Showing papers in "Journal of Management Studies in 1975"

The internationalization of the firm — four swedish cases

Abstract: Many firms start international operations when they are still comparatively small and gradually develop their operations abroad. This chapter analyses the internationalization of four Swedish firms — Sandvik, Atlas Copco, Facit and Volvo. All of them sell more than two-thirds of their turnover abroad and have production facilities in more than one foreign country. Of the four firms Sandvik is the oldest and also the one which first started its internationalization course. The first contacts with representatives were established in the 1860s. Sandvik's early start with representatives in foreign countries was an innovation at that time. Until then the Swedish iron and steel exporting had mainly been undertaken by trading firms. In 1905 Atlas produced the first air compressor. In 1917 the company was merged with another firm, producing diesel engines. Atlas Copco is five years younger than Sandvik but started the internationalization process considerably later.

Managerial and organizational factors associated with company performance‐part ii. a contingency analysis

Abstract: In Part I of this paper we examined the possibility that certain managerial and organizational characteristics were associated with company performance under a wide range of operating conditions. Part II now turns to an alternative theory of performance which has attracted more attention in recent years. This is contingency theory, which enable a company to cope better with its particular operating conditions. In other words, the factors associated with high performance are expected to vary along with differences in a company's context-especially with differences in its environment, size and technology.

The aggregation of estimates in hierarchial organizations

Abstract: This paper explores two issues in the formation of expectations in hierachically ordered organizations - the estimates of events made by individuals at one level and the coupling of these estimates to those made at the next level in the organization. Data from two field studies are used to illustrate the changes in risk bearing imposed by close coupling of estimates at two different levels and the potential reinforcement of bias in estimation which coupling may engender.

General Systems Theory Approaches to Organizations: Some Problems in Application.

Abstract: General Systems Theory appears to have been uncritically accepted as the leading paradigm within administrative theory. This paper examines systems formulations and concludes that they overemphasize growth and show little appreciation for intra-organizational conflict, diversity of values, and political processes within organizations. Neglect of these factors pose limitations for realistic system design, integration, and adaptation. However, the limitations of G.S.T. formulations within administrative theory seem to be more due to the users of G.S.T. than to weaknesses inherent in G.S.T.

Quantitative analyses of management salary differentials

Abstract: This paper reviews the practical value of a number of quantitative models of management pay structures at the level of the firm. The aim is to identify the practical, operational value of these models to salary administrators. Models developed in the last twenty years by Roberts (1956), Peason (1967), Simon (1957), Lydall (1959), Thorelli (1965) and Paterson (1972) are reviewed and their practical weaknesses highlighted. It is concluded that models of this nature are of considerable conceptual value in relating some of the economic and organizational factors involved in management pay. Most quantitative models appear to have mainly academic value. However, the paper demonstrates how an approach using a mixed Pearson and Paterson model can be applied in a practical fashion to yield useful salary administration guidelines. The Pearson model is based on a Pareto distribution of managerial salaries within the firm, while Paterson's model provides definitions of authority levels associated with management jobs. The combined Pearson/Paterson approach provides the administrator with a helpful framework which allows comparison of his firm's salary structure with those of companies in similar industries as well as measurement of changes within his salary structure over a selected time period.

Research questionnares used in assessing training in social skills: a research note

Abstract: In recent years a number of examples of social skill training have emerged. These have included techniques to improve an employee's relationship with customers, to encourage better relations between colleagues, to renew and develop organizations, and to promote personal growth. Many of these approaches have increasingly been reported in the literature with a concomitant interest in training evaluation. In a large study by the authors, evaluating various methods of social skill training in the catering industry, a number of new questionnaires and techniques of measurement were advanced. It was felt that people interested in appraisal of training in social skills (in different contexts) might be interested in seeing this package of research tools. Questionnaries are included which measure trainee perceptual change (self‐image, ideal‐image, others‐images and self‐esteem), change in trainees’ awareness of organizational variables (i.e. understanding colleagues’ jobs), change in trainees’ behaviour at work, and an assessment of trainees’ plans in transferring social skill learning to their work environments. One of the most interesting techniques described is the use of an adapted Kelly Repertory Grid in generating bi‐polar adjectival scales for use in assessing change in trainees’ perception.

Could decision analysis have saved hamlet

Abstract: Decision analysis suffers from a number of disadvantages, such as potentially spurious accuracy. However, an application to a problem that has a deep cultural interest gives us some insight into one of the real problems of decision-making - the will to act.