Showing papers in "Administrative Science Quarterly in 1975"
TL;DR: The interorganizational network is itself linked to a larger environment consisting of authorities, legislative bodies, bureaus, and publics, and the flow of resources into the network depends upon developments in this larger environment as mentioned in this paper.
Abstract: J. Kenneth Benson The interorganizational network may be conceived as a political economy concerned with the distribution of two scarce resources, money and authority. Organizations, as participants in the political economy, pursue an adequate supply of resources. Interactions and sentiments of organizations are dependent upon their respective market positions and power to affect the flow of resources. The interorganizational network is itself linked to a larger environment consisting of authorities, legislative bodies, bureaus, and publics. The flow of resources into the network depends upon developments in this larger environment.
1,071Â citations
739Â citations
TL;DR: In this article, the authors gratefully acknowledge their academic colleagues, in particular Lyman W. Porter and Mason Haire for their insightful suggestions and assistance during various phases of this research.
Abstract: This research was supported in part by the Organizational Behavior Research Center at the University of California, Irvine and the Office of Naval Research (Contract No. N00014-69-A-0200-9001 NR 151-315). I would like to gratefully acknowledge my academic colleagues, in particular Lyman W. Porterand Mason Haire fortheir insightful suggestions and assistance during various phases of this research.
683Â citations
TL;DR: Ouchi and Maguire as discussed by the authors made a distinction between two modes of organizational control, one based on personal surveillance, behavior control, and the other based on the measurement of outputs, output control.
Abstract: William G. Ouchi and Mary Ann Maguire A distinction is drawn between two modes of organizational control, one based on personal surveillance, behavior control, and the other based on the measurement of outputs, output control. A study of employees over five levels of hierarchy shows that the two modes of control are not substitutes for each other, but are independent of each other, The evidence suggests that output control occurs in response to a manager's need to provide legitimate evidence of performance, while behavior control is exerted when means-ends relations are known and thus appropriate instruction possible.
646Â citations
511Â citations
TL;DR: Staw and Szwajkowski as mentioned in this paper examined the relation between the scarcity-munificence of organizational environments and the occurrence of illegal acts and found that the less munificent the organization's environment, the more effort an organization will exert to obtain resources from that environment and thus the more likely it will engage in legally questionable activities.
Abstract: Barry M. Staw and Eugene Szwajkowski This study examines the relation between the scarcitymunificence of organizational environments and the occurrence of illegal acts. It is hypothesized that the less munificent the organization's environment; the more effort the organization will exert to obtain resources from that environment and, thus, the more likely it will engage in legally questionable activities. Analyses of company and industry data for firms cited for unfair market practices and restraint of trade activities provide support for the hypothesis.
443Â citations
400Â citations
394Â citations
347Â citations
TL;DR: In this article, the structural-contingency model was examined and both subjective and objective data were used to explore the degree of association between measures of structure and of environmental uncertainty and related measures of complexity, resourcefulness, competition and instability.
Abstract: Johannes M. Pennings This paper examines the structural-contingency model. Both subjective and objective data were used to explore the degree of association between measures of structure and of environmental uncertainty and related measures of complexity, resourcefulness, competition and instability. The analysis of the data did not support the model; that is, environment has structural correlates, except for the variables of resourcefulness and complexity. The results show furtherthat the goodness of fit between environmental and structural variables fails to explain variance in effectiveness.
339Â citations
TL;DR: Yin and Heald as discussed by the authors analyzed the content of case studies by using a closed-ended questionnaire to assess the quality of each case study in a reliable and replicable manner.
Abstract: Robert K. Yin and Karen A. Heald A common feature of most policy literatures is that the bulk of the empirical evidence is embodied in case studies. This presents a problem for subsequent analysis. Although each case study may provide rich insights into a specific situation, it is difficultto generalize aboutthe studies as a whole. The following article describes one means of dealing with the problem: analyzing the content of case studies by using a closed-ended questionnaire. The resulting case survey method allows an analyst to aggregate the case study experiences and to assess the quality of each case study in a reliable and replicable manner.1
TL;DR: This paper measured the Central Life Interest (CLI) of male blue-collar and female clerical workers along with their overall commitment to their employing organization and their attraction to twelve of its features.
Abstract: : Central life interests (CLI) of male blue-collar and female clerical workers were measured along with their overall commitment to their employing organization and their attraction to twelve of its features. Workers with a CLI in work were more highly committed to their organization than those with a CLI in non-work institutions, while those with no preference in CLI appeared to give no special emphasis to the level of their organizational commitment. Some interpretations and conclusions are drawn from the data. (Modified author abstract)
TL;DR: McKelvey as discussed by the authors reviewed a brief review of organization classification, multivariate approaches toward the empirical identification of such classifications are discussed, and ten guidelines for conducting future multivariate classificatory studies are presented, supported by a critique of two published large scale empirical studies.
Abstract: Bill McKelvey After a brief review of organization classification, multivariate approaches toward the empirical identification of such classifications are discussed. Ten guidelines for conducting future multivariate classificatory studies are presented, supported by a critique of two published largescale empirical studies. Taxonomic development is viewed as a critical element in the future health of organization science.
TL;DR: Zand and Sorensen as discussed by the authors used the theory of social change formulated by Kurt Lewin as a framework to investigate conditions in the successful application of management science Several hypotheses about change are derived, and questionnaires developed to assess forces affecting change.
Abstract: Dale E Zand and Richard E Sorensen A theory of social change formulated by Kurt Lewin was used as a framework to investigate conditions in the successful application of management science Several hypotheses about change are derived, and questionnaires developed to assess forces affecting change A sample of 154 management scientists provided information about successful and unsuccessful change projects Successful projects were found to have a preponderance of favorable forces in each of three phases of change: unfreezing, moving, and refreezing The research also suggested that favorable and unfavorable forces in each phase of change were not simple opposites The study indicated that many forces may affect the success of a change; such as, recognition by management of the need for change, the openness of management about its difficulties, and their confidence in the management scientist, the participation of management in gathering data and choosing a solution, the efforts of management scientists to reinforce the new behavior of management, the measurability of results, and the involvement of top management Although the change efforts studied in this research were projects in management science, the findings seem relevant and generalizable to other change efforts
TL;DR: In this paper, the concept of value-rational authority and an ideal type organization based on it was proposed and compared to autonomous professional organizations in order to show that the segmented structure of both reflect a compromise between organizational adaptation and commitment to ideology.
Abstract: Roberta Lynn Satow Weber discussed four types of social action and legitimacy, but only three types of authority. This paper develops the concept of value-rational authority and constructs an ideal type organization based on it. Protestant churches are compared to autonomous professional organizations in order to show that the segmented structure of both reflect a compromise between organizational adaptation and commitment to ideology. Professional organizations are viewed as value-rational organizations rather than deviant forms of bureaucracy.'
TL;DR: In this paper, 295 trade salesmen in three organisations report on the relationship between organizational shape or structure (tall, medium, and flat) to job satisfaction, anxiety-stress, and performance.
Abstract: The present study of 295 trade salesmen in three organisations reports on the relationship between organisational shape or structure (tall, medium, and flat) to job satisfaction, anxiety-stress, and performance. The findings indicate that salesmen in flat organisations (1) perceive more satisfaction with respect to self-actualisation, and autonomy, (2) perceive lower amounts of anxiety-stress, and (3) perform more efficiently than salesmen in medium and tall organsiations.
TL;DR: Mindlin and Howard Aldrich as discussed by the authors reviewed the development of interorganizational dependence and suggested that future research incorporate the idea of inter-organizational networks of interdependence and distinguish explicitly between intraand interorganisation dependence.
Abstract: Sergio E. Mindlin and Howard Aldrich In this paper the development of interorganizational dependence is reviewed. The conceptualization and operationalization of dependence in the research of the Aston Group is criticized on conceptual and methodological grounds. We suggest that future research incorporate the idea of interorganizational networks of interdependence and distinguish explicitly between intraand interorganizational dependence.1
TL;DR: In this article, the direction and form of influence processes across levels of hierarchy are empirically examined using two waves of data from 1,770 individuals in 246 groups representing 10 sites in four major industries.
Abstract: June 1975, volume 20 The direction and form of influence processes across levels of hierarchy are empirically examined using two waves of data from 1,770 individuals in 246 groups representing 10 sites in four major industries. Results indicate the primacy of downward over upward influence and support a basic pattern of relations including the flow of major influence from indicators of group functioning-group processreported by members of superior-level groups to situational conditions-organizational climate-reported by members of subordinate-level groups. Time is identified as a crucial element in the description of linkages between socialpsychological factors across levels of hierarchy. Implications of the findings for the complexity of interlevel relations and the effect of the time lag upon development efforts are discussed.'
TL;DR: Lourengo and Glidewell as mentioned in this paper used a dialectical form of analysis to explain the conflict over social control between a local television station and its company headquarters, which centered around the perceived abuse of legitimate authority by the parent organization.
Abstract: Susan V. Lourengo and John C. Glidewell This study uses a dialectical form of analysis to explain the conflict over social control between a local television station and its company headquarters. Conflict centered around the perceived abuse of legitimate authority by the parent organization. Over the 15-month period of observation, some slight modification in control took place. Resolution of the conflict seemed to be in the direction of a synthesis and was interpreted to involve a more complex structure of social control. Conflict and its resolution were also analyzed as a mixed-motive game by imposing a dialectical framework on game theory.
TL;DR: Kochan et al. as discussed by the authors assessed the factors that affect the amount of power concentrated in boundary units of organizations engaged in collective bargaining from an interorganizational perspective and found that characteristics of specific industrial relations subenvironments are better predictors of concentration of power in boundary unit than are characteristics of the general environment.
Abstract: Thomas A. Kochan The factors that affect the amount of power concentrated in boundary units of organizations engaged in collective bargaining are assessed from an interorganizational perspective1. Literature from both organizational and collective bargaining research is reviewed and integrated. The propositions generated from this review are empirically assessed using data from a sample of locals of the International Association of Fire Fighters (IAFF) and 228 city governments around the country. The results show that (1) characteristics of specific industrial relations subenvironments are better predictors of concentration of power in boundary units than are characteristics of the general environment, (2) the sources of power one organization brings to a relation are the paramount environmental factors producing concentration of power in a boundary unit in another organization, (3) environmental complexity and environmental change are not significantly related to boundary unit power, (4) the legal environment is an important factor leading to boundary unit power, (5) perceived measures of several union organizational characteristics are more strongly related to boundary unit power than are actual measures, and (6) the proportion of the variance in boundary unit power explained can be increased by including intraorganizational factors relevanttothe organization's political decision-making process. It is suggested thatfuture interorganizational research should focus more directly on power relations between organizations, on institutional factors specific to the type of relation studied, and on the interaction between external pressures and internal political forces impinging on organizational decision makers.
TL;DR: Miller et al. as mentioned in this paper studied four dimensions of isolation: isolation from formal authority, from the network of perceived actual control, from friends, and from highly respected coworkers, and found that these dimensions are interrelated, but they do not correlate with the subject's professional standing or location in the structure of social relations in the organization.
Abstract: Jon Miller In this research alienation, defined as an objective state of isolation from others, is studied among 335 members of five organizations. Four dimensions of isolation are studied: isolation (1) from formal authority, (2) from the network of perceived actual control, (3) from friends, and (4) from highly respected coworkers. As expected, these dimensions of isolation are interrelated, but they do not correlate to the extent anticipated with the subject's professional standing or location in the structure of social relations in the organization.1