bluuebunny/crossref_metadata_2025_split huggingface dataset:
Dominance, Deference, and Egalitarianism in Organizational Interaction: A Sociolinguistic Analysis of Power and Politeness
Authors: Morand David A. 
Published: October 2008

Organizational literature has long presumed that power is communicated and enacted through behaviors exchanged at the level of face-to-face interaction. Little research, however, has investigated this aspect of power. The author explores how power is embedded in manners of speech exchanged in everyday interaction among superiors and subordinates. He draws upon the sociolinguistic theory of “politeness.” Politeness, linguistic behaviors used to demonstrate regard and consideration for others, is hypothesized to be sensitive to the social distribution of power. Low power actors are most likely to use linguistic politeness behaviors because such behaviors minimize the possibility of conflict with superiors. Results of a laboratory study confirm that politeness behaviors are sensitive to the distribution of formal authority in organizations. When superiors use politeness, they are more likely than subordinates to employ a subtype of politeness that demonstrates consideration by intimating social familiarity and camaraderie. The hypothesis that egalitarian values moderate the overall effect of power politeness is not supported, perhaps because of the constraints of the experimental situation. Overall, the study demonstrates how abstractions such as authority and equality can be measured in terms of the manners of comportment that actors bring to bear on one another in face-to-face contexts. Given the possibility that egalitarianism can be operationalized at a linguistic level of analysis, the findings have important ramifications for the study of the presumed status leveling associated with programs of workplace participation. The study broadly shows how sociolinguistic perspectives can contribute to our understanding of organizational phenomena.
The Situated Nature of Adaptive Learning in Organizations
Authors: Tyre Marcie J. , von Hippel Eric 
Published: October 2008

This paper explores the nature of adaptive learning around new technology in organizations. To understand this issue, we examine the process of problem solving involving new production equipment during early factory use. We find that adaptation is a situated process, in that different organizational settings (1) contain different kinds of clues about the underlying issues, (2) offer different resources for generating and analyzing information, and (3) evoke different assumptions on the part of problem solvers. Consequently, actors frequently must move in an alternating fashion between different organizational settings before they can identify the causal underpinnings of a problem and develop a suitable solution. These findings suggest that traditional, decontextualized theories of adaptive learning and of collaboration could be improved by taking into account that learning occurs through people interacting in context—or, more specifically, in multiple contexts. Learning is often enhanced not just by bringing people together, but by moving them around to confront different sorts of clues, gather different kinds of data, use different kinds of tools, and experience different pressures relevant to a given problem. We discuss both managerial and theoretical implications of these findings.
Social Capital, Structural Holes and the Formation of an Industry Network
Authors: Walker Gordon , Kogut Bruce , Shan Weijian 
Published: October 2008

The formation of a network is determined by the opposition of two forces. The first is the reproduction of network structure as a general social resource for network members. The second is the alteration of network structure by entrepreneurs for their own benefit. The idea of reproduction is a conventional one in organizational sociology but has taken on increased importance due to the work of Bourdieu and Coleman. In contrast, Burt stresses the entrepreneurship of individual agents in exploiting structural holes that lie between constrained positions. Though complementary, the theories of social capital and structural holes have fundamentally different implications for network formation. This paper investigates these theories by examining empirically the formation of the interorganizational network among biotechnology firms. We propose that network structure determines the frequency with which a new biotechnology firm (or startup) establishes new relationships. Network structure indicates both where social capital is distributed in the industry and where opportunities for entrepreneurial action are located. The reproduction of network structure depends on how startups value social capital compared to these opportunities. The critical test is, consequently, whether new relationships reproduce or alter the inherited network structure. We find strong support for the power of social capital in reproducing the network over time.
A Coordination Theory Approach to Organizational Process Design
Authors: Crowston Kevin 
Published: October 2008

An important practical problem for many managers is finding alternative processes for performing a desired task, for example, one that is more efficient, cheaper, or that is automated or enhanced by the use of information technology. Improving processes also poses theoretical challenges. Coordination theory provides an approach to the study of processes. In this view, the design of a process depends on the coordination mechanisms chosen to manage dependencies among tasks and resources involved in the process. In this paper, I use coordination theory to analyze the software change process of a large mini-computer manufacturer. Mechanisms analyzed include those for task assignment, resource sharing, and managing dependencies between modules of source code. For each, I suggest alternative mechanisms and thus alternative designs for the process. The organization assigned problem reports to engineers based on the module that appeared to be in error, since engineers only worked on particular modules. Alternative task assignment mechanisms include assignment to engineers based on workload or market-like bids. Modules of source code were not shared, but rather “owned” by one engineer, thus reducing the need for coordination. An alternative resource sharing mechanism would be needed to manage source code if multiple engineers could work on the same modules. Finally, engineers managed dependencies between modules informally, relying on their personal knowledge of which other engineers used their code; alternatives include formally defining the interfaces between modules and tracking their users. Software bug fixing provides a microcosm of coordination problems and solutions. Similar coordination problems arise in most processes and are managed by a similar range of mechanisms. For example, diagnosing bug reports and assigning them to engineers may have interesting parallels to diagnosing patients and assigning them to specialists. While the case presented does not formally test coordination theory, it does illustrate the potential of coordination theory for exploring the space of organizational processes. Future work includes developing more rigorous techniques for such analyses, applying the techniques to a broader range of processes, identifying additional coordination problems and mechanisms and developing tools for collecting and comparing processes and automatically suggesting potential alternatives.
The Ethical Superiority and Inevitability of Participatory Management as an Organizational System
Authors: Collins Denis 
Published: October 2008

During the heady revolutionary days of the 1960s, Slater and Bennis (Slater, P. E., W. G. Bennis. 1964. Democracy is inevitable. Harvard Bus. Rev. 42(2) 51–59.) declared the inevitability of democracy at the workplace. Twenty-five years later, in a retrospection of that article, the authors claimed that they were right (Slater and Bennis [Slater, P. E., W. G. Bennis. 1990. Democracy is inevitable. Harvard Bus. Rev. 68(5) 167–176.]). Unfortunately, the data do not support their claim (Lawler et al. [Lawler, E. E., S. A. Mohrman, G. E. Ledford. 1992. Employee Involvement and Total Quality Management. Jossey-Bass Publishers, San Francisco.]). Nonetheless, workplace democracy is inevitable. This article argues in favor of the inevitability of participatory management, one form of workplace democracy, on the basis of its coherence to the social philosophical assumptions about human nature that underlie the forms of political arrangements (democracy) and economic arrangements (mixed economy) in the United States. These communitarian philosophical assumptions have been thoroughly argued in the political science and economic literature to be ethically superior to other sets of social philosophical assumptions that underlie authoritarianism and libertarianism. Currently, organization theory is approximately 200 years behind this literature. Persons who experience significant benefits as a result of the central position of “liberty” in the social philosophical assumptions of democracy and capitalism tend to design organizational systems that significantly restrict the liberty of their employees. The current push for more democratic features is coming from organization theorists doing work on corporate culture, total quality management, gainsharing, and other systems of management that encourage decentralization, and from business ethics scholars doing work on the societal accountability of organizations. The very slow rate of evolution to workplace democracy is primarily attributed to the central role of the power elite. Whereas the American political and economic revolutionaries came from within the power elite of their times that is not yet the case for workplace democracy advocates.
The Relationship Between Control and Partner Learning in Learning-Related Joint Ventures
Authors: Makhija Mona V. , Ganesh Usha 
Published: October 2008

The model developed draws on resource-based, information-processing, and organizational learning theories to show how JV control processes affect the dynamics of interpartner learning. According to the model, firms forming learning-related JVs match with partners in line with their differences in capability and other requirements; the result is referred to as the asymmetry-need configuration. A satisfactory post-negotiation match implies a balance in perceived bargaining power, enabling both partners to institute controls appropriate for the specific types of learning undertaken. The model stresses that appropriate controls are essential for learning to take place, yet dissimilar learning needs or learning capabilities of the two partners may nonetheless result in unequal learning rates. Such unequal learning sets into motion a continual reconfiguration of the original relationship between the two partners, including modification of the initial asymmetry-need configuration and perception of bargaining power. The model emphasizes that JVs with learning objectives are inherently and inevitably dynamic because of these internal processes. However, control mechanisms themselves are an important means for diagnosing these processes and realigning the relationship. The formulation of such a process model helps to integrate many aspects of the JV relationship, including initial configuration, partner bargaining power, JV controls, and interpartner learning. In addition, the model captures the evolution of the partner relationship over the life of the JV. The focus on JV control processes in this research complements the insights gained from previous work that has looked at JV learning mainly in relation to the characteristics of the partners.
The Impact of Joint Venture Status on the Longevity of Japanese Stakes in U.S. Manufacturing Affiliates
Authors: Hennart Jean-François , Kim Dong-Jae , Zeng Ming 
Published: October 2008

A number of well-known studies report that between one-third and two-thirds of international joint ventures eventually break up. While many generalizations, explanations, and prescriptions have been based on these statistics, their meaning is unclear. First, all foreign affiliates are subject to normal business risk, and to the risk that they will be divested by parents for strategic or financial reasons. Are these risks higher for joint ventures than for wholly-owned subsidiaries? Second, joint ventures may be shorter lived not because of their joint venture status, but because affiliates which are joint ventured have other characteristics that make them more likely to exit. To know whether joint ventures are shorter lived, one must control for the other factors that affect the longevity of affiliates, whether wholly-owned or joint ventured. Third, many joint ventures contracts contain clauses that allow partners to sell their stakes to one another at specific intervals. Because they make exit easier, joint ventures should have shorter lives, but these shorter lives should only be due to selloffs, not to liquidations. It is therefore important to see whether the supposedly higher termination rate of joint ventures stakes is due to a higher rate of selloffs or to a higher rate of liquidations.In this paper we (1) compare the longevity of stakes in joint ventures versus those in wholly-owned subsidiaries (2) while controlling for other factors that affect the longevity of such stakes and (3) while distinguishing between two types of exit, those through sale and those through liquidation. While past authors have addressed these three issues in piecemeal fashion, we believe we are the first to address them simultaneously. We analyze the factors that affect the longevity of 355 Japanese stakes in U.S. manufacturing affiliates. Controlling for all the factors that affect exit rates, we find that Japanese parents are more likely to terminate their stakes in U.S. joint ventures than in wholly-owned subsidiaries. This higher termination rate of joint venture stakes is explained by a higher probability of selling them, but not of liquidating them. Most of the other factors that have been found significant in explaining gross divestment of foreign affiliates do in fact only affect exits through sales, but not exits through liquidations. Hence it is true that joint ventures have shorter lives, but dangerous to interpret this finding as necessarily meaning that they are more likely to “fail”.
Unsung Heroes: An Interview with Steve Havlovic
Authors: Frost Peter J. 
Published: October 2008

Behind every successful performance, such as was the jazz symposium at the 1995 Academy of Management Conference, are people who have worked long and hard to try to ensure that the event will come to fruition; who have solved tricky problems and improvised in a number of ways, so that the performers can do their craft with a maximum of opportunity to excel. In the case of this symposium, organizing involved having very specialized microphones in place and in working order. It required getting all the right permits (some unanticipated) approved and it meant having an effective grasp of and control over the logistics of a complex process well beyond the prior experience base of most of the organizers involved. It meant doing these things at a ridiculously low price and yet operating at a cost that was higher than anticipated. New money had to be found, rules and laws had to be bent or reframed or reinterpreted. When the magic of the session unfolded, when people were learning, having fun and being moved by what they experienced on stage, it was due, in no small part, to the individuals behind the scenes who themselves had performed, learned and improvised and who thus had helped created conditions that enabled the event to take place. Such individuals often are unsung heroes. They have stories to tell that are interesting and instructive. What follows are the recollections of one such hero, Steve Havlovic, Chair of the Local Arrangements Committee for the 1995 Academy of Management Conference in Vancouver, British Columbia, Canada. In conversation with Peter Frost, he talks about the roles that he and others who worked with him played in preparing the ground for the jazz symposium and he describes some of what happened along the way. The story provides a perspective on the way improvisation and organizing may be intertwined in both the figure and the ground of a novel event.
Traffic Signal Synchronization on a One-Way Street
Authors: Bavarez E. , Newell G. F. 
Published: October 2008

We consider a one-way street that intersects n one-way (side) streets. Traffic approaching the first street is steady as are the flows on all side streets. Traffic signals are idealized as perfect on-off switches and traffic is treated as a fluid moving with a constant velocity on the main street. Total delay and total number of stops are evaluated for several types of signal coordination schemes. Some conclusions are: 1. For any given common cycle time and given splits at each intersection, there is a choice of offsets (phases) that simultaneously minimizes both the total delay and stops, but it is not necessarily the one that produces a “through band” of maximum bandwidth. 2. There are signal settings for which some signals operate on half or a third the cycle time of other lights, which give a main street delay equal to that for the optimal common cycle time setting but give less delay to the side street. 3. Similar models are commonly used to find maximum through bands for two-way traffic, but it is not obvious that this is a suitable objective even for one-way streets.
Bibliographic Section
Authors: Brownstone David , Daughety Andrew F. , Jara-Díaz Sergio R. 
Published: October 2008

Handbook of Econometrics, Vols. 1 and 2, edited by Zvi Griliches and Michael D. Intriligator. Handbooks in Economics Series, Book 2. New York, Amsterdam and Oxford: North Holland; distributed in U.S. and Canada by Elsevier Science, New York, 1983, 1984—reviewed by David Brownstone. Deregulating the Airlines, by Elizabeth E. Bailey, David R. Graham and Daniel P. Kaplan, MIT Press, Cambridge, Mass., 1985, 343 pp—reviewed by Andrew F. Daughety. Transport System Optimization and Pricing, by Jan Owen Jansson. John Wiley & Sons, New York, 1984, 280 pp—reviewed by Sergio R. Jara-Díaz.
Bibliographic Section
Authors: Psaraftis Harilaos N. , Rogerson Peter A. , Schwing Richard C. 
Published: October 2008

The Traveling Salesman Problem: A Guided Tour of Combinatorial Optimization, by E. L. Lawler, J. K. Lenstra, A. H. G. Rinnooy Kan and D. B. Shmoys (eds.), John Wiley & Sons, New York, 1985—reviewed by Harilaos N. Psaraftis. Urban Evolution: Studies in the Mathematical Ecology of Cities, by Dimitrios S. Dendrinos with Henry Mullally. Oxford University Press, Oxford, 184 pp—reviewed by Peter A. Rogerson. Risk and Freedom? The Record of Road Safety Regulation, by John G. U. Adams, Transport Publishing Projects, Cardiff, Great Britain, 1985, 202 pp—reviewed by Richard C. Schwing.
Bibliographic Section
Authors: Kitamura Ryuichi , Ardekani Siamak A. 
Published: October 2008

Behavioural Research for Transport Policy, VNU Science Press, Utrecht, The Netherlands, 1985, 490 pp—reviewed by Ryuichi Kitamura. Introduction to Transportation Systems, Lonnie E. Haefner, CBS College Publishing, New York, 1986, viii, 488 pp—reviewed by Siamak A. Ardekani.
Bibliographic Section
Authors: Meyer Michael D. , de Palma André , Hendrickson Chris 
Published: October 2008

Public Infrastructure Planning and Management, by Jay M. Stein, editor, Sage Publications, 1988—reviewed by Michael D. Meyer. Economic Evolution and Structural Adjustment, by D. Batten, J. Casti and B. Johansson, editors, Lecture Notes in Economics and Mathematical Systems, Springer Verlag, Berlin, 1985, 380 pp—reviewed by André de Palma. Expert Systems in Construction and Structural Engineering, H. Adeli, editor, Chapman & Hall, London, 1988, 321 pp—reviewed by Chris Hendrickson.
Bibliographic Section
Authors: Labbé Martine , McNeil Sue , Meyer Michael D. , Ceder Avishai 
Published: October 2008

Facilities Location: Models and Methods, R. F. Love, J. G. Morris and G. O. Wesolowsky, North Holland, Amsterdam, 1988—reviewed by Martine Labbé. The Highway Design and Maintenance Standards Series:—five volumes—Vehicle Operating Costs: Evidence from Developing Countries, Andrew Chesher and Robert Harrison; Vehicle Speeds and Operating Costs: Models for Road Planning and Management, Thawat Watanatada, Ashok M. Dhareshwar and Paulo Roberto S. Rezende Lima; Road Deterioration and Maintenance Effects: Models for Planning and Management, William D. O. Paterson; and The Highway Design and Maintenance Standards Model, Volume 1. Description of the HDM-III Model, Volume 2. User's Manual for the HDM-III Model, Thawat Watanatada, Clell G. Harral, William D. O. Paterson, Ashok M. Dhareshwar, Anil Bhandari and Koji Tsunokawa; published for The World Bank by The Johns Hopkins University Press, Baltimore, 1987—reviewed by Sue McNeil. New Transportation Fuels, A Strategic Approach to Technological Change, by Daniel Sperling, University of California Press, Berkeley, 1988—reviewed by Michael D. Meyer. Introduction to the Theory of Traffic Flow, by Wilhelm Leutzbach, Springer-Verlag, Berlin, 1988, 204 pp.—reviewed by Avishai Ceder.
Bibliographic Section
Authors: Johnson Rubin , Feo Thomas A. , Lamar Bruce W. , Belobaba Peter B. , Hensher David A. , Wolfe Robert A. , Hanson Susan , Solomon Ilan 
Published: October 2008

Integer and Combinatorial Optimization, by George L. Nemhauser and Laurence A. Wolsey, John Wiley & Sons, New York, 1988, 763 pp.—reviewed by Rubin Johnson and Thomas A. Feo. Discrete Optimization, by R. Gary Parker and Ronald L. Rardin, Academic Press, Boston, MA, 1988—reviewed by Bruce W. Lamar. Airline Operations Research, by Dušan Teodorović, Volume 10 in Transportation Studies Series, Gordon & Breach, New York, 1989, 464 pp.—reviewed by Peter B. Belobaba. Road Work: A New Highway Pricing and Investment Policy, by K. A. Small, C. Winston and C. A. Evans, The Brookings Institution, Washington, DC 1989, 128 pp.—reviewed by David A. Hensher. Integrated Land Use and Transportation, by Tomas de la Barra, Cambridge University Press, 1989, 179 pp.—reviewed by Robert A. Wolfe. Analytical Behavioural Geography, by Reginald G. Golledge and Robert J. Stimson. Croom Helm, New York, 1987, 337 pp. + Index—reviewed by Susan Hanson. The New Era of Home-Based Work: Directions and Policies, edited by K. E. Christensen, Westview Press, Boulder, CO, 1988, 218 pp.—reviewed by Ilan Solomon.
Bibliographic Section
Authors: Hall Randolph W. , Meyer Michael D. , Heydecker Benjamin G. 
Published: October 2008

Facility Location and the Theory of Production, by Arthur P. Hurter and Joseph S. Martinich, Kluwer Academic Publishers, Hingham, 1989, 272 pp.—reviewed by Randolph W. Hall. Principles of Highway Engineering and Traffic Analysis, by Fred L. Mannering and Walter P. Kilareski, John Wiley & Sons, New York, 1990, 251 + xii pp.—reviewed by Michael D. Meyer. Intersections Without Traffic Signals: Proceedings of an International Workshop, edited by W. Brilon, Springer-Verlag, Berlin, 1988, 328 pages, 88 figures—reviewed by Benjamin G. Heydecker.
Bibliographic Section
Authors: Southworth Frank , Wynter Laura 
Published: October 2008

Gravity Models of Spatial Interaction Behavior, by Ashish Sen and Tony E. Smith, Springer-Verlag, Berlin, 1995, 572 pp.—reviewed by Frank Southworth The Traffic Assisnment Problem: Models and Methods, Michael Patriksson, VSP, Utrecht, 1994, 223 pp.—Laura Wynter