the supervisors are developing a realistic and relevant appreciation of the banking system as a network of organizations [1].
R & D SUBSYSTEM CLIMATE AS A FUNCTION OF PERSONAL AND ORGANIZATIONAL FACTORS
Authors: Paolillo Joseph G. P.
Published: May 2007

Professional‐technical employee perceptions of the R and D subsystem climate were believed to be influenced by personal, joint personal‐situational, and situational characteristics. One hundred and five professional‐technical employees, above the technical level, from seven organizations cooperated in a study to ascertain the factors which contribute to the formation of subsystem climate perceptions. The findings failed to support the expected relationship between personal characteristics and subsystem climate, but did indicate that joint personal‐situational factors accounted for significant amounts of variance in climate perceptions.
COMPLEXITY AND CLEAVAGE: DUAL EXPLANATIONS OF STRATEGIC DECISION‐MAKING [I]
Authors: Astley W. Graham , Axelsson Runo , Butler Richard J. , Hickson David J. , Wilson David C.
Published: May 2007

This paper presents a framework for the comparative analysis of strategic decision‐making processes. It draws together and integrates predominant but previously disparate theories of decision‐making. Examples are given of how decision‐making processes may be characterized and, hence, facilitate comparison across all types of strategic decisions. Explanation of why decision processes may differ is from two perspectives. First, the complexity of the topic may lead to particular characteristics of the decision process. Secondly, the cleavage of interests which a topic arouses may also lead to particular aspects of decision processes. We argue that each decision topic has varying levels of both complexity and cleavage and four examples of strategic decisions are analyzed on these dimensions. We identify four profiles of decision‐making processes associated with varying levels of complexity and cleavage and we finally suggest that our model may explain and empirically demonstrate variations across a large number of diverse strategic decisions.
WHAT IS THE PROBLEM OF RETRENCHMENT IN HIGHER EDUCATION? [I]
Authors: Petrie Hugh G. , Alpert Daniel
Published: May 2007

Single‐ and double‐loop organizational learning are discussed in the context of retrenchment in higher education. A model of the research university illuminates impediments to internal resource reallocation, programme elimination and integrative leadership, and suggests the need for alternatives to usual efforts to increase efficiency while retaining existing norms, goals, and organizational structures.
MANAGING MARKETS: IMPLICATIONS FOR THE MAKE‐BUY DECISION
Authors: Butler Richard , Carney M. G.
Published: May 2007

The concept of a managed market is developed and is seen as especially suitable for complex transactions as an alternative to internal hierarchical organization. It is argued that a number of augmenting processes, namely trust, routinization and mutual adjustment, usually associated with internal organization, can be used to good effect in a market. Hence the paper develops an approach to make‐buy decisions through a transactions cost model and exemplifies the augmenting processes in three case studies from branches of the engineering industry.
FINANCIAL CUTBACK DECISIONS BY PRIORITY SCALING
Authors: Algie J. , Mallen G. , Foster W.
Published: May 2007

This paper reports the application of the priority scaling method to financial cutback decisions in a social services organization, and provides an overview of the priority scaling method.

The method is used to elicit a weighted scale of individual and group priorities between options from paired‐comparison exercises, together with a measure of internal consistency of judgment. The weighted scale of option priorities may be adjusted to align with the relative values individuals and groups assign to the multiple criteria which guide their judgments, and a measure of internal coherence of judgment obtained. Decision‐makers’ allocations of resources may be inferred from their priority weightings together with budgets for each option. Applying the method in reverse, decision‐makers’ implied priorities may be directly inferred from proposed budget cuts. A set of reliability tests are incorporated in rigorous versions of the method.
THE USE OF GROUNDED THEORY FOR THE QUALITATIVE ANALYSIS OF ORGANIZATIONAL BEHAVIOUR
Authors: Turner Barry A.
Published: May 2007

Qualitative social research generates large amounts of non‐standard data which make analysis problematic. This discussion advocates the use of grounded theory as a way of handling these problems. The approach is illustrated, in the context of organizational research, by three cases of grounded theoretical analyses: (a) a study of face‐to‐face interaction in a hospital between nurses and patients’ relatives; (b) a field‐study based on the complex organizational interrelationships associated with small batch production manufacturing; and (c) a documentary‐based analysis of the organizational pre‐conditions of large‐scale accidents. The discussion of the cases stresses the manner in which the qualitative data collected were manipulated in order to give them theoretical shape.
DIVERSIFICATION WITHIN AUSTRALIAN MANUFACTURING ENTERPRISE
Authors: Chenhall Robert H.
Published: May 2007

This study examines diversification of the activities of business organizations. The meaning of diversification has been ambiguous in many studies that have used the concept as a way of describing strategic resource allocation decisions within firms. Many previous studies of diversification have suffered from a number of deficiencies. Some studies have observed the consequences of firms’ resource allocation and made inferences about the influence of organizational and external environmental factors on managers’ decisions affecting diversification. Other studies, that have been concerned with investigating diversification from a focus within the firm, have often adopted a molecular approach, being concerned with a limited number of organizational or environmental characteristics. In an attempt to redress these deficiencies, a contingency theory framework is used to describe and, in part, explain the formulation of decisions affecting diversification. This involves developing an unambiguous definition of diversification, and identifying organizational and external environmental characteristics that may be used to aid understanding of why firms diversify their activities in different ways.
DEVIL'S ADVOCACY IN MANAGERIAL DECISION‐MAKING
Authors: Schwenk Charles R.
Published: May 2007

There is some debate about the potential value of using devil's advocates in top‐level organizational decision‐making. In this paper, the contrasting views on this question are summarized briefly and the field and laboratory research on the devil's advocate and related techniques is discussed. This research is then used as the basis for detailed suggestions on the effective use of devil's advocates in improving managerial decisions.
ORGANIZATIONAL STRUCTURING: AN EMPIRICAL ANALYSIS OF THE RELATIONSHIPS AND DIMENSIONS OF STRUCTURES IN CERTAIN FINNISH COMPANIES
Authors: Routamaa Vesa
Published: May 2007

The relationships of structure and structural factors at a general level are examined on the basis of data from a Finnish sample of mostly small and medium‐sized industrial organizations. the sample, which consists of shoe and clothing firms, is homogeneous in terms of basic technology and industrial environment. the structural relationships are analysed from the point of view of size so that the interaction or concurrence of size and specialization is seen as a primary determinant of the systems of structural relationships. Some additional contextual variables are included in the analysis. Further, the factors or dimensions of structure reported are built on the basic variables of coordination and control. the factors are managerial supervision, the administrative component in general, including the clerical component, which is of particular importance, and impersonal mechanisms.
THE ORGANIZATION AS POLITICAL ARENA
Authors: Mintzberg Henry
Published: May 2007

Politics and conflict sometimes capture an organization in whole or significant part, giving rise to a form we call the Political Arena. After discussing briefly the system of politics in organizations, particularly as a set of ‘political games’, we derive through a series of propositions four basic types of Political Arenas: the complete Political Arena (characterized by conflict that is intensive and pervasive), the confrontation (conflict that is intensive but contained), the shaky alliance (conflict that is moderate and contained), and the politicized organization (conflict that is moderate but pervasive). the interrelationships among these four, as well as the context of each, are then described in terms of a process model of life cycles of Political Arenas. A final section of the paper considers the functional roles of politics in organizations.
MANAGERIALLY PERCEIVED INFLUENCE OVER INTRADEPARTMENTAL DECISIONS
Authors: Wilson David C. , Kenny Graham K.
Published: May 2007

The perceived importance of seven power factors to two types of intradepartmental decision are examined: those which a manager takes alone and those which are taken in a group composed of departmental members only. the major findings from this examination are that while formal authority is important in the former situation it is of lesser importance in the latter situation; the reverse is true for personality. We conclude that decision method has a pronounced effect upon the relative importance of power factors. Secondary analysis of the data suggests that group composition also has a marked effect but that issue domain has a negligible effect. Nevertheless, managerial expertise remains dominantly important throughout the whole range of decision‐making situations; this finding also concurs with the results from our companion paper (Kenny and Wilson, 1984).
COMMITTEE TALK: NEGOTIATING ‘PERSONNEL DEVELOPMENT’ AT A TRAINING COLLEGE [1]
Authors: Gronn Peter C.
Published: May 2007

An analysis is made of the interactional styles of a personnel development committee and its chairman. Beneath what is manifestly the negotiation of the meaning of ‘personnel development’ and how it might best be facilitated, transcribed extracts display members engineering a latent shift in the identity of the committee. A psycho‐social explanation is offered for the observed patterns. This draws on both the actors’ definitions of the situation implicit in the talk and in their retrospective self‐reports, as well as the dynamics of leader‐follower relations evidenced in this small group. the case study is significant for the insights provided into the handling of transitional shifts in the developmental career or life‐cycle of committees and the tensions inherent in participatory management.
METAPHOR OR REIFICATION: ARE RADICAL HUMANISTS REALLY LIBERTARIAN ANARCHISTS?
Authors: Tinker Tony
Published: May 2007

Metaphors may enlighten our theoretical understanding of affairs, and they may be used to mystify and distort our view of social reality. In a recent series of papers, Gareth Morgan has proposed increasing metaphorical usage, to enrich management and organizational theory. This paper argues that Morgan's advocacy of metaphorical usage is too indiscriminate. By favouring a relativist (rather than a rationalist) theory of knowledge, he invites a proliferation of metaphorical ideology. Morgan's preference for an unbridled metaphorical usage is attributed, in part, to what Edgely (1984) describes as‘liberal dogmatism’, and also to his neglect of the social processes that generate and disseminate metaphors. The paper uses a variety of previous metaphorical contributions to management thought ‐ cybernetic, psychological, biological, systemic, mechanical, neurological ‐ to argue that, in general, metaphorical usage in organization studies has always been socially partisan, and that Gareth Morgan's proposals will intensify a mode of partisanship that is clearly at variance with his sympathies expressed elsewhere.
MARKETING AS INNOVATION THE EIGHTH PARADIGM
Authors: Simmonds Kenneth
Published: May 2007

Marketing can be viewed as organized rational innovation ‐ a function concerned with identifying the opportunity for change, inducing the action required and monitoring the change once introduced. This viewpoint establishes innovation as an eighth paradigm for marketing, alongside seven paradigms previously recognized within marketing theory. It is the only paradigm to focus directly on the function of marketing ‐ on what the marketer actually does. As such, it draws traditional marketing management literature into marketing theory and highlights the problem of establishing and maintaining an innovative marketing function within an organizational environment resistant to change.
RESISTANCE TO CHANGE: A PSYCHOANALYTIC CRITIQUE OF ARGYRIS AND SCHON'S CONTRIBUTIONS TO ORGANIZATION THEORY AND INTERVENTION
Authors: Diamond Michael A.
Published: May 2007

The purpose of this essay is to examine psychoanalytically Argyris and Schon's contributions to organization theory and intervention. The author focuses his attention on the problem of individual and organizational resistance to change in the light of Argyris and Schon's cognitive psychological assumptions about learning, reasoning, and effectiveness.
MANAGEMENT IN CONTEXT: AN ESSAY ON THE RELEVANCE OF CULTURE TO THE UNDERSTANDING OF ORGANIZATIONAL CHANGE
Authors: Feldman Steven P.
Published: May 2007

The recent interest in cultural analysis of organizations is based on the belief that organizations have symbolic aspects that affect organizational behaviour. Underlying this research, however, are different assumptions about the nature of symbols and the role they play in organizations. The majority of writers have assumed that symbols perform an expressive function and are used in a type of action they call 'symbolic action’which they contrast with ‘substantive action’. This dichotomy between symbolic and substantive action has resulted in the development of models that assume culture is a causal factor in organizational change, and should be controlled by the management of symbols. In this article, this approach ‐ the management as symbolic action approach ‐ is examined and found to be inadequate. An alternative approach is developed ‐ the culture‐as‐context approach ‐ that assumes all actions have a symbolic aspect, all actions are value‐laden, symbols are meaningful only in terms of their relations with other symbols, and symbols are dispositions to action, not causes of it. The study of culture is seen, then, as the explication of action in terms of the system of symbolic forms ‐ goals, plans, ideas, roles and traditions ‐ that people use to give meaning and order to their experience. This approach is applied to the interactions of the members of the‘Transition Team’in a Bell Telephone operating company preparing for the deregulation of the American Telephone and Telegraph Company, its parent corporation, in 1981. It is demonstrated empirically and explained conceptually that culture leads to a certain class of possible actions which makes certain attempts at change, or reactions to change, probable in a given situation.
A MATHEMATICAL MODEL OF THE ADAPTIVE BEHAVIOUR OF ORGANIZATIONS
Authors: Friesen Peter H. , Miller Danny
Published: May 2007

The recent work on organizational configuration and quantum structural change by Miller and Friesen (1984), and on the population ecology of organizations by Hannan and Freeman (1978, 1983) suggests some integral relationships between eiivironments, structure and optimal adaptive strategies. These appear to warrant a more systematic and formal analysis. Towards that end a mathematical model is developed to show the way organizations adapt t o changing environments. Using a Markovian representation, three types of environments are examined t o test the implications that the model has for adopting strategies of generalism vs. specialism, concerted ‘quantum’ 71,s. piecemeal change, and batching changes together vs. changing gradually and promptly.
MANAGEMENT CONTROL: THE ROLES OF RULES, MARKETS AND CULTURE[1]
Authors: Lebas Michel , Weigenstein Jane
Published: May 2007

This paper addresses the question of efficacy of Management Control Systems in organizations. It shows that control systems are based on a combination of three underlying approaches — markets, rules and culture — in order to obtain desired behaviours from organizations’ members.

These three approaches are then discussed in terms of Hofstede's work‐related values characterization. It is shown that each firm or organization defines its own balance among the three bases of control identified above. This balancing is dynamic and organizations must continuously adapt their Management Control Systems to changes in the overall culture(s), in technology and in the competitive forces.

The general evolution of Management Control Systems is seen to be towards a lessening of the importance of rules‐based controls and towards an increased reliance on controls imbedded in the organizational culture.[2]
THE MANAGEMENT OF MEANING IN THE POLISH CRISIS[1]
Authors: Czarniawska Barbara
Published: May 2007

The concept of ‘organizational culture’ proves to be fruitless when applied to organizations in socialist economies. Instead, this paper focuses on a more general relationship between organizational life and the cultural context of organizing.

Three examples illustrate the proposed approach. In the first, the Polish ‘propaganda of success’, used in the years 1970–80 by the ruling élite, is analyzed as a case of the use of ideology to manage the meaning shared by participants in economic life. In the second, the battle between the government and the Solidarity movement is interpreted as a battle over meanings. In both examples, the successful management of meaning demands the fit between ideology and national culture. The third example, contrasting Polish and American myths about the origins of organizational effectiveness, shows how everyday organizational life is embedded in the historical and cultural context of a given country.

The paper ends with a proposal to concentrate further research efforts on the complex relationships between organizational control and culture.
ORGANIZATIONAL CULTURE AS RELATED TO INDUSTRY, POSITION AND PERFORMANCE: A PRELIMINARY REPORT[1]
Authors: Reynolds Paul D.
Published: May 2007

Reliable procedures for the measurement of organizational culture are necessary if the ideas developed in popular and scholarly literature are to be tested. A review of recent writings was the basis for defining 14 aspects of organizational culture. A questionnaire developed to capture these aspects was completed by those working in a diverse collection of business organizations. Industry and organizational position had a strong association with perceived work context, work values, and work beliefs. One industrial corporation, frequently cited as ‘excellent’, was not distinctive in terms of these measures. The results suggest that unless statements about organizational culture reflect differences related to industries and organizational, technical or task requirements, they are unlikely to be accurate.
ORGANIZATIONAL CULTURE AND WORK GROUP BEHAVIOUR: AN EMPIRICAL STUDY
Authors: Amsa P.
Published: May 2007

This paper reports on a research study about the organizational cultures of a number of textile manufacturing plants from both the public and the private sector in Ahmedabad, India. These plants were shown to vary along one aspect of their work‐group behaviour, namely the rate of ‘loitering’ among loomshed workers. The concept of ‘culture’ is defined in terms of the shared beliefs, values, norms and traditions within the organizations. Methods of observation and informal open‐ended interviews were used to identify elements and/or dimensions of organizational culture, which were subsequently measured through structured interviews with loomshed workers. The study shows a definite relationship between ‘culture’ and ‘loitering’; however, the critical elements of culture influencing loitering behaviour vary from public to private sector plants. The implications of the findings of the study for the plants under reference, for production organizations in general as well as for organization theory are discussed.
THE EFFECTS OF GOAL EMPHASIS ON PERFORMANCE ON A COMPLEX TASK[1]
Authors: Locke Edwin A. , Somers Richard L.
Published: May 2007

The article reports the results of a naturally occurring field experiment which took place in the Judge Advocate function of the Tactical Air Command (TAC), a major command within the US Air Force. Official Air Force goals for courts‐martial processing time had existed for years but generally were ignored because they were considered unrealistic and unimportant. A new TAC staff advocate decided that processing time should be improved and took steps to emphasize goal attainment through various procedures. The result was a significant improvement in courts‐martial processing time as compared to the rest of the Air Force where no such emphasis occurred. The implications of the results for goal setting theory and leadership are discussed.
MANAGEMENT STRATEGY AND THE REDESIGN OF WORKRULES
Authors: Cappelli Peter , McKersie Robert B.
Published: May 2007

The redesign of workrules is rapidly becoming the most important issue in the industrial relations of the US. The arguments that follow present a taxonomy for understanding workrule changes and a series of propositions which explain the success of efforts to change workrules as a function of the general business that managements pursue in the product market and in their general approach to employees. Finally, the interaction between changes in different types of workrules is considered, as are the overall effects of a more flexible system of workrules on industrial relations at the firm.
BARGAINING WITHIN THE ENTERPRISE: CENTRALIZED OR DECENTRALIZED?
Authors: Kinnie Nicholas
Published: May 2007

Decisions on bargaining structure are at the heart of the management of industrial relations. Within the multi‐plant company these decisions are influenced by competing centrifugal and centrepetal pressures. Bargaining structure, alongside a series of other techniques, is used by managers at the head office and the plant to achieve a balance between centralization and decentralization. Head office managers exercise central control over some major industrial relations issues, while the extent of their influence is masked by decentralized bargaining structure and other techniques which create an illusion of plant autonomy.

These centrifugal and centrepetal pressures emerge not just from industrial relations considerations but are also part and parcel of wider business strategy concerns. Empirical evidence suggests that these countervailing pressures have intensified in recent years.
HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]
Authors: Guest David E.
Published: May 2007

Human resource management (HRM) is a term which is now widely used but very loosely defined. In this paper it is argued that if the concept is to have any social scientific value, it should be defined in such a way as to differentiate it from traditional personnel management and to allow the development of testable hypotheses about its impact. Based on theoretical work in the field of organizational behaviour it is proposed that HRM comprises a set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work. Within this model, collective industrial relations have, at best, only a minor role. Despite the apparent attractions of HRM to managements, there is very little evidence of any quality about its impact. Furthermore very few UK organizations appear to practise a distinctive form of HRM, although many are moving slowly in that direction through, for example, policies of employee involvement.