Topic
Organizational effectiveness
About: Organizational effectiveness is a research topic. Over the lifetime, 10343 publications have been published within this topic receiving 666422 citations.
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01 Jan 1986TL;DR: Innovation is defined as "the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order" as mentioned in this paper, where the authors focus on four basic factors new ideas, people, transactions, and institutional context.
Abstract: Innovation is defined as the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order. This definition focuses on four basic factors new ideas, people, transactions, and institutional context. An understanding of how these factors are related leads to four basic problems confronting most general managers: 1 a human problem of managing attention, 2 a process problem in managing new ideas into good currency, 3 a structural problem of managing part-whole relationships, and 4 a strategic problem of institutional leadership. This paper discusses these four basic problems and concludes by suggesting how they fit together into an overall framework to guide longitudinal study of the management of innovation.
3,513 citations
Book•
07 Apr 1992
TL;DR: The power of culture and the role of top management is discussed in this article, where the authors focus on the roles of leaders in top management and the nature of low-performance cultures.
Abstract: The power of culture -- Strong cultures -- Strategically appropriate cultures -- Adaptive cultures -- The case of Hewlett-Packard -- The nature of low-performance cultures -- People who create successful change -- Leaders in action -- The case of ICI -- The case of Nissan -- On the role of top management.
3,271 citations
TL;DR: This paper presents a framework for organizational analysis that organizes the organizational effectiveness literature, indicates which concepts are most central to the construct of organizational effectiveness, makes clear the values in which the concepts are embedded, and provides an overarching framework to guide subsequent efforts at organizational assessment.
Abstract: This paper presents a framework for organizational analysis. The empirically derived approach does not emerge from the observation of actual organizations, but from the ordering, through multivariate techniques, of criteria that organizational theorists and researchers use to evaluate the performance of organizations.
In a two-stage study, organizational theorists and researchers were impaneled to make judgments about the similarity of commonly used effectiveness criteria. The model derived from the second group closely replicated the first, and in convergence suggested that three value dimensions control-flexibility, internal-external, and means-ends underlie conceptualizations of organizational effectiveness.
When these value dimensions are juxtaposed, a spatial model emerges. The model serves a number of important functions. It organizes the organizational effectiveness literature, indicates which concepts are most central to the construct of organizational effectiveness, makes clear the values in which the concepts are embedded, demonstrates that the effectiveness literature and the general literature on organizational analysis are analogues of one another, and provides an overarching framework to guide subsequent efforts at organizational assessment.
3,183 citations
TL;DR: In this article, the authors addressed the question of whether firms in a competitive, globally integrated environment face a "liability of foreignness" and to what extent either importing home-country organizational capabilities or copying the practices of successful local firms can help them overcome this liability.
Abstract: This study addressed the question of whether firms in a competitive, globally integrated environment face a “liability of foreignness” and to what extent either importing home-country organizational capabilities or copying the practices of successful local firms can help them overcome this liability. Predictions were tested with a paired sample of 24 foreign exchange trading rooms of major Western and Japanese banks in New York and Tokyo. Results support the existence of a liability of foreignness and the role of a firm's administrative heritage in providing competitive advantage to its multinational subunits. They also highlight the difficulty firms face in copying organizational practices from other firms.
3,120 citations
TL;DR: In this article, the authors found positive associations between human resource management practices, such as training and staffing selectivity, and perceptual firm performance measures, and suggested methodological issues for consideration in examinations of the relationship between HRM systems and firm performance.
Abstract: In 590 for-profit and nonprofit firms from the National Organizations Survey, we found positive associations between human resource management (HRM) practices, such as training and staffing selectivity, and perceptual firm performance measures. Results also suggest methodological issues for consideration in examinations of the relationship between HRM systems and firm performance.
3,093 citations