Showing papers in "Academy of Management Review in 1987"
TL;DR: In this paper, three types of perceived uncertainty about the environment are described and their implications for the behavior of an organization's administrators are discussed, and the failure to differentiate between these types may explain some of the confusion about environmental uncertainty.
Abstract: The research literature on environmental uncertainty is briefly reviewed to illustrate problems and inconsistencies in conceptualizing and measuring the construct. Three types of perceived uncertainty about the environment are described and their implications for the behavior of an organization's administrators are discussed. The failure to differentiate between these types may explain some of the confusion about environmental uncertainty.
2,233 citations
TL;DR: In this paper, a model linking organizational contexts to charismatic leadership is proposed, and a series of research hypotheses are offered to explain the lack of a systematic conceptual framework for organizational leadership.
Abstract: Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.
1,860 citations
Abstract: A taxonomy is presented that categorizes theories of organizational justice with respect to two independent dimensions: a reactive-proactive dimension and a process-content dimension. Various theories within each of the four resulting categories are identified. The implications of the taxonomy are discussed with respect to clarifying theoretical interrelationships, tracking research trends, and identifying needed areas of research.
1,716 citations
TL;DR: In this article, a general conceptual model and specific hypotheses about how the meanings attached to strategic issues by decision makers are translated into organizational responses are presented, integrating an interpretive view of organizational decision making with cognitive categorization theory.
Abstract: A general conceptual model and specific hypotheses about how the meanings attached to strategic issues by decision makers are translated into organizational responses are presented. The model integrates an interpretive view of organizational decision making with cognitive categorization theory. The hypotheses focus on how labeling an issue as either a threat or an opportunity affects both subsequent information processing and the motivations of key decision makers. It is argued that decision makers' cognitions and motivations systematically affect the processing of issues and the types of organizational actions taken in response to them. Both theoretical and managerial implications are discussed.
1,544 citations
TL;DR: Self-efficacy (one's belief in one's capability to perform a task) affects task effort, persistence, expressed interest, and the level of goal difficulty selected for performance.
Abstract: Self-efficacy (one's belief in one's capability to perform a task) affects task effort, persistence, expressed interest, and the level of goal difficulty selected for performance. Despite this, lit...
1,448 citations
TL;DR: In this article, a conceptual framework is proposed to guide theory development and research about the causes, qualities, and consequences of emotions that are expressed to fulfill role expectations, which is similar to our framework.
Abstract: Research in organizational behavior focuses on expressed and felt emotions as indicators of employee health and satisfaction. In contrast, less conceptual and empirical work addresses the display of feelings as part of the job. This paper proposes a conceptual framework to guide theory development and research about the causes, qualities, and consequences of emotions that are expressed to fulfill role expectations.
1,389 citations
TL;DR: The authors reviewed the book "Social Foundations of Thought and Action: A Social-Cognitive View,” by Albert Bandura, and found it to be a good book to read.
Abstract: The article reviews the book “Social Foundations of Thought and Action: A Social-Cognitive View,” by Albert Bandura.
1,016 citations
TL;DR: In this paper, the authors clarified and extended the transactional and transformational theories of leadership developed by Burns and Bass by using a constructive/developmental theory to explain how critical personality differences in leaders lead to either transactional or transformational leadership styles.
Abstract: The transactional and transformational theories of leadership developed by Burns (1978) and Bass (1985) are clarified and extended by using a constructive/developmental theory to explain how critical personality differences in leaders lead to either transactional or transformational leadership styles. The distinction between two levels of transactional leadership is expanded, and a three-stage developmental model of leadership is proposed.
920 citations
TL;DR: In this paper, a new construct, equity sensitivity, is proposed, which proposes that reactions to equity/inequity are a function of an individual's preferences for different outcome/input ratios.
Abstract: Equity theory proposes that individuals who perceive themselves as either underrewarded or overrewarded will experience distress, and that this distress leads to efforts to restore equity. This paper describes a new construct, equity sensitivity, and proposes that reactions to equity/inequity are a function of an individual's preferences for different outcome/input ratios. The construct is delineated through a series of propositions, and implications for equity research in organizations are discussed.
792 citations
TL;DR: In this paper, a two-component model of socially desirable responding (SDR) as self-deception and impression management is presented, where one or both components may be related conceptually to the variable of interest such that indiscriminate control of SDR removes the predictive power of a measure.
Abstract: Socially desirable responding (SDR) refers to presenting oneself favorably regarding current social norms and standards. While SDR has concerned organizational researchers as a contaminant in self-assessment, it is argued here that such a presumption is inappropriate and that SDR may represent content variance in some settings. Further, a two-component model of SDR as self-deception and impression management is presented. One or both components of SDR may be related conceptually to the variable of interest such that indiscriminate control of SDR removes the predictive power of a measure. Implications of this reconception are considered for measuring and controlling SDR in organizational research. The distinction between self-deception and impression management is used to clarify a number of theoretical issues.
634 citations
TL;DR: In this paper, a conceptualization of how job involvement and organizational commitment could interact to affect turnover and absenteeism is presented. But the conceptualization is limited to a single task.
Abstract: This paper presents one conceptualization of how job involvement and organizational commitment could interact to affect turnover and absenteeism.
TL;DR: In this paper, the authors focus on three strategies for realizing economic benefits from the multiproduct firm: vertical integration, related diversification, and unrelated diversification and identify economic benefits of the strategies and link them with the organizational control requirements necessary to realize these benefits.
Abstract: This paper focuses on three strategies for realizing economic benefits from the multiproduct firm: vertical integration, related diversification, and unrelated diversification. The paper identifies economic benefits of the strategies and links them with the organizational control requirements necessary to realize these benefits. Organizational and environmental constraints that can inhibit the realization of these benefits also are considered.
TL;DR: In this paper, a symbolic interactionist perspective on the genesis of meaning and identity is used as a general theoretical framework to explain the specifics of newcomer socialization processes in organizations, and the role of interactions between newcomers and insiders is emphasized as the primary vehicle through which initial socialization occurs.
Abstract: A symbolic interactionist perspective on the genesis of meaning and identity is used as a general theoretical framework to explain the specifics of newcomer socialization processes in organizations. This framework suggests that interactions with insiders in the setting may be an important, but largely overlooked, influence on the rate at which newcomers negotiate the first (encounter) stage of the socialization process. The role of interactions between newcomers and insiders is emphasized as the primary vehicle through which initial socialization occurs. A model of the interactionist perspective is presented and directions for future research are discussed.
TL;DR: Lawler as mentioned in this paper reviewed the book "High-Involvement Management: Participative Strategies for Improving Organizational Performance,” by Edward E. Lawler, III.
Abstract: The article reviews the book “High-Involvement Management: Participative Strategies for Improving Organizational Performance,” by Edward E. Lawler III.
TL;DR: In this article, a systematic critical review of 18 relevant empirical studies allows valuable insights into the planning-performance controversy and discloses controllable methodological inconsistencies and contingency variable interactions, an awareness of which can improve research designs.
Abstract: Although the effect of formal strategic planning on organization effectiveness remains an unresolved issue, a systematic critical review of 18 relevant empirical studies allows valuable insights into the planning-performance controversy The analysis discloses controllable methodological inconsistencies and contingency variable interactions, an awareness of which can improve research designs.
TL;DR: The major paradigms of organizational theory suggest four imperatives or powerful influences (environment, structure, leadership, and strategy) that help shape organizational configurations as mentioned in this paper, and the configurations in turn reveal the range of applicability of these imperatives, signifying their middle range as opposed to universal nature.
Abstract: The major paradigms of organizational theory suggest four imperatives or powerful influences—environment, structure, leadership, and strategy—that help shape organizational configurations. The configurations in turn reveal the range of applicability of the paradigms, signifying their middle range, as opposed to universal nature. Conjectures are drawn about the theoretical roots, causal patterns, common elements, facilitating conditions, and modes of change of each imperative.
TL;DR: The Science of the Sophomore Revisited: From Conjecture to Empiricism, by M. E. Gordon, L.A. Slade, and N. Schmitt.
Abstract: The article presents a response to the 1986 article “‘The Science of the Sophomore’ Revisited: From Conjecture to Empiricism,” by M. E. Gordon, L.A. Slade, and N. Schmitt regarding using college students as subjects for organizational research. The author states that though the subject of the original paper is valid, it deserves further analysis, and offers two reasons why journal editors should consider studies that feature college student data. The author suggests that editors consider the relative usefulness of student and non-student samples and the interpretation of the between-subject differences.
TL;DR: The potential positive and negative consequences of varying levels of commitment both for employees and for the organization are discussed in this paper, where it is argued that high levels of committed commitment to the organization may have severe negative consequences for individuals within the organization and for organizations themselves.
Abstract: The potential positive and negative consequences of varying levels of commitment both for employees and for the organization are discussed. It is argued that high levels of commitment to the organization may have severe negative consequences for individuals within the organization and for organizations themselves.
TL;DR: This paper attempts to evaluate the usefulness of the classical management functions perspective for describing managerial work and for serving as the basis for management education.
Abstract: This paper attempts to evaluate the usefulness of the classical management functions perspective for describing managerial work and for serving as the basis for management education. It also examines some of the newer conceptualizations of the manager's job and relates these to each other and to the earlier classical approach.
TL;DR: An integrative framework for research on consensus in strategy formulation—performance relationships is suggested and the role that the match between environment, consensus, and integrating structure plays in explaining differences in organizational performance is investigated.
Abstract: This paper suggests an integrative framework for research on consensus in strategy formulation—performance relationships. The proposed model has two components. First, a descriptive component explores the environment—consensus relationship in which the environment is conceptualized along the dimensions of munificence, complexity, and dynamism. Second, a normative component investigates the role that the match between environment, consensus, and integrating structure plays in explaining differences in organizational performance.
TL;DR: This paper developed an alternative model which implies that earlier studies may have observed decisions to recommit resources resulting from difficult dilemmas rather than a behavioral tendency to "throw good money after bad".
Abstract: Previous studies and theoretical work suggest that the “escalation phenomenon” represents a syndrome of decision errors which tend to lock decision makers into a course of action. This paper develops an alternative model which implies that earlier studies may have observed decisions to recommit resources resulting from difficult dilemmas rather than a behavioral tendency to “throw good money after bad.”
TL;DR: The lack of support for this view of openness is discussed in this paper, where a contingency perspective that more accurately reflects the political nature of organizational life is proposed, and a critique of the uncritical acceptance of open communication is discussed.
Abstract: Much organizational theory and research is characterized by an uncritical acceptance of the efficacy of open communication. In this critique, the lack of support for this view of openness is discussed. A contingency perspective that more accurately reflects the political nature of organizational life is proposed.
TL;DR: In this paper, the role cognitive scripts, a unique type of knowledge schema, play in generating purposive behaviors in organizations, and the implications and extensions of this comprehensive framework based on previously identified content, structure, and process issues are considered.
Abstract: This paper focuses on the role cognitive scripts, a unique type of knowledge schema, play in generating purposive behaviors in organizations. Three separate but complementary areas of research (Scheme Theory, Control Theory, and Goal Setting Theory) clarify the processes that link script-type structures to purposeful behavior. Finally, implications and extensions of this comprehensive framework based on previously identified content, structure, and process issues are considered.
TL;DR: In this article, the authors argue that congruence is defined by the laws of relationship of a theory's variables, and contingency is defined as the system states where the integrity of the system is maintained, but in a markedly different condition.
Abstract: It is proposed that congruence and contingency are central features of Dubin's conditions for constructing and testing a theoretical model. Placing congruence and contingency research within an accepted framework for scientific inquiry is essential to understanding and predicting organizational phenomena. After reviewing select research, the present authors argue: (a) that congruence is defined by the laws of relationship of a theory's variables, and (b) that contingency is defined by the system states where the integrity of the system is maintained, but in a markedly different condition. Additional conceptual and empirical issues relating to congruence and contingency hypotheses are then discussed.
TL;DR: In this article, an interactive attributional model is proposed for maintaining healthy and productive leader/member interactions and implications of the model for the wider context of leader/members relations are discussed.
Abstract: The literature regarding leader and member attributional responses is reviewed and an interactive attributional model is proposed. Combinations of leader and member attributions considered in conjunction with the literature on attributional biases suggest that, under some conditions, conflicting attributions may occur. Strategies for maintaining healthy and productive leader/member interactions are proposed and implications of the model for the wider context of leader/member relations are discussed.
TL;DR: In this article, the authors propose an alternative to the classical feedback model of control, which emphasizes uncertainty and complexity as basic elements in strategic management, and conceptualizes strategic control as a feed-forward process compensating for the selectivity of planning.
Abstract: This paper proposes an alternative to the classical feedback model of control. It emphasizes uncertainty and complexity as basic elements in strategic management. Strategic control is conceptualized as a feedforward process compensating for the selectivity of planning. This idea forms the basis of a 3-step model of strategic control. Some implications for practice are discussed.
TL;DR: In this paper, the authors present a joint review of strategy literature and financial literature to address the capital structure question. And they suggest that a strategy perspective might help to explain the decision.
Abstract: The idea of joining strategy literature and financial literature to address the capital structure question arose in two ways. Financial scholars, unable to agree on a desirable mix of debt and equity, have called for managerial inputs. Likewise, strategy scholars have called for inputs from functional areas such as finance. The product of this joint review is a set of propositions suggesting that a strategy perspective might help to explain the capital structure decision.
TL;DR: This paper classified the structural characteristics of IJVs and summarized prevalent personnel problems and potential problems that have been overlooked by the human resources literature, and presented a classification of the different employee groups and directions for future research are discussed.
Abstract: International joint ventures (IJVs) are becoming more common. This paper classifies the structural characteristics of IJVs and summarizes prevalent personnel problems in IJVs and potential problems that have been overlooked by the human resources literature. A classification of the different employee groups in IJVs is presented and directions for future research are discussed.
TL;DR: In this article, the authors identify and correct two mistaken beliefs in the organization theory literature concerning application of the systems paradigm to organizations, and suggest how they can be exploited and enrich the paradigm.
Abstract: Two mistaken beliefs have appeared repeatedly in the organization theory literature concerning application of the systems paradigm to organizations. This paper identifies and corrects these beliefs. Three opportunities for using the systems paradigm to further the development of organization theory have been overlooked. The paper identifies these opportunities and suggests how they can be exploited. Finally, the authors note that recent advances in organization theory could enrich the paradigm, making it more useful for organization research.
TL;DR: In this article, the authors present typologies of the forms SIM systems can take and the functions they can serve, and how pressures imposed by different contexts affect both the form and function of SIM systems.
Abstract: Organizations use strategic issue management (SIM) systems to enhance their capacity to adapt. Despite increasing prominence, very little is Known about the design and use of these systems. This paper presents typologies of the forms SIM systems can take and the functions SIM systems can serve. It describes how pressures imposed by different contexts affect both the form and function of SIM systems. Implications for theory and practice are discussed.