摘要:

ABSTRACTWriters in the management literature use one of three general concepts of culture: homogeneous organizational culture, heterogeneous subgroup cultures, and ambiguous cultures. In spite of their differences, each of these conceptualizations focuses attention primarily on the context in which the individual member of an organization acts, and suggests that the latitude for individual action increases as the orderliness of that context decreases. In doing so, the culture literature has underestimated the role of individual actors as active agents in their contexts, regardless of the degree of orderliness prevailing in them. By incorporating a more dynamic perspective of action into the cultural analysis of organizations, this article develops a framework which focuses attention on how individuals not only adhere to, but also depart from even highly‐ordered organizational and subgroup cultures. This framework is then used to investigate managerial interactions during a planning meeting in HAPCO (a pseudonym), a Fortune 500 company. Two general conclusions emerge from these analyses. First, the normative force of HAPCO culture suppresses conflict, as well as the discussion of alternative ideas during decision‐making meetings. Thus, this particular organizational culture severely limits the range of individual action. Second, even in large, highly‐ordered organizations such as HAPCO, culture never completely dominates action because individuals comment critically on their situation. Consequently, individuals possess the capacity not only to adapt to, but also to challenge and depart from cultural rules. Four general types of strategies for individual action are empirically observed and conceptually distingu

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00649.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00650.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTOur purpose is to understand more fully the role of managerial cognition in organizations. As such, we adopted an experimental approach in studying the use of expert processing in the categorization of organizational problems. We compared the problem categories of 38 chief executive officers (CEOs) in the machine tool industry (experts) with those of 30 MBA students (novices). The results of a problem sorting task indicated that experts tended to categorize the ill‐structured problems significantly faster than novices. Experts also had greater variance in the number of categories used and they incorporated more problem information. Follow‐up analyses revealed that the number of categories was negatively related to experts’age and positively related to the number of processes and services offered by their respective organizations. These findings are consistent with the contention that experts rely on well‐developed, context‐dependent heuristics in the early stages of their decision‐making. It is argued that such heuristics allow organizational experts to make sense of strategic issues quickly, and respond in an efficient and effec

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00651.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTThis article examines the proposition that the multidivisional structure is determined by both power and efficiency imperatives. It is theorized that combining the coalitional power and information‐processing perspectives of organizational choice enables us to explain and predict organizational form. The theory is tested on 291 Fortune 500 firms. The results largely confirm theoretical expectations. It is submitted that the multidivisional paradigm illustrates the central premises of the article: (1) a synthesis of efficiency and power perspectives is a viable research programme; and (2) theoretical pluralism increases empirical content and should be valued by those concerned with progress in the emerging field of strategic managemen

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00652.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

ABSTRACTSystematic investigation of leaders and their influence on organizations has been a major area of research interest. In examining the upper echelon‐organizational outcome linkage, researchers have come to focus on the issue of executive succession. This focus has been due in large part to an emerging theoretical perspective that managerial differences may explain much of the variance in organizational outcomes. The purpose of this study is to ascertain whether or not top management succession affects subsequent corporate strategy. This article extends previous research efforts by longitudinally examining the linkage between executive succession and the extent of corporate strategic change across a sample of Fortune 1000 diversified firms. The findings confirm that the nature of executive succession has substantial consequences for corporate strategy. Firms have a greater likelihood of experiencing significant changes in strategy when they choose successors from outside the organization; firms that select their key executives by promoting from within are more likely to experience significantly less change in their corporate strategy. The results of this longitudinal investigation of the strategic outcomes of succession have significant implications for those in a position to select successors to the executive rank

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00653.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00654.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

Book reviewed in this article:Edosomwan, Johnson, A.Integrating Znnovation and Technology Management.Albrow, MartinMax Weber's Construction of Social Theory.Mitchell Daniel J. B. and ZAIDI, MAHMOOAD., A. (Eds.), The Economics of Human Resource Management.Morgan, Glenn. Organizations in Society.Friedman. L. with Cornfield Dominic. S. Computer Systems Development Hirtory, Organization and Implementation.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00655.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1992.tb00656.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY