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A Behavioral Theory of the Finn
... I tillegg vil store foretak o e ha mer avansert og variert kompetanse, samt organisatorisk slakk (jf. Cyert & March, 1963), som «istandgjør en organisasjon til å håndtere internt press for tilpasning samt eksternt press for strategiendringer» (Bourgeois, 1981, s. 30). Siden store foretak er relativt ressursrike, og har organisatorisk slakk og legitimitet, er det rimelig å anta at de har vaert relativt godt rustet mot kriser, men forskning på området peker i noe ulike retninger (Amorim Varum & Rocha, 2012;Armand & Mendi, 2018). ...
... En forklaring på funnene kan vaere at store og produktive foretak har relativt mye organisatorisk slakk (jf. Cyert & March, 1963) som kan ha gjort dem godt rustet til å håndere kriser. I tillegg kan store foretaks relativt høye grad av legitimitet ha vaert en tilleggsfaktor. ...
... Til sist er våre funn som viser at produktive foretak og foretak med mange ansatte har håndtert COVID-19 relativt godt, et bidrag inn mot fagfeltet som diskuterer organisatorisk slakk og «sårbarhet ved å vaere liten» (Bourgeois, 1981;Cyert & March, 1963;Freeman et al., 1983;Ko & Liu, 2017;Penrose, 1959). Mao., i tråd med tidligere studier viser vårt bidrag at produktive og store foretak, mest sannsynlig pga. ...
Denne antologien belyser temaet rural konkurransekraft gjennom ulike vitenskapelige bidrag fra forskere ved flere norske utdannings- og forskningsinstitusjoner. Økonomisk utvikling på rurale steder blir i de ulike undersøkt diskutert medutgangspunkt i ulike fagtradisjoner, og boken trekker ut viktige innsikter på tvers av ulike fagdisipliner og perspektiver. Spesielt fokuserer boken på aktør- og systemperspektiver i litteraturen og tilbyr en tydeliggjøring av ulike måter å se konkurransekraft i rurale områder på. Dette inkluderer ulike teorier, metoder og empiriske funn knyttet til økonomisk utvikling. På denne måten retter boken søkelyset mot distriktsnæringenes unike utfordringer og muligheter. Med aktør- og systemfokuset i sentrum utfordrer boken tradisjonelle forestillinger om konkurransekraft og peker mot nye veier for vekst og utvikling i distriktsøkonomien. Boken passer for alle som ønsker overblikk over ulike perspektiver og en bred forståelse av rural konkurransekraft, som inkluderer både aktør- og systemnivå.
... Specifically, we propose that when an opt-in question is framed with an emphasis on the potential positive benefits to the user experience (experiential value) (Levin et al., 1998); or when opt-in request describes the common behaviour of others (social influence) as described by Cialdini (1993), the likelihood of accepting push notifications would significantly increase. Conversely, when the opt-in is requested without providing any personal or social benefit, and without providing any explanation of what the implications of accepting are, the user will tend to decline to receive push notifications. ...
... This is particularly relevant when subjects heuristically process the information through the observation of their peers' behaviour to simplify the decision-making process. Social proof heuristics refer to people's tendency to look to the actions of others for clues about what constitutes as an appropriate action (Cialdini, 1993); thus, an imitation of interpersonal influences becomes a characteristic response to uncertainty in decision making (Cyert and March, 1963). This social proof heuristic can be triggered by a message that indicates what many other people have already done before, such as sharing their personal data and location or authorising push notifications. ...
... This is particularly relevant when subjects heuristically process the information through the observation of their peers' behaviour to simplify the decision-making process. Social proof heuristics refer to people's tendency to look to the actions of others for clues about what constitutes as an appropriate action (Cialdini, 1993); thus, an imitation of interpersonal influences becomes a characteristic response to uncertainty in decision making (Cyert and March, 1963). This social proof heuristic can be triggered by a message that indicates what many other people have already done before, such as sharing their personal data and location or authorising push notifications. ...
The use of push notifications is one of the most relevant strategies to proactively communicate with a user from within various apps. Europe has adopted an opt-in requirement wherein users have to explicitly express that they agree to receive push notifications from apps. This paper examines the influence of two different approaches for framing this opt-in request: focusing on the experiential value the user would eventually receive through the information provided by the notifications (moderated by the personal involvement with the app) and focusing on the social proof aspect, i.e., the behaviour of the majority of the app users (moderated by the user's susceptibility to interpersonal influence). The results indicate that improving the quality of the information provided to the user help firms attain higher levels of user participation. This research deepens the understanding of the consumer's decision process in the context of mobile advertising.
... Specifically, we propose that when an opt-in question is framed with an emphasis on the potential positive benefits to the user experience (experiential value) (Levin et al., 1998); or when opt-in request describes the common behaviour of others (social influence) as described by Cialdini (1993), the likelihood of accepting push notifications would significantly increase. Conversely, when the opt-in is requested without providing any personal or social benefit, and without providing any explanation of what the implications of accepting are, the user will tend to decline to receive push notifications. ...
... This is particularly relevant when subjects heuristically process the information through the observation of their peers' behaviour to simplify the decision-making process. Social proof heuristics refer to people's tendency to look to the actions of others for clues about what constitutes as an appropriate action (Cialdini, 1993); thus, an imitation of interpersonal influences becomes a characteristic response to uncertainty in decision making (Cyert and March, 1963). This social proof heuristic can be triggered by a message that indicates what many other people have already done before, such as sharing their personal data and location or authorising push notifications. ...
... This is particularly relevant when subjects heuristically process the information through the observation of their peers' behaviour to simplify the decision-making process. Social proof heuristics refer to people's tendency to look to the actions of others for clues about what constitutes as an appropriate action (Cialdini, 1993); thus, an imitation of interpersonal influences becomes a characteristic response to uncertainty in decision making (Cyert and March, 1963). This social proof heuristic can be triggered by a message that indicates what many other people have already done before, such as sharing their personal data and location or authorising push notifications. ...
The use of push notifications is one of the most relevant strategies to proactively communicate with a user from within various apps. Europe has adopted an opt-in requirement wherein users have to explicitly express that they agree to receive push notifications from apps. This paper examines the influence of two different approaches for framing this opt-in request: focusing on the experiential value the user would eventually receive through the information provided by the notifications (moderated by the personal involvement with the app) and focusing on the social proof aspect, i.e., the behaviour of the majority of the app users (moderated by the user's susceptibility to interpersonal influence). The results indicate that improving the quality of the information provided to the user help firms attain higher levels of user participation. This research deepens the understanding of the consumer's decision process in the context of mobile advertising.
... Strategy is constrained by, and dependent on, the company's resources profile (Bourgeois, 1981;Cyert and March, 1963;Pfeffer and Salancik, 1978). Resources give the company leeway in choosing the best strategy in response to the external requirements (Bourgeois, 1981;Sharfman, Wolf, Chase, and Tansik, 1988) and, at the same time, are critical determinants of knowledge creation and organizational capabilities (Lieberman and Montgomery, 1998;Makadok and Barney, 2001). ...
... Availability of resources, often called organizational slack, refers to "that cushion of actual or potential resources which allows an organization to adapt successfully to internal pressures for adjustment or to external pressures for change in policy as well to initiate changes in strategy with respect to the external environment" (Bourgeois, 1981). Higher levels of resources provide the company with greater flexibility towards, and better understanding of, external influences (Cyert and March, 1963;Meyer, 1982). Resources enhance an organization's adaptability because strategic choices are more abundant, and it can respond faster and more effectively than companies with limited resources. ...
... Resources allow companies to generously experiment with novel ideas and introduce new products in the market without the restraints faced by low-resource companies (Moses, 1992). Therefore, organizations with higher levels of resources are more likely to engage in more innovative projects that might not be approved in more resource-constrained companies (Cyert and March, 1963). This logic indicates that, given that institutional pressures for environmentally good behaviors can spawn business opportunities (Darnall, Henriques, and Sadorsky, 2005;Hoffman and Ventresca, 2002;Sharma, 2000), those companies with more resources would innovate more in environmental-related projects, while companies lacking resource would see these initiatives as very risky courses of action and, thus, avoid them. ...
The article discusses research on the factors contributing to environmental innovation that uses a hybrid framework based on institutional theory and the resource-based theory of the firm. The study examines institutional pressures such as industrial and governmental forces that create opportunities for new business and innovative environmental strategies. Research methods include longitudinal data from environmental patents and citations in U.S. industries. The role of regulatory and normative forces on innovation, the holistic approach of a hybrid framework, and transaction cost economics are mentioned.
... As an important aspect of dynamic capability, the new product development process is fundamentally an organizational search process ( Katila, 2002;Katila & Ahuja, 2002;Nelson & Winter, 1982). Organizational search is a process through which organizations construct alternatives and evaluate alternatives ( Cyert & March, 1992;Knudsen & Levinthal, 2007;Simon, 1955). Organizational search can be local or distant, and distant search is generally much more difficult than local search ( Afuah & Tucci, 2012;Cyert & March;Levinthal & March, 1993;Levitt & March, 1988;March, 1991March, , 2010Nelson & Winter). ...
... Organizational search is a process through which organizations construct alternatives and evaluate alternatives ( Cyert & March, 1992;Knudsen & Levinthal, 2007;Simon, 1955). Organizational search can be local or distant, and distant search is generally much more difficult than local search ( Afuah & Tucci, 2012;Cyert & March;Levinthal & March, 1993;Levitt & March, 1988;March, 1991March, , 2010Nelson & Winter). Numerous studies have documented that firms are good at local search but poor at distant search ( Afuah & Tucci; Cyert & March; Nelson & Winter), good at exploitation but poor at exploration ( Levinthal & March;Levitt & March;March, 1991March, , 2006March, , 2010), and good at competence-enhancing innovation but poor at competence-destroying innovation ( Anderson & Tushman, 1990;Gatignon, Tushman, Smith, & Anderson, 2002;Tushman & Anderson, 1986). ...
... Numerous studies have documented that firms are good at local search but poor at distant search ( Afuah & Tucci; Cyert & March; Nelson & Winter), good at exploitation but poor at exploration ( Levinthal & March;Levitt & March;March, 1991March, , 2006March, , 2010), and good at competence-enhancing innovation but poor at competence-destroying innovation ( Anderson & Tushman, 1990;Gatignon, Tushman, Smith, & Anderson, 2002;Tushman & Anderson, 1986). In order to understand the challenges that firms may face in technological search, it is important to recognize that firms are boundedly rational entities ( Cyert & March, 1992;March & Simon, 1993;Simon, 1997). Because of bounded rationality, firms can carry out search effectively in technological areas in which they have prior knowledge ( Cohen & Levinthal, 1989); however, they may encounter substantial difficulties when they carry out search in areas in which they lack prior knowledge ( Afuah & Tucci, 2012;Cohen & Levinthal, 1990;Denrell & March, 2001). ...
Product innovation is conventionally treated as a mechanism for organizations to renew their product portfolios. In this paper, we suggest that product innovation not only enables organizations to introduce new products to the market but also challenges organizations to renew their technological capabilities. Capability stretching is the degree to which an organization extends its technological capabilities to bridge the gap between what it has already known and what the development of a new product requires it to know. Capability stretching can be challenging because it involves the acquisition and assimilation of new and distant knowledge. Drawing on a longitudinal study of product introductions in the workstation industry, we find that capability stretching reduces the chance of new product survival. Furthermore, we also find that organizational boundaries moderate the negative relationship between capability stretching and product survival: Vertical integration exacerbates this negative relationship,
... First of all, as stated by Becker (2004, p.643), the work of Nelson and Winter (1982) was a milestone in the field of organizational routines, although they were not the first to deal with the subject. According to Feldman (2000, p.611), Cyert and March (1963) had already discussed routines inexplicitly, within the concept of the standardization of operational procedures. However, Nelson and Winter (1982) were responsible for giving the subject an important boost by calling attention to the concept of routines and spurring research on the subject (BECKER, 2004). ...
... Another text that aids understanding of the conceptual dynamic of organizational routines in an economic perspective is that of Milagres (2011, p.164-165). Based on Becker, Salvatore and Zirpoli (2005), this author explains that routines can be observed from the viewpoint of three types of authors: i) the first group understands routines as collective repetitive behaviour patterns subject to change in accordance with variations of context, albeit with characteristics of regularity (WINTER, 2000;BECKER, 2004); ii) the second group defines routines as the standardization of operational procedures (CYERT; MARCH, 1963). In other words, these procedures are configured in simple decision making rules as companies act based on these rules and can thus avoid uncertainty, minimizing the need to forecast uncertain future events, ensuring a pattern of action that provides stability in the company's behaviour; and iii) the third group advocates that routines are collective dispositions that lead agents to adopt previously acquired behaviour, i.e., repertoires of behaviour capacities (knowledge and memory, organizational structures and individual habits) that are put into practice through certain stimuli or contexts (BECKER, SALVATORE & ZIRPOLI, 2005). ...
... At the individual level, i.e., social actors in Organizational Routines, in accordance with Cyert and March (1963), the effect is largely psychological, emerging from individual cognition related to the social structure through its manifestation as a collective phenomenon shared by groups of actors. It should be emphasised that the mental models of actors are subject to the structural influences as formal operation procedures. ...
In Business Strategy, Organizational Routines are studied prevalently in the Economic strand of performance analysis in times of organizational change. However, many fundamental social elements that are embedded in the phenomenon, even those explaining performance results from an Economy perspective, seem to escape the empirical debate. Thus, these theoretical essays show another analytical perspective of the phenomenon based on the Structurationist assumption of Strategy as Practice. Therefore, it is expected that they will help to expand the analytical lens concerning Organizational Routines of any size of company, demonstrating the interrelation between sociological elements and suggesting other aspects for future research.
... However, other similar views that uncertain situations are main circumstance that stimulates organisations to learn from others [13]. When organisational machineries are not well understood; when it is confusing to achieve goals or possibly the environment creating some kinds of uncertainties, then an organisations may change pattern to be like other organisations [13]. ...
... However, other similar views that uncertain situations are main circumstance that stimulates organisations to learn from others [13]. When organisational machineries are not well understood; when it is confusing to achieve goals or possibly the environment creating some kinds of uncertainties, then an organisations may change pattern to be like other organisations [13]. While DiMaggio and Powell (1983) argued that sometimes organisations appears not to understand how to deal with new challenges, instead search for organisations to learn from [14]. ...
... This coalition exercises control over critical decisions, policies, and resources. The theory suggests that the behaviour and direction of the organization or political entity are shaped by this dominant group, consisting of top executives, influential stakeholders, or political elites (Cyert & March, 1963;Baumol et al., 1964). ...
This article explores the application of the SCRUM methodology, a popular Agile framework, in social work with children and adolescents exhibiting conduct disorders and antisocial behaviour. Traditional social work models often struggle to adapt to the rapidly changing and complex needs of this high-risk population. The SCRUM framework, with its emphasis on continuous feedback, iterative processes, and interdisciplinary collaboration, offers a flexible and dynamic approach to care. By fostering teamwork between social workers, psychologists, and medical professionals, SCRUM facilitates real-time adjustments in interventions based on the evolving needs of the child. The article examines the benefits of empowering social work teams through SCRUM's decentralized decision-making, which allows for proactive responses in crisis situations. The KIDSKöpfe gGmbH case study illustrates how SCRUM can be applied in practice, resulting in improved outcomes for children with complex behavioural issues. Despite the potential advantages, there remains a significant gap in the literature on SCRUM's application in social work, particularly in managing conduct disorders. The article concludes by emphasizing the need for further research and case studies to explore SCRUM's long-term impact in social work settings, particularly in addressing institutional barriers and regulatory challenges. The discussion highlights SCRUM's potential to revolutionize social work by creating more flexible, responsive, and collaborative systems for managing high-risk children and adolescents.
... Organizational slack was first proposed by Cyert and March (1963), who argued that organizational slack is the difference between the resources a firm has and the actual demand for those resources, which have not yet been put into use. According to the view of corporate behavior, organizational slack is the accelerator of corporate behavior change (Baumol et al., 1964). Organizational slack exists in different forms in enterprises(Y. ...
Among enterprises in emerging economies represented by China, R&D internationalization is an important strategic choice, aiming to obtain advanced technological resources and achieve competitive advantages. Taking listed companies in the information transmission, software and information technology services, and scientific research and technology services industries in China from 2018 to 2022 as research objects, this paper explores the impact of R&D internationalization on innovation performance, and examines the moderating role of financial slack in this relationship from the perspective of slack resources in organizational theory. The results show that there is a positive relationship between R&D internationalization and innovation performance. Further research shows that from the perspective of organizational theory, financial slack will positively strengthen the role of R&D internationalization in promoting corporate innovation performance. This paper discusses the moderating role of financial slack in this relationship for the first time. The research results have important practical implications for enterprises in emerging economies to formulate R&D internationalization strategy and improve innovation performance.
... However, existing studies exploring the relationship between levels of slack and innovation have generated mixed results. On the one hand, organization theorists posit that availability of slack improves innovation because slack relaxes managerial control (Cyert and March, 1963; Kay, 1979; Nohria and Gulati, 1996; Rosner, 1968); enables employees to spend more time on innovative projects and indulge in projects that may produce patents (Nohria and Gulati, 1996); 'reduces questioning of the legitimacy of experimentation' (Thompson, 1969, quoted in Geiger and Makri, 2006, p. 300); and allows managers to give more discretion as to how the resources are to be used (Nohria and Gulati, 1996). In general, the basic premise of organization theory literature is that reduction of slack following downsizing would have a negative impact on innovation. ...
Over the years scholars put forward a number of theories to explain the association between slack and innovation. This study extends this body of research by focusing on the effects of reduction in slack level following downsizing on innovation output. We developed two hypotheses to examine the total effects and varied yearly effects. We tested the hypotheses with data from a panel of UK firms that downsized between 1997 and 2003. The results show that the level of downsizing has only temporary effects on innovation output. We discuss the implications of these findings and avenues for future research.
... These arguments, first put forward by March and Simon (1958) focus on the inherent time and logistical limitations of making effective organizational decisions ( Mintzberg, 1991). They also highlight the organizational routines utilized in arriving at decision making under typical environments of limited rationality ( Cyert & March, 1963;Mintzberg, 1994;Sarasvathy, 2001). Empirical research that explores "non-rational" views is also well 1 documented ( Bhide´,Bhide´, 2000;Honig & Karlsson, 2004;Karlsson & Honig, 2009). ...
In this chapter, we examine two theorized approaches to entrepreneurial activity: experiential versus prediction based strategies. We empirically assess the comparative performance of several commonly recommended approaches À researching customer needs, researching the competitive landscape, writing a business plan, conceptually adapting the business plan or experimentally adapting the primary business activity. We found Models of Start-up Thinking and Action: Theoretical, Empirical, and Pedagogical Approaches Advances in Entrepreneurship, Firm Emergence and Growth, Volume 18, 75À108 that the majority of nascent entrepreneurs began with a business plan, but only about a third adapted their plan in later stages. We also found that talking with customers and examining the competitive landscape were normative activities. Those who started a plan were more likely to create a venture, although the effects much stronger for those who changed their plan later on, as well as for those who researched customer needs. Our results show that the selection of these activities is both ubiquitous and driven by pre-start-up experience and new venture characteristics. The activities themselves do not robustly link with successful new venture foundation. Hence, pre-start-up experiences, venture characteristics, and the institutional environment are more important in explaining successful performance than recommended activities. Implications for research, practice, and pedagogy are discussed.
... Part of this imprint was due to a history of developing products and services targeted at the local market where pent-up demand existed, rather than making globally competitive products. Therefore, these firms face barriers to moving away from traditional operation norms and adapting to new environments, for reasons of bounded rationality (cyert and March 1963;Nelson and Winter 1982). ...
In the past two decades, emerging market countries have opened their markets, resulting in increasing competition from foreign firms. To cope with the influx of new competition, these firms need to develop skills and competencies on par with their new international rivals. One of the strategies employed by firms in these markets is the use of serial acquisitions to build capabilities and has been referred to as the springboard perspective.
We use a sample of 175 acquisitions made by Indian firms during the period 2000–2006. Findings support the underlying premise of the study that firms acquire targets serially but of increasing value in a sequential manner to learn and build capabilities. By acquiring targets in this manner, these firms seek to minimize risk as well as optimize their ability to learn from the acquisitions.
The results of this study offer broad support for the recently advanced springboard perspective which expands the Uppsala model to include acquisitions. While unconventional, this strategy is a potential option for emerging market firms to acquire competencies to cope with the rapid increase in competitive pressure.
... The challenge in bridging this gap facilitates an entrepreneurial approach (Gibbert et al., 2007) and innovative processes (Välikangas and Gibbert, 2005). This idea is in line with the notion that a moderate amount of resources facilitates innovation (Bourgeois, 1981; Cyert and March, 1963). No reliance on prior technology provides an extreme challenge. ...
A major resource of technological innovativeness is knowledge, which can be either internally or externally derived, and constrained or abundant. We employ a longitudinal case study of U.S. industries to assess whether knowledge sources—internal or external to a country’s domestic technology—affect an industry’s technological innovativeness, and whether knowledge constraints affect technological innovativeness. We use more than 175,000 U.S. patents over 16 years. In contrast to the prevalent thinking that resource constraints inhibit innovation, we find trade-related knowledge constraints are largely positively associated with the innovativeness of technological output. Moreover, although one may expect a negative relationship between internally derived knowledge based on prior technology and technological innovativeness, we find this relationship is curvilinear.
... Organizations (March & Simon, 1958) and The Behavioral Theory of the Firm (Cyert & March, 1963). The Behavioral Theory of the Firm is concerned with the "fundamental decisions of the firm, decisions such as price, output, and resource allocation [...] and […] an explicit emphasis on the actual process of decision making as its basic research commitment" (p. ...
How can we improve the quality of decision making in complex organizations? Addressing this lively question is now regarded as central also in the research methods and practice field. In fact, how we explain in this work, it implies the research of appropriate methods for understanding the link between the decision makers' personality and its distortions. In particular, this paper addresses the proposed question through a qualitative research approach, which is becoming relevant after a long period of scientific attention mainly towards quantitative research (e.g. Lee & Cassell, 2013). Qualitative research is also suitable because it offers a considerable potential for our understanding of key issues within work psychology (e.g. Cassell & Symon 2011), that is an important aspect of our paper. On this basis, in the paper we perform different qualitative analyses. First, we use a qualitative problem-solving tool recently developed by the psychologist Kahneman and colleagues (2011). Here, we try to identify and eliminate cognitive distortions in decision making through verifying, ex post, their quality. Second, we also use the MBTI personality test to capture, more effectively, the role that the decision makers' personality may have in decision making. At the core of the work is the case study of Consorzio ELIS, which is an Italian organization that provides programmes of higher education. The case study analyzes the quality of the decision making process relating to the introduction of three new services, i.e. Business Model Lab, Pursuing Shared Value, and Business School. We believe that our study may have useful implications for the EURAM's Research Methods and Practice SIG. The study is intended not only for those scholars and professionals interested in learning more about the way in which psychological and behavioral aspects may influence decision making, but also for those scholars interested in their methods of investigation.
... The choice of coping strategies of firms and governments, their timing, sequencing, and the pace of implementation also depend on internal constraints faced by policymakers (Shonfield, 1965; Katzenstein, 1978; Zysman, 1983; Hall, 1986; Hart, 1992). These constraints include policymaking rules and procedures, voting rules, distribution of veto points, interestgroup dynamics, and organizational " slack " (Cyert and March, 1963). 11 ...
Globalization is dramatically reshaping policy landscapes, thereby creating new opportunities and threats for governments and firms. The resultant restructuring of policy spaces requires an emphasis on the need to cope with globalization, since the distribution of its costs and benefits is asymmetrical across countries, sectors, firms and factors. Unlike previous books, Coping with Globalization concentrates firmly on conceptual issues, in order to consider in detail the coping strategies of both firms and governments.
... First, we view rules as constraints on the actions of agents. In other words, following the tradition of behavioral theorists (Cyert & March, 1963; March et al., 2000), we adopt a materialistic perspective rather than a normative cultural perspective that views rules as moral principles functioning primarily to define social roles (Edelman & Suchman, 1997). However, our framework does take into account some effects of ambiguity and politics in the organizational interpretations of rules. ...
Organizational rule violations are more likely when performance falls below aspiration levels. We propose that such violations are systematically selective and that this selectivity emerges during the problemistic search for solutions to the performance shortfall. During this search, contextual conditions (structural secrecy and coupling between violations and outcomes) and characteristics of rules (enforceability, procedural emphasis, and connectedness) direct attention and shape risk perceptions. Consequently, some rules are more likely to be violated than others.
Encouraging oil and gas (O&G) companies to develop renewable energy sources (RESs) is crucial for China’s energy strategy and sustainable development. The transition from O&G energy to RESs is a complex and systemic process that requires a comprehensive analysis of both internal and external driving factors. This study integrates the theoretical dimensions of energy transition with the operational realities, utilizing structural equation modeling (SEM) to analyze these factors and their influence on the decision-making process for companies in this sector. A multi-group analysis was conducted to explore differences in motivational mechanisms among groups with varying levels of transition willingness. The findings reveal that environmental awareness, economic value estimation, knowledge accumulation, dynamic capabilities, structural overlap, and government actions significantly promote the energy transition, whereas resource endowment acts as a barrier. Moreover, the willingness to transform moderates the effects of government actions and pressures from other stakeholders on corporate environmental awareness and the transition to RESs. This article provides more comprehensive research perspectives on exploring the driving mechanisms behind the transition to renewable energy, emphasizing the importance of governments playing diverse roles based on the specific internal conditions and highlighting the long-term impact of other stakeholders on sustainable development.
This chapter demonstrates how simulation modelling of complex adaptive systems can enhance managerial dynamic cognitive capabilities. SAFE ARCS framework is introduced, which offers a comprehensive analysis for strategic decision-making and related dynamic cognitive capabilities, consisting of four key stages: Search, Articulate, Find, and Evaluate Agent Resource Configurations. The SAFE ARCS correlates with essential cognitive capabilities like strategic imagination, strategic conversation, strategic innovation, and strategic surprise. Strategic imagination involves the capability to envision plausible future scenarios and identify avenues for strategic change. This aligns with the ‘search’ cognitive phase, which is supported by the RAM framework. Strategic conversation is the capability of engaging with stakeholders within and outside the organization. It revolves around fostering dialogues and diverse perspectives, creating an environment for strategic idea generation and alignment. This relates to the ‘articulate’ aspect and is again supported by the RAM methodology. Strategic innovation encompasses the capability to communicate alternative options for competitive advantage. The ‘find’ phase aligns with this capability, guiding managers in identifying game-changing strategies, supported by scenario simulation experimentation. Strategic surprise emphasizes the capability for proactively responding to future changes. In this context, the ‘evaluate’ cognitive phase relates to the process of comparing and selecting optimal strategic paths.
This article aims to introduce a conceptual framework to account for the interplay between standardization and flexibility within organizational contexts. This framework focuses on this interplay through the perspective of organizational routines and their artifacts. It allows to make connections between various contributions that were so far relatively independent. We stress how the concepts of inscription and affordance are useful to consider how artifacts are intricately woven into the social fabric of their design and usage contexts, without neglecting their material forms.
The rise of the concept of sustainability reveals a pivotal shift in market thinking, thus pushing companies to reevaluate the method in conducting their decision-making processes. The main objective is to investigate the role of accounting information in decision-making from the point of view of Certified Accountants. Specifically, it aims to analyse the relationship between the companies' size, the usefulness of Financial Information (FI) and Management Control Information (MCI), and the company's economic performance. Supporting evidence is provided by analysis of an online questionnaire survey of professionally qualified accountants working in Portugal. We used structural equation modelling in the analysis of causal relationships between different constructs. The results show the size of the companies and their performances are directly related, so it is the larger companies that have the best economic performance. However, to improve the company's performance, it has been proven that the use of FI in decision-making is not sufficient, so the use of MCI is decisive for a good economic performance. This study highlights the importance of producing useful FI and MCI to assist decision-making and contribute to economic sustainability.
This study aims to examine the determinants of budgetary slack on NGOs. Tests performed by usingStructural Equation Modeling (SEM). This study found evidence that factors budgetary participation,accountability demands, information asymmetry, and the behavior of individual NGOs affect budgetary slack.Also found a correlation between budgetary participation, accountability demands, information asymmetry andthe behavior of individual NGOs. This study uses a survey with 210 respondents of the unit of analysis is theindividual directors and managers of NGOs.Keywords: Accountability, Information Asymmetry, Budget, Behavior.
The factors influencing enterprise upgrading have received some theoretical clarifications. Amsden (1989) believes that for the newly industrialized countries (regions), enterprise upgrading and independent innovation are accomplished through a sequential approach which allows firms to start from simple original equipment manufacturing (OEM), and then to progress on to original design manufacturing (ODM), and eventually to launch their own brands and become original brand manufacturers (OBM).
Health Services in Merauke Regency have not been adequate yet for the demand of society and therefore, institutional bureaucratic reform needs to be done in order to provide services that can give satisfaction to communities. This research aims to give an overview of health service bureaucracy reform under an institutional perspective in Merauke Regency as well as to further develop this theoretical perspective in order to improve its use in empirical researches. For the analysis, this research employs a qualitative approach with an interactive analysis in which the use of four institutional dimensions such as autonomy, adaptation, complexity, and coherence employed in the analysis of health service reform greatly influences the process of providing services, especially health care for communities. From the institutional point of view, the health service reform has been implemented but its result does not meet the expectation of society. Furthermore, the results of this study are expected to provide input for the Indonesian government to conduct bureaucratic reform so that institutions can run effectively and efficiently. © 2018, Indian Journal of Public Health Research and Development. All rights reserved.
We review the progress of naturalistic decision making (NDM) in the decade since the first conference on the subject in 1989. After setting out a brief history of NDM we identify its essential characteristics and consider five of its main contributions: recognition-primed decisions, coping with uncertainty, team decision making, decision errors, and methodology. NDM helped identify important areas of inquiry previously neglected (e.g. the use of expertise in sizing up situations and generating options), it introduced new models, conceptualizations, and methods, and recruited applied investigators into the field. Above all, NDM contributed a new perspective on how decisions (broadly defined as committing oneself to a certain course of action) are made. NDM still faces significant challenges, including improvement of the quantity and rigor of its empirical research, and confirming the validity of its prescriptive models. Copyright © 2001 John Wiley & Sons, Ltd.
An IT outsourcing partnership consists of an outsourcing relationship and one or more external IT suppliers and the relationship between them. Alignment of mutually set goals of the IT outsourcing relationship is a prerequisite to achieve governance. In order to achieve governance the management of IT outsourcing partnerships is also essential. Managing an IT outsourcing relationship requires substantial effort from both the outsourcing organisation and the IT supplier. This chapter is based on 11 international IT outsourcing partnerships, five expert interviews and on literature. Three dimensions are described in a descriptive IT outsourcing partnership governance framework: outsourcing organization, the maintenance of the relationship, and the IT supplier. Eleven governance factors are detailed in the framework. These governance factors include guidelines for the implementation of the IT strategy and the information management. Furthermore, this chapter focuses on the IT outsourcing contract. The role of the contract management and account management of the IT suppliers and the implementation of global service delivery processes is also detailed in this chapter.
The pressures for the health care industry are well known and very similar in all developed countries (i.e., altering population, shortage of resources for staff and from taxpayers, higher sensitivity of the population for health issues, new and emerging diseases, etc.). Underdeveloped countries experience different problems, but they have the advantage of learning from the lessons and actions that developed countries underwent perhaps decades ago. On the other hand, many solutions also exist, but they all make the environment even more difficult to manage (i.e., possibilities of networking, booming medical and health-related research and knowledge produced by it, alternative caretaking solutions, new and expensive treatments and medicines, promises of biotechnology, etc.). From the public authorities’ points of view, the solution might be easy—outsource as much as you can out of this mess. Usually, the first services to go are marginal operational activities, such as laundry, cleaning, and catering services. It is easy to add information systems to this list, but we believe this is often done without a careful enough consideration. Outsourcing is often seen as a trendy, obvious, and easy solution, which has been supported by financial facts on the short run. Many examples show that even in the case of operational information systems, outsourcing can become a costly option, not to mention lost possibilities for organizational learning and competitive positioning through mastering of information technology.
RESUMEN:
La investigación se centró en el diseño de un Modelo que permitiera el desarrollo de competencias genéricas, a partir del e-Learning fundamentado en aprendizaje Autónomo, que pueda constituirse en un modelo de formación del talento humano en la organización del siglo XXI. El estudio realizado es de carácter exploratorio y se propuso en primera instancia, la identificación de las variables del modelo y en segunda, la construcción del mismo. Como metodología se utilizó un Delphi en el que participaron 30 expertos en e-Learning. El cuestionario se aplicó en dos ocasiones al mismo grupo. Así mismo se realizó un análisis factorial.
Los resultados de la investigación han permitido proponer un Modelo para la Generación de Competencias Genéricas a partir del e-Learning Fundamentado en Aprendizaje Autónomo, desde la combinación de nueve categorías de variables, cuya significancia ha quedado demostrada. No obstante, también se evidenció que dicha relación debe potenciarse mediante estrategias de control, en dirección hacia los logros que se desean alcanzar, pues existen factores inherentes a las categorías que dependen de condiciones personales y del proceso de aprendizaje personal, que se podrían convertir en barreras del Modelo.
ABSTRACT:
This study focuses on the design of a model that allows the development of generic competences, from an e- learning perspective based on autonomous learning that can be clearly stated in a model for the formation of human talent in the XXI century organization. This study has also been an exploration and has the purpose to identify the variables of this model firstly, and secondly, to build up the model itself. As a methodology, a Delphi was used in which 30 e- learning experts took place. The questionnaire was applied twice to the same group and an analysis of factors has been made.
The results of this study allows us to propose a Model for the Generation of Generic Competences from an e- learning start, and based on the principles of autonomous learning, having a combination of nine variable categories, whose significance has been fully demonstrated. However, it was also shown that this model can be strengthened through control strategies since there are factors which depend on the categories of personal conditions, and personal learning process that can become barriers for this resulting model.
RESUMÉÉ:
La recherche est axée sur la conception d’un modèle qui permettrait un développement de compétences génériques de l’enseignement à distance basé sur l’apprentissage autonome ce qui pourrait constituer un modèle de formation des ressources humaines de l’organisation du XXI ème siècle. L’étude réalisée est de caractère exploratoire et la proposition en première instance est l’identification des variables du modèle et, en deuxième instance, la construction de celui-ci. La méthodologie utilisée est un Delphi ayant rassemblé 30 experts en enseignement á distance. Le questionnaire a été proposé deux fois au même groupe. Une analyse factorielle a ainsi pu être réalisée. Les résultats de la recherche ont rendu possible un Modèle pour la Génération de Compétences Génériques de l’Enseignement á Distance basé sur l’apprentissage autonome grâce à la combinaison de neuf catégories de variables, dont l’importance a été démontrée. Toutefois, il est également apparu que cette relation devrait être maximisée par le biais de stratégies de contrôle dirigées vers les objectifs que l’on souhaite atteindre car il existe des facteurs inhérents aux catégories qui dépendent de conditions personnelles ainsi que du processus d’apprentissage personnel, ce qui pourrait devenir des obstacles au modèle.
Discourse is a pervasive tool of management; one might even say that discourse is what managers do. A widespread assumption among managers is that discourse is not only a pervasive tool, but an effective one for precise communication of information, for making decisions, and for enlisting action, essentially a transmission tool. This paper maintains that the transmission view is a limited conception of language use, one which leads to a faulty conception of what managers do. It ignores the need for an ethics of communication and misjudges the creative aspects of language use. Management discourse is a far more complex and fluid phenomenon, one requiring not just effective use, but management itself. In other words consideration of the discourse of management leads us to the need for the management of discourse.
In-patient treatment is expensive as compared with primary care. Costly on an individual basis (it is normally cheaper for the same complaint to be treated in the home than in the hospital), it is costly as well in aggregative terms (the hospital service accounts for a large and disproportionate share of a nation’s health budget). Expensive or not, in-patient treatment is often crucial where the problem, too complicated for the community nurse and the family doctor, requires specialist care and institutional back-up. Once upon a time the rich could be treated at home and the hospital was the refuge of the poor. The medical division of labour and the increasing capitalisation of procedures revolutionised the traditional pattern; and nowadays even the affluent are prepared to go into hospital for their health. Inclusion as well as expense evidently renders the hospital an important topic in the provision of care.
Ein Blick auf die aktuelle Diskussion im Management von Unternehmen und Verwaltungen zeigt, dass Konzepte des Lean Managements (Womack/Jones/ Roos 1990), Business Process Reengineerings (Hammer/Champy 1995) oder der dezentralen, segmentierten Organisation (Wildemann 1988) zunehmend in die Kritik geraden. In der Zwischenzeit existieren eine ganze Reihe von Studien, die auf die geringe Erfolgsquote bei der Anwendung dieser Managementkonzepte, die Ende der achtziger und Anfang der neunziger Jahre noch zentrale Leitbilder in der Betriebswirtschafts- und Managementlehre waren, hinweisen (Fatzer 1997, S. 7).
In der traditionellen Theorie der Unternehmung wurde bei der Herausarbeitung “des Unternehmungsziels” vom Konzept der Ein-mann-Unternehmung und den homo-oeconomicus-Prämissen1) ausgegangen. Dabei nahm man an, daß der Eigentümer-Unternehmer und damit die Unternehmung nach Maximalgewinn bzw. nach maximaler Kapitalrentabilität strebe2). Die moderne Unternehmungstheorie unterstellt, basierend auf der neueren Organisationstheorie, multipersonale Zielentscheidungsprozesse. Diese führen in der Regel in einem Zielkonflikt-Zielkompromiß-Prozeß3) zur Bildung gemeinsamer Organisationsziele. Die Unternehmung wird dabei meist als eine Koalition verstanden4), die aus einer Reihe unterschiedlich einflußreicher und mehr oder weniger aktiv am Zielbildungsprozeß teilnehmender Subkoalitionen besteht5). In a business organization the coalition members include managers, workers, stockholders, suppliers, customers, lawyers, tax collectors, regulatory agencies, etc6). “Innerhalb der einzelnen Subkoalitionen haben sich die Koalitionsteilnehmer auf ein gemeinsames Präferenzsystem geeinigt, das sich von den persönlichen Zielen, die jeder Organisationsteilnehmer für sich anstrebt, unterscheiden wird.
Purpose: This study examines the relationship between an MNE’s experience with foreign direct investments (FDI) and subsidiary mortality when considering learning limitations that an MNE are susceptible to under the influence of national cultural differences.
Methods: We apply event history analysis on a sample of subsidiaries of Korean MNEs during 1990–2006.
Results: We find that subsidiary mortality has a negative relationship with FDI experience from countries culturally similar to both the MNE’s home country and the focal host country; an inverse U-shaped relationship with both experience from countries culturally similar to the home country but different from the focal host country, and experience from countries culturally different from the home country but similar to the focal host country. Experience from countries culturally dissimilar to both the focal host country and the home country has a negative effect when a subsidiary is located in countries dissimilar to the home country, and an insignificant effect when a subsidiary is located in countries similar to the home country.
Conclusions: Our findings show that prior experience has different effects depending on where it is accumulated and that MNEs are susceptible to limitations both when drawing inferences from their FDI experiences and when applying these experiences toward subsequent FDIs.
How do organizations make strategic choices during the time of fundamental institutional transitions such as those sweeping numerous emerging economies? To answer this question, a two-phase model of institutional transitions is developed in this article. I focus on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based. Impersonal exchange regime suggesting a market-centered strategy. I then identify the points of inflection; predict strategic choices for incumbent, entrepreneurial, and foreign firms; and delineate their performance implications.
In this study we investigate what software development project team members consider to be a good project manager. Previous research has been carried out using project manager self-assessments, other project stakeholder views, or recruiters’ views. This qualitative study used the repertory grid technique to identify the characteristics that project team members associate with a good project manager. This technique has been adopted because of its strength in eliciting personal constructs. Among the 18 characteristics identified, the seven most relevant were classified and compared with previous findings, which reveals differences between the team members’ and project managers’ and other stakeholders’ perceptions. Those findings complement the existing skill set and could be considered when recruiting and training project managers and staffing projects.
Although failure in entrepreneurship is pervasive, theory often reflects an equally pervasive antifailure bias. Here, I use real options reasoning to develop a more balanced perspective on the role of entrepreneurial failure in wealth creation, which emphasizes managing uncertainty by pursuing high-variance outcomes but investing only if conditions are favorable. This can increase profit potential while containing costs. I also offer propositions that suggest how gains from entrepreneurship may be maximized and losses mitigated.
The existing literature examining the impact of equity ownership upon corporate investment and financing decisions is inconsistent in its conclusions. This study provides new evidence on the nature of these relationships by allowing for a non-linear influence of equity on manageri..t decision making. We find that Jower levels of managerial equity ownership encourage aggressive investment and an increased use of debt. At higher ownership levels, however, managers have large undiversified positions in the firm and consequently favor less risky projects and reduced debt usage. This non-linear relationship between ownership and risk-taking is most prominent for firms with valuable investment opportunities, while that between ownership and financial leverage is strongest for firms with fewer investment opportunities. We further find that the holdings of institutional investors are negatively related to both risk taking and financial leverage, while the holdings of block investors appear to exert no impact upon corporate decision-making.
We introduce the concept of ''dynamic safety capability'' (DSC) to describe an organization's capacity to proactively change its core safety systems in environments characterized by change and uncertainty. Drawing on theories of dynamic capability in organizations, we define three core features of DSC: (a) sensing via scanning and attending to the future, (b) seizing via integrating complexity and, (c) transforming via enacting second-order change. We propose DSC is developed through organizational learning processes of experience, knowledge articulation, and knowledge codification. The features of DSC are integrated with major theories of safety and approaches to safety management. We discuss how organizational psychology can support the development of DSC through leadership and simulation activities.
This research study proposes an instrument and a method for
measuring the satisfaction of users of digital libraries of e-journals. The
satisfaction questionnaire has questions on an eight point Lickert Scale about the
various factors, which affect the satisfaction of the user of the digital library.
These questions which were fundamented on user studies of digital libraries, on
the literature of computer science and administration of information systems,
included general questions on the satisfaction of the users; and satisfaction with
specific aspects of the quality and the content of the system. Satisfaction with
the quality of the system included questions on the search resources, the
usability (ease of use, flexibility. readability, organization of information and
sequence of the screens), and the access to the system (ease of access and
speed). Satisfaction with the contents of the system included questions about the
number of journals, their quality, their relevance, chronological coverage, up-todatedness,
reliability and availability of full text). A method was developed,
adapted from Bailey e Pearson (1983), who defined satisfaction as the sum of
the user’s, positive or negative reaction to a set of factors. The method not only
makes it easier to compare satisfaction among different areas of knowledge or
among different categories of factors but also allows the normalization of results
to neutralize the impact to null responses. The method was demonstrated
verifying the degree of satisfaction of engineering faculty who were users of the
Brazilian Capes Portal of E-Journals. The population studied came from 17
federal universities from all 5 geographic regions of Brazil. Data was collected
by mean of a web-survey answered by 544 engineering faculty. Further research
and improvements in the method proposed are suggested.
The objective was to identify challenges and recommendations for the sustainable development of the
hinterland of the Port of Suape/Brazil, from the perspective of businesses, governments and educational and research institutions. Located at 40 km away from Recife/Pernambuco, the Port began operations in 1983 with a pier liquid bulk. Currently, a hundred and five companies allocated on the 135 km2
of retro port. About 100,000 people come and go daily to work and meet Suape. Developing the region of influence of the Port represents a challenge: an area of 800 km radius, with seven state capitals, responsible for 90% of GDP Northeastern with 20% of the population. In 2013, Suape was the seventh port cargo volume in Brazil. The work is theoretical/empirical and qualitative/exploratory utilized documentary secondary data
about great ports, Suape and sustainable development. We obtained primary data using semi-structured interviews. The main results are the use of industrial waste in the hinterland; use of railways and waterways for transportation of cargo and passengers; generation of wind and solar energy; use of companies for education and research and development of technical solutions; strategic alliances among actors in the region of influence of Suape for resources sharing and increase in education, health, public transport, housing and leisure travelers with the financial resources generated. Several works have studied Suape
from the perspective of environmental protection and management by the few. This work goes beyond: it includes the development with protection of the environment for present and future generations, through corporate and public management.
Strategic alignment between technology and information systems and business is a topic well debated in academia. The subject is presented divergent between different authors and the alignment concept itself is not clear. In addition, strategy has several meanings and strategic planning can be understood from different perspectives, with both economic and behavioral approaches, or as a bricolage. The IT/IS are strategic resources and contribute to the effectiveness of the company. This theoretical study aims to elucidate the relevant concepts and develops questions about the possibility of IT/IS alignment and business strategy. For this, considers the unfinished and adaptable strategic plan, and IT/IS a resource. The study develops
addressing the Resource-based View, the Behavioral Theory of the Firm and the strategy as a process and as handmade creation, and introduces concepts of IT/IS. The article ends with teasers for future empirical research.
Climate variability and change generate new conditions to which social actors (people, households, businesses and public sector agencies) respond through managing risks or by exploiting new opportunities. This chapter summarizes some literature on organisational adaptation, including adaptation to climate variability and change. Research on business adaptation reflects a well-established debate in organisational studies about the extent to which organisational change is an outcome of internal adaptation or external selection. Adaptation may therefore imply a more radical organisational, strategic or business model transformation.
U radu je prikazan povijesni razvoj podrucja organizacijskog ucenja i njegova uloga u suvremenim uvjetima poslovanja. Analizira se kontekst koji je potrebno stvoriti u organizacijama u svrhu promoviranja ucenja kao organizacijske vrijednosti i dijela vizije, te se razmatraju temeljne aktivnosti koje pridonose ucenju, stvaranju znanja i njegovom konvertiranju u kori-sne organizacijske ishode. Na temelju empirijskog istraživanja analiziraju se prethodno spomenute odrednice i aktivnosti ucenja i stvaranja znanja, a posebno s aspekta razlika medju malim, srednjim i velikim poduzecima. Rezultati istraživanja ukazuju na slabu razvijenost infrastrukture za potporu organizacijskom ucenju, pri cemu je to posebno izraženo kod malih i srednjih poduzeca. Najveca svjesnost o važnosti organizacijskog ucenja prisutna je u velikim hrvatskim poduzecima, iako vecina ostalih pokazatelja nije ukazivala na razvijenost konkretnih aktivnosti kojima bi se stvaralo, pohranjivalo, prenosilo i koristilo znanje. U konacnici je analiziran doprinos organizacijskog ucenja konkurentskoj prednosti poduzeca, a istraživanje je pokazalo da bi organizacijsko ucenje moglo biti jedan od cimbenika koji bi objasnio razliku medju konkurentskim pozicijama poduzeca. Kljucne rijeci: organizacijsko ucenje, konkurentska prednost, transfer znanja, uceca organizacija
Purpose
– Cognitive perspectives have emerged from many years of struggle for recognition, and grown into a dominant theme in psychology. The purpose of this paper is to discuss what Karl Weick expressed as important themes in this struggle, made major contributions to the content of cognitive psychology, and helped to make cognition relevant for organizational behavior.
Design/methodology/approach
– This paper reviews key developments in the history of psychology, points out central issues, and summarizes Weick’s contributions.
Findings
– Weick brought sensemaking into sharp focus as a major activity of people and organizations. His writings established information processing as the core of organizational activities. He also showed how sensemaking affects organizational reliability.
Originality/value
– Weick is one of the authors whom management scholars cite very often because he has been a thought leader. The paper places Weick’s work in historical context and points to his major contributions.
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