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David P. McCaffrey

Bio: David P. McCaffrey is an academic researcher from University at Albany, SUNY. The author has contributed to research in topics: Private sector & Financial market. The author has an hindex of 12, co-authored 22 publications receiving 5791 citations. Previous affiliations of David P. McCaffrey include State University of New York System.

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TL;DR: In this article, the authors argue that barriers to participative systems are embedded in social, economic, and political principles deeply valued in their own right, and that these barriers can be overcome through patient, well-designed behavioral and organizational interventions.
Abstract: One can identify compelling reasons for private and public organizations to embrace participative systems. Scholars and organizational consultants maintain that organizations need such systems to prosper in an increasingly competitive and turbulent world, and that such changes are now taking place. Yet, participative techniques have diffused minimally. Why is there such a discrepancy between the endorsements and adoption of participative methods, despite the strong arguments for them and their intuitive appeal? This paper maintains that barriers to participative systems are embedded in social, economic, and political principles deeply valued in their own right. Writings on participative systems treat these barriers as difficult problems that can be overcome through patient, well-designed behavioral and organizational interventions. In contrast, we suggest that the structures and attitudes impeding participative systems are usually valued more highly than the prospective gains from the systems, and that, i...

152 citations

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TL;DR: The Derivatives Policy Group (DPG) as discussed by the authors was a group of six large financial firms developed procedures for risk management, internal controls, and reporting for largely unregulated areas of finance, in cooperation with the United States Securities and Exchange Commission and Commodity Futures Trading Commission.
Abstract: This paper examines how a collaborative effort between the private and public sectors, called the Derivatives Policy Group (DPG), helped shape current regulation of financial innovation. In 1994 and 1995, this group of six large financial firms developed procedures for risk management, internal controls, and reporting for largely unregulated areas of finance, in cooperation with the United States Securities and Exchange Commission and Commodity Futures Trading Commission. The process succeeded despite strong competition among the firms themselves and incentives for both the public and private sectors to resort to adversarial lobbying and legal challenges. The Derivatives Policy Group was a path-setting event in the development of flexible regulation of financial innovation that is now the norm for related policy making.The case is important in and of itself--the financial markets are a major concern of national and international economic policy--but here we treat it as an instance of a larger class of problems. Organizational science constantly encounters settings that involve numerous participants who compete or have histories of conflicts; who are interdependent, and collectively would gain (and even individually gain long term) by cooperating rather than competing on an issue; who fall under different governance systems; and who try as a group to design rules and principles governing their behavior. Four factors appear repeatedly in the research on the success or failure of such arrangements. These are (1) the initial dispositions toward cooperation, (2) the extant issues and incentives, (3) leadership, and (4) the number and variety of organizations involved. This paper focuses on how these factors shaped the development and consequences of the Derivatives Policy Group, and the general implications of this process for interorganizational cooperation.

130 citations

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TL;DR: The findings show the complex, uncertain, and ongoing process of professional adaptation and how characteristics of the specific work context play a mediating role in this adaptation.
Abstract: The organization and economics of health care in the United States are in the midst of profound change. Yet we know little about how individual physicians cope with and respond to this change on a ...

89 citations

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TL;DR: The determinants of OSHA performance can be examined by breaking the regulatory process into three elements relating to enforcement, compliance behavior, and the adequacy of standards in addressing safety outcomes.
Abstract: The determinants of OSHA performance can be examined by breaking the regulatory process into three elements relating to enforcement, compliance behavior, and the adequacy of standards in addressing safety outcomes. This paper develops and applies this ...

73 citations


Cited by
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TL;DR: The Uppsala internationalization process model was revisited in the light of changes in business practices and theoretical advances that have been made since 1977 as mentioned in this paper, and the change mechanisms in the revised model are essentially the same as those in the original version, although they add trust-building and knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships.
Abstract: The Uppsala internationalization process model is revisited in the light of changes in business practices and theoretical advances that have been made since 1977. Now the business environment is viewed as a web of relationships, a network, rather than as a neoclassical market with many independent suppliers and customers. Outsidership, in relation to the relevant network, more than psychic distance, is the root of uncertainty. The change mechanisms in the revised model are essentially the same as those in the original version, although we add trust-building and knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships.

3,700 citations

01 Jan 1999

3,389 citations

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TL;DR: The Human Side of Enterprise as mentioned in this paper is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

3,373 citations

Journal ArticleDOI
TL;DR: In this paper, three basic models or forms of network governance are developed focusing on their distinct structural properties and the tensions inherent in each form are discussed, followed by the role that management may play in addressing these tensions.
Abstract: This article examines the governance of organizational networks and the impact of governance on network effectiveness. Three basic models, or forms, of network governance are developed focusing on their distinct structural properties. Propositions are formulated examining conditions for the effectiveness of each form. The tensions inherent in each form are then discussed, followed by the role that management may play in addressing these tensions. Finally, the evolution of governance is explored.

2,891 citations

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TL;DR: In this paper, the authors examine organizational legitimacy in the context of the multinational enterprise (MNE) and explore its effects on MNE legitimacy, including internal versus external legitimacy and positive and negative legitimacy spillovers.
Abstract: We examine organizational legitimacy in the context of the multinational enterprise (MNE). After discussing three types of complexity (of the legitimating environment, the organization, and the process of legitimation) that MNEs typically face, we explore their effects on MNE legitimacy. In particular, we distinguish between the legitimacy of the MNE as a whole and that of its parts, and we develop propositions that include issues of internal versus external legitimacy and positive and negative legitimacy spillovers.

2,685 citations