Showing papers on "Organizational effectiveness published in 1998"
TL;DR: In this article, the relationships among the structural, relational, and cogni cation of a large multinational electronics company were examined using data collected from multiple respondents in all the business units of the company.
Abstract: Using data collected from multiple respondents in all the business units of a large multinational electronics company, we examined the relationships both among the structural, relational, and cogni...
5,621 citations
TL;DR: In recent years, a market-oriented corporate culture increasingly has been considered a key element of superior corporate performance as discussed by the authors, although organizational innovativeness is believed to be a pot...
Abstract: In recent years, a market-oriented corporate culture increasingly has been considered a key element of superior corporate performance. Although organizational innovativeness is believed to be a pot...
2,594 citations
TL;DR: In this article, the role of risk in the structure of managerial compensation and its relationship to organization performance was examined, and the results suggest that risk plays an important role in organizational performance.
Abstract: In this study, we extended agency-based research by examining the role of risk in the structure of managerial compensation and its relationship to organization performance. Our results suggest that...
493 citations
TL;DR: This paper argued that this research has generally been limited because it ignores other criteria t... and pointed out that a tremendous amount of research has explored the relationship between managerial pay and firm performance.
Abstract: A tremendous amount of research has explored the relationship between managerial pay and firm performance. We argue that this research has generally been limited because it ignores other criteria t...
469 citations
TL;DR: Executive Overview Many management teams may know what they should do to improve their performance dramatically—not five or ten percent but twenty-five, fifty or one hundred percent but like many individuals who know they should stop smoking, see a physician, start exercising, or begin dieting, the management team ignores, avoids, delays or simply acts contrary to what they already know theyshould do.
Abstract: Executive Overview Many management teams may know what they should do to improve their performance dramatically—not five or ten percent but twenty-five, fifty or one hundred percent. However, like many individuals who know they should stop smoking, see a physician, start exercising, or begin dieting, the management team ignores, avoids, delays or simply acts contrary to what they already know they should do. Unfortunately, this contradiction appears to be more prevalent and common than anyone would care to admit.
444 citations
TL;DR: Whereas current theories increasingly equate information management with the management of information technology, it is argued that information technology needs to be complemented by organization-level processes related to organizational memory.
Abstract: We extend and adapt a model of group memory to organizations. Using this extended model, they identify information management challenges of the next century and suggest that organizations can address these challenges by locating a large portion of their information-processing activities outside their formal boundaries, by adopting novel socialization tactics, and by focusing on the management of soft knowledge forms (e.g., tacit knowledge, judgment, and intuitive abilities). Whereas current theories increasingly equate information management with the management of information technology, we argue that information technology needs to be complemented by organization-level processes related to organizational memory.
430 citations
Journal Article•
TL;DR: The era is approaching when both theorists and practitioners will routinely state theories, design organizations, and derive their implications using widely shared computational tools, and this volume brings together a range of work from many of the leading researchers in the field.
Abstract: The globalization of the economy, increasing number of transnational organizations, and rapid changes in robotics, information, and telecommunication technologies are just a few of the factors significantly altering organizational time scales, forms, complexity, and environments. Time scales have shrunk, new organizational forms are emerging, and organizational environments are expanding and mutating at unprecedented rates. Computational modeling affords opportunities to both understand and respond to these complex changes.Paralleling developments in the physical sciences, computational modeling is emerging in the social and organizational sciences. Organizational researchers are using computational models to gain insights into organizational phenomena and to explore dynamic processes and configurations that are difficult or impossible to investigate with other methods. Many interesting insights have already resulted from this research, such as how group cooperation arises or dissipates in social dilemma settings, and how honesty and benevolence affect behavior in a group task. On the practical side, computational modeling is increasingly effective for organizational design, analysis, and reengineering.Although a great deal of work remains to be done, the era is approaching when both theorists and practitioners will routinely state theories, design organizations, and derive their implications using widely shared computational tools. This volume brings together a range of work from many of the leading researchers in the field.Contributors : Mihai Barbuceanu, Richard Burton, Kathleen Carley, Keith Decker, Edmund Durfee, Mark S. Fox, Natalie Glance, Michael Gruninger, Bernardo Huberman, MinCheol Kang, David Kaplan, Zhiang Lin, Michael Prietula, Kent Sandoe, Walt Scacchi, Young-pa So, William Wallace, Laurie Weissel.
402 citations
TL;DR: The subject of organizational effectiveness in nonprofit organizations, although controversial, remains important to both practitioners and researchers as mentioned in this paper. In spite of this, the empirical research on organizational effectiveness remains controversial.
Abstract: The subject of organizational effectiveness in nonprofit organizations, although controversial, remains important to both practitioners and researchers. In spite of this, the empirical research on ...
388 citations
TL;DR: In this article, a social context conceptualization that incorporates culture, climate and political considerations is proposed to shed light on the intermediate linkages between HRM systems and organization effectiveness, and the proposed conceptualization is used to examine how the process dynamics involved with diversity objectives and initiatives might be associated with organization effectiveness.
372 citations
TL;DR: In this paper, a two-faceted approach to organizational learning is presented, which focuses on organizational learning mechanisms, which are institutionalized and cultural in the organizational learning process.
Abstract: This article presents a two-faceted (structural and cultural) approach to organizational learning. The structural facet focuses on organizational learning mechanisms, which are institutionalized st...
361 citations
TL;DR: In this article, the authors evaluated antecedents of organizational trust and found that age, marital status, and work group cohesion were positively associated with organizational trust. But organizational trust did not differ by either race or gender.
Abstract: The objective of this research is to empirically assess antecedents of organizational trust. To accomplish this objective, 83 managerial employees were surveyed in a branch of a federal governmental agency located in a large metropolitan city in the Southwestern United States. Multiple regression analysis showed that age, marital status, and work group cohesion were positively associated with organizational trust. Organizational trust did not differ by either race or gender. Results are discussed in light of competitive challenges facing human resource managers.
TL;DR: In this paper, the authors explored the use of clique analysis for explaining network effectiveness, measured as client outcomes, in data from networks of mental health agencies in three cities in the US.
Abstract: This study explored the use of clique analysis for explaining network effectiveness. In data from networks of mental health agencies in three cities, effectiveness, measured as client outcomes, was...
TL;DR: In this article, the authors focus on a subset of especially effective and less effective NPOs from a larger sample and find that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner-identified correct management procedures, and use more change management strategies.
Abstract: How do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness of their organization? Are the judgments of stakeholders similar, and how are board effectiveness and the use of practitioner-identified correct management procedures related to judgments of effectiveness? This study focuses on a subset of especially effective and less effective NPOs from a larger sample and finds that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner-identified correct management procedures, and use more change management strategies. Practical implications discussed include adopting more correct management procedures and change management strategies.
TL;DR: It is argued that TQM processes affect the way people create new knowledge, which in turn determines organizational effectiveness, and suggests the application of conceptual learning as well, particularly if the technology is poorly understood.
Abstract: Little is known about the processes that make TQM effective. Why are some quality improvement projects more effective than others? We argue that TQM processes affect the way people create new knowledge, which in turn determines organizational effectiveness. We exlore this by studying 62 quality improvement projects undertaken in one factory over a decade. Using a factor analysis we identify three learning constructs that characterize the learning process: scope, conceptual learning, and operational learning. We use OLS regressions to study the impact of these learning constructs on project performance. Conceptual and operational learning are found to play a crucial role in achieving goals, creating new technological knowledge, and changing factory personnel's attention. Contrary to the common practice of relying on operational learning, we suggest the application of conceptual learning as well, particularly if the technology is poorly understood. It facilitates the codification of knowledge, which enhances its dissemination for both present and future use.
TL;DR: In this article, a multitheoretical approach was used to explore why organizations vary in the degree to which they have adopted policies designed to help employees manage their work and family lives.
Abstract: A multitheoretical approach was used to explore why organizations vary in the degree to which they have adopted policies designed to help employees manage their work and family lives. Our findings ...
TL;DR: The National Performance Review (NPR) as mentioned in this paper was one of the first studies to examine the relationship between organizational culture and organizational performance, and it found that organizational culture plays a significant role in organizational performance.
Abstract: What makes management reform or reinvention successful? The operating principle of the Clinton-Gore reinvention model for changing the federal bureaucracy is that an organization's culture is a major determinant of organizational performance. The Clinton-Gore model was operationalized in 1993 when President Clinton announced, "Our goal is to make the entire federal government both less expensive and more efficient, and to change the culture of our national bureaucracy away from complacency and entitlement toward initiative and empowerment" (Gore, 1993, 1. Emphasis added.) This article examines leadership as the most significant variable that affects the operating principle underlying the Clinton-Gore reinvention model of management reform. Inability to change the culture has been identified as the most serious obstacle to change in the federal government (Kettl, 1994; Carroll, 1995; Carroll and Lynn, 1996) and simultaneously criticized as too simplistic and unrealistic in its approach (DiIulio, Garvey, and Kettl, 1993; DiIulio, 1994; Moe, 1994). While this article assumes, along with Wilson (1989), Barzelay (1992), and many others, that organizational culture does affect organizational performance, it examines what a leader does in a specific type of organizational change. From the clearly defined role of leaders in public sector organizations described by Robert Denhardt (1993) to the broadly applicable examples of the role of the leader in the private sector collected by Hesselbein, Goldsmith, and Beckhard (1996), the argument has been made clearly and strongly that leaders have a tremendous effect on individual organizations and on the performance of those organizations. The key question for empirical validation of those intuitions appears to be, "How can any observable effects of leadership on organizational culture and performance be identified and recorded?" This article approaches the issue of evidence by offering empirical observations organized around the four competencies of leadership developed by Bennis (1993) as the independent variable, organizational culture as the intervening variable, and two measures of reinvention, the dependent variable. The two measures used are National Performance Review (NPR) implementation and organizational performance. The observations lead to the conclusion that the most effective leaders foster, support, and sustain organizational cultures that facilitate the type of management reform envisioned by "reinventing government" and the attendant increases in effectiveness and efficiency. Reinvention Is a Major Initiative of the Clinton Administration Reinvention as a type of executive management reform remains a major initiative of the Clinton administration. The reinvention effort was launched in 1993 by the work of 200+ members of the federal bureaucracy who prepared and published, under the leadership of Vice President Gore, the NPR. The review identified specific and general changes required to improve efficiency and effectiveness in each executive department and agency. It also provided the philosophical basis for those changes--changing the current organizational culture, described by the President as one of "complacency and entitlement," (Gore, 1993, 1), to one of initiative and empowerment. The National Performance Review asserts that organizational culture plays a large role in bringing about improvements in efficiency and effectiveness. Although few recommendations of the review specifically address organizational culture, most assume changes in organizational culture once implemented. The purpose of the first phase of this research was to test the Clinton-Gore model relationship between organizational performance and organizational culture explicit in the President's 1993 statement. If such a relationship exists, how does organizational culture contribute to a government that works better and costs less? The first phase found a strong relationship between organizational culture and performance, but many ambiguities remained. …
Book•
28 Oct 1998
TL;DR: In this article, the authors present a survey of organizational behavior in the workplace, focusing on personal, work-related attitudes, and organizational commitment, and group dynamics and teamwork.
Abstract: I. INTRODUCTION. 1. What Is Organizational Behavior? Understanding What the Field Is All About. II. INDIVIDUAL BEHAVIOR. 2. Social Perception and Learning. 3. Personality, Feelings, and Stress. 4. What Motivates People to Work? 5. Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment. III. GROUP BEHAVIOR. 6. Interpersonal Behavior in the Workplace. 7. Joining Up and Fitting In: Socialization and Career Development. 8. Organizational Communication. 9. Group Dynamics and Teamwork. 10. Making Decisions in Organizations. IV. ORGANIZATIONAL PROCESSES. 11. The Quest for Leadership. 12. Culture, Creativity, and Innovation. 13. Designing Effective Organizations. 14. Managing Organizational Change: Strategic Planning and Organizational Development. Index.
Book•
30 Oct 1998
TL;DR: For example, the authors argues that the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizations of nonprofits that are capable of creating sustained, effective impact.
Abstract: Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizations of nonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations.
TL;DR: A Universities face an almost certain future of relentless variation in a more austere climate as discussed by the authors, and a growing sense of disillusionment among academic staff is reflected in fundamental internal changes.
Abstract: A Universities face an almost certain future of relentless variation in a more austere climate. Changes in the environment — mass higher education, knowledge growth, reduced public funding, increased emphasis on employment skills, pressures for more accountability have been reflected in fundamental internal changes. One result has been a growing sense of disillusionment among academic staff. At the same time, standards of research and teaching have come under increasingly close examination, while inter‐university competition has never been greater. Evidence from several investigations points to the crucial role of academic leadership in maintaining morale, enhancing productivity, and helping staff to welcome momentous change. Tomorrow's effective universities will require academic managers whose leadership qualities resemble those of good teachers in higher education.
TL;DR: In this article, the authors present a model that links management support, organizational climate, and self-reported safety outcomes, showing that managerial influence on safe behaviors varies as a function of management role (manager/supervisor) and safety outcomes (safety conditions/safety compliance).
TL;DR: In this paper, the authors report the results of a survey of senior project managers and identify positive success and negative leadership as the cause of project failure, and conclude that negative leadership is more important than positive success.
Abstract: This paper reports the results of a survey of senior project managers. The results clearly and unequivocally identify positive success and negative leadership as the cause of project failure. The c...
TL;DR: The results illustrate the usefulness of the GDQ for developing and empirically testing theory in organizational behavior from historical cases and strongly supported the notion that a group' decision making process is systematically related to the outcomes experienced by the team.
TL;DR: The authors extended previous research on the multilevel theory of team decision making and showed that team-level decision-making accuracy is affected by factors originating at lower levels of analyses.
Abstract: This study extends previous research on the multilevel theory of team decision making and shows that team-level decision-making accuracy is affected by factors originating at lower levels of analys...
TL;DR: In this paper, a four stage approach is presented to analyze a firm's internal strengths and weaknesses and illustrates how the technique can facilitate strategy formulation through the integration of value chain concepts and the incorporation of the most recent findings on internal resources and capabilities.
Abstract: Executive Overview It is generally agreed in the strategic management literature that internal organizational assessment is less developed theoretically and practically than other areas of situation analysis. This paper presents a four stage approach to analyzing a firm's internal strengths and weaknesses and illustrates how the technique can facilitate strategy formulation through the integration of value chain concepts and the incorporation of the most recent findings on internal resources and capabilities. A case example is used to illustrate how the approach can be applied by strategic decision makers as a tool for exploring the potential of their companies for sustained competitive advantage.
TL;DR: In this paper, the authors report the development of an inventory of organizational innovativeness (IOI) that could be used to measure organizational effectiveness in innovation, based on a model of organizational innovation that is grounded on key concepts found in literature on innovation.
TL;DR: In this article, the authors examined the commitment levels of Mexican employees in a U.S. firm located in Mexico, along with potential antecedents to their commitment, and found that job satisfaction, participative decision making, and age were predictive of organizational commitment.
Abstract: A major challenge faced by expatriate managers is developing and maintaining organizational commitment among a host country's employees. No empirical research on this issue is available with respect to Mexico. This study examined the commitment levels of Mexican employees in a U.S. firm located in Mexico, along with potential antecedents to their commitment. Eighty-three respondents, who were line (54%) and staff (46%) employees, completed questionnaires consisting of widely recognized standardized instruments with high reliabilities. To determine the nature and strength of relationships between antecedents and commitment, regression analysis, correlational analysis, and analysis of variance were conducted. Results indicated that job satisfaction, participative decision making, and age were predictive of organizational commitment. Leader behaviors and tenure were found to be significantly correlated with commitment, whereas perceived organizational effectiveness tended to be correlated with commi...
Book•
01 Dec 1998
TL;DR: The "New" Organization: Taking Action in an Era of Organizational Transformation as mentioned in this paper is an example of a new approach to organizational analysis and action in the context of organizational transformation.
Abstract: ANALYTICS. 1. The "New" Organization: Taking Action in an Era of Organizational Transformation. 2. Three Lenses on Organizational Analysis and Action. TEAMS. 3. Making Teams Work. 4. Diverse Cognitive Styles in Teams. 5. Team Processes. 6. Teams in Organizations. ORGANIZATIONS. 7. Workforce Management: Employment Relationships in Changing Organizations. 8. Managing Change in Organizations. 9. Organizational Actions in Complex Environments. 10. Learning Across Borders: Disneyland on the Move. SKILLS. 11. Managing Cultural Diversity. 12. Negotiation and Conflict Resolutions. 13. Change From Within: Roads to Successful Issue Selling. 14. Leadership.
Book•
23 Jul 1998
TL;DR: In this article, the authors apply the Open-Systems Frame Assessing Effectiveness and Ineffectiveness Diagnostic Models in Use Diagnosing Organizational Politics in FOCAL AREAS Group Performance Organization Design Human Resource Management Emergent Behavior and Workforce Diversity Organizational Culture.
Abstract: PART ONE: FOUNDATIONS Frames and Models in Organizational Diagnosis Applying the Open-Systems Frame Assessing Effectiveness and Ineffectiveness Diagnostic Models in Use Diagnosing Organizational Politics PART TWO: FOCAL AREAS Group Performance Organization Design Human Resource Management Emergent Behavior and Workforce Diversity Organizational Culture PART THREE: APPLICATIONS Diagnosis across the Organizational Life Cycle Labor Relations Strategy Formation and Organizational Learning Diagnosing Macro Systems PART FOUR: BRIDGING THEORY AND PRACTICE Applying Multiple Theoretical Frames
Book•
08 Sep 1998
TL;DR: The role of expectations in business decision-making and the role of loyalty in organizational change was discussed in this article, where a case study of college athletics in search of rationality was presented.
Abstract: Foreword - Christine Oliver and Linda Johanson Different Strokes - John Van Maanen Qualitative Research in the Administrative Science Quarterly from 1956 to 1996 PART ONE: STUDIES OF ORGANIZATIONAL PROCESSES The Role of Expectations in Business Decision Making - R M Cyert,W R Dill and J G March Intense Loyalty in Organizations - Patricia A Adler and Peter Adler A Case Study of College Athletics In Search of Rationality - Ann Langley The Purposes behind the Use of Formal Analysis in Organizations PART TWO: STUDIES OF GROUPS IN ORGANIZATIONS The Macropolitics of Organizational Change - Robert E Cole A Comparative Analysis of the Spread of Small-Group Activities Tightening the Iron Cage - James R Barker Concertive Control in Self-Managing Work Teams Status Degradation and Organizational Succession - Robert P Gephart Jr An Ethnomethodological Approach PART THREE: STUDIES OF ORGANIZATIONAL IDENTITY AND CHANGE The Organizational Saga in Higher Education - Burton R Clark The Reluctant Organization and the Aggressive Environment - John Maniha and Charles Perrow From Evangelism to General Service - Mayer N Zald and Patricia Denton Wallace The Transformation of the YMCA The Creative-Destructive Process of Organizational Change - Nicole Woolsey Biggart The Case of the Post Office PART FOUR: STUDIES OF THE SOCIETAL AND INSTITUTIONAL ENVIRONMENT Organizational Effectiveness and the Institutional Environment - Paul M Hirsch Authority,Organization and Societal Context in Multinational Churches - Reed E Nelson The Dynamics of Institutionalization - Petter Holm Transformation Processes in Norwegian Fisheries