摘要:

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 r

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00273.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTThis study investigates the relationship among four design parameters of planning systems and five different firm and environmental characteristics. The impact of this multivariate relationship on organizational effectiveness is then examined using a sample of 115 large manufacturing firms. The findings show general support for the proposition that, in order to be effective, a strategic planning system should be designed in such a way that the specific situational setting of the firm is reflected in the design. The analysis also indicates that firms adopt a more flexible planning system ‐ captured here by two key variables, planning horizon, and frequency of plan reviews ‐ as the level of environmental complexity increases. Implications for future research are discus

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00274.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTThis article synthesizes previous research on the interaction between product and production process, and the impact of that interaction on the evolution of strategic response. This interaction has major implications for the competitiveness and productivity of the firm. The authors identify characteristics of the interaction that allow a more complete analysis of its relation to firm strategic response, productivity and competitiveness.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00275.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTChange advocates who participate in the process of strategy‐making can play an important role in enabling organizational adaptation. To examine the nature of this role, this article investigates the influence on strategic shifts of two such participants ‐ new members of the top management team and management consultants. Empirical findings suggest that managers see these two types of change agents as having two different kinds of influence on strategic shifts. Specifically, the change agent role of management consultants is viewed as one that creates pressure for change by helping to shape new managerial perspectives of the environment. In contrast, the change agent role of new members of the top management team is viewed as one that counteracts inertial forces that may block the implementation of change. These results suggest that management consultants may be much more useful in stimulating changes in the ways executives think about their environment than they are in implementing radical strategic changes. To overcome institutional resistance to extreme strategic shifts, organizations may need to resort to stronger political and symbolic actions, such as promoting or hiring new top executives in key leadership ro

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00276.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00277.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY