bluuebunny/crossref_metadata_2025_split huggingface dataset:
MANAGEMENT BY PANACEA: ACCOUNTING FOR TRANSIENCE
Authors: Gill John , Whittle Sue 
Published: May 2007

ABSTRACTThe cyclical nature of much consultant‐led activity designed to improve managerial effectiveness is explored through three consultant‐driven approaches to organizational improvement ‐ management by objectives, organization development and total quality management. Such packaged programmes seem to proceed through phases of high enthusiasm and much activity followed by a period of disillusionment, to be replaced by the next stage panacea. an attempt is made to offer some explanation of the transitory nature of much managerial activity which is believed to lie fundamentally in cultural and psychodynamic phenomena. Such an analysis may provide some clues to the search for remedial steps which might be taken to find more enduring ways to bring about increased managerial effectiveness in organizations, although by the very nature of our diagnosis we remain pessimistic.
PROCEDURAL RATIONALITY IN THE STRATEGIC DECISION‐MAKING PROCESS*
Authors: Dean James W. , Sharfman Mark P. 
Published: May 2007

ABSTRACTDespite the central place of rationality in the organization theory, strategic management, and decision‐making literatures, we know relatively little about why some strategic decision‐making procedures are more rational than others. This question was addressed in a study of 57 strategic decisions in 24 companies, using a multiple‐informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion.
THE EFFECTS OF EMPLOYEE OWNERSHIP ON EMPLOYEE ATTITUDES: AN INTEGRATED CAUSAL MODEL AND PATH ANALYSIS*
Authors: Buchko Aaron A. 
Published: May 2007

ABSTRACTResearch on employee‐owned organizations to date has utilized alternative theoretical perspectives and has examined varying attitudinal outcomes. This study reviews previous research and attempts to integrate the findings into a causal model that combines the results of prior studies. the resulting causal model was tested empirically with a sample (N= 181) of employees from a firm that adopted an employee ownership programme. Financial value of the ESOP was positively related to satisfaction with the ESOP plan, but was not related to other attitudinal variables. Perceived influence from ownership was positively related to ESOP satisfaction, job satisfaction, and organizational commitment. ESOP satisfaction, job satisfaction, and organizational commitment were negatively related to turnover intention. ESOP satisfaction and turnover intention were related to actual employee turnover behaviour over an extended time period.
FLEXIBLE DECISION STYLES AND THE CHOICES OF TOP EXECUTIVES
Authors: Nutt Paul C. 
Published: May 2007

ABSTRACTManagers who have access to several modes of understanding have been described as ideal decision‐makers. This article reports on research that explored how flexible styles of decision‐making, defined by the number and kinds of accessible modes of understanding, influence the choices of top executives. Instruments were used to measure attitude toward ambiguity and uncertainty and to determine the style of the participating top executives. the participants were asked to evaluate eight capital expansion projects in terms of adoptability and risk. Inferences about decision‐making were drawn from these evaluations. the tolerance for ambiguity and uncertainty scores and the adoptability and risk ratings were associated with the participant's style. Top executives with a flexible style who have access to each of the modes of understanding were found to be aggressive decision‐makers with a high tolerance for ambiguity and uncertainty.
FROM APATHY TO ALACRITY: MANAGERS AND NEW TECHNOLOGY IN PROVINCIAL NEWSPAPERS
Authors: Noon Mike 
Published: May 2007

ABSTRACTThe article explores why provincial newspaper managers have shifted from a position of reluctance and uncertainty about new technology to enthusiasm and zeal for the process and product development opportunities it offers. the transformation is assessed in terms of changes in the industrial relations context, market conditions and technological developments between the late 1970s and early 1990s. This can be characterized as moving from reactive management to proactive management, and the article examines how the latter reflects the development of new business opportunities through application of new technology to the information‐gathering process, the pre‐press production process and the product. Data are drawn from case study interviews and trade/professional publications.The analysis suggests that there is evidence of three prime managerial objectives/motives for introducing new technology: cost, control and market. Each of these were of varying importance for managers at different times, and were affected by technological uncertainty and ignorance. Attitudes transformed because of the changing context and the pursuit of functional interest, with the result that newspaper managers are now in a better position to exploit new technology for competitive advantage.
SUPPLIER COMMITMENT IN RELATIONAL CONTRACT EXCHANGES WITH BUYERS: A STUDY OF INTERORGANIZATIONAL DEPENDENCE AND EXERCISED POWER*
Authors: Provan Keith G. , Gassenheimer Jule B. 
Published: May 2007

ABSTRACTThis study is an examination of the relationship between dependence and power in vertical interorganizational relations. Using data collected from a US national sample of office systems/furniture dealers, power‐dependence ties in low commitment supplier‐buyer dyads were compared with relational contracting dyads characterized by high levels of long‐term supplier commitment. When commitment was not considered, the exercised power of primary suppliers over dealer decisions was found to be related to dealer dependence on its primary supplier in ways that could be readily explained by social exchange views of power. In contrast, the relationship between exercised power and dependence was significantly different when the primary supplier ‐dependent buyer tie was characterized by the high supplier commitment of a relational contract.
IMPLEMENTING STRATEGIC MISSIONS: EFFECTIVE STRATEGIC, STRUCTURAL AND TACTICAL CHOICES
Authors: Covin Jeffrey G. , Slevin Dennis P. , Schultz Randall L. 
Published: May 2007

ABSTRACTThis article describes a study of the impact of strategic mission on the relationships between firm performance and selected strategic, structural, and tactical variables. Moderated regression analysis and subgroup analysis were used to analyse data collected from 91 advanced technology manufacturing companies. Results indicate that firms with build‐oriented strategic missions, relative to those with more hold‐ and harvest‐oriented strategic missions, performed better when they: (1) adopted entrepreneurial strategic postures; (2) had organic organization structures; (3) offered relatively low product prices; (4) employed relatively large sales forces; (5) offered relatively generous customer credit; and (6) offered relatively broad product lines. On the other hand, firms with hold‐ and harvest‐oriented strategic missions, relative to those with more build‐oriented strategic missions, performed better when they emphasized R&D activity geared toward the development and refinement of existing products. Strategic mission did not moderate the effectiveness of the firms’advertising expenditures or their new product development activity.
IN SEARCH OF EXCELLENT MANAGEMENT
Authors: Koch James V. , Cebula Richard J. 
Published: May 2007

ABSTRACTDespite important advances in recent years, no agreement exists concerning what constitutes management excellence. Specific knowledge of how managerial behaviour is perceived and evaluated by others will help to resolve unsettled questions about what is meant by management excellence and improve the actual decisions of managers. This article examines the determinants of managerial excellence as perceived by corporate CEOs, directors, and financial analysts in Fortune magazine's annual survey of the best‐managed American firms in 33 industries. While the firms perceived to be best managed are more profitable and less risky, and grow faster and reward their stockholders more than less well‐managed firms, these variables explain only about 30 per cent of the variance in management ratings. the firms perceived to be best managed have more involvement in international markets and research and development, while large firm size and firm diversification reflect negatively upon perceived managerial quality. the relative inability of conventional financial measures of firm performance to explain perceptions of managerial excellence underlines the complex nature both of these perceptions and strategic behaviour. the results support Varadarajan and Ramanujam's conclusion that excellent management depends upon a diverse set of competencies and values, as well as Chakravarthy's contention that the most important characteristic of firm performance is management's ability to transform the firm and adapt to a rapidly changing environment. By contrast, little support is found for the maximization of stockholder wealth criterion of Rappaport.
THE EFFECT OF ORGANIZATIONAL CULTURE ON COMMUNICATION AND INFORMATION*
Authors: Brown Andrew D. , Starkey Ken 
Published: May 2007

ABSTRACTThe aim of this article is to demonstrate the importance and utility of the notion of organizational culture for scholars and practitioners in the field of information studies. It presents a theoretical and empirical examination of the effects of culture on communication and information in organizations. First, the concepts of organizational culture, information and communication are briefly explored. Then a case study of the effects of organizational culture on communication and information is presented. In particular, we make a detailed examination of how attitudes to communication and information that had their roots in a dominant organizational culture were a strong influence on the demise of the company (which was ultimately acquired by a stronger firm).
THEORIES OF THE FIRM: IMPLICATIONS FOR STRATEGY RESEARCH*
Authors: Seth Anju , Thomas Howard 
Published: May 2007

ABSTRACTTheories of the firm provide a perspective for thinking about organizational objectives and a framework for analysing important research problems. Here, we demonstrate the usefulness of several economic theories of the firm for guiding strategy research. We evaluate the relevance of each theory with regard to how the underlying conceptualization of the firm permits us to investigate issues of substantive interest to strategy researchers, and how compatible the assumptions contained within the theory are with the traditional strategy framework. We also examine the relevance of the theories from the viewpoint of philosophical methodology. We argue that, because of the integrative nature of strategy research, it is imperative for researchers to adopt multiple frameworks represented by different theories for the advancement of the field.
BUDGET ALLOCATION IN A UK UNIVERSITY: CONTRASTING PERIODS OF RESOURCE AVAILABILITY WITH RESOURCE SCARCITY*
Authors: Ezzamel Mahmoud , Bourn Michael 
Published: May 2007

ABSTRACTThis paper seeks to identify variables which explain variations in budget allocations in a UK university using a pooled database relating to two periods: one of resource availability, the other of resource scarcity. the results over both periods indicate, consistent with previous research, that a combination of workload and power proxies explains a very high proportion of budget allocations. However, analysis of the two periods revealed that: (i) incremental budgeting, which was observed to be in operation during the period of resource availability, was not supplanted by comprehensive budgeting during the period of resource scarcity, (ii) the impact of power proxies on budget allocation did not materially change in response to changes in levels of resource availability, and (iii) compared with internally based power, externally based power (as proxied) had neither a greater impact on resource allocation during the period of resource scarcity nor a lower impact during the period of resource availability as hypothesized.
VENTURE CAPITALIST RELATIONSHIPS IN THE DEAL STRUCTURING AND POST‐INVESTMENT STAGES OF NEW FIRM CREATION
Authors: Steier Lloyd , Greenwood Royston 
Published: May 2007

ABSTRACTEntrepreneurs often turn to outsiders for financial assistance. Venture capitalists represent an outside source of finance that generally takes an active interest in managing the firm. Two common practices within the venture capital industry are co‐investing and staged financing. Responding to the call for more process research which examines the deal structuring and post‐investment stages of venture capital involvement, this research utilized a case study approach to explore salient features and themes that emerged in a relationship involving entrepreneurs and multiple co‐investors in a new firm start‐up. Central findings of the study included: penetrating the venture capital network is a significant first step in securing financial resources and, intriguingly, relationships supersede business plans in securing these resources; paradoxically, venture capitalists establish milestones and tight time‐lines yet inadvertently contribute to many of the delays experienced by a start‐up firm; the operating logic of venture capital networks, constrained by the hierarchical structures of their constituents, may be incompatible with the needs of a start‐up firm; activities within the deal structuring and post‐investment stages are more dynamic and iterative than current models suggest; and, staged financing, when combined with multiple venture partners, requires a clear understanding of each party's collaborative role in the enterprise.
Strategic Groups and Inter‐Firm Networks In International High‐Tech Industries
Authors: Duysters Geert , Hagedoorn John 
Published: May 2007

ABSTRACTStrategic partnering and the analysis of strategic groups are two issues which enjoy a growing interest from industrial economists as well as from strategic management scholars. This contribution focuses on two related topics in the discussion on strategic group formation. the first subject addresses the relevance of strategic groups for understanding industry heterogeneity. the other topic covers the question whether companies from particular strategic groups establish strategic links with each other, or whether intra‐group rivalry leads to inter‐firm cooperation across strategic groups. Although it appears neglected in the literature the possible linking of the analysis of strategic groups with corporate network studies could generate further understanding of the process of strategic group formation. the present contribution focuses on the international information technology industry in order to study the possible symmetry of the structure of strategic group formation and parallel inter‐firm networks of strategic partnering empirically.
CLASSIFYING MANAGERIAL PROBLEMS: AN EMPIRICAL STUDY OF DEFINITIONAL CONTENT*
Authors: Smith Gerald F. 
Published: May 2007

ABSTRACTProblem categories play an important role in the thinking activities of many professionals. Organizational researchers have proposed that managers employ such categories as ‘threat’, ‘opportunity’ and ‘marketing problem’ in their thinking. This paper reports the results of a study of managerial problem categories, based on an analysis of managers’ verbal definitions of a variety of organizational problems.Problem categories previously proposed in the literature were rarely evidenced in these data. However, an iterative, inductive analysis led to the identification of a rich set of managerial problem categories satisfying appropriate criteria.
A ‘PARTNERSHIP’ ROUTE TO HUMAN RESOURCE MANAGEMENT?*
Authors: Hunter Laurie , Beaumont Phil , Sinclair Diane 
Published: May 2007

Collaborative relationships between firms have been growing in importance, including ‘partnerships’ between customers and suppliers. Institutional economists and sociologists have different views on the origins, character and consequences of partnership, and the nature of this debate is outlined, as well as the implications for the reality of ‘partnership’ and its role in the diffusion of business practice. Against this background we use case study and survey evidence to explore the transition within the supply chain relationship, from a customer ‘demands’ model and hence to ‘supplier development’. Supplier development can be seen as an aid to risk reduction, particularly where it involves management control system development in the supply organization.The partnership implications for the human resource management (HRM) function are explored. Supply‐side partners are likely to be involved increasingly with activities that will underpin the alliance (for example, training, cultural change and removal of industrial relations obstacles to change). These indirect effects may be supplemented by direct involvement by the HRM specialists in the customer organization, especially where partnership development places strong reliance on the human resource dimensions of the two organizations. Examples of this form of development are discussed.This evidence is assessed in terms of the different disciplinary approaches discussed at the outset. What emerges most strongly is that although ‘partnership’ is used to describe many inter‐firm relationships, many of these are very unequal and are recognized to be so, but in other cases evolutionary steps can be taken to reduce the risks involved and lead to apparently equitable alliances. Within this risk reduction process, the role of human resources appears to be of varying importance.
Do Managers and Strategies Matter? A Study In Crisis*
Authors: Greening Daniel W. , Johnson Richard A. 
Published: May 2007

ABSTRACTHighly interactive, tightly coupled, high‐risk technological systems have introduced the potential for catastrophic events. Although many people consider crises and disasters to be inevitable, our results suggest that firms that are better able to avoid crisis events have top‐management teams with a higher level of functional team heterogeneity, higher education levels, shorter organizational tenures, and more tenure heterogeneity. These characteristics serve as proxies for deeper underlying cognitive processes such as more complex thinking, quality decision making, dialectical inquiry, and multiple perspectives in solving potential catastrophic problems. These cognitive and social processes appear to be successful in addressing interactive complexity in high‐risk technologies, and may be associated with fewer faulty assumptions about firms' vulnerability to crises. In addition, firms whose top managers' time and energy is devoted to managing acquisition and divestment activities are more likely to experience crisis events. Highly diversified firms emphasizing financial and bureaucratic controls appear to develop threat‐rigidities, a lack of firm specific knowledge, and decreased information processing capabilities making them increasingly vulnerable to systemic crisis events.
The Conduct of Management and the Management of Conduct: Contemporary Managerial Discourse and the Constitution of the ‘Competent’ Manager*
Authors: Du Gay P. , Salaman G. , Rees B. 
Published: May 2007

ABSTRACTThe character and conduct of the manager has formed a central focus of attempts to govern economic life throughout the present century. and current programmes of organizational change involve radical attempts to reconstitute the nature and conduct of management. This is attempted through the identification and implementation of management competencies. Discourses of organizational reform such as human resource management, total quality management and business process re‐engineering all place a critical emphasis on anti‐bureaucratic, organic and flexible forms of organization, which are also seen to require the development of particular capacities and predispositions among managers. Essential to their vision of ‘managerial work’ is a composite of ‘entrepreneurial’ attributes. Management competencies appear to offer a congenial method for the reconstitution of the manager along ‘entrepreneurial’ lines, not simply because they are inherently founded on managers'self‐management and self‐presentation of identified behaviours, but also because they represent individualized forms of business functions (and are often associated with the establishment of market relations within the organization).
The Ethics of Shifting Ties: Management Theory and the Breakdown of Culture In Modernity
Authors: Feldman Steven P. 
Published: May 2007

ABSTRACTDespite a long tradition of documenting unethical practices in organizations, the sociology of organization literature has seldom addressed the question of management ethics. One early work in the field, Melville Dalton's Men Who Manage (1959), did develop a contingent approach to ethics that is seen as a precursor to contemporary discussions in modern and postmodern organization theory. In this essay, Dalton's work is interpreted in terms of a premodern or traditional view of moral theory. It is concluded that Dalton and those who have followed him have reduced morality to politics and have provided an intellectual rationale for the contemporary dark ages of moral behaviour with its worship of the cult of the individual.
Understanding Organizational Learning Capability
Authors: Dibella Anthony J. , Nevis Edwin C. , Gould Janet M. 
Published: May 2007

ABSTRACTThis paper presents data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impede learning. Seven orientations for describing organizational learning capability and understanding learning styles are identified. Each of these orientations is conceived as a bi‐polar continuum that reflect learning processes. Knowledge source is defined as the extent to which an organization prefers to develop new knowledge internally versus the extent to which it is more likely to seek inspiration in ideas developed externally. Product‐process focus refers to a preference for the accumulation of knowledge related to product and service outcomes versus a preference to invest in knowledge about basic processes that support products. Documentation mode refers to attitudes as to what constitutes knowledge and to the repositories of knowledge that are supported. Dissemination mode pertains to the difference between establishing an atmosphere in which learning evolves and one in which a more structured, controlled approach is taken to induce learning. Learning focus has to do with whether learning is concentrated on methods and tools to improve what is already being done versus testing the assumptions underlying what is being done. Value‐chain focus indicates which functional, core competencies are valued and supported. Skill development focus involves the orientation toward individual versus collective learning.Organizational learning may be increased by building on existing capabilities or developing new ones. the latter involves a change in culture, the former involves improving current capabilities. Organizations can enhance their learning capability through either approach.