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Journal ArticleDOI

Organizational information requirements, media richness and structural design

01 May 1986-Management Science (INFORMS)-Vol. 32, Iss: 5, pp 554-571
TL;DR: Models are proposed that show how organizations can be designed to meet the information needs of technology, interdepartmental relations, and the environment to both reduce uncertainty and resolve equivocality.
Abstract: This paper answers the question, "Why do organizations process information?" Uncertainty and equivocality are defined as two forces that influence information processing in organizations. Organization structure and internal systems determine both the amount and richness of information provided to managers. Models are proposed that show how organizations can be designed to meet the information needs of technology, interdepartmental relations, and the environment. One implication for managers is that a major problem is lack of clarity, not lack of data. The models indicate how organizations can be designed to provide information mechanisms to both reduce uncertainty and resolve equivocality.
Citations
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Journal ArticleDOI
TL;DR: A classification of Social Media is provided which groups applications currently subsumed under the generalized term into more specific categories by characteristic: collaborative projects, blogs, content communities, social networking sites, virtual game worlds, and virtual social worlds.

13,932 citations


Cites background from "Organizational information requirem..."

  • ...Media richness theory (Daft & Lengel, 1986) is based on the assumption that the goal of any communication is the resolution of ambiguity and the reduction of uncertainty....

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Journal ArticleDOI
TL;DR: In this paper, the authors argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: relation-specific assets, knowledge-sharing routines, complementary resources/capabilities, and effective governance.
Abstract: In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective governance. We examine each of these potential sources of rent in detail, identifying key subprocesses, and also discuss the isolating mechanisms that serve to preserve relational rents. Finally, we discuss how the relational view may offer normative prescriptions for firm-level strategies that contradict the prescriptions offered by those with a resource-based view or industry structure view.

11,355 citations

Journal ArticleDOI
TL;DR: It is suggested that computer conferencing has considerable potential to create a community of inquiry for educational purposes and should be used as a medium for this purpose.
Abstract: The purpose of this study is to provide conceptual order and a tool for the use of computer-mediated communication (CMC) and computer conferencing in supporting an educational experience. Central to the study introduced here is a model of community inquiry that constitutes three elements essential to an educational transaction—cognitive presence, social presence, and teaching presence. Indicators (key words/phrases) for each of the three elements emerged from the analysis of computer-conferencing transcripts. The indicators described represent a template or tool for researchers to analyze written transcripts, as well as a guide to educators for the optimal use of computer conferencing as a medium to facilitate an educational transaction. This research would suggest that computer conferencing has considerable potential to create a community of inquiry for educational purposes.

4,976 citations


Cites background from "Organizational information requirem..."

  • ...Unlike earlier communications theorists (Daft & Lengel, 1986; Short, Williams, & Christie, 1976; Sproull & Kiesler, 1986), we do not believe that the effect of media per se is the most salient factor in determining the degree of social presence that participants develop and share through the…...

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  • ...Dewey (1959) observed nearly a century ago `̀ that the educational process has two sidesÐone psychological and one sociological; and that neither can be subordinated to the other or neglected without evil results following'' (p....

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Journal ArticleDOI
TL;DR: The authors address the role of marketing in hypermedia computer-mediated environments by considering hypermedia CMEs to be large-scale (i.e., national or global) networked enviro...
Abstract: The authors address the role of marketing in hypermedia computer-mediated environments (CMEs). Their approach considers hypermedia CMEs to be large-scale (i.e., national or global) networked enviro...

4,695 citations


Cites background from "Organizational information requirem..."

  • ...…& Novak (1995), "Marketing in Hypermedia CMEs: Conceptual Foundations" (Rev. 7/11/95) page 16 of sensory dimensions presented and is closely related to media concurrency (Valacich et. al 1993) and media richness (Daft and Lengel 1986; Daft, Lengel and Trevino 1987; Daft and Wiginton 1979)....

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Journal ArticleDOI
TL;DR: The authors reviewed the history of computer mediated communication and found that impersonal communication is sometimes advantageous, and strategies for the intentional depersonalization of media use are inferred, with implications for Group Decision Support Systems effects.
Abstract: While computer-mediated communication use and research are proliferating rapidly, findings offer contrasting images regarding the interpersonal character of this technology. Research trends over the history of these media are reviewed with observations across trends suggested so as to provide integrative principles with which to apply media to different circumstances. First, the notion that the media reduce personal influences—their impersonal effects—is reviewed. Newer theories and research are noted explaining normative “interpersonal” uses of the media. From this vantage point, recognizing that impersonal communication is sometimes advantageous, strategies for the intentional depersonalization of media use are inferred, with implications for Group Decision Support Systems effects. Additionally, recognizing that media sometimes facilitate communication that surpasses normal interpersonal levels, a new perspective on “hyperpersonal” communication is introduced. Subprocesses are discussed pertaining to re...

4,401 citations

References
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Posted Content
TL;DR: In this paper, the authors examine common new-industry responses to planning needs, such as the transfer of technical staff to the sales force and assignment of user needs research to research and development staff.
Abstract: Examines how organizations identify and respond to conditions of stability and change and classifies responses as appropriate or dysfunctional. Using case study and historical survey approaches, the authors formulate conclusions about organizations themselves, individual organization members, and sub-organizational combinations of members. These three perspectives correspond to the organization's goals, individual career aspirations, and internal politicking. Technical progress and development of new organizational forms proceed in tandem; advancement in either field augurs movement in the other field. The inventor requires a suitable milieu and new technology enables further sophisticated forms of organization. Matching the rise of modern industrial concerns, technological research and development has been increasingly professionalized and financially supported by large corporations and government. Firms in (then) newly created industries, such as electronics, face a unique difficulty. Unlike counterparts in established fields, new firms in these industries must respond to rapidly changing market conditions without the benefit of a management experienced in the exigencies of that sector. The authors examine common new-industry responses to planning needs. These include the transfer of technical staff to the sales force and assignment of user needs research to research and development staff. Two important organizational approaches are identified. The mechanistic approach, suitable for stable industries, is marked by precise definition of member function and is highly hierarchical. The organic approach is more appropriate to industries undergoing change and is characterized by fluid definitions of function and interactions that are equally lateral as they are vertical. (CAR)

7,769 citations

Journal ArticleDOI
TL;DR: In this paper, an explicit computer simulation model of a garbage can decision process is presented, with the general implications of such a model described in terms of five major measures on the process.
Abstract: Organized anarchies are organizations characterized by problematic preferences, unclear technology, and fluid participation. Recent studies of universities, a familiar form of organized anarchy, suggest that such organizations can be viewed for some purposes as collections of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be an answer, and decision makers looking for work. These ideas are translated into an explicit computer simulation model of a garbage can decision process. The general implications of such a model are described in terms of five major measures on the process. Possible applications of the model to more narrow predictions are illustrated by an examination of the model's predictions with respect to the effect of adversity on university decision making.

6,870 citations

Posted Content
TL;DR: In this article, the authors advocate a theory based on empirical observation of actual firm decision-making, which provides a theory of decision making within business organizations, contrary to the economic theory of the firm, which sees firms as profit-maximizing entities.
Abstract: Provides a theory of decision making within business organizations. Contrary to the economic theory of the firm, which sees firms as profit-maximizing entities, the authors advocate a theory based on empirical observation of actual firm decision-making. Various features of firm decision-making are identified. First, firms are coalitions of participants whose individual goals may and often do conflict. How this conflict is resolved is determined by the firm's bargaining process. This process is constrained by past behavior and decisions. Second, the authors reject the notion that firms are one-dimensional profit-maximizers in favor of a view of firms as entities with many different objectives that will accept suboptimal outcomes if they are above a minimum level. Congruent with this, a firm's search activity occurs in response to a perceived problem and is limited in scope. The effect is that firm policies will change only incrementally. Also impeding radical policy change is the fact that firms react to uncertainty using standardized decision rules. Using this theory, two computer models of business decision-making are presented and compared with actual results. These models are shown to have especially good predictive power. (CAR)

6,698 citations

Journal ArticleDOI
TL;DR: Weick as discussed by the authors argued that the concept of loose coupling incorporates a surprising number of disparate observations about organizations, suggests novel functions, creates stubborn problems for methodologists, and generates intriguing questions for scholars.
Abstract: Karl E. Weick In contrast to the prevailing image that elements in organizations are coupled through dense, tight linkages, it is proposed that elements are often tied together frequently and loosely. Using educational organizations as a case in point, it is argued that the concept of loose coupling incorporates a surprising number of disparate observations about organizations, suggests novel functions, creates stubborn problems for methodologists, and generates intriguing questions for scholars. Sample studies of loose coupling are suggested and research priorities are posed to foster cumulative work with this concept.1

6,410 citations

Trending Questions (1)
How does internal information reduce the agency problem?

The provided paper does not directly address the agency problem or how internal information reduces it. The paper focuses on the information needs of organizations and how they can be designed to meet those needs.