bluuebunny/crossref_metadata_2025_split huggingface dataset:
ENVIRONMENT, ORGANIZATION AND EFFECTIVENESS: A BIOGRAPHICAL APPROACH[1]
Authors: Kimberly John R. , Rottman David B. 
Published: May 2007

ABSTRACTAnswers to the question of what makes an organization effective have proved elusive despite more than 20 years of intensive theorizing and research. Yet the search for answers, which gained momentum with Lawrence and Lorsch's (1969) Organization and Environment, clearly has had salutary effects on students of organizations and their work. This paper offers an approach to analysing organizations explicitly based on two of those benefits. The first is the shift toward a more dynamic orientation for explaining organizational configurations and outcomes. The second is the identification of strategic decisionmaking as the key link between organizational environment, structures, and effectiveness.By merging these two, we construct a biographical approach to the study of organizations. This approach sees organizations as evolving through time in response to, or in anticipation of, both external and internal forces. We view effectiveness as the outcome of a variety of decisions taken by one or more groups of organizational actors ‐ elites or coalitions ‐ in the context of bounded rationalities and environmental and structural constraints. So decision processes underpin observed configurations of environmental and structural features and link these configurations to effectiveness. An organization's biography ‐ the pattern of its evolution ‐ can be conceptualized as a succession of decisions and their consequences, with some decisions having a major long‐term influence on the direction taken by the organization and its effectiveness, while others have but an incremental influence.This article is an initial effort to make concrete our ideas. The opening section discusses organizational decision‐making and organizational effectiveness. This is the core of our approach: a basis for categorizing organizational decisions and in particular for singling out those which can be regarded as strategic. It is our contention that significant decisions vary across organizations and that it will embrace rather than ignore history and context. And ultimately, it will enhance our understanding of organizational effectiveness.
CULTURAL CHANGE: AN INTEGRATION OF THREE DIFFERENT VIEWS[1]
Authors: Meyerson Debra , Martin Joanne 
Published: May 2007

ABSTRACTIn this article we integrate three disparate views of culture and cultural change. With each view comes a distinct set of implications about the nature, scope, source(s), and consequences of culture change. Each view also suggests distinct implications for those who wish to manage cultural change in organizations. We argue that to understand how organizations change, in general, it is important to understand these disparate, yet interrelated processes of cultural change. We present these three views of culture and cultural change processes in organizations.
HOW ORGANIC IS YOUR ORGANIZATION?– DETERMINANTS OF ORGANIC/MECHANISTIC TENDENCIES IN A PUBLIC ACCOUNTING FIRM
Authors: Zanzi Alberto 
Published: May 2007

AbstractThis study compares two units within a major public accounting firm in order to determine their organic/mechanistic tendencies and establish the variables most closely related to these organizational characteristics. Results from a sample of 67 professionals balanced by unit and hierarchical level indicate that the process‐oriented elements of an organization are the more relevant indicators of organizational development and provide a system for evaluating an organization on an organic/mechanistic continuum.
PARTICIPATION UNDER CONDITIONS OF CONFLICT: MORE ON THE VALIDITY OF THE VROOM‐YETTON MODEL[1]
Authors: Ettling Jennifer T. , Jago Arthur G. 
Published: May 2007

ABSTRACTPrevious research validating the Vroom‐Yetton leadership model has provided support for all the prescriptions of the model except the Conflict Rule. This rule prescribes group decision‐making methods when conflict among subordinates is anticipated and acceptance of the decision is critical, on the grounds that a group process provides a more effective vehicle for conflict resolution than other less participative methods. the present experiment tests the Conflict Rule against an alternative hypothesis that predicts conflict intensification and polarization in group settings. Forty groups of five members each considered a decision task chosen for its likelihood of generating task‐based conflict. the 2x2 design (decision‐making process by leader reward structure) created conditions in which a particular decision‐making process either conformed to or violated the normative prescriptions of Vroom and Yetton's model. Both attitudinal and behavioural measures of decision acceptance revealed that the interactive group process was significantly more effective than one‐to‐one consultation in generating support for a leader's solution. A secondary analysis treating the quality of the leader's decision as a covariate revealed no significant variation in the pattern of subordinate acceptance explained by this factor. Overall, the results support Vroom and Yetton's Conflict Rule and suggest that subordinates are far more likely to accept a leader's decision following an interactive group process regardless of either the leader's desire to reach consensus or the technical quality of the decision.
STRATEGIC PROBLEM FORMULATION: BIASES AND ASSUMPTIONS EMBEDDED IN ALTERNATIVE DECISION‐MAKING MODELS
Authors: Lyles Marjorie A. , Thomas Howard 
Published: May 2007

ABSTRACTThis article reviews the major theoretical approaches to strategic decision‐making and identifies how each treats the process of problem formulation. Five models of strategic decision‐making are analysed to determine the assumptions and biases made about strategic problem formulation. Successful strategic problem formulation is described and proposed as a beginning point for future research. Some constructs for further theory development are addressed.
CHALLENGER: FINE‐TUNING THE ODDS UNTIL SOMETHING BREAKS
Authors: Starbuck William H. , Milliken Frances J. 
Published: May 2007

ABSTRACTThe Challenger disaster illustrates the effects of repeated successes, gradual acclimatization, and the differing responsibilities of engineers and managers. Past successes and acclimatization alter decision‐makers’ beliefs about probabilities of future success. Fine‐tuning processes result from engineers’ and managers’ pursuing partially inconsistent goals while trying to learn from their experiences. Fine‐tuning reduces probabilities of success, and it continues until a serious failure occurs.
MANAGERIAL PERCEPTIONS OF MARKETING PLANNING[1]
Authors: Greenley Gordon E. 
Published: May 2007

ABSTRACTThe literature on marketing planning is largely prescriptive in nature, with little reporting of empirical research. Additionally, the latter has been mostly concerned with classifying the official planning procedures that organizations have adopted. This article reports research which has investigated the perceptions of individual managers towards marketing planning. the overall result is that many differences of perception were identified, including major differences between managers in the same organizations. This insight also allowed for the development of a number of theoretical propositions.
PRACTICES OF TREASURY MANAGEMENT IN A SMALL OPEN TRADING ECONOMY: THE BELGIAN CASE
Authors: Soenen Luc A. 
Published: May 2007

ABSTRATCThere is little systematic information available on the current practices in the area of treasury management among companies outside the US. The purpose of this study is to investigate management practices in the areas of treasury management for companies located in a small open trading economy: Belgium. This article analyses and compares corporate responses in three important areas of treasury management, i. e. managing banking relations, domestic cash management, and foreign exchange management. The results presented in this article indicate that corporate practice in these areas could be much more sophisticated.
The Dual Meaning of Managerial Careers: Organizational and Individual Levels of Analysis
Authors: Gunz Hugh 
Published: May 2007

ABSTRACTA theoretical framework is proposed which brings out the duality of managerial careers by distinguishing between organizational and individual levels of analysis. At the organizational level, careers can be seen as part of a process of social reproduction, which points the way to linking organizational form and behaviour with comparatively stable career patterns characteristic of particular firms or kinds of firm. At the individual level careers are expressed as a sequence of work role transitions, representing choices between opportunities presented to managers by organizations. Each level of analysis illuminates a different aspect of managerial careers, but it is equally important that each should be seen in the light of the other.
Parenthetic Learning in Organizations: Toward the Unlearning of the Unlearning Model
Authors: Klein Jonathan I. 
Published: May 2007

ABSTRACTThe organizational ‘unlearning’ model is discussed. It is argued that the model fails to capture the individual and organizational processes necessary to achieve the objectives for which it is proposed. To achieve these objectives, an alternative, ‘parenthetic learning’ model of organizational learning and change is proposed.
COMPETITIVE GROUPS AS COGNITIVE COMMUNITIES: THE CASE OF SCOTTISH KNITWEAR MANUFACTURERS*
Authors: Porac Joseph F. , Thomas Howard , Baden‐Fuller Charles 
Published: May 2007

ABSTRACTThis article explores how the mental models of organizational strategists determine perceptions of competing organizations and responses to competitive conditions. We first outline a cognitive perspective for discussing competitive strategy, and then use this framework to analyse the particular case of the Scottish knitwear industry. We show how the structure of that industry both determines and is determined by managerial perceptions of the environment. We conclude by drawing out a few general implications of our framework for research and theory on competitive strategy.
COGNITIVE TRAILS IN STRATEGIC DECISION‐MAKING: LINKING THEORIES OF PERSONALITIES AND COGNITIONS*
Authors: Haley Usha C. V. , Stumpf Stephen A. 
Published: May 2007

ABSTRACTThis article attempts to reveal Jungian personality types' cognitive biases through a strategic management framework. The four personality types seem to use distinct heuristics to gather data, to generate and to evaluate alternatives. The connected heuristics appear as cognitive trails. We propose that different personality types habitually use certain cognitive trails; consequently, they can fall prey to biases that lurk in these trails. Cognitive trails may include linked input, output, and operational biases. We present the results from a pilot study to illustrate some connections between personality types and biases. We also explore some implications for future research and for management practice.
ENACTING NEW PERSPECTIVES THROUGH WORK ACTIVITIES DURING ORGANIZATIONAL TRANSFORMATION
Authors: Bartunek Jean M. , Ringuest Jeffrey L. 
Published: May 2007

ABSTRACTThis article explores a behavioural counterpart to the changes in interpretive schemes that characterize organizational transformation. It investigates the experiences of organizational members (especially lower level members) who introduce new perspectives through the work they carry out during transformation. Results of a multi‐year study in a religious order undergoing transformation indicated that members engaged in work that enacted a new perspective were less likely than other members to be appointed to organizational committees and more likely to leave the order. Members involved in work enacting a new perspective who remained in the order came to perceive themselves as less important to leaders but more influential in the order than other members did.
CONSTRUING ORGANIZATIONAL TEXTURE IN YOUNG ENTREPRENEURIAL FIRMS
Authors: Bouwen Rene , Steyaert Chris 
Published: May 2007

ABSTRACTIn a young entrepreneurial firm, two developmental processes are identified. One reflects the emergence of a social network whilst the other reflects the emergence of a task domain. The concept of ‘organizational dialogue’ is introduced to describe the action strategies through which these two processes are connected. The resulting textures may critically be examined to produce ‘process’ knowledge. It is argued that organizational theory can benefit from more work of this kind.
THE INDUSTRIAL MARKET AS AN INTERFIRM ORGANIZATION
Authors: Reddy N. Mohan , Rao M. V. Hayagreeva 
Published: May 2007

ABSTRACTRecent theorizing in the marketing and organization theory literature attests to the notion that the market is a complex organizational form. We discuss the techno‐economic and institutional forces that structure the industrial market as an interorganizational network. The manner in which these forces structure the market determines segmentation and integration and the changing nature of co‐operation and competition in industrial markets.
STRATEGIC TIME PERIODS AND STRATEGIC GROUPS RESEARCH: CONCEPTS AND AN EMPIRICAL EXAMPLE
Authors: Fiegenbaum Avi , Sudharshan D. , Thomas Howard 
Published: May 2007

ABSTRACTThis article briefly reviews previous research on strategic groups and focuses upon the influence of time on strategic positioning. This stability approach also motivates research into the dynamics of strategic group shifts. An illustrative example drawn from the drug industry emphasizes the practical application of these concepts. The analytically‐derived strategic groupings are then compared with evidence drawn from industry and academic research. Finally, following discussion of the results, some suggestions about integrating the strategic group concept into strategic management research are also made.
A STUDY OF ORGANIZATIONAL ‘FRAMEWORK’ AND ‘PROCESS’ MODALITIES FOR THE IMPLEMENTATION OF BUSINESS‐LEVEL STRATEGIC DECISIONS*
Authors: Skivington James E. , Daft Richard L. 
Published: May 2007

ABSTRACTOrganization framework and process are proposed as two modalities for implementing intended business‐level strategic decisions. A model is developed in which the components of these two modalities are defined and related to the implementation of low cost and differentiation strategic decisions. The implementation of 57 decisions in integrated circuits, petroleum, and health care firms are used to test the research hypotheses. The findings suggest that implementation in these firms utilized both framework and process structural elements, but that a different implementation gestalt characterized each type of strategic decision. Implications for strategy implementation are discussed.
THE EFFECTS OF FORMALIZATION ON DEPARTMENTS OF A MULTI‐HOSPITAL SYSTEM*
Authors: Hetherington Robert W. 
Published: May 2007

ABSTRACTThis study tests five propositions concerning the relationships between formalization, technological complexity and organizational performance. Propositions are based on Hage's axiomatic theory, but reinterpreted in terms of Lawrence and Dyer's readaptation hypothesis. Data were collected by questionnaire from 348 respondents from 92 units of an eight‐member government‐operated multi‐hospital system. Measures were of formalization, complexity, co‐ordination, climate for change, quality of care and morale. In general, more support was found for the readaptation hypothesis than for the traditional hypotheses of the Hage theory. In nursing units, formalization tended to have small, negative effects, and management decision‐making should probably aim to loosen up structures. In non‐nursing (clinical services) units, effects were greater and largely positive, suggesting the need for tightening up structures in order to promote readaptation.
STRATEGIC PLANNING AND FINANCIAL PERFORMANCE: A META‐ANALYTIC REVIEW*
Authors: Boyd Brian K. 
Published: May 2007

ABSTRACTAfter two decades of research, the effect of strategic planning on a firm's performance is still unclear. While some studies have found significant benefits from planning, others have found no relationship, or even small negative effects. Interpretation of these findings is confounded by the fact that many of these studies base their findings on a small number of firms. This article uses meta‐analysis to aggregate the results of 29 samples on a total of 2496 organizations. Cumulation of previous studies found modest correlations between planning and nine performance measures. Extensive measurement problems suggest that these findings underestimate the true relationship between planning and performance.
THE IMPACT OF SPOUSE'S CAREER‐ORIENTATION ON MANAGERS DURING INTERNATIONAL TRANSFERS
Authors: Stephens Gregory K. , Black Stewart 
Published: May 2007

ABSTRACTThe increasing internationalization of business and the rise of dual‐earner couples in the labour force combine to make the area of international human resource management and career development complex and important. This article examines results obtained from 67 American expatriate managers (EXM) in Japan of whom 47 per cent were part of a dual‐earner couple in America. the study found that career‐oriented spouses were almost seven times as likely to find employment after an international transfer as non‐career‐oriented spouses. It is argued that because career‐oriented spouses in general were able to find employment and avoid major job interruptions, there was no significant difference between the adjustment of expatriate managers whose spouses worked in the US before the transfer but not after and EXMs whose spouses worked before and after the transfer.
ORGANIZATIONAL SYMBOLISM AND IDEOLOGY*
Authors: Alvesson Mats 
Published: May 2007

ABSTRACTThe purpose of this article is to discuss organizational symbolism research from a critique of ideology perspective. Various aspects of ideology as a metatheoretical concept are discussed. Criteria governing when it might be appropriate to conduct a critical analysis of ideological elements in research texts are also suggested. These include restricted social autonomy of researchers, socio‐political relevance and ideological usefulness of research products, social fashionability of research areas, pseudo‐objective style, absence of indicated self‐reflection and lack of manifested awareness of the social context of research in research publications.The organizational symbolism research field is discussed in relation to ideology and some influential texts are interpreted in the light of ideology‐critique. the criteria for a sensitive reading of research texts in terms of problematical ideological elements are applied and their relevance illustrated. the article also discusses the field of organizational symbolism in terms of Habermas' concepts of cognitive interests, emancipation and undistorted communication.
UK VENTURE CAPITAL FUNDS AND THE FUNDING OF NEW TECHNOLOGY‐BASED BUSINESSES: PROCESS AND RELATIONSHIPS*
Authors: Sweeting R. C. 
Published: May 2007

ABSTRACTThrough the 1980s the UK venture capital industry, with its perceived focus on risky and innovative businesses, has experienced substantial growth in terms of the number of funds, amounts invested and number of individual investments. In this article, the Tyebjee and Bruno (1984) venture capital deal creation model which was originated in the US has been used to explore the process of venture capital provision and the development of relationships between venture capital funds and operating business managements. An empirical study of how UK‐based venture capital funds operate has been undertaken. The findings generally corroborated the model in a UK context. It was also observed that while venture capitalists actively worked to nurture good relationships with operating business managements they were prepared to act decisively and proactively to protect their investments when they saw them being threatened fundamentally. There vas also some evidence which suggested a slackening of interest in innovative, technology‐based businesses, particularly those in their early stages of development. Further work is needed to identify if there are conceptual problems with the provision of venture capital to these types of businesses or implementation problems which are tractable.
AN INVESTIGATION OF INDUSTRY AND FIRM STRUCTURAL CHARACTERISTICS IN CORPORATE TURNAROUNDS*
Authors: Paint Laurie W. 
Published: May 2007

ABSTRACTThis article uses the structure/conduct/performance framework as an underpinning to investigate the attributes of turnaround firms. Turnaround is defined as a substantial improvement of the firms's return on assets relative to the average return of its industry. Industry and firm structural characteristics including concentration, industry growth, R&D, advertising, market share, size, diversification, capital intensity and margins are identified. The results of a series of univariate and multivariate tests run on a sample of turnaround and non‐turnaround firms indicate that size, R&D, and an interaction between operating margin and advertising can be helpful in explaining some turnaround situations.
FORGING THE IRON CAGE: INTERORGANIZATIONAL NETWORKS AND THE PRODUCTION OF MACRO‐CULTURE
Authors: Abrahamson Eric , Fombrun Charles, J. 
Published: May 2007

ABSTRACTThis article examines how organizations participate in shaping the cultural environments of the nations that they inhabit. Cultural environments, we argue, emerge in a primarily unintended fashion as a consequence of routine, network interactions among organizations in four overlapping yet analytically distinct sectors: government, the mass media, educational institutions, and the business community. Differences in the structure of these national networks condition dynamic patterns of change in nations’cultural environments. In highly centric national networks, government will tend to dominate the production of cultural environments. In less centric networks, other institutional sectors play more commanding roles.
INTEGRATED SYSTEM, AUTONOMOUS DEPARTMENTS: ORGANIZATIONAL INVALIDITY AND SYSTEM CHANGE IN A UNIVERSITY*
Authors: Noble Faith , Newman Michael 
Published: May 2007

ABSTRACTResearch on the relationship between computers and organization structure has mainly focused on the probable impact of technology on features of structure, while the effects of structure on technology have been relatively little considered apart from the way ‘organizationally invalid’ systems cause conflict and resistance. In recent processual perspectives, the relationship between technology and organization is seen not as deterministic but as one of mutual influence, with the outcome both for the organization and the technology emerging from interaction among various stakeholders during system development and implementation. This article, using a longitudinal case study, shows how organization structures can impact on the development process so as to alter computer‐based systems to a design which is unintended but more consistent with existing organizational arrangements. It also discusses how systems specialists and managers can assess organizational invalidity, and offers a contingent framework for the courses of action to be taken if invalidity occurs.