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

https://www.jstor.org/stable/pdf/256406.pdf

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

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Self-service technologies (SSTs) are increasingly changing the way customers interact with firms to create service outcomes. Given that the emphasis in the academic literature has focused almost exclusively on the interpersonal dynamics of service encounters, there is much to be learned about customer interactions with technology-based self-service delivery options. In this research, the authors describe the results of a critical incident study based on more than 800 incidents involving SSTs solicited from customers through a Web-based survey. The authors categorize these incidents to discern the sources of satisfaction and dissatisfaction with SSTs. The authors present a discussion of the resulting critical incident categories and their relationship to customer attributions, complaining behavior, word of mouth, and repeat purchase intentions, which is followed by implications for managers and researchers.

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Self-Service Technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters

This research examines the benefits customers receive as a result of engaging in long-term relational exchanges with service firms. Findings from two studies indicate that consumer relational benefits can be categorized into three distinct benefit types: confidence, social, and special treatment benefits. Confidence benefits are received more and rated as more important than the other relational benefits by consumers, followed by social and special treatment benefits, respectively. Responses segmented by type of service business show a consistent pattern with respect to customer rankings of benefit importance. Management implications for relational strategies and future research implications of the findings are discussed.

Relational Benefits in Services Industries: The Customer’s Perspective:

Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta-analyses might answer today's emerging questions.

/pdf/how-much-do-high-performance-work-practices-matter-a-meta-4etlfdy6p4.pdf

How much do high-performance work practices matter? a meta-analysis of their effects on organizational performance

Productivity improvement in service organizations is of major concern to managers as one way of countering escalating costs. In service organizations in which the client/customer is directly involved in the production function, improved performance can be secured by viewing the client/customer as a "partial" employee. This proposition in turn leads to the suggestion that productivity gains can be realized for services by expanding conventional motivation concepts to include the client/customer.

Motivating the Client/Employee System as a Service Production Strategy

Typologies of organizations have generally failed to address the special character of service organizations. In this article we develop a core typology for service organizations based on the personal Interface between the client-customer and the service organization. Three types of service organizations are described utilizing seven dimensions of the interaction between a focal organization and its customer-clients. The typology developed and discussed is an attempt at providing more precision in the classification of organizations.

Toward a Core Typology of Service Organizations

This paper proposes a conceptual model in response to the lack of structural designs for professionals and professional organizations. The proposed model satisfies the unique role-creation, negotiation, and client/customer interface within the operations of professional organizations. The emerging structural form can best be described as a flexiform type. The unique features of the flexiform structure are presented, and implications and future research focus are discussed.

Newton Margulies

Papers

Motivating the Client/Employee System as a Service Production Strategy

Toward a Core Typology of Service Organizations

Flexiform: A Model for Professional Service Organizations

Organizational development;: Values, process, and technology

Conceptual foundations of organizational development