What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract Rooted in contingency theory, this study puts forth propositions stating (1) that superiors of business units which face higher environmental uncertainty will use a more subjective performance appraisal approach whereas superiors of business units which face lower environmental uncertainty will use a more formula-based performance evaluation approach, and (2) that a stronger fit between environmental uncertainty and performance evaluation style would be associated with higher business unit performance. Findings from 58 business units in eight Fortune 500 firms provide strong support to both sets of these propositions.

Appropriateness of accounting data in performance evaluation: an empirical examination of...

This handbook presents guidelines for synthesizing findings of qualitative research.After discussing the importance of such synthesis for building knowledge, in the second chapter the authors introduce definitions of and types of qualitative research synthesis.They view the synthesis as a study comprising a series of steps, starting with the formulation of a problem and a statement of purpose. In chapter 3 the authors focus on the steps of retrieving all research reports and determining their relevance to the study domain. In chapter 4 they describe strategies for appraising individual study reports and for conducting a comparative appraisal. Comparative appraisal consists of displaying key elements of the studies included in the synthesis and comparing them in order to determine whether they confirm, extend, refute, or complement each other. In chapter 5 Sandelowski and Barroso discuss issues encountered in appraising the quality of qualitative studies and present a typology of findings that can be used to classify results. In chapters 6 and 7 they describe the process of implementing the two types of qualitative research synthesis, metasummary and metasynthesis. In chapter 8 the authors review strategies for maintaining validity of qualitative research synthesis and in chapter 9 they review content and format for presenting the results of the synthesis. Sandelowski and Barroso are to be commended for addressing a controversial topic, and for refining the types of qualitative research findings and procedures for conducting a synthesis of these findings.They clarify the arguments advanced by proponents and opponents of the qualitative research synthesis, thereby facilitating our understanding of the rationale underlying the two types of synthesis. Conceiving the synthesis as a study that is conducted in steps, similar to those entailed in a metaanalysis, helps us to view the process as a systematic one with a welldefined sequence of steps.The book is structured accordingly, starting with the formulation of a researchable problem, moving on to the conduct of an extensive search of the relevant literature, then to an appraisal and synthesis of findings across studies, and ending with CJNR 2008,Vol. 40 No 3, 179 –180

https://cjnr.archive.mcgill.ca/article/download/2146/2140

Handbook for Synthesizing Qualitative Research

Entrepreneurial education is the process of providing individuals with the ability to recognise commercial opportunities and the insight, self-esteem, knowledge and skills to act on them. It includes instruction in opportunity recognition, commercialising a concept, marshalling resources in the face of risk, and initiating a business venture. It also includes instruction in traditional business disciplines such as management, marketing, information systems and finance. The purpose of this paper is to describe the design and introduction of a new program in Entrepreneurship at the University of Tasmania. Within this program the process and responsibility of learning has largely been reversed through the process of student centred learning. This method of learning represents a challenging departure from the traditional mainstream teaching practices. In considering the benefits achievable from this teaching method, this paper also considers the difficulties in transferring increased responsibility to students to manage their futures.

A contemporary approach to entrepreneurship education

O objetivo deste texto e auxiliar os alunos da pos-graduacao a escolherem o tema, realizarem suas pesquisas e redigirem suas dissertacoes de mestrado.

https://periodicos.puc-campinas.edu.br/seer/index.php/oculum/article/download/356/336

Metodologia de pesquisa

Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that manage different organizational functions and various demands to generate performance. The purpose of this paper is to propose that three dimensions of PMS increase organizational ambidexterity and consequently they influence organizational performance. In this framework, organizational ambidexterity mediates the relationships between three dimensions of PMS and organizational performance.,The data were collected through a structured questionnaire sent to Brazilian software companies. Owners, directors, project managers and responsible for company strategy answered the questionnaire. The final sample was 227 Brazilian software firms that answered according to their PMSs and organizational ambidexterity.,The results provide four main findings. First, the three dimensions of PMS, namely—attention focus, legitimization and strategic decision-making—influenced organizational ambidexterity. Second, organizational ambidexterity had a major effect on organizational performance. Third, organizational ambidexterity mediated the indirect effects of attention focus, legitimization and strategic decision-making on organizational performance. Fourth, exploration and exploitation—two dimensions of organizational ambidexterity—mediated the indirect effect of the abovementioned PMS dimensions on organizational performance.,Although there are different dimensions of organizational ambidexterity, this paper is limited to two of the most used ones: exploitation and exploration. In addition, the results were limited to subjective—in contrast to objective—performance measures.,Software companies can use PMS for attention focus, legitimization of firm’s choices and strategic decision-making to increase their exploration and exploitation capabilities. Moreover, software companies can use strategic decision-making to control existing strategies and establish new strategies for legitimizing ambidextrous choices and thereby support their decision-making process.,The data showed that not only organizational ambidexterity mediates the effects of the three dimensions of PMS use on performance, but also exploration and exploitation.

The indirect effects of performance measurement system and organizational ambidexterity on performance

The literature presents some shortcomings in the use of current skills, resources, and capabilities (exploitation) with the exploration of new competencies to achieve performance. Little is known about how the dimensions of exploitation and exploration should be analyzed; whether separately, by continuum, in sequence, through interactive or (in) congruence. Given the lack of empirical evidence of how these two dimensions can elucidate performance, the problem that arises is: How can the ambidextrous congruence boost performance? The purpose of the paper was to examine how the congruence between dualities affects organizational performance. Through a survey of 227 software companies, we tested hypotheses related to the congruence and interaction of the two ambidextrous factors. The results showed that (a) the dimensions of exploration and exploitation, average ambidexterity, and ambidexterity by means of a continuum explain the performance; (b) exploitation vs. exploration interaction is not related to the organization’s result; and (c) the convergence of both dimensions increases the organizational result. The findings are consistent with the thesis of Gibson and Birkinshaw (2004) and reject the thesis of Gupta, Smith and Shalley (2006) and Cao, Gedajlovic and Zhang (2009).

/pdf/efeitos-do-exploration-exploitation-e-ambidestria-no-3tk7jd0u5t.pdf

Efeitos do Exploration, Exploitation e Ambidestria no Desempenho das Organizações de Software

Organizational ambidexterity arises as an organization’s ability to employ efforts on contradictory goals, such as exploration and exploitation for longterm success and long-lasting performance. In addition, the organization faces risks inherent in the management of its administrative capacity. However, to date, we did not find a systematic qualitative-research review on risk and organizational ambidexterity. This paper fills this gap by systematically reviewing existing qualitative case studies on risk and organizational ambidexterity published in peer-reviewed journals. To fulfill this objective, we used a meta-synthesis of qualitative synthesis case studies in order to identify possible cause and effect relationships between the constructs and to propose a theoretical model. The results showed that risk and uncertainty influence the way the organization invests resources in exploration or in exploitation. Second, the findings indicated that risk moderates the direct effect of exploration and exploitation on performance and on decision making, amplifying or reducing their effects. Third, the framework suggests that risk has a direct effect on organizational performance, reducing it, or influencing strategic decision-making (ranging from intuitive to rational decision).

/pdf/risk-and-organizational-ambidexterity-a-meta-synthesis-of-a-30oxrssb6m.pdf

Risk and Organizational ambidexterity: a meta-synthesis of a case study and a framework

In the process of performance evaluation it is essential to define the needs, capacities and contributions of stakeholders. The objective of this paper is to analyze the perception of managers of Micro, Small and Medium Enterprises (MSMEs) in relation to the Satisfaction and Contribution of Stakeholders to organizational performance. The research was conducted with 7 MSMEs. The results from the interviews showed that (i) there is a broader understanding of who are the most important stakeholders, opposing the view of the owners and customers and (ii) the contribution of stakeholders expected by the business is more subjective, considering the continuity of the relationship with the parties and a delivery of superior value. Finally, the results provided the basis for the proposition of new dimension called Expectations of Continuity and Partnership as an element to assess stakeholder contribution.

/pdf/satisfaction-and-contribution-of-stakeholders-from-the-2502el7vxj.pdf

Satisfaction And Contribution Of Stakeholders From The Performance Prism Model

/pdf/competitors-cost-analysis-a-study-with-companies-of-the-2uzhdpfm97.pdf

Elizandra Severgnini

Papers

The indirect effects of performance measurement system and organizational ambidexterity on performance

Efeitos do Exploration, Exploitation e Ambidestria no Desempenho das Organizações de Software

Risk and Organizational ambidexterity: a meta-synthesis of a case study and a framework

Satisfaction And Contribution Of Stakeholders From The Performance Prism Model

Competitors’ cost analysis: a study with companies of the Brazilian sugarcane industry