James E. Groves

Bio: James E. Groves is an academic researcher. The author has an hindex of 1, co-authored 1 publications receiving 1427 citations.

Managing Legitimacy: Strategic and Institutional Approaches

Abstract: This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.

A place-based model for understanding community resilience to natural disasters

Abstract: There is considerable research interest on the meaning and measurement of resilience from a variety of research perspectives including those from the hazards/disasters and global change communities. The identification of standards and metrics for measuring disaster resilience is one of the challenges faced by local, state, and federal agencies, especially in the United States. This paper provides a new framework, the disaster resilience of place (DROP) model, designed to improve comparative assessments of disaster resilience at the local or community level. A candidate set of variables for implementing the model are also presented as a first step towards its implementation.

Loosely Coupled Systems: A Reconceptualization

Abstract: Diverse applications of the concept of loose coupling are embodied in five recurring voices that focus separately on causation, typology, effects, compensations, and outcomes. Each has a tendency to drift away from a dialectical interpretation of loose coupling toward a unidimensional interpretation of loose coupling, thereby weakening the explanatory value of the concept. The authors first use the five voices to review the loose coupling literature and then to suggest more precise and more productive uses of the concept.

Judgment in Managerial Decision Making

Abstract: Introduction to Managerial Decision Making Biases Judgement Under Uncertainty The Nonrational Escalation of Commitment Creativity and Judgement Improving Decision Making Judgement in Two-Party Negotiations Judgement in Multi- Party Organizational Contexts Judgement in Managerial Decision Making: Barriers and Opportunities Index.

Managing Disruption Risks in Supply Chains

Abstract: There are two broad categories of risk affecting supply chain design and management: (1) risks arising from the problems of coordinating supply and demand, and (2) risks arising from disruptions to normal activities. This paper is concerned with the second category of risks, which may arise from natural disasters, from strikes and economic disruptions, and from acts of purposeful agents, including terrorists. The paper provides a conceptual framework that reflects the joint activities of risk assessment and risk mitigation that are fundamental to disruption risk management in supply chains. We then consider empirical results from a rich data set covering the period 1995–2000 on accidents in the U. S. Chemical Industry. Based on these results and other literature, we discuss the implications for the design of management systems intended to cope with supply chain disruption risks.