bluuebunny/crossref_metadata_2025_split huggingface dataset:
STRIKE PRONENESS AND CHARACTERISTICS OF INDUSTRIAL RELATIONS SYSTEMS AT THE ORGANIZATION LEVEL: A DISCRIMINANT ANALYSIS [1]
Authors: Chermesh Ran 
Published: May 2007

ABSTRACTStrike proneness is analyzed through the industrial relations system conceptualization. The actors, rules and ideology components of 60 industrial relations systems, of which 15 exhibited a low propensity to strike and 45 a high propensity to strike, are compared via a discriminant analysis procedure. Strike‐vulnerable establishments as compared with harmonious units tend to include more strikers and have a more complicated structure of labour representation. In highly strike‐prone organizations, negotiations are usually handled by representatives equipped with limited authority. These organizations tend to be less prepared rulewise for a strike situation, and their ideology is less critical of promoting union leaders to managerial positions and less favourable of opening recruitment to out‐of‐plant competition. The comparison of the technological, economic and power constraints of the two strike propensity groups indicates that the conflictual units, as compared with organizations with a low strike propensity, tend to be larger units and service organizations; they are mostly budget controlled and publically owned. A comprehensive industrial relations system analysis indicates that the internal components of the industrial relations system take priority in discriminating between the two strike groups. Theoretical and substantive conclusions conclude the analysis.
EXPLORATIONS IN MACRO COMMUNICATION BEHAVIOUR: THE EFFECTS OF ORGANIZATIONAL FEEDBACK ON ORGANIZATIONAL EFFECTIVENESS [1]
Authors: Morrow Paula C. 
Published: May 2007

ABSTRACTOrganizational feedback is identified as an attribute of organizations and as a form of macroscopic communication behaviour. Previous organizational theory is used to generate propositions linking organizational feedback (horizontal and vertical) to organizational effectiveness in order to evaluate the construct validity of feedback. Reliable measures of feedback are devised and the posited relationships are empirically examined using federated nonprofit organizations. Horizontal feedback is observed to be positively related to three forms of organizational effectiveness (goal attainment, superordinate approval and lateral approval). Vertical feedback is found to be positively related only to goal attainment. Organizational feedback is concluded to be a viable concept worthy of further investigation and additional research on communication as a property of organizational collectivities is recommended.
QUALITATIVE RESEARCH IN ORGANIZATIONAL BEHAVIOUR
Authors: Das T. Hari 
Published: May 2007

ABSTRACTQualitative and quantitative approaches to the study of organizations are not mutually exclusive. Yet, over the last several years they have tended to become as such. Also, the interest in qualitative research of organizations seems to be renewing in the recent years. The present paper looks at some of the currently popular qualitative tools of organizational research emphasizing the complementary nature of qualitative and quantitative approaches in most settings.
ORGANIZATIONAL RULES AND THE ACCOMPLISHMENT OF NURSING WORK ON GERIATRIC WARDS
Authors: Fairhurst Eileen 
Published: May 2007

ABSTRACTThe data on which this paper is based come from an ethnography of rehabilitation of the elderly. Two main themes, methodological and substantive, predominate. Some methodological issues surrounding ethnographic techniques are highlighted. These include gaining access, establishing relationships and the researcher having a number of roles rather than just one.The ethnomethodological perspective on organizations as a constellation of rules informs the substantive theme of the paper. Within this perspective rule use is situated and the meanings of particular rules are discerned from their use in specific contexts. This approach enables attention to be directed to the practical problems with which individuals are confronted in doing organizational work and how actors orient to them in action. The ways in which organizational rules may be defeased, manipulated or suspended are detailed with reference to nurses working on geriatric wards.
QUALITATIVE RESEARCH AND PARADIGMS OF PRACTICE
Authors: Blackler F. H. M. , Brown C. A. 
Published: May 2007

ABSTRACTThis paper is concerned with the appropriateness of qualitative methodologies for the retrospective evaluation of programmes of organizational change. Certain reviews of our re‐evaluation of a new philosophy of management, which was introduced within a major oil refining company in the mid 1960's, indicate that qualitative research is seen as inappropriate by many social scientists. However other reviewers argue that good qualitative evaluation necessarily entails close and continuing involvement with the process of change. Having outlined our methodology we consider the potential of these perspectives as a blueprint for activity in applied social science. We conclude by suggesting that advocates of such differing paradigms of practice should recognize that, unlike some natural science paradigms, competing paradigms should not be thought of as mutually exclusive.
ORGANIZATIONAL CHARACTERISTICS ASSOCIATED WITH EXPORT ACTIVITY
Authors: Cavusgil S. Tamer 
Published: May 2007

ABSTRACTCan various organizational and manager characteristics be empirically related to the level of export activity in the firm? This article attempts to provide an answer to this question using data obtained from a mail‐survey of exporting firms. A comprehensive review of the literature is presented first, in order to identify the relevant organizational characteristics hypothesized to be related to export activity. Then, a set of ten characteristics are statistically related to level of export activity (percent of sales exported) using Multiple Classification Analysis and Automatic Interaction Detector technique. The multiple classification analysis reveals five significant correlates of export activity. The automatic interaction detector analysis produced seven distinct exporter types ranging from least active to most active exporter, as well as generating some insights into the nature of interactions among the correlates of export activity. Implications of the findings for public policy, management, and education are discussed last in the article.
PLATEAUED MANAGERS: THEIR NEED GRATIFICATIONS AND THEIR EFFORT‐PERFORMANCE EXPECTATIONS [I]
Authors: Evans Martin G. , Gilbert Elizabeth 
Published: May 2007

ABSTRACTThe repeal of mandatory retirement laws will result in new pressures on organizations to motivate and satisfy those managers who have reached their ceiling in the organization. This study compares the satisfaction and motivation (in terms of performance‐reward instrumentalities) of a group of plateaued and non‐plateaued managers. This was done both with and without controlling for the managers age. Age, rather than plateauing, seemed to be implicated in any observed differences. We found that older managers reported lower satisfaction with future organizational rewards and see stronger instrumentalities for mentoring type activities then do their younger colleagues.
PUBLIC EXPENDITURE CUTS AND JOB LOSS: A UNION RESPONSE
Authors: Fatchett Derek , Ogden Stuart G. 
Published: May 2007

ABSTRACTThis article is based upon the findings of a survey which was directed at assessing the response of a public sector union to job loss amongst its members. The study was prompted by the anticipated effects on the union of cuts in public expenditure announced by Mrs. Thatcher's Government in 1979 and 1980. The purpose of the survey was, first, to investigate the processes through which job loss occurred and, secondly, to examine the ways in which the union contested those managerial decisions that affected the job security of its members. The main conclusion of the paper is that union resistance has been relatively sparse and it is suggested that this may be in part explained by the way in which job loss occurred. Of particular importance in this context is the loss of jobs through what we have called ‘job erosion’.
THE INTERACTION BETWEEN NATIONAL AND ORGANIZATIONAL VALUE SYSTEMS[1]
Authors: Hofstede Geert 
Published: May 2007

ABSTRACTOrganizations have prevalent value systems which are part of their organizational cultures. These value systems show a national component according to the nationality of the organization's founder(s) and dominant élite. Research data on national value systems in 53 countries and regions are used to suggest the kind of influence nationality is likely to have on organizational value systems, and what this means for the integration within an organization of persons and groups of different national origins.
CORPORATE BOARD SIZE, COMPOSITION AND CORPORATE FAILURES IN RETAILING INDUSTRY[1]
Authors: Chaganti Rajeswararao S. , Mahajan Vijay , Sharma Subhash 
Published: May 2007

ABSTRACTIn recent years some activists have advanced proposals to reform corporate boards, notably their structure and process, to assure desirable corporate governance. the empirical question, however, is whether such formal board changes would guarantee good governance. This paper examines this issue by studying the differences in the board size and board composition of 21 pairs of failed and non‐failed firms. the results suggest that the non‐failed retailing firms, as compared to failed ones, tend to have bigger boards within the size range suggested by the activists. the differences in the percent of outsider directors and multiple offices held by C.E.O.s between the failed and non‐failed firms were not significant. Implications of the results for the evaluation of board reforms are discussed.
PLANNERS' PERCEPTIONS OF THE STRATEGIC MANAGEMENT PROCESS[1]
Authors: Ginter Peter M. , Rucks Andrew C. , Duncan W. Jack 
Published: May 2007

ABSTRACTThis paper discusses the foundations of the normative model of strategic management and reports the results of empirical research that examined the validity of the model from the perspective of practising planners. It was concluded, on the basis of the responses, that the normative model of strategic management is an accurate representation of what planners believe to be the steps in the process at both the corporate and business‐levels. While the steps were all included, there was significant variation among the relative importance of the various steps.
STRATEGIC AWARENESS, PERSONAL COMMITMENT AND THE PROCESS OF PLANNING IN THE SMALL BUSINESS
Authors: Gibb Allan , Scott Mike 
Published: May 2007

ABSTRACTThis paper is based on detailed study [1], over two years, of sixteen small companies based in the northern region of the U.K. the study was concerned with the way in which the companies pursued different lines of product and market development. the research was characterized by experimental ‘action inputs’ designed to allow observation of the impact of different types of ‘software’(information, counselling, training/education) support on the development process.On the basis of this observation the paper constructs a model of the development process as a basis for evaluation of ‘assistance support’. This model, derived from theoretical concepts, nevertheless has been used in practice by companies for the evaluation of their own specific business development and has also been used for training small firm advisers. Observation of the development process enables a characterization of methods of planning used and evaluation of their influence. This indicates clearly the absence of formal planning models but underlines the importance of the strategic awareness and personal commitment of the owner manager in pursuing particular objectives. Strategic awareness is defined and its relationships with forms of assistance are explored. Implications are then drawn for those who seek to assist small businesses.
PSYCHOLOGICAL DIMENSIONS OF PERSONAL RESPONSIBILITY FOR PUBLIC MANAGEMENT: AN OBJECT RELATIONS APPROACH
Authors: Diamond Michael A. 
Published: May 2007

ABSTRACTThe use of object relations theory is introduced to examine the assumption of personal responsibility by public managers. This orientation to examining administrative behaviour enhances our appreciation of the psychological dimensions of personal experience, and the influence of that experience on the public administrator's ability to take responsibility for the consequences of his actions. This approach provides a set of clear guideposts that will help organizational observers to differentiate responsible administrative tendencies from irresponsible ones. the paper presents two divergent administrative sets of roles to illustrate the psychological and social characteristics of personal responsibility, the ‘as if performer’ and the ‘participant observer’. the ‘as if performer’ is found to be more congruent with bureaucratic organizational demands, while the ‘participant observer’ is more congruent with democratic essentials.
A COMPARATIVE ANALYSIS OF RESEARCH AND DEVELOPMENT MANAGERIAL JOBS ACROSS TWO SECTORS
Authors: Pavett Cynthia M. , Lau Alan W. 
Published: May 2007

ABSTRACTThe present study employs Mintzberg's framework of managerial work to compare Research and Development managers to managers in other career fields. Comparisons were made using data gathered from both the public and private sectors. A total of 448 managers responded to a survey assessing: (1) the importance of Mintzberg's roles for successful job performance; (2) the degree to which Mintzberg's managerial work descriptions characterize the manager's job; and (3) the importance of several skills areas for managerial success. The data indicated that R and D managers and managers in other career fields view their roles, work characteristics and required skills in a similar manner. While several differences were found between the two categories of managers, results from both sectors imply that R and D managers do not view their jobs much differently than non‐R and D managers. Implications for management training, promotion and selection are discussed.
EXCELLENT COMPANIES AS SOCIAL MOVEMENTS[1]
Authors: Soeters Joseph L. 
Published: May 2007

ABSTRACTIn this article a theoretical reconstruction is given of parts of the content of In Search of Excellence (Peters and Waterman, 1982). It evolves that the internal dynamics of excellent companies are very similar to those of social movements. Two recent discussion points, with regard to the decline and to the ethical dimension of excellent companies, can be better understood using this analogy. Furthermore, it provides us with avenues for further research.
STRATEGY AND STRUCTURAL ADJUSTMENT TO REGAIN FIT AND PERFORMANCE: IN DEFENCE OF CONTINGENCY THEORY
Authors: Donaldson Lex 
Published: May 2007

ABSTRACTComparative, contingency approaches to organization structure have been criticized as being inherently static. The present article argues that functionalist theories and quantitative methods can explain structural change. This is exemplified by a diachronic enquiry into strategy and structure. Several propositions about organizational dynamics relating diversification, reorganization and performance are supported. However, the notion of contingency adjustment to structure to attain match as a frequent alternative to structural adjustment to contingencies is not borne out. Neither of the two prevailing theories of structural change, ‘contingency determinism’nor ‘strategic choice’, is completely adequate and a third formulation is advanced: that of ‘structural adjustment to regain fit’.While structural‐functional enquiry into organizations using comparative quantitative methods has yielded information about structural statics, the contribution to knowledge of dynamics seems more problematic. This article seeks to record that structural‐functionalism does inform the analysis of organizational change and to show that quantitative contingency approaches can illuminate change if the theory used in the analysis is formalized properly. This involves the partial abandonment of both of the main prevailing theories of structural change: contingency determinism and strategic choice. In their place this article offers as a potentially more fruitful model the structural adaptation to regain fit formulation. Within this the role of performance is shown to be important. The advantage of this framework is demonstrated empirically by means of an examination of the relationship between strategy and structure.
DETERMINANTS AND CONSEQUENCES OF TASK UNCERTAINTY: A LABORATORY AND FIELD INVESTIGATION
Authors: Victor Bart , Blackburn Richard S. 
Published: May 2007

ABSTRACTThis article presents evidence and argument concerning the utility of the concept of task uncertainty for organization theory and practice. The results from two studies, one field and one laboratory, are reported. The results support the hypotheses that: (1) perceptions of task uncertainty are a simple function of the number and analysability of exceptions encountered, and (2) perceptions of task exceptions and search difficulty have distinct relationships with behaviours of interest (communication and decision‐making). Given these two findings, it is argued that the concept of task uncertainty should be replaced by the two source constructs.
MAPPING MANAGEMENT STYLES IN EMPLOYEE RELATIONS
Authors: Purcell John 
Published: May 2007

ABSTRACTIn an attempt to clarify the meaning of management style in employee relations and go beyond the limitations of the frames of reference debate, two dimensions of style are identified. Individualism refers to the extent to which personnel policies are focused on the rights and capabilities of individual workers. Collectivism concerns the extent to which management policy is directed towards inhibiting or encouraging the development of collective representation by employees and allowing employees a collective voice in management decision‐making. Style is a deliberate choice linked to business policy. Organizations may choose to focus on one or both aspects. Not all firms have a distinctive preferred management style. Survey evidence is analysed and a number of unresolved issues raised which need to be tackled if management style is to become a useful concept in the study of strategic choice in the management of industrial and employee relations.
AN EXAMINATION OF THE UNDERLYING DYNAMICS OF STRATEGIC DECISIONS SUBJECT TO UPWARD INFLUENCE ACTIVITY
Authors: Schilit Warren Keith , Paine Frank T. 
Published: May 2007

AbstractThis study examines the underlying dynamics of strategic decisions that are subject to upward influence activity. The results suggest that the strategymaking process deviates considerably from typical rational comprehensive approaches in that strategies are affected by: initial sense‐making activity, perceptions of risk and return, and power and negotiation skills. Differences due to functional area of the manager involved in the influence activity are discussed.
LEGAL REGULATION AND THE CONSTRAINT OF CONSTITUENT SATISFACTION[1]
Authors: Wagner John A. , Schneider Benjamin 
Published: May 2007

AbstractLegal regulations pose both opportunities and constraints that can influence behaviours in and of organizations. This article uses a multiple constituency perspective to examine one such influence. Data from 340 units of a US medical service firm indicate that different legally mandated types of doctor involvement in unit operations are significantly related to variations in the satisfaction reported by manager, employee, and patient constituencies. It is concluded that different forms of legal regulations, which are intended to represent the broad interests of a‘public‐at large’constituency, are differentially related to an organization's satisfaction of other special interest constituencies.
SPORADIC, FLUID AND CONSTRICTED PROCESSES: THREE TYPES OF STRATEGIC DECISION MAKING IN ORGANIZATIONS[1]
Authors: Cray David , Mallory Geoffrey R. , Butler Richard J. , Hickson David J. , Wilson David C. 
Published: May 2007

ABSTRACTUsing 136 cases of strategic decision‐making described by a number of variables drawn from the literature, three distinct types of decision‐making processes are found. These are termed sporadic, fluid and constricted processes. They are parsimonious characterizations of decision‐making processes which, given the variety of the 30 organizations from which the cases are drawn, should be generalizable to a wide range of contexts.
THE INFLUENCE OF ORGANIZATION STRUCTURE ON THE UTILITY OF AN ENTREPRENEURIAL TOP MANAGEMENT STYLE
Authors: Covin Jeffrey G. , Slevin Dennis P. 
Published: May 2007

ABSTRACTThis study examined the influence of organization structure on the relationship between top management's entrepreneurial orientation and financial performance. Moderated regression analysis was used to analyse data collected from 80 business organizations. the findings suggest that an entrepreneurial top management style has a positive effect on the performance of organically‐structured firms and a negative effect on the performance of mechanistically‐structured firms.
UNDERSTANDING INDUSTRIAL CRISES[1]
Authors: Shrivastava Paul , Mitroff Ian I. , Miller Danny , Miclani Anil 
Published: May 2007

ABSTRACTThis article provides a conceptual framework for understanding industrial crises. These crises are organizationally‐based disasters which cause extensive damage and social disruption, involve multiple stakeholders, and unfold through complex technological, organizational and social processes. The characteristics of industrial crises are illustrated through a comparison of three diverse crises ‐ the Bhopal disaster, the Tylenol poisonings, and the explosion of the space shuttle Challenger. Relationships among these characteristics are presented in a model of industrial crisis. Some issues for further research are identified.
ENACTED SENSEMAKING IN CRISIS SITUATIONS[1]
Authors: Weick Karl E. 
Published: May 2007

ABSTRACTSensemaking in crisis conditions is made more difficult because action that is instrumental to understanding the crisis often intensifies the crisis. This dilemma is interpreted from the perspective that people enact the environments which constrain them. It is argued that commitment, capacity, and expectations affect sensemaking during crisis and the severity of the crisis itself. It is proposed that the core concepts of enactment may comprise an ideology that reduces the likelihood of crisis.
DISASTER CRISIS MANAGEMENT: A SUMMARY OF RESEARCH FINDINGS
Authors: Quarantelli E. L. 
Published: May 2007

ABSTRACTThe crisis management of disasters does not follow automatically from disaster planning. Research has shown that successful disaster management results primarily from the activities of emergency organizations. In particular, there are management problems with respect to the communication process, the exercise of authority, and the development of co‐ordination.There are at least five different areas of difficulties in the communication process, namely, intra‐ and inter‐organizational behaviours between organizations, from organizations to the public, from the public to organizations, and within systems of organizations. Exercise of authority difficulties stem from losses of higher echelon personnel because of over‐work, conflict regarding authority over new disaster tasks, and clashes over organizational jurisdictional differences. Co‐ordination difficulties come from lack of consensus among organizations, working on common but new disaster‐related tasks, and difficulties in achieving overall co‐ordination in any community disaster that is of any magnitude. Prior planning can limit these management difficulties but cannot completely eliminate all of them.