摘要:

ABSTRACTIt is argued that the belief that the intraorganizational environment is necessarily a political one represents a myth propagated and entertained to address various needs of organizational members. One consequence of subscription to the myth of the corporate political jungle is a belief in the necessity for, and as a result the performance of, ‘political’ behaviour itself. ‘Political’ responses by others to this behaviour empirically support the myth and justify the behaviour. It is argued that political behaviour incurs dysfunctional consequences that warrant its reduction or elimination. Because political behaviour responds to belief in its inevitability, reduction of political behaviour ultimately depends upon acceptance of the argument presented in this discussion that the workplace is not inherently po

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00019.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY

摘要:

ABSTRACTUsing 136 cases of strategic decision‐making described by a number of variables drawn from the literature, three distinct types of decision‐making processes are found. These are termed sporadic, fluid and constricted processes. They are parsimonious characterizations of decision‐making processes which, given the variety of the 30 organizations from which the cases are drawn, should be generalizable to a wide range of con

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00020.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY

摘要:

ABSTRACTStrategic management researchers are showing increased interest in the cognitions of strategic decision‐makers. In this article, the importance of strategic cognitions is discussed and research on a number of major topics within the cognitive perspective is summarized. the paper concludes with an integrative model of cognitions in strategic decision making. This model provides the basis for questions for future researc

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00021.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY

摘要:

ABSTRACTThis article provides a theoretical discussion of countertrade benefits and problems. It then comments on data collected in a 1985 study of large British firms which demonstrate that actual countertrades have perceptions of the effects of this practice which differ markedly from the perceptions of companies that do not countertrade. Throughout, the findings on benefits and problems are compared as between international and domestic cotmtertraders and non‐countertraders. It is concluded that many more UK firms could benefit from participation in countertrad

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00022.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY

摘要:

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

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00023.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY

摘要:

Book Review in this ArticleAnthony, Peter.The Foundation of ManagementCulbert, SamuelA. and Mcdonough, John.Radical Management: Power Politics and the Pursuit of Trust.Harris, R.Power and Powelssness In Industry: an Analysis of the Social Relations of Production.Sims, HenryP., Jr. and Gioia, DennisA. (Eds.)The Thinking Organization: Dynamics of Organizational Social Cognition.Piercy, N. (Ed.)Management Information Systems: the Technology Challenge.Stopford, J. M. and Turner, L.Britain and the Multinationals.Kerr, C. and Staudohar, P. D. (Eds.)Industial Relaltions In A New Age.Poole, M.Towards A New Industrial Democracy: Workers' Participation In Industry.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00024.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1988.tb00025.x

出版商:Blackwell Publishing Ltd    

年代:1988

数据来源: WILEY