Showing papers in "Administrative Science Quarterly in 1977"
10,771Â citations
TL;DR: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior is presented in this paper, which covers substantive issues at both the individual and organizational level in both theoretical and practical terms.
Abstract: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior. Chapters contributed by leading experts from the academic and business communities cover substantive issues at both the individual and organizational level, in both theoretical and practical terms.
7,809Â citations
2,428Â citations
TL;DR: A version of this paper was presented at the Academy of Management meetings, August 1976 as discussed by the authors, and the author thanks his colleagues David Lewin, Noel Tichy and Michael Ginzberg, and an anonymous reviewer forASQ for their helpful comments and criticism.
Abstract: A version of this paper was presented at the Academy of Management meetings, August 1976. The author thanks his colleagues David Lewin, Noel Tichy, and Michael Ginzberg, and an anonymous reviewer forASQ for their helpful comments and criticism. This work was supported by grants from the Center for Research in Career Development at Columbia University and from the Shell Companies Foundation.
1,429Â citations
TL;DR: In this paper, it is hypothesized that the transfer of managers is used by some multinational organizations to develop a process of control based on socialization, and the control processes are not alternatives but cumulative stages of development; one control strategy is added to, not substituted for, previous ones.
Abstract: Ju ne 1 977, volume 22 The purpose of this paper is to present an argument and some hypotheses to stimulate further research. It is hypothesized that the transfer of managers is used by some multinational organizations to develop a process of control based on socialization. Transfer of managers for socialization is distinguished from transfer of personnel to fill positions in developing countries and for management development. Transfer for socialization is hypothesized to socialize managers and create international, verbal information networks, which combined, permit greater decentralization than the impersonal bureaucratic strategy. Finally, it is suggested that the control processes are not alternatives but cumulative stages of development; one control strategy is added to, not substituted for, previous ones.
1,174Â citations
1,144Â citations
1,136Â citations
TL;DR: The need-satisfaction theoretical model has been ubiquitous in studies and writings on job attitudes and, by extension, motivation, job design, and other organizational performance improvement issues as discussed by the authors.
Abstract: September 1977, volume 22 A need-satisfaction theoretical model has been ubiquitous in studies and writings on job attitudes and, by extension, motivation, job design, and other organizational performance improvement issues. An examination of such need models indicates that they are frequently formulated so as to be almost impossible to refute, and the research testing them has been beset with consistency and priming artifacts. Furthermore, available empirical data fails to support many of the crucial elements of need-satisfaction theories. An examination of the components of need-satisfaction models needs, job characteristics, and job attitudes indicates that all three have been incompletely considered. Need models may have persisted in part because of perceptual biases, their consistency with other theories of rational choice behavior, and because of what they seem to imply about human behavior. The models appear to deny, however, that people have the capacity to provide their own satisfactions by cognitively reconstructing situations.
857Â citations
TL;DR: Agarwal as discussed by the authors reviewed earlier drafts of this paper by Howard Aldrich, Eliot Freidson, Peter M. Hall, Wolf Heydebrand, James Mulherin, Charles Perrow, Richard Riddle, Stephen Turner, Robert A. Day, and Mayer Zald.
Abstract: Revision of a paper presented at the Sixty-eighth Annual Meeting of the American Sociological Association, New York, N.Y., August, 1973. I gratefully acknowledge comments on earlier drafts of this paper by Howard Aldrich, Eliot Freidson, Peter M. Hall, Wolf Heydebrand, James Mulherin, Charles Perrow, Richard Riddle, Stephen Turner, Robert A. Day, Mayer Zald, and students in my bureaucracy and theory seminars at the U n iversity of Missouri-Columbia. In preparation of this draft I have particularly benefited from extensive conversations with Mark Wardell and Robert Hagan. None of these are to be blamed for flaws remaining in the argument, and some have disagreed substantially with my position.
857Â citations
TL;DR: In this paper, the authors present a new approach to organization analysis based on a study of the participants' cause maps, which is called an etiograph, and rank variables plausibly in a sequence of three clusters of givens, means and ends.
Abstract: December 1977, volume 22 This article describes a theoretical and empirical study of the Utrecht Jazz Orchestra. The research represents a radically new approach to organization analysis, based on a study of the participants' cause maps. We begin the analysis by ranking the variables of the average cause map and then, using these ranks, unfold the map into a content-free graph called an etiograph. This unfolding corresponds to an ordering of the variables interpretable in terms of organizations. The location of the variables in the etiograph has a strong association with the level of the participants' perceived influence over the situation, as well as with the number of logical inconsistencies in the participants' construction of the situation. Moreover, etiographic analysis ranks variables plausibly in a sequence of three clusters of givens, means, and ends. The analysis also covers the effect of requesting knowledge known with certainty, as well as the extent of the congruence between the participants' and an observer's conceptions of the setting. Finally, cross-validation analysis, using a holdout sample, supports the major findings.*
533Â citations
TL;DR: The authors collected and analyzed data with support from the John Simon Guggenheim Memorial Foundation, Ford Foundation, the Social Science Research Council, Brown University, and Kwansei Gakuin University.
Abstract: Data were collected and analyzed with support from the John Simon Guggenheim Memorial Foundation, the Ford Foundation, the Social Science Research Council, Brown University, and Kwansei Gakuin University. We alone are responsible for the conclusions drawn. Help received from individuals in both Japan and the United States has been acknowledged in an earlier publication (Marsh and Mannari, 1976).
TL;DR: The idea of organizational effectiveness has been a central theme in organizational theory literature as discussed by the authors and has been studied extensively in the past few decades. But it has not yet been studied in the general public.
Abstract: Since Adam Smith, mankind has tried to organize human activity to yield the highest productivity and efficiency. During the relatively short history of organizational and administrative sciences, there have been numerous articles, books, and monographs with such titles as "the efficient organization," "the effective organization," "organizational effectiveness" all evidence that the idea of effectiveness has often been a central theme in organizational theory literature. Research and debate on leadership, motivational and structural-contingency theories and interorganizational relationships, ultimately deal with the explanation and prediction of organizational effectiveness.
TL;DR: In this article, the conceptual definition and measurement of functional leadership behavior and its relation to other leadership processes are considered, and a general set of leadership functions is developed based on theoretical and empirical considerations and is operationally defined by an interaction coding procedure.
Abstract: March 1977, volume 22 The conceptual definition and measurement of functional leadership behavior and its relation to other leadership processes is considered. A general set of leadership functions is developed based on theoretical and empirical considerations and is operationally defined by an interaction coding procedure. This operational procedure seems to be reliable and valid. Highly significant relations among functional behavior, social power, and leadership perceptions are found. The amount of unexplained variance in all three measures, however, is substantial. These findings illustrate the need to retain conceptual distinctions among the three leadership processes and to investigate the dynamics underlying their interrelations. An important factor influencing these interrelations is the situational specificity of person perception processes. It is suggested that in most novel situations, interpersonal perceptions are based on general stereotypes rather than situation specific criteria. The data support this interpretation.*
TL;DR: In this article, two competing approaches, exchange and power dependency, have been used in previous studies to conceptualize interorganizational relationships, and the basic premise of this paper is that an integrated view of these relationships is needed that incorporates propositions from both of these approaches.
Abstract: June 1977, volume 22 Two competing approaches-exchange and powerdependency-have been used in previous studies to conceptualize interorganizational relationships. The basic premise of this paper is that an integrated view of these relationships is needed that incorporates propositions from both of these approaches. Propositions are developed from these two approaches for explaining variations in the frequency of interaction and the nature of interactions between pairs of organizations in an interorganizational set. Special emphasis is given to the nature of interactions in an asymmetrical relationship. The propositions are tested using data on interactions between community organizations and local offices of the United States Training and Employment Service. The results suggest that interorganizational relationships should be conceptualized as a mixed-motive situation in which each organization behaves in accordance with its own self-interests.
TL;DR: The 1970-71 reorganization of the U.S. Post Office Department is used as a model in this paper for organizational change and the destructive aspects of reorganizing that must take place if change is to be successful.
Abstract: September 1977, volume 22 Studies of organizational change have tended to focus on identifying the reasons for change while ignoring the process of change. Even those that analyze the process of change are concerned with the challenge of creating new organizational structures. This paper discusses the destructive aspects of reorganizing that must take place if change is to be successful. The 1970-71 reorganization of the U.S. Post Office Department is used as a model.*
TL;DR: In this paper, the authors used qualitative data from interviews with third parties and numerical data from a questionnaire to delineate the types and varieties of behavior associated with the formation, impact, and management of organizational romance.
Abstract: March 1977, volume 22 A model of the dynamics of organizational romance is important because organizations are a natural environment for the emergence of romantic relationships. Their emergence is feared and these fears influence decisions about the acceptability of women in organizations. The frequency of such relationships is likely to increase with more women in the workforce. Little is known about the phenomenon in general. Qualitative data from interviews with third parties and numerical data from a questionnaire are used to delineate the types and varieties of behavior associated with the formation, impact, and management of organizational romance. Factors in the formation of romantic relationships are proximity, motives, and characteristics of the work group or setting. Visibility of the relationship, behavior changes by participants, the reactions of members, and overall changes in the system are delineated as elements in understanding the impact of organizational romance. In considering the management of romantic relationships, three types of behavior are identified: no action, punitive actions, and positive actions. The impact of organizational romance is discussed in terms of Weberian assumptions and beliefs, exchange theory, personal costs, and social equity.*
TL;DR: This study was conducted as part of a larger project on the quality of surgical care, known as the Institutional Differences Study, with Forrest, Scott, and Byron Wm.
Abstract: This study was carried out in association with the Stanford Center for Health Care Research, William H. Forrest, Jr., Director. It was conducted as part of a larger project on the quality of surgical care, known as the Institutional Differences Study, with Forrest, Scott, and Byron Wm. Brown, Jr., as principal investigators. The project was supported by Contract PH 43-63-65, National Institute of General Medical Sciences administered through the National Center for Health Services Research, HEW. Additional support for this study was obtained from the Organizational Research Training Program at Stanford University under a training grant from the National Institute of Mental Health, HEW.
TL;DR: In this article, the authors express their appreciation to the administrators and participants in this study and acknowledge the research assistance of Robert Liden, Cindi Fukami, Dan Gallagher, Joan Graen, Lee Stepina, and Sophia Zukrowski, and James Terborg's and Mary Zalesny's review of earlier drafts.
Abstract: The authors express their appreciation to the administrators and the participants in this study and acknowledge the research assistance of Robert Liden, Cindi Fukami, Dan Gallagher, Joan Graen, Lee Stepina, and Sophia Zukrowski, and James Terborg's and Mary Zalesny's review of earlier drafts. This research was supported in part by grant N E-6-003-0091 from the National Institute of Education George Graen, principal investigator. Requests for reprints should be addressed to George Graen, Department of Organizational Behavior, University of Cincinnati, Cincinnati OH 45212.
TL;DR: The purpose of this study was to describe and differentiate empirically the technology of seven types of nursing subunits in hospitals.
Abstract: Ju ne 1977, volume 22 The purpose of this study was to describe and differentiate empirically the technology of seven types of nursing subunits (n=71) in hospitals. Technology was measured by a 34-item questionnaire given to a random sample of five nurses from each subunit (response rate 95.5 percent). Data analyses were performed on subunit scores. By factor analysis, three independent technological factors were identified, which were labelled uncertainty, instability, and variability. Significant differences (a= .05) between some of the types of subunits were shown in terms of these three factors. From the application of 0 technique, three categories of nursing subunits were identified, which were interpreted in terms of their degree of indeterminacy of their technologies.
TL;DR: This article found that the effect of socioeconomic origins on salary was greater in staff rather than in line positions, in smaller organizations, and in organizations operating in finance, insurance, banking, or real estate, as opposed to manufacturing.
Abstract: December 1977, volume 22 Research on stratification has tended to focus on the relationship between socioeconomic and educational inputs and achieved status. As Stinchcombe (1965) noted, however, status is in large measure a consequence of the position achieved in an organization. Consequently, the study of stratification is extended to the examination of the determinants of salary in work organizations. In a study of graduates from one school of business, it was found that the effect of socioeconomic origins on salary was greater in (a) staff rather than in line positions, (b) in smaller organizations, and (c) in organizations operating in finance, insurance, banking, or real estate, as opposed to manufacturing. These results are consistent with the hypothesis that the use of ascriptive characteristics will increase to the extent performance is difficult to evaluate or to the extent linkage in a high socioeconomic status network is itself an important determinant of performan ce.
TL;DR: In this paper, a revised theory of organizational transformation is presented, specifying the conditions under which oligarchy emerges and supporting such a radical goal transformation. But contrary to Michels' classic "iron law of oligarchy" thesis, professional staff members transformed the operative goals of the organization in a radical rather than conservative direction.
Abstract: December 1977, volume 22 The recent emergence in American politics of a novel form of social-change activity, professionalized reform, is studied using the National Council of Churches as an example. Organizational growth and development is argued to have produced oligarchic rule by a professionalized staff. But contrary to Michels' classic "iron law of oligarchy" thesis, professional staff members transformed the operative goals of the organization in a radical rather than conservative direction. A revised theory of organizational transformation is advanced, specifying the conditions under which oligarchy emerges and supports such a radical goal transformation.*
TL;DR: A number of individuals were helpful at various stages of the research, including the management of the dietary unit, which provided invaluable assistance throughout the course of the study.
Abstract: A number of individuals were helpful at various stages of the research. Dr. Mitchell Shapiro was instrumental during the early planning. Dr. Robert Banasik, the technical consultant to the hospital, informed us of the impending change and facilitated entry. Numerous individuals conducted interviews and helped to prepare the data. The management of the dietary unit, Mrs. Keefe, Mrs. Vecozols, Mrs. Merryman, Mrs. Widder, and Mrs. Wilken, provided invaluable assistance throughout the course of the study. Finally, we would like to acknowledge the anonymous reviewers for their useful suggestions.
TL;DR: In this paper, multiple regression analyses are used to determine the relative importance of 49 factors to job involvement in a study of 441 scientists and engineers, of particular importance are career and personality factors.
Abstract: Ju ne 1 977 volume 22 Multiple regression analyses are used to determine the relative importance of 49 factors to job involvement in a study of 441 scientists and engineers. Of particular importance are career and personality factors. Levels of variance explained increase as various conditioning factors, such as personality, professional training, and orientation are controlled by secondand third-order breakdowns of the sample. The results support a career-based theory of job involvement. A differentiation of three job contexts is suggested to aid in the identification of additional factors possibly affecting job involvement.*
TL;DR: In this article, the authors used the advice of Arnold Tannenbaum, Raymond Miles of the University of California, Berkeley, and Robert House of University of Toronto to improve the performance of their work.
Abstract: This research was supported by grants from The Canada Council, (S72-1165), The Associates' Workshop in Business Research of the University of Western Ontario, and the School of Business, Queen's University. The authors appreciate the advice of Arnold Tannenbaum of the University of Michigan, Raymond M iles of the University of California, Berkeley, and Robert House of the University of Toronto.