Showing papers in "Journal of Management Studies in 2001"
TL;DR: In this paper, the authors take on board Polanyi's insight concerning the personal character of knowledge and fuse it with Wittgenstein's insight that all knowledge is, in a fundamental way, collective.
Abstract: Organizational knowledge is much talked about but little understood. In this paper we set out to conceptualize organizational knowledge and explore its implications for knowledge management. We take on board Polanyi’s insight concerning the personal character of knowledge and fuse it with Wittgenstein’s insight that all knowledge is, in a fundamental way, collective. We do this in order to show, on the one hand, how individuals appropriate knowledge and expand their knowledge repertoires, and, on the other hand, how knowledge, in organized contexts, becomes organizational. Our claim is that knowledge is the individual capability to draw distinctions, within a domain of action, based on an appreciation of context or theory, or both. Organizational knowledge is the capability members of an organization have developed to draw distinctions in the process of carrying out their work, in particular concrete contexts, by enacting sets of generalizations whose application depends on historically evolved collective understandings. Following our theoretical exploration of organizational knowledge, we report the findings of a case study carried out at a call centre in Panafon, in Greece. Finally, we explore the implications of our argument by focusing on the links between knowledge and action on the one hand, and the management of organizational knowledge on the other. We argue that practical mastery needs to be supplemented by a quasi-theoretical understanding of what individuals are doing when they exercise that mastery, and this is what knowledge management should be aiming at. Knowledge management, we suggest, is the dynamic process of turning an unreflective practice into a reflective one by elucidating the rules guiding the activities of the practice, by helping give a particular shape to collective understandings, and by facilitating the emergence of heuristic knowledge.
1,193 citations
TL;DR: In this article, the authors examined the dynamics that govern the adoption of product and process innovations at the firm level over time and found that product innovations are adopted at a greater rate and speed than process innovations.
Abstract: While many researchers have fruitfully explored the patterns of adoption of product and process innovations across industries, few have studied these same patterns within individual firms. In this study we address this issue, examining the dynamics that govern the adoption of product and process innovations at the firm level over time. We examine questions such as: Which type of innovation is more readily adopted? Does the adoption of one type of innovation lead or lag the adoption of the other type? And, would the pattern of adoption of innovation types have an effect on organizational performance? Using data on the innovations introduced between 1982 and 1993 by a sample of 101 commercial banks in the United States, we find that: (1) product innovations are adopted at a greater rate and speed than process innovations; (2) a product–process pattern of adoption is more likely than a process–product pattern; (3) the adoption of product innovations is positively associated with the adoption of process innovations; and (4) high-performance banks adopt product and process innovations more evenly than low-performance banks.
742 citations
TL;DR: In this article, the authors investigated the effects of entrepreneurial personality traits, background and networking activities on venture growth among 168 Chinese entrepreneurs in small and medium-sized businesses in Singapore, and found that experience, networking activities, and number of partners as well as internal locus of control and need for achievement all have positive impact on the venture growth.
Abstract: This study investigates the effects of entrepreneurial personality traits, background and networking activities on venture growth among 168 Chinese entrepreneurs in small and medium sized businesses in Singapore. Personality traits include need for achievement, internal locus of control, self-reliance and extroversion; background comprises education and experience; networking activities consist of size and frequency of communication networks. A structural equation modelling technique – partial least squares (PLS) – is used to estimate a path model with latent variables. The results indicate that experience, networking activities, and number of partners as well as internal locus of control and need for achievement all have positive impact on venture growth. Two other personality traits, self-reliance and extroversion have negative impact on number of partners and positive impact on networking activities, respectively. The impact of education on venture growth, however, is moderated by firm size, positive for larger firms and negative for smaller firms. Our findings indicate that among all the factors that we have considered, an entrepreneur’s industrial and managerial experience is the dominating factor affecting venture growth.
733 citations
TL;DR: In this article, the authors define the term tacit knowledge and propose to redefine it, within the context of the resource-based view of the firm, as tacit skills, a methodology (based on causal mapping, self-Q and storytelling) for empirically researching the subject is outlined.
Abstract: With the emergence of the resource-based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This is because tacit knowledge is argued to be difficult to imitate, to substitute, to transfer and it is rare. However, there is little empirical research to support this theoretical proposition. Tacit knowledge has so far resisted operationalization. This paper sets out to define the term tacit knowledge and proposes to redefine it, within the context of the resource-based view of the firm, as tacit skills. A methodology (based on causal mapping, self-Q and storytelling) for empirically researching the subject is outlined.
709 citations
TL;DR: In this article, it is argued that knowledge is an ambiguous, unspecific and dynamic phenomenon, intrinsically related to meaning, understanding and process, and therefore difficult to manage, and there is a contradiction between knowledge and management.
Abstract: The idea of knowledge management draws currently much attention, both among practitioners and scholars. Advocates of the term argue that knowledge management points to a new set of phenomena and practices for managers to learn and master. In particular knowledge management focuses on the creation and distribution of knowledge in organizations through technological novelties such as the internet, intranets, and e-mail, although there are also streams concentrating on social relations and interactions. This paper examines several possible conceptualizations of the idea of knowledge management. It is argued that knowledge is an ambiguous, unspecific and dynamic phenomenon, intrinsically related to meaning, understanding and process, and therefore difficult to manage. There is thus a contradiction between knowledge and management. Drawing from a literature review and a case study, it is suggested that knowledge management is as likely, if not more so, to operate as a practice of managing people or information than as a practice attuned towards facilitating knowledge creation.
663 citations
TL;DR: In this paper, the authors examine managerial perceptions of corporate environmentalism and describe how key organizational members interpret the relationship between their firm and the biophysical environment, and conclude the implications of these factors for organizational theory and practice.
Abstract: Environmental issues are becoming increasingly important in organization theory and practice. Corporate environmentalism is emerging as a process of addressing environmental issues facing business firms. In this paper I examine managerial perceptions of corporate environmentalism and describes how key organizational members interpret the relationship between their firm and the biophysical environment. Corporate environmental orientation and environmental strategy focus are two themes of corporate environmentalism that emerge from the study. I discuss managerial perceptions of regulatory forces, public environmental concern, top management commitment and need for competitive advantage, and how perceptions of these factors might translate into environmental strategies. I conclude by discussing implications of corporate environmentalism for organizational theory and practice.
471 citations
TL;DR: In this article, the authors investigated the relationship between HR policies and practices and found that even successful organizations do not always implement 'best practice' HRM, and that there is frequently a discrepancy between intention and practice.
Abstract: Our understanding of the way in which human resource management (HRM) is linked to organizational performance is still limited, despite recent advances that use a quantitative approach to argue for a strong positive relationship between 'High Performance Work Practices' and firm financial performance. These studies are limited by their reliance on a single informant in each organization, and their emphasis on financial performance at the expense of a broader range of outcome variables. This paper contributes to the debate by analysing in detail the human resource policies and practices of one case-study organization over a two-year time period, using a variety of methodologies and drawing on a broad range of informants across the organization. Instead of devising a list of 'best practice' HRM from the literature and testing its impact on performance, we instead invert the question and take a firm that is financially successful and ask what HR policies and practices it uses. We also examine the way in which these policies are enacted. This methodology enables us to show that even successful organizations do not always implement 'best practice' HRM, and that there is frequently a discrepancy between intention and practice. Outcomes at the individual and organizational levels are complex and often contradictory; we question the extent to which is it possible or meaningful to attempt to measure the interrelationship between HRM, at the level of the formal system, and organizational performance, without taking into consideration the role played by the informal organization in the process and implementation of HR policies.
411 citations
TL;DR: In this article, the authors validate the proposition that entry mode selection in an emerging economy is influenced by situational contingencies at four levels: nation, industry, firm, and project, and show that the joint venture is preferred when perceived governmental intervention or environmental uncertainty is high or host country experience is low.
Abstract: The dynamics of the world economy and global competition patterns are encouraging multinational enterprises (MNEs) to expand into emerging economies. This study validates the proposition that entry mode selection in an emerging economy is influenced by situational contingencies at four levels: nation, industry, firm, and project. Analysis of data collected from China suggests that the joint venture is preferred when perceived governmental intervention or environmental uncertainty is high or host country experience is low. The wholly-owned entry mode is preferred when intellectual property rights are not well protected, the number of firms in the industry is growing fast, the need for global integration is high, or the project is located in an open economic region. The importance of these multilevel determinants requires simultaneous and inseparable considerations of the risk, return, control, and resource effects of the entry mode decision. This necessitates a theoretical integration of multiple perspectives such as transaction cost, the eclectic paradigm, bargaining power, and organizational capability.
395 citations
TL;DR: The link between market orientation and performance has been claimed largely on the basis of the analysis of subjective measures of performance as mentioned in this paper, which has led to the development of a number of research hypotheses.
Abstract: The link between market orientation and performance has been claimed largely on the basis of the analysis of subjective measures of performance. Consequently, the aim of this study is to examine the links between market orientation and objectively measured financial performance. The paper begins with a brief examination of the definition and components of market orientation. Thereafter, extant research into the consequences of developing market orientation is reviewed critically, leading to the development of a number of research hypotheses. After detailing the research design and methodology adopted in this study, the findings of a survey of UK industry are presented. Briefly, the results indicate that when subjective measures of performance are adopted, market orientation is associated with company performance in certain environmental conditions. However, when objective measures of performance are adopted, we see a narrower range of environmental conditions where market orientation is positively associated with performance. The paper concludes with a series of implications for both theorists and practitioners.
298 citations
TL;DR: In this article, the authors evaluated managers' assumptions about what engenders the desired customer-oriented behaviours among employees. And they found that employees who perceived management behaviour in a positive light and who had participated in values-based training were more likely to feel empowered.
Abstract: Organizational initiatives to strengthen customer orientation among front-line service workers abound, and have led many commentators to speak of the reconstitution of service work. These interventions rest on managers’ assumptions about what engenders the desired customer-oriented behaviours among employees. We evaluate those assumptions in the context of a major change initiative in a supermarket firm. The logic of the programme mirrors key precepts in the contemporary management literature. These are that management behaviour, job design and values-based training can produce a sense of empowerment among employees, and that empowerment will generate prosocial customer-oriented behaviour. Using data from a large scale employee survey, we test the validity of those assumptions. Employees who perceived management behaviour in a positive light and who had participated in values-based training were more likely to feel empowered (i.e. to have internalized prosocial service values and to feel a sense of competence and autonomy on the job). Psychological empowerment was, in turn, positively related to the customer-oriented behaviour of workers. This study, therefore, provides support for key assumptions underlying HRM theory and practice in services.
286 citations
TL;DR: In this paper, the authors argue that key growth areas in future employment will be in low level service jobs rather than knowledge work as currently understood, and argue that knowledge which is contextual, social or tacit has been taken to be of lesser value in relation to competitive advantage.
Abstract: This article builds on recent critiques of the knowledge economy to argue that key growth areas in future employment will be in low level service jobs rather than knowledge work as currently understood. The article discusses the knowledge, skills and competencies involved in interactive service work. It suggests that knowledge which is contextual, social or tacit has been taken to be of lesser value in relation to competitive advantage. It highlights the contrast, therefore, between the growth in interactive service work and the focus of the knowledge management literature on a small sub-set of total employment. Two case-studies of interactive service work, one drawn from a range of service sectors and the other from a call-centre setting, provide empirical material which highlights the skills required by em-ployers in this area. Technical skills were seen as less important than aesthetic and social skills. These cases highlight the management of social skills and competencies as critical to interactive service work. Workers need to develop an understanding of themselves that allows them to consciously use their emotions and corporeality to influence the quality of the service. This leads to the conclusion that the interactive service sector should not be conflated with knowledge work. Rather, it is more important to focus on the broader need for knowledgeability in work, and so broaden understanding of labour in the contemporary workplace.
TL;DR: In this article, the authors examine the impact of boards on strategy and show that by establishing the business definition, gatekeeping, selecting directors, and confidence building, the board influences the boundaries of strategic action.
Abstract: Boards of directors are coming under increasing scrutiny, both in the wake of a number of serious corporate frauds and failures and through a more general debate about the nature of corporate governance and its role in achieving national competitiveness. Though research on boards is growing, there remains a lack of empirical studies on the perceptions of directors themselves as to their role and influence in the running of organizations, and in particular the strategic process.
This article responds to widespread calls for direct study of boards of directors by using a multi-method approach involving an in-depth examination of 51 directors of UK public companies, a survey of 121 company secretaries and four case studies of UK plcs, where multiple board members were interviewed. Through the use of a grounded methodology, this article examines the impact of boards on strategy and shows that by establishing the business definition, gatekeeping, selecting directors, and confidence building, the board influences the boundaries of strategic action. Evidence for the managerial domination of boards was slight, but the results showed support for a number of theoretical frameworks, suggesting that multiple perspectives are required to fully understand the nature of board activity.
TL;DR: This paper examined the experience of frustrated management efforts to re-engineer working practices, mainly at the point of production, in response to repeated corporate-driven initiatives designed to implement a range of "lean manufacturing" initiatives at the Northern Plant, a pseudonym.
Abstract: This paper contributes to a developing body of literature which questions the claim that the ‘factory of the future’ is a total institution in which self-subordination through ‘new wave management’ is virtually inescapable. It examines the experience of frustrated management efforts to re-engineer working practices, mainly at the point of production, in response to repeated corporate-driven initiatives designed to implement a range of ‘lean manufacturing’ initiatives at ‘Northern Plant’, a pseudonym. Our findings illustrate how workers can and do employ a variety of individual and collective forms of resistance involving dissembling co-operation with change initiatives whilst maintaining a distance from them. In accounting for resistance, we note the significance of market conditions but focus primarily upon the importance of workers’ identification with practices that had been established earlier when management were content to indulge self-managing patterns of work in return for securing required levels of output.
TL;DR: In this paper, the authors examine and clarify the burgeoning stakeholder literature that currently seeks to inform management practice, corporate governance and public policy with particular emphasis on the UK, and assess some of the key arguments concerning its potential impact on business performance and competitiveness.
Abstract: The paper has three main objectives. The first aim is to examine and clarify the burgeoning stakeholder literature that currently seeks to inform management practice, corporate governance and public policy with particular emphasis on the UK. We do this by continuing the process of clarification started by Donaldson and Preston (1995), focusing mainly on the political and practitioner literature generated within the UK. We begin this task by setting out a critique of stakeholding and develop this by using four key themes of enquiry. First, we examine stakeholding’s conceptual confusion; second, we outline and develop criticism of its underlying pluralist assumptions; third, we consider the problems of implementation; and finally, we assess some of the key arguments concerning its potential impact on business performance and competitiveness.
The second aim is to develop and examine the central criticisms of stakeholding from both the neo-liberal and Marxist/radical perspectives. By so doing we identify the key theoretical and practical issues which stakeholder proponents must address if they are to convince sceptics of the model’s validity.
The third aim is to develop a conceptual framework capable of illustrating the different stakeholder perspectives and assumptions on which they are based. This consists of five continuums: the first locates authors on a left–right political continuum; the second distinguishes between those authors who use stakeholding primarily for analysis and those who use it to formulate and prescribe specific courses of action; the third differentiates between intrinsic (good in itself) and instrumental (means to an end) motives; the fourth identifies the various levels of proposed intervention; and the fifth illustrates the different degrees of enforcement advocated.
We believe that this framework provides a clear illustration of our arguments and serves as a useful instrument for clarifying the stakeholder concept. In addition, it is used to position or map the work of key authors within the stakeholder debate and we believe it may provide a more coherent basis for future research and debate.
TL;DR: In this article, the authors identify three drivers by which the dispersedness of knowledge leads to management problems, namely, it creates large numbers, asymmetries, and uncertainty, and identify a number of managerial strategies for dealing with the different components of the problems created by this phenomenon.
Abstract: While there has been much progress in understanding organizational knowledge and knowledge management practices, some questions still remain unresolved. This paper argues that at least one important driver of knowledge-related organizational problems has been rather neglected so far: that is, the dispersed nature of organizational knowledge. The paper analyses the organizational problems and managerial responses arising from dispersed knowledge. It identifies three drivers by which the dispersedness of knowledge leads to management problems: namely, it creates large numbers, asymmetries, and uncertainty. A number of managerial strategies for dealing with the different components of the problems created by the dispersedness of knowledge are identified and their effectiveness analysed, thereby informing managers as to how best to deal with dispersed knowledge. The analysis of uncertainty-related implications of dispersed knowledge uncovers an overlooked distinction that is helpful for understanding dispersed knowledge and its managerial implications. This is the distinction between uncertainty and ambiguity, i.e. a strong form of uncertainty that cannot be remedied by the standard strategy of increasing the information available.
TL;DR: In this paper, an explanatory model of organizational adoption of teleworking is developed, as a means of integrating the current literature on the incidence of tele-working and to provide a theoretical grounding and framework for understanding differentials in the growth of tele working in different organizations, industries and countries.
Abstract: Teleworking is a work practice that entails remote working for at least some of the time. Common arrangements include work done at home or in the field, by teleworkers in a range of occupations. As such, telework is one of the most radical departures from standard working conditions in the suite of flexible work practices now gaining widespread acceptance. In this paper, we develop an explanatory model of organizational adoption of teleworking. We do this as a means of integrating the current literature on the incidence of teleworking and to provide a theoretical grounding and framework for understanding differentials in the growth of teleworking in different organizations, industries and countries. We begin by developing an appropriate framework for conceptualizing teleworking. We propose a multivariate approach that is able to differentiate the various forms of teleworking. We then use this framework to develop a model and a series of propositions concerning the adoption of different forms of teleworking. Neo-institutional theory, as well as recent empirical evidence on teleworking informs this model.
TL;DR: In this article, decision analysis is used to structure the strategy evaluation process in a way which avoids the problems associated with earlier proposals, leading to a clear and documented rationale for the selection of a particular strategy.
Abstract: Scenario planning can be a useful and attractive tool in strategic management. In a rapidly changing environment it can avoid the pitfalls of more traditional methods. Moreover, it provides a means of addressing uncertainty without recourse to the use of subjective probabilities, which can suffer from serious cognitive biases. However, one underdeveloped element of scenario planning is the evaluation of alternative strategies across the range of scenarios. If this is carried out informally then inferior strategies may be selected, while those formal evaluation procedures that have been suggested in relation to scenario planning are unlikely to be practical in most contexts. This paper demonstrates how decision analysis can be used to structure the strategy evaluation process in a way which avoids the problems associated with earlier proposals. The method is flexible, versatile and transparent and leads to a clear and documented rationale for the selection of a particular strategy.
TL;DR: The authors empirically tested a grounded-theory model of the antecedents and the effects of the structure of parent management control in international joint ventures, and found that competitive and cooperative dynamics occur simultaneously between joint venture partners.
Abstract: Using a sample of 90 US–China manufacturing joint ventures, this study empirically tested a grounded-theory model of the antecedents and the effects of the structure of parent management control in international joint ventures. The results suggest that competitive and cooperative dynamics occur simultaneously between joint venture partners. On one hand, the relative bargaining power between the partners, derived from the negotiation context and from contributing critical resources to the venture, respectively, is a determining factor in management control; and the level of operational control exercised by a partner over the venture has a positive effect on the extent to which this partner's strategic objectives are achieved. On the other hand, the quality of the interpartner working relationship was found to have a strong, positive relationship with the achievement of strategic objectives for both partners.
TL;DR: In this paper, the impact of managerialism and the reactions it has engendered in university life is examined, and it is argued that the notion of resistance to domination and control has been underplayed in the literature of organization and management.
Abstract: This paper considers the impact of managerialism and the reactions it has engendered in university life. It examines the degree to which institutions of higher education in the UK have in recent years been subjected to what some commentators have seen as a managerial assault, alongside economic pressures to restructure and reform, and explores the reactions of academic and administrative staff in middle and junior levels through a case study of two universities. Consideration is given to attempts to introduce managerial controls, including the setting of targets, appraisals and peer review, as well as to the resistances which followed. It is argued that the notion of resistance to domination and control has been underplayed in the literature of organization and management. In exploring its various manifestations it is shown that managerialism is not fully embedded in university life and that matters are far from settled. It is contended that those engaged in academe in middle and junior levels of the organizational hierarchy are actively seeking to keep alive the craft of scholarship by mediating and moderating the harsher effects of the changes through supportive or transformational styles of working.
TL;DR: In this paper, the constitutive and metaphorical nature of language is taken into account to explore the practical, enacted aspects of Shotter's concept of authorship and suggest that managers attempt to construct a sense of who they are, create a shared sense of features of their organizational landscape, and how they may move others to talk or act in different ways through their dialogical practices.
Abstract: In Conversational Realities (1993), John Shotter draws on social constructionist suppositions to conceptualize management as a rhetorically-responsive activity in which managers act as ‘practical authors’ of their social realities (pp. 148–59). From this perspective, organizations are reworked from permanent, independent social structures to relational landscapes continually shifting from the imaginary to the imagined in interactive moments. Managing is seen as an embodied and situated dialogical activity in which managers act as authors of organizational realities through their conversations. In this article, I take as my central premise, the constitutive and metaphorical nature of language, and explore the practical, enacted aspects of Shotter's concept of authorship. Specifically, I suggest authorship may relate to how managers attempt to construct a sense of who they are, create a shared sense of features of their organizational landscape, and how they may move others to talk or act in different ways through their dialogical practices. I draw on research conversations with managers to explore how everyday poetic talk may be crucial to the process of constructing self, realities, and meaning. This ‘reconstruction’ of management practice offers both a different way of thinking about managing and potential dialogical resources which may allow managers to author or construct organizational experiences in more deliberate ways.
TL;DR: In this paper, the authors examined the effect of top management team changes on organizational change in a sample of firms attempting turnarounds. But, despite support from numerous case analyses, there is little systematic evidence that replacing top managers leads to substantial organizational change at declining firms, despite the fact that top executives at some firms are able to avoid being replaced even though their firms perform poorly.
Abstract: Researchers have argued that top management team changes are an important force spurring change at declining firms. Yet, studies find that top executives at some firms are able to avoid being replaced even though their firms perform poorly. Also, despite support from numerous case analyses, there is little systematic evidence that replacing top managers leads to substantial organizational change at declining firms. In this study, we examine these issues by looking at levels of top management team replacement at a sample of declining firms attempting turnarounds. We find that top management team replacement levels vary with the presence of inertial or change-creating forces within firms. In particular, reduced levels of top management team replacement occur during turnaround attempts at large firms and those that have followed the same strategic orientation for a long period of time. Meanwhile, increases in outsider control of the board are associated with increased levels of replacement. We further find that higher levels of top management team replacement are associated with greater changes in firm competitive strategy and firm structure and controls during turnaround attempts. Overall, our findings show that organizational-level forces play an important role in top management and strategic change processes at declining firms.
TL;DR: In this paper, the structure and content of executive perceptions are considered using cognitive mapping to isolate "intuitive" elements within their individual decision schemas, and three levels of seniority and roles are used to explore potential differences within the organization.
Abstract: In this paper, the structure and content of executive perceptions are considered using cognitive mapping to isolate ‘intuitive’ elements within their individual decision schemas. An inductive approach is used to develop three propositions drawn from the literature. These are explored using the results of interviews with senior executives of two UK retail organizations. Three of the maps represent different levels of seniority and roles and are used to explore potential differences within the organization. Similarities and differences between organizations are examined with reference to an additional map of an individual in a second organization.[1] Propositions are interpreted and developed with reference to the maps and textual extracts from the interviews, to provide additional insight into the concept of intuition prior to larger-scale studies. The study highlights the need to explore differences in schemas both within and between different industry sectors. It emphasizes three important aspects of intuition as a way in which individuals ‘cut through’ a decision situation to make an ‘unexplained’ relationship between input and cognition without really thinking in-depth. First, they appear to trade-off depth for breadth of information. Second, they use personal experiences, surrogate indicators, and typologies to rationalize their decisions. Finally, the study shows there are important overlaps and differences in the content of decision schemas that represent ground for agreement and disagreement and as a basis for negotiating group decisions. These insights are used to redevelop and extend the propositions by way of conclusion.
TL;DR: In this article, the authors argue that firms know more about technology than they apply in their own production, and propose two major dimensions according to which firms should adjust their knowledge and production boundaries, namely systemic interdependencies across components and uneven rate of change across components' underlying knowledge bases.
Abstract: The contemporary literature concentrates on ‘make or buy’ decisions in design and production activities, assuming that decisions about the underlying fields of technological knowledge will automatically be the same. Building on previous research on multitechnology firms and products, this paper argues that firms know more about technology than they apply in their own production. We propose two major dimensions according to which firms should adjust their knowledge and production boundaries, namely systemic interdependencies across components and uneven rate of change across components’ underlying knowledge bases. We analyse the implications of this less-than-perfect overlap between knowledge and production boundaries for the management of firms’ external relationships.
TL;DR: In this paper, the authors describe the development and testing of a Perceived Environmental Uncertainty (PEU) measurement scale for the natural environment and apply it to the UK textile industry.
Abstract: Large businesses are professionalizing their approach to environmental management, in pursuit of quality management, cost effective eco-efficiency and regulatory compliance. However, recent evidence suggests that business corporations are not integrating the natural environment into their strategic thinking. One of the major reasons for this is the contingent relationship between perceived uncertainty in the business environment and strategic decision making. This paper describes the development and testing of a Perceived Environmental Uncertainty (PEU) measurement scale for the natural environment. The new PEU scale is based on Miller’s (1993) PEU scale for the commercial environment and grounded in the environmental management theory. It is also shown to possess very good reliability and dimensionality. The new PEU scale was applied in the form of self-report questionnaire. Respondents were senior executives (n = 198) from the UK textile industry. We specifically looked for variations in levels of executives’ PEU along the industry supply chain. As a result of applying the new scale, our findings show that the natural environment presents significantly higher levels of PEU for executives in the textile making-up/retail sector. The major cause of uncertainty for the textile making-up/retail sector is that firms in this sector are at the end of the supply chain and therefore exposed to up-stream risk, which is often very difficult to manage.
TL;DR: In this article, the authors reviewed three relevant theories, market-centred theories, culturalist perspective, and the institutional approach, and employed the data of 150 Taiwanese groups for the answer.
Abstract: Business groups are a special type of enterprise system existing in almost every market economy. Member firms do not operate as isolated units in the markets but have institutionalized relationships with each other and work coherently as an entity. Groups play a central role in economies in which they operate. For Taiwan, the largest 100 groups produced one third of the GNP in the past 20 years. Why does this organizational form exist in the first place? This paper reviews three relevant theories, market-centred theories, culturalist perspective, and the institutional approach, and employs the data of 150 Taiwanese groups for the answer. The market-centred theories and the institutional arguments are examined statistically and the latter is supported by the data. Following this evidence, the Boolean comparison of group firms with non-group firms confirms that lacking a coherent core in ownership and management makes firms unable to respond to institutional incentives promptly. Finally, the structure of family ownership network in business groups refutes the cultural perspective which argues that the equal inheritance pattern of family property drives entrepreneurs to establish separate firms rather than single hierarchies. While both markets and culture play a distinct part in the story, it is regulatory institutions that lead to group formation.
TL;DR: In this article, a categorization of types of multi-organizational group negotiation behaviour is developed based on the two units of analysis of "goal ownership" and "episodes in negotiation", which are intended to be of practical use to those seeking to ensure the success of a collaboration.
Abstract: The negotiation and agreement of goals for collaborations between public and non-profit organizations is argued to be a complex and painful process. Thus, the research described in this paper used action research to explore some of the critical behaviours in such groups. Based on the two units of analysis of 'goal ownership' and 'episodes in negotiation', a categorization of types of multi-organizational group negotiation behaviour is developed. The categories are intended to be of practical use to those seeking to ensure the success of a collaboration.
TL;DR: This article explored managerial perceptions of organizational effectiveness and whether they have similarities with perceptions of academics, and with the competing values model of organisational effectiveness (Quinn and Rohrbaugh, 1983) and found that the same values organize the patterning of effectiveness criteria in a cohesion-based solution for managers and academics.
Abstract: This research explores managerial perceptions of organizational effectiveness and whether they have similarities with perceptions of academics, and with the competing values model of organizational effectiveness (Quinn and Rohrbaugh, 1983). The results suggest that the same values organize the patterning of effectiveness criteria in a cohesion-based solution for managers and academics. Yet, this cohesion model has inadequate explanatory power for managers’ perceptions and shows no relationship with either their experience or organizational preferences. In contrast, a conflict-based solution provides adequate explanatory power for managers and relates to their experience and to organizational preferences. If managers play any part in influencing effectiveness in organizations, then incorporating their views into models of organizational effectiveness is therefore likely to improve our understanding of organizational functioning.
TL;DR: In this paper, the authors examined the relationship between training and learning in the financial services sector and found that the relationship may appear strong on the surface, however in essence it may be superficial and mechanistic.
Abstract: The difficulty of explaining the paradoxical nature of organizational life has resulted in reductionist approaches, which present the relationships between processes as causal and linear. The relationship between training and economic performance, the contribution of training to individuals’ adaptability to change and the significance of knowledge and learning to organizational competitiveness are just some examples of the perceived linearity of the relationships between processes. The relationship between training and learning falls in the same category in that it is assumed to be very strong. This article makes a contribution to this debate by providing new insights about the relationship between training and learning. Using recent empirical findings from a longitudinal study in the Financial Services Sector, this article examines some of the basic differences between training and learning using the individual manager as the unit of analysis. These differences reveal some of the conditions that shape the relationship between training and learning. The findings from the study suggest that the relationship between training and learning may appear strong on the surface; however in essence it may be superficial and mechanistic.
TL;DR: In this article, the authors present a study of how the management technique of kaizen, continuous improvements, is used in three Swedish companies and suggest that the notion of ethics, and more specifically what Foucault calls technologies of the self, provides possibilities for analysing how employees constitute themselves as ethical, productive, and legitimate members of society through the use of management techniques.
Abstract: The notion of empowerment has been increasingly used within management discourses during the 1990s. Empowerment is depicted by its proponents as the common denominator for recent managerial techniques and activities that acknowledge the individual employee as an intelligent, accountable, creative being, and therefore a productive resource for the company. Rather than thinking of management techniques as being, or not being, used to empower employees, this paper suggests that the notion of ethics, and more specifically what Foucault calls technologies of the self, provides possibilities for analysing how employees constitute themselves as ethical, productive, and legitimate members of society through the use of management techniques. This paper presents a study of how the management technique of kaizen, continuous improvements, is used in three Swedish companies. Thinking of work as ethically embedded rather than determined by the degree of distribution of the empowering resources in organizations paves the way for opportunities to conduct more sensitive analyses of how managerial techniques operate in practice.