Basics of qualitative research: Grounded theory procedures and techniques

Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

Upper Echelons: The Organization as a Reflection of Its Top Managers

Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.

https://www.jstor.org/stable/pdfplus/259247.pdf

Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

A three-component conceptualization of organizational commitment

1. How and Why Organizations are Cultures. 2. The Substance of Organizational Cultures. 3. Cultural Forms. 4. Organizational Passages and Cultural Continuity. 5. Occupational Subcultures. 6. Other Subcultures in Organizations. 7. Leadership and Organizational Cultures. 8. Cultural Interchange Between Organizations and Environments. 9. Managing and Maintaining Organizational Cultures. 10. Changing and Creating Organizational Cultures.

The cultures of work organizations

The Cultures of Work Organizations.

Studies of organizational culture often focus on discrete cultural forms and fail to place phenomena studied within an overarching conception of culture. Overlap and confusion in terminology occur across studies. To alleviate these problems, this paper offers distinguishing definitions and advocates studying rites and ceremonials, which consolidate multiple cultural forms. The paper also presents, illustrates, and discusses a typology of rites and ceremonials and examines the implications of cultural studies for research and practice.

Studying Organizational Cultures Through Rites and Ceremonials

The utilization process: A conceptual framework and synthesis of empirical findings.

This article presents the results of a grounded theory analysis of observation, interview, and archival data collected at SEMATECH, a research, development, and testing consortium in the semiconduc...

Janice M. Beyer

Papers

The cultures of work organizations

The Cultures of Work Organizations.

Studying Organizational Cultures Through Rites and Ceremonials

The utilization process: A conceptual framework and synthesis of empirical findings.

Building Cooperation in a Competitive Industry: Sematech and the Semiconductor Industry