Showing papers in "Organization Science in 1990"

Longitudinal Field Research on Change: Theory and Practice

Abstract: This paper reveals the author's theory of method for conducting longitudinal field research on change. The paper also discusses a range of practical problems in carrying out time-series research in organisational settings. The practical problems include dealing with time in longitudinal research; issues of site selection, choices about data collection and degrees of involvement the importance of clarifying research outputs, audience, and presentation; and finally handling problems of complexity and simplicity associated with longitudinal comparative case study research on change. The paper concludes by discussing some ethical issues of longitudinal research field research, and managing a community of researchers.

The Double-Edge of Organizational Legitimation

Abstract: Organizations require legitimacy to attract constituents' support Legitimacy, however, is always problematic. Thus, organizations frequently pursue legitimacy through a variety of substantive and symbolic practices. But legitimacy is a social judgment that is ultimately accorded the organization by its constituents. Organizations that pursue this judgement run the risk of “protesting too much”–of being perceived as precisely the opposite, manipulative and illegitimate. Such organizations include (1) the clumsy actor, perceived as unethical, heavy-handed, or insensitive, (2) the nervous actor, perceived as dogmatic, intolerant, or evasive, and (3) the overacting actor, perceived to overstate claims to legitimacy or overreact to faults. The analysis suggests that attempts to increase legitimacy may trigger a series of vicious circles which ultimately decrease legitimacy.

A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites

Abstract: This paper describes a case study methodology that combines a real-time longitudinal three-year study with nine retrospective case studies about the same phenomenon. These two kinds of case studies offer opportunities for complementary and synergistic data gathering and analysis. That is, specific strengths in each method compensate for some particular weakness in the other. For instance, the retrospective studies offer the opportunity to identify patterns indicative of dynamic processes and the longitudinal study provides a close-up view of those patterns as they evolve over time. The combination of the two types of case studies also enhances three kinds of validity: construct, internal and external. The author also discusses problems with and shortcomings of this dual methodology and suggests the circumstances for which the methodology is especially appropriate.

Some Characteristics of One Type of High Reliability Organization

Abstract: This paper is concerned with defining organizational processes necessary to operate safely technologically complex organizations that can do great physical harm to themselves and their surrounding environments. The paper first argues that existing organizational research is little help in understanding organizational processes in such organizations. It then identifies nuclear powered aircraft carriers as examples of potentially hazardous organizations with histories of excellent operations. The paper then examines a set of components of “risk” identified by Perrow (1984) and antecedents to catastrophe elucidated by Shrivastava (1986) and discusses how carriers deal with these factors to lessen their potentially negative effects. The paper concludes with suggestions for future research.

Longitudinal Field Research Methods for Studying Processes of Organizational Change

Abstract: Introduction - Andrew H Van de Ven and George P Huber Longitudinal Field Research Methods for Studying Processes of Organization Change Images of Imaging - Stephen R Barley Notes on Doing Longitudinal Field Work A Dual Methodology for Case Studies - Dorothy Leonard-Barton Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites Building Theories from Case Study Research - Kathleen M Eisenhardt Longitudinal Field Research on Change - Andrew M Pettigrew Theory and Practice Studying Changes in Organizational Design and Effectiveness - William H Glick et al Retrospective Event Histories and Periodic Assessments Methods for Studying Innovation Development in the Minnesota Innovation Research Program - Andrew H Van de Ven and Marshall Scott Poole Alternate Approaches to Integrating Longitudinal Case Studies - Robert D McPhee A Primer of Sequence Methods - Andrew Abbott An Empirical Taxonomy of Implementation Processes Based on Sequences of Events in Information System Development - Rajiv Sabherwal and Daniel Robey Theoretical and Analytical Issues in Studying Organizational Processes - Peter R Monge Organizations Reacting to Hyperturbulence - Alan D Meyer, James B Goes and Geoffrey R Brooks

Methods for Studying Innovation Development in the Minnesota Innovation Research Program

Abstract: This paper describes the methods being used by the Minnesota Innovation Research Program to develop and test a process theory of innovation which explains how and why innovations develop over time and what developmental paths may lead to success and failure for different kinds of innovations. After a background description of the longitudinal field research, this paper focuses on the methods being used to examine processes of innovation development. These methods pertain to the selection of cases and concepts, observing change, coding and analyzing event data to identify process patterns, and developing theories to explain observed innovation processes. We believe these methods are applicable to other studies that examine a range of temporal processes, including organizational startup, growth, decline, and adaptation.

Deconstructing Organizational Taboos: The Suppression of Gender Conflict in Organizations

Abstract: This paper begins with a story told by a corporation president to illustrate what his organization was doing to “help” women employees balance the demands of work and home. The paper deconstructs and reconstructs this story text from a feminist perspective, examining what it says, what it does not say, and what it might have said. This analysis reveals how organizational efforts to “help women” have suppressed gender conflict and reified false dichotomies between public and private realms of endeavor, suggesting why it has proven so difficult to eradicate gender discrimination in organizations. Implications of a feminist perspective for organizational theory are discussed.

Can Organization Studies Begin to Break Out of the Normal Science Straitjacket? An Editorial Essay.

Abstract: The popular and professional press is filled with discussions of major changes on the organizational landscape, including organizational design experiments at entrepreneurial firms as well as at major corporations, the slashing of corporate staffs, the downsizing, delayering and revitalization of firms, the emerging electronic organization, mergers and acquisitions, failures of high reliability organizations, and time-based competition. Each of these issues has been associated with the redesign of organizations, yet these redesigns seem far removed from academic research, and they do not typically utilize the academic body of knowledge. Although the field has progressed enormously in new methods and insights during a century of research, it seems to us that organization studies have been a source of recurrent disappointment for practitioners and academics alike (Bedian 1989; Cummings 1983; Luthans 1986; Slocum 1984). For example, Miner (1984) analyzed 32 established organizational science theories and concluded that with the exception of theories of motivation there is no relationship between usefulness and validity. Is the field of organization studies irrelevant? Organizations have become the dominant institution on the social landscape. Yet the body of knowledge published in academic journals has practically no audience in business or government. Unlike a field such as economics, research on organizations has not typically focused on problems relevant to business and government organizations, and the real world of organizations has not drawn on the work undertaken by organizational scientists. From colleagues within our field and in allied disciplines, we hear complaints that manuscripts espousing radical ideas, or topics outside the mainstream, are difficult to publish. Reviewers for established journals seem to value papers whose theses are anchored in established theories or that use "legitimate" methods, thus implicitly creating a publication barrier for research that falls outside mainstream topics or methods. Moreover, we observe that scholars with interests in organizations span many disciplines and fields of inquiry such as anthropology, economics, history, information science, communication theory, artificial intelligence, systems theory, psychology, sociology, political science, policy sciences, as well as organization behavior, strategic management and organization theory. We sense that a new discipline of organization science is evolving and we envision that a new journal can become a forum for a discipline defined more broadly. The purpose of this essay is to discuss these issues and the need for reorienting research away from incremental, footnote-on-footnote research as the norm for the field. Although current research approches have made solid contributions, they do not

Top Managerial Prestige and Organizational Bankruptcy

Abstract: This paper extends earlier work on an alternative view of bankruptcy suggesting that bankruptcy occurs when creditors withdraw then support from a firm's top management team. It further proposes that support for the top team depends upon the team's prestige. Five characteristics measuring the relative status of top teams were tested for their association with bankruptcy. Three of the characteristics focused on items commonly associated with membership in economic elites elite educational backgrounds, board memberships, and previous employment as officers in other corporations. The fourth and fifth characteristics focused on membership in political and military elites. The results indicated that political and board connections were negatively associated with bankruptcy in the year of failure, even when financial factors and cooptive board linkages were controlled. The results also showed that failing firms attempted to improve their managerial prestige three to four years before they failed. They were, how...

Electronic groups at work.

Abstract: This paper considers how computer-based communication technology, specifically electronic group mail, might affect group behavior in organizations. It proposes a framework for analyzing groups formed by electronic distribution lists. It describes the scope and nature of electronic group mail in one organization, illustrates how members of electronic distribution lists can exhibit fundamental group processes, and compares behavior in different kinds of electronic groups. It suggests that the electronic group at work is a new social phenomenon that may contribute importantly to organizational behavior.

Images of Imaging: Notes on Doing Longitudinal Field Work

Abstract: This paper discusses the problems and processes involved in conducting longitudinal ethnographic research. The author's field study of technological change in radiology provides the context for the discussion. Specific attention is paid to how researchers can design a qualitative study and then collect data in a systematic and explicit manner. Consequently, the paper seeks to dispel the notion that participant observation and quantitative data analysis are inimical. Finally, the social and human problems of gaining entry into a research site, constructing a research role, and managing relationships with informants are illustrated.

Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments

Abstract: This paper describes assumptions, rationale, and track-offs involved in designing the research methodology used in a longitudinal study of the relationships among changes in organizational contexts, designs, and effectiveness. The basic research question concerns when how, and why do different types of organizational change occur. Given this research question and a desire to develop and test generalizable theory about changes in organizational design and effectiveness, we conducted a longitudinal study of over 100 organizations. Data concerning the changes were obtained through four interviews spaced six months apart with the top manager in each organization. Each interview provided a short-term retrospective event history over the preceding 6-month interval in aggregate, the four interviews provided a 24-month event history for each organization. Additionally, periodic assessments of the state of the organization's context, design, and effectiveness were collected with two questionnaires spaced one year apart. Finally, in each organization, the top manager's personal characteristics were assessed after all other data were obtained. This paper examines the alternatives, advantages, and disadvantages of the research design decisions. With some hindsight, we also offer some suggestions for future researchers with similar goals of developing and testing generalizable explanations of change processes in organizations.

A Primer on Sequence Methods

Abstract: This paper considers the technical problem of analyzing sequences of social events. Examples of such sequences from organizational behavior include organizational life cycles, patterns of innovation development, and career tracks of individuals. The methods considered here enable the analyst to find characteristic patterns in such sequences. Forces shaping those patterns can then be found by more conventional methods. After a brief definitional section, the paper begins by discussing three types of sequence questions: (1) questions about whether a typical sequence or sequences exist, (2) questions about why such patterns might exist, and (3) questions about the consequences of such patterns. The theoretical foundations of the first type of question, which is in fact the most important, are then considered. Having established the legitimacy of the approach here taken, the paper then introduces two exemplary datasets with which to focus discussion. These raise the issue of conceptualization and measurement ...

Theoretical and Analytical Issues in Studying Organizational Processes

Abstract: Formulation of dynamic theories and process hypotheses is a crucial component in longitudinal research. This paper describes a framework for developing dynamic theory and hypotheses. The procedure require the theorist to address six dimensions of process in each variable: continuity, magnitude of change, rate of change, trend, periodicity and duration. Further, theorists are encouraged to explore the dynamic relations between sets of variables, including rate of change, magnitude of change, lag, and permanence. Consideration is given to the problem of feedback loops. A typology of analytical alternatives for studying dynamic processes and longitudinal research data is provided.

Structural Evolution Through Idiosyncratic Jobs: The Potential for Unplanned Learning

Abstract: This paper describes an evolutionary model of organizational change through the selective retention of jobs. This type of change can operate in addition to top-down planned organizational change, providing “another engine” of organizational transformation over time. All evolutionary change processes require that there be a system for replicating activities over time, a source of variation in activities, and mechanisms which permit some activities to persist while others do not. In this model, formalized job systems and related management practices provide the mechanism for the replication of job activities. Idiosyncratic jobs—or jobs created around particular people rather than in the abstract—serve as a mechanism for unplanned variation in sets of job duties. Finally managerial actions such as layoffs, reorganizations, budget changes and copying jobs from other areas lead to the selective retention of some sets of job activities over others. The organizational change created by these processes may or may...

Collaboration or Paradigm Shift?: Caveat Emptor and the Risk of Romance with Economic Models for Strategy and Policy Research.

Abstract: While the “formulation” or “strategy” side of business policy has always drawn appropriately from economic theory, we caution that, taken to its logical extreme, economic theory ignores the importance of implementation, implies lack of choice in organization decision-making, and makes the organization a nonentity In this paper, we outline the fundamental differences between behavioral and economic approaches to business policy These differences are highlighted by an illustration of their divergent perspectives on corporate “agency”

General Organizational Classification: An Empirical Test Using the United States and Japanese Electronics Industries

Abstract: This study empirically tests the existence of populations. It reports a general organizational classification for both the United States and Japanese electronics industries. It tests for and identifies populations within a family of electronics industries and demonstrates the relevance of a general organizational classification for explaining how different natural selection processes affect different populations. Data include 669 US and 144 Japanese electronic firms. The results suggest that classification should play a more central role in development of organizational science.

Developing More Encompassing Theories About Organizations: The Centralization-Effectiveness Relationship as an Example

Abstract: Theories that relate organization-level variables to one another frequently contain just three variables. “Formalization is negatively associated with success in a turbulent environment” and “Technology is a determinant of span of control at lower organizational levels” are examples. Theories limited to two or three variables tend to have low predictive validity and consequently are of limited use to anyone attempting to predict or interpret relationships among organizational variables. One purpose of the study reported here was to develop a more encompassing and more valid theory about a specific relationship—the relationship between centralization and effectiveness. A second purpose of the study was to set forth and test the efficacy of a general approach for developing more encompassing and more valid theories about organizations. The successful application of this approach resulted in a six-variable theory: the relationship between the two variables centralization and effectiveness is a function of (1...

The Bigman Metaphor for Entrepreneurship: A "Library Tale" with Morals on Alternatives for Further Research

Abstract: Melanesian Bigmanship (a meritocratic, enacted career of political-economic leadership) is recounted as an anthropological metaphor for entrepreneurship. This “library tale” has two purposes. The first is a demonstration of conceptual uses of ethnographies for developing grounded theory. Propositions are generated on entrepreneurial orientations and opportunity structures. Opportunities are seen to arise in the creation of linkages between spheres of exchange, or fields in which an object exchanges at different values. Entrepreneurial tactics, such as converting between spheres, call for skills in informal planning, astute use of timing, and networking. These “tactical” skills coexist with “moral” skills, in persuasiveness, the manipulation of norms, and recognition of culturally specific opportunities. The entrepreneur's acts thus create a dialectic of moral (normatively approved) and tactical (instrumentally enacted) changes. The second purpose is a demonstration of methodological implications of ethnog...

At the Crossroads: A Multiple-Level Explanation of Individual Attainment

Abstract: Individual attainment within organizational careers, or career mobility, has been explained by individual attributes and by demographic processes. These seemingly unrelated views can be reconciled by suggesting that employees develop a shared perception of their organizations's career hierarchy, and that this shared perception produces systematic managerial selection preferences that influence individual attainment. A study that examines the first part of this process is presented. The results, based on questionnaire data from an electric utility, suggest that managers do develop a shared perception of their organization's career hierarchy. However, managers' perceptions are not unanimous, and the analysis examines two explanations for perceptual variation. The implications of the proposed connection for further development of a multiple-level explanation of individual attainment are discussed.

Alternate Approaches to Integrating Longitudinal Case Studies

Abstract: In dealing with a large set of longitudinal case studies, researchers often assume that they can and should seek a single set of variables and explanatory theory to deal similarly with all the cases. This paper describes three approaches to the problems of cross-case integration and comparison. It also describes a set of comparative methods that can be used to diagnose case-study data-sets, to see which integrative approach is best.

Decision Rule Theory and Its Use in the Analysis of the Organization's Performance

Abstract: The specific nature of decision rules and the pattern of connections they create between people help determine the performance of an organization. To show these causal connections, decision rules are rigorously defined and their algebraic structure explored. Properties of decision rules and of structure performance are then operationally defined. A number of propositions connecting decision rule properties to performance properties are made, their meanings investigated, and their truths supported by logical arguments. The relations of these newly defined properties to others in the literature are explored and used to restate and integrate together some of the literature's vague and isolated generalizations.