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Journal ArticleDOI

On the folly of rewarding A, while hoping for B.

01 Dec 1975-Academy of Management Journal (Academy of Management)-Vol. 18, Iss: 4, pp 769-783
TL;DR: In this paper, the authors present examples from society in general, and from organizations in particular, of reward systems that "pay off" for one behavior even though the rewarder hopes dearly for another.
Abstract: Illustrations are presented from society in general, and from organizations in particular, of reward systems that “pay off” for one behavior even though the rewarder hopes dearly for another. Porti...
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01 Jan 1986
TL;DR: In this article, a hierarchy intent encircles around vision along with mission, SBU, goals, objectives, policy, procedures and program, and budget, and strategic input is processed (strategic actions) for the output (products and services) with proper, constant and continuous feedback (information provision like nervous system) to take care of resource based internal environment (micro/ resources/ assettangibles and intangibles) and industry oriented external environment (PPolitical-legal, EEconomical, SSociocultural, TTechnological/ macro).
Abstract: Strategic management Management means manage and past tense of mend which emphasizes the resources should be ready to use. Manage means to operate with justified utilization of resources for profit maximization and growth. The organization may be profit-making or nonprofit making. If we disintegrate the word it will mean manage, me, n and t that enforces everybody‘s contribution and team spirit (forming, storming, norming and performing). It also means man, age, me, n and t that include experiences/ ego state in workers. All the organization operates in business wheel, hierarchy intent and system management. The business wheel concentrates on resources (7MsMoney, Machine, Materials, Manpower, Methods, Minutes & Meters), production, distribution and sales & marketing. Hierarchy intent encircles around vision along with mission, SBU, goals, objectives, policy, procedures and program. And budget. According to strategic System Management, strategic input is processed (strategic actions) for the output (products and services) with proper, constant and continuous feedback (information provision like nervous system) to take care of resource based internal environment (micro/ resources/ assettangibles and intangibles) and industry oriented external environment (PPolitical-legal, EEconomical, SSociocultural, TTechnological/ macro).

2,579 citations

Journal ArticleDOI
TL;DR: In this article, the potential of human resource systems to facilitate or inhibit the development and utilization of organizational competencies is explored, by focusing attention on the HR activities, functions, and processes that enhance or impede competency accumulation and exploitation.
Abstract: Drawing on the theoretical insights from the resource-based view of strategic management, this article explores the potential of human resource systems to facilitate or inhibit the development and utilization of organizational competencies. These competencies — managerial, input-based, transformational, and output-based—are presumed to yield sustained competitive advantage for a firm. The competency-based perspective, by focusing attention on the HR activities, functions, and processes that enhance or impede competency accumulation and exploitation, complements the behavioral perspective (Schuler & Jackson, 1987) and, thus, potentially enhances the understanding of strategic human resource management.

2,227 citations

Journal ArticleDOI
TL;DR: This work identifies a set of top management team conditions that facilitates a team's ability to engage in paradoxical cognitive processes and argues that the locus of paradox in top management teams resides either with the senior leader or with the entire team.
Abstract: Sustained organizational performance depends on top management teams effectively exploring and exploiting. These strategic agendas are, however, associated with contradictory organizational architectures. Using the literature on paradox, contradictions, and conflict, we develop a model of managing strategic contradictions that is associated with paradoxical cognition-senior leaders and/or their teams (a) articulating a paradoxical frame, (b) differentiating between the strategy and architecture for the existing product and those for innovation, and (c) integrating between those strategies and architectures. We further argue that the locus of paradox in top management teams resides either with the senior leader or with the entire team. We identify a set of top management team conditions that facilitates a team's ability to engage in paradoxical cognitive processes.

1,857 citations

Journal ArticleDOI
TL;DR: The authors in this article identify a number of gaps in what is known about total quality management processes and outcomes, and explore the congruence between TQM practices and behavioral science knowledge about motivation, learning and change in social systems.
Abstract: In recent years, Total Quality Management has become something of a social movement in the United States. This commentary returns to the writings of the movement's founders--W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa--to assess the coherence, distinctiveness, and likely perseverance of this provocative management philosophy. We identify a number of gaps in what is known about TQM processes and outcomes, and explore the congruence between TQM practices and behavioral science knowledge about motivation, learning, and change in social systems. The commentary concludes with a prognosis about the future of TQM--including some speculations about what will be needed if TQM is to take root and prosper in the years to come.

1,700 citations

Journal ArticleDOI
TL;DR: A review of research examining contextual factors that can either foster or hinder employee creativity at individual, job, group, and organizational level is provided in this paper, where the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity is discussed.
Abstract: This article provides a current review of research examining contextual factors that can either foster or hinder employee creativity at the individual, job, group, and organizational level. Specifically, we examine the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity. Finally, based on our review, we discuss practical implications for managers, propose areas that need further research attention, and highlight possible new directions for future research.

1,559 citations


Cites background from "On the folly of rewarding A, while ..."

  • ...Rewards Kerr (1975) wrote a seminal piece on the dangers of rewarding A while hoping for B....

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