摘要:

ABSTRACTThis article argues that ethnography is inadequately understood and recognized within administration science as a method for studying organizational culture. Ethnographic analyses of organizational cultures are largely absent from the administration science literature, primarily because such work derives from a social constructionist understanding of science. The knowledge of organizations thus provided is interpretive, denying the subject—object dichotomy inherent in mainstream empiricist applications of social analysis. In addition, whereas ethnographic analysis and writing is an appropriate method for studying culture, organizational ethnography is substantially different from ethnographic studies of whole (and largely foreign) societies. Formal organizations are both partial and specialized in comparison to general societal organization. The conceptual and practical toolkit the organizational ethnographer brings to the field and the writing table is thus tailored to this particular research arena, and is outlined her

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00268.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTThe purpose of this article is twofold; first, to provide a critical review of a number of approaches to corporate entrepreneurship and second, to do this by focusing on the role and fate of middle managers as corporate entrepreneurs. By concentrating on middle managers it is intended to highlight the contradictions that pervade the literature on corporate entrepreneurship. The article identifies three approaches to corporate entrepreneurship and examines how each provides different views and prescriptions for the middle manager as corporate entrepreneur. This article raises important issues for those seeking to implement entrepreneurial strategies or develop a general framework for innovation in large corporations.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00269.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

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 implementationgestaltcharacterized each type of strategic decision. Implications for strategy implementation are discusse

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00270.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTStrategic flexibility is proposed as an expedient capability for managing capricious settings, such as those confronted in technology‐intensive arenas. This article examines the historical evolution of the concept of flexibility and analyses its different senses by relating it to other concepts with a ‘family resemblance’. A conceptual framework is subsequently developed, which integrates the temporal and intentional dimensions of flexibility. Four archetypal manoeuvres, derived from the framework, are proposed as a means of attaining strategic flexibility. The deployment of these manoeuvres is exemplified by means of selected strategic engagements of firms in the computer peripherals arena. The article concludes with a discussion of the theoretical and practical implications of the res

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00271.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTAn analysis of post‐innovation adoption behaviour revealed that over a third of adopters subsequently discontinued a capital good innovation. Innovation non‐adopters, discontinuers, and retainers exhibited sharp differences with respect to size, age, and multinationality. Paradoxically, while favourable economic conditions discouraged innovation adoption, organizations that adopted the innovation under these conditions were more likely to retain

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1991.tb00272.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY