Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marke...

The Commitment-Trust Theory of Relationship Marketing

Scholars in various disciplines have considered the causes, nature, and effects of trust. Prior approaches to studying trust are considered, including characteristics of the trustor, the trustee, and the role of risk. A definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs. Several research propositions based on the model are presented.

/pdf/an-integrative-model-of-organizational-trust-2xzw1trbi7.pdf

An Integrative Model Of Organizational Trust

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Most theorizing on the relationship between corporate social/environmental performance (CSP) and corporate financial performance (CFP) assumes that the current evidence is too fractured or too variable to draw any generalizable conclusions. With this integrative, quantitative study, we intend to show that the mainstream claim that we have little generalizable knowledge about CSP and CFP is built on shaky grounds. Providing a methodologically more rigorous review than previous efforts, we conduct a meta-analysis of 52 studies (which represent the population of prior quantitative inquiry) yielding a total sample size of 33,878 observations. The meta-analytic findings suggest that corporate virtue in the form of social responsibility and, to a lesser extent, environmental responsibility is likely to pay off, although the operationalizations of CSP and CFP also moderate the positive association. For example, CSP appears to be more highly correlated with accounting-based measures of CFP than with market-based ...

/pdf/corporate-social-and-financial-performance-a-meta-analysis-21bp3gts9c.pdf

Corporate Social and Financial Performance: A Meta-Analysis

We investigate the relation between founding-family ownership and firm performance. We find that family ownership is both prevalent and substantial; families are present in one-third of the S&P 500 and account for 18 percent of outstanding equity. Contrary to our conjecture, we find family firms perform better than nonfamily firms. Additional analysis reveals that the relation between family holdings and firm performance is nonlinear and that when family members serve as CEO, performance is better than with outside CEOs. Overall, our results are inconsistent with the hypothesis that minority shareholders are adversely affected by family ownership, suggesting that family ownership is an effective organizational structure. FOUNDING-FAMILYOWNERSHIPAND CONTROL in public U.S. firms is commonly perceived as a less efficient, or at the very least, a less profitable ownership structure than dispersed ownership. Fama and Jensen (1983) note that combining ownership and control allows concentrated shareholders to exchange profits for private rents. Demsetz (1983) argues that such owners may choose nonpecuniary consumption and thereby draw scarce resources away from profitable projects. Shleifer and Vishny (1997) observe that the large premiums associated with superiorvoting shares or control rights provide evidence that controlling shareholders seek to extract private benefits from the firm. More generally, firms with large, undiversified owners such as founding families may forgo maximum profits because they are unable to separate their financial preferences with those of outside owners.1 Families also often limit executive management positions to family

https://www.jstor.org/stable/pdfplus/3094581.pdf

Founding-Family Ownership and Firm Performance: Evidence from the S&P 500

This book provides a concise, clear survey and defence of organizational theory. That theory and its associated research has in recent years become subject to strong criticism. Rival perspectives on organizations have been put forward. One of these stresses that organizations need to be understood as made up of individual people. Another asserts the need to see organizations as part of the conflicts and radical struggles in society. These alternative views have led to a host of critiques of conventional organization studies. It is attacked as being tautological, philosophically naive, ideological, and managerially biased. To date there has been no substantial reply to these criticisms by a protagonist of organization theory. This volume uniquely fills that gap. In part one the author examines and rebuts each of the major lines of criticism. In part two the rival approaches suggested by the critics are themselves subjected to an analysis of their limitations. The book concludes with a new model of organizational design which provides a synthesis of previous research.

In defence of organization theory : a reply to the critics

Universities create and widely disseminate knowledge. Yet, in their management schools, some of the theories presently being used contradict the premises of management education. In economics and f...

Damned by Our Own Theories: Contradictions Between Theories and Management Education

Contingency theory presently provides a major framework for organizational design. There are, however, several major challenges to it. Contingency theory is said to be static. However, the SARFIT formulation of structural adaptation, with the Cartesian approach to fit, provides a theory of organizational change. Moreover, difficulties become opportunities for theory development, in the new concepts of quasi-fit and hetero-performance. The contingency theory of organizational structure is said to be obsolete because of new organizational forms, but this lacks credibility. A rival theory of organizational structure is institutional theory, however it is problematic. Challenges and opportunities in methodology are also discussed.

/pdf/the-contingency-theory-of-organizational-design-challenges-23zdsw4ri0.pdf

The Contingency Theory of Organizational Design: Challenges and Opportunities

American anti-management theories of organization

Positivist Organization Theory For Determinism Against Strategic Choice For Determinism Subjective Factors in Strategic Choice For Functionalism Against Politics and 'Parkinson's Law' For Functionalism The Validity of Blau's Theory For Cartesianism Against Organization Types and Quantum Jumps For Generalization in Positivist Organization Theory For Generalization of Organizational Size Conclusions

Lex Donaldson

Papers

In defence of organization theory : a reply to the critics

Damned by Our Own Theories: Contradictions Between Theories and Management Education

The Contingency Theory of Organizational Design: Challenges and Opportunities

American anti-management theories of organization

For Positivist Organization Theory: Proving the Hard Core