摘要:

ABSTRACTThis study examined the complementary role categorization and attribution processes play in managers’interpretations of event causes. Categorization theory suggests that events with distinctive internal or external causes should be interpreted, respectively, as internal and external. Attribution theory and research on self‐serving attributions, on the other hand, suggest that events with positive outcomes should be attributed to internal causes and events with negative outcomes to external causes. Study results showed a very significant interaction between distinctiveness of event causes (internal‐external) and the valence of event outcomes (positive‐negative). This interaction suggests that managers use categorization processes to interpret positive events, but more effortful attributional processes to interpret events with negative outcomes. There also was evidence of self‐serving attributional biases in managers’interpretations of event causes, especially events with equivocal causes. Study findings appear to be unaffected by managerial position or background. We discuss the contribution this study makes to extant research and its implications for futu

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1995.tb00643.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTThis paper explores the role of management consultants in the development of information technology (IT) in organizations. Contending that the process of IT systems development is characterized by the exercise of power, the central theme of the argument concerns the indissoluble nature of the technical and socio‐political skills inherent in IT consultancy practice. IT consultancy practice is not just socio‐political when winning a contract ‐ the sales pitch ‐ and technical when developing an IT system. Rather, socio‐political skills centred on the mobilization of discursive and symbolic resources are an inherent part of theconstructionof suc

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1995.tb00644.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTDespite the importance of market orientation in the marketing and strategic management literature, it has been the subject of few conceptual and empirical studies. Also, the latter have addressed only the degree of market orientation and not its nature or form. the empirical study reported in this article focuses on the form of market orientation. Five different forms of market orientation were identified, along with three factors that discriminate between them. Although there are some performance differences between the forms of market orientation, the market environments that they are associated with are not significantly different. As well as providing additional empirical evidence, the results provide empirical support to, and extensions of, the conceptualization of market orientation given in the literature.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1995.tb00645.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTRecent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. the sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value‐structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new desig

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1995.tb00646.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

ABSTRACTAttempts at developing a taxonomic classification scheme for knowledge in the area of strategy contain major shortcomings. With the aim of breaking through the limitations inherent in these classification efforts, this article rejects the idea that strategic discourse is autonomous, and proposes instead that organization theories be considered, since these allow for the development of discursive forms in the field of strategy. Four types of strategic discourse are identified; these are the classical, contingency, socio‐political and socio‐cognitive forms. the authors also stress the importance of developing a critical form of discourse in this area of st

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1995.tb00647.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1995.tb00648.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY