Henry J. Coleman

Bio: Henry J. Coleman is an academic researcher from University of California, Berkeley. The author has contributed to research in topics: Organizational studies & Organizational architecture. The author has an hindex of 3, co-authored 3 publications receiving 7007 citations. Previous affiliations of Henry J. Coleman include Rutgers University.

Organizational Strategy, Structure, and Process

Abstract: Organizational adaptation is a topic that has received only limited and fragmented theoretical treatment. Any attempt to examine organizational adaptation is difficult, since the process is highly complex and changeable. The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies. The framework is based on interpretation of existing literature and continuing studies in four industries (college textbook publishing, electronics, food processing, and health care).

Keys To Success In Corporate Redesign

Abstract: Why have some U.S. firms succeeded in redesigning themselves to meet competitive demands while others have not? Successful firms meet three key requirements for effective redesign: a commitment to total redesign as an economic "must," not simply an "ought;" a clear strategic vision supported by the structure and process changes necessary to achieve it; and a managerial philosophy that fits the chosen strategy and structure. Some firms have been able to install an alternative strategy-structureprocess package by breaking completely from the established pattern. Other firms have "rediscovered" a viable combination of strategy, structure, and philosophy by stripping away central bureaucracy. Still others have searched outside familiar models, most often in the direction of network strategies and structures. Overall, the capacity for organizational renewal comes from investing in human skills and knowledge-bases, which serve as competency reserves in changing times.

Not So Different After All: A Cross-Discipline View Of Trust

Abstract: Our task is to adopt a multidisciplinary view of trust within and between firms, in an effort to synthesize and give insight into a fundamental construct of organizational science. We seek to identify the shared understandings of trust across disciplines, while recognizing that the divergent meanings scholars bring to the study of trust also can add value.

The Effect of a Market Orientation on Business Profitability

Abstract: Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of ...

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

Abstract: The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators

Abstract: A meta-analysis of the relationships between organizational innovation and 13 of its potential determinants resulted in statistically significant associations for specialization, functional differe...

The Correlates of Entrepreneurship in Three Types of Firms

Abstract: The objective of the research was to discover the chief determinants of entrepreneurship, the process by which organizations renew themselves and their markets by pioneering, innovation, and risk taking. Some authors have argued that personality factors of the leader are what determine entrepreneurship, others have highlighted the role played by the structure of the organization, while a final group have pointed to the importance of strategy making. We believed that the manner and extent to which entrepreneurship would be influenced by all of these factors would in large measure depend upon the nature of the organization. Based upon the work of a number of authors we derived a crude typology of firms: Simple firms are small and their power is centralized at the top. Planning firms are bigger, their goal being smooth and efficient operation through the use of formal controls and plans. Organic firms strive to be adaptive to their environments, emphasizing expertise-based power and open communications. The predictiveness of the typology was established upon a sample of 52 firms using hypothesis-testing and analysis of variance techniques. We conjectured that in Simple firms entrepreneurship would be determined by the characteristics of the leader; in Planning firms it would be facilitated by explicit and well integrated product-market strategies, and in Organic firms it would be a function of environment and structure. These hypotheses were largely borne out by correlational and multiple regression analyses. Any programs which aim to stimulate entrepreneurship would benefit greatly from tailoring recommendations to the nature of the target firms.