Academy Of Management Review Research Articles

The Japanese Management Theory Jungle-Revisited

This study extends and updates a review published in the Academy of Management Review in 1984. First the external forces that have shaped Japanese management practices are reviewed. Next a description of the practices that have traditionally been viewed as Japanese management practices is presented. This section includes a discussion of overlapping Japanese organizations, long term planning horizons, decision making and control, just-in-time manufacturing, TQC, QCs and continuous improvement, aggressive R&D, lifetime employment, generalists career paths, company unions, and women as temporaries and support groups. The last section, focusing on the future of Japanese management, critiques the effectiveness of Japanese management practices, reviews the changes taking place in Japanese management, presents a model which conceptualizes the Japanese management system of the future, and identifies eleven propositions describing projected changes in this system. Finally, the problems inherent in the research reviewed are summarized and some needs for future research are discussed.

The Japanese management theory jungle-revisited

This study extends and updates a review published in the Academy of Management Review in 1984. First the external forces that have shaped Japanese management practices are reviewed. Next a description of the practices that have traditionally been viewed as Japanese management practices is presented. This section includes a discussion of overlapping Japanese organizations, long term planning horizons, decision making and control, just-in-time manufacturing, TQC, QCs and continuous improvement, aggressive R&D, lifetime employment, generalists career paths, company unions, and women as temporaries and support groups. The last section, focusing on the future of Japanese management, critiques the effectiveness of Japanese management practices, reviews the changes taking place in Japanese management, presents a model which conceptualizes the Japanese management system of the future, and identifies eleven propositions describing projected changes in this system. Finally, the problems inherent in the research reviewed are summarized and some needs for future research are discussed.

Determinants of corporate social responsibility disclosure: An application of stakeholder theory

A lack of sufficient theoretical support for models designed to explain corporate social responsibility activity led Ullmann ( Academy of Management Review, 1985, pp. 540–577) to develop a framework for predicting corporate social activity based on a stakeholder theory of strategic management. This study empirically tests the ability of stakeholder theory to explain one specific corporate social responsibility activity — social responsibility disclosure. Results support this application, finding that measures of stakeholder power, strategic posture, and economic performance are significantly related to levels of corporate social disclosure.

Proper compromises: The management control dilemma in public accounting and its impact on auditor behavior

Public accounting firms face an inherent dilemma, wherein conflicting cost and quality goals are create a setting where social ambivalence thrives. This paper explores this dilemma, using an interpretative framework and data collected through interviews. The results suggest that, rather than directly addressing this dilemma, audit firms promote an attitude of compromise within individual audit staff members. This compromise, though, is never openly discussed, hence in Argyris' words ( Accounting, Organizations and Society (1977) pp. 113–123), a double bind exists within the control system: the undiscussable remains undiscussable. Blending auditor comments with related research, it is suggested that the social ambivalence, through undiscussability, is translated into ethical ambivalence (Jansen & von Glinow, Academy of Management Review (1985) pp. 814–822), resulting in individualized reconciliations of the cost/quality dilemma. The discussion ends with implications for research and practice.

Thrusting Toward More of the Same with the Porter-McKibbin Report

Academy of Management ReviewVol. 15, No. 4 Book ReviewsThrusting Toward More of the Same with the Porter-McKibbin ReportMarta B. Calás and Linda SmircichMarta B. Calás University of Massachusetts and Linda Smircich University of MassachusettsPublished Online:1 Oct 1990https://doi.org/10.5465/amr.1990.26161316AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article reviews the book “Management Education & Development: Drift or Thrust Into the 21st Century?” by Lyman Porter and Lawrence McKibbin.FiguresReferencesRelatedDetailsCited byFrom the Editors—New Times, New Histories of the Business SchoolPatricia Genoe McLaren, Todd Bridgman, Stephen Cummings, Christina Lubinski, Ellen O’Connor, J.-C. Spender and Gabrielle Durepos6 October 2021 | Academy of Management Learning & Education, Vol. 20, No. 3Devolution of Researcher Care in Organization Studies and the Moderation of Organizational KnowledgeGavin M. Schwarz, Chailin Cummings and Thomas G. Cummings27 January 2017 | Academy of Management Learning & Education, Vol. 16, No. 1FOUCAULT, POWER/KNOWLEDGE, AND ITS RELEVANCE FOR HUMAN RESOURCE MANAGEMENTBarbara Townley1 July 1993 | Academy of Management Review, Vol. 18, No. 3 Vol. 15, No. 4 Permissions Metrics in the past 12 months History Published online 1 October 1990 Published in print 1 October 1990 Information© Academy of Management ReviewKeywordsBOOKS -- ReviewsNONFICTIONDownload PDF

Quasi firms: Strategic interorganizational forms in the health care industry : Roice D. Luke, James W. Begun, and Dennis D. Pointer, Academy of Management Review (1989, No. 1), pp. 9–19

Quasi firms: Strategic interorganizational forms in the health care industry : Roice D. Luke, James W. Begun, and Dennis D. Pointer, Academy of Management Review (1989, No. 1), pp. 9–19

Can Organization Studies Begin to Break Out of the Normal Science Straitjacket? An Editorial Essay

The popular and professional press is filled with discussions of major changes on the organizational landscape, including organizational design experiments at entrepreneurial firms as well as at major corporations, the slashing of corporate staffs, the downsizing, delayering and revitalization of firms, the emerging electronic organization, mergers and acquisitions, failures of high reliability organizations, and time-based competition. Each of these issues has been associated with the redesign of organizations, yet these redesigns seem far removed from academic research, and they do not typically utilize the academic body of knowledge. Although the field has progressed enormously in new methods and insights during a century of research, it seems to us that organization studies have been a source of recurrent disappointment for practitioners and academics alike (Bedian 1989; Cummings 1983; Luthans 1986; Slocum 1984). For example, Miner (1984) analyzed 32 established organizational science theories and concluded that with the exception of theories of motivation there is no relationship between usefulness and validity. Is the field of organization studies irrelevant? Organizations have become the dominant institution on the social landscape. Yet the body of knowledge published in academic journals has practically no audience in business or government. Unlike a field such as economics, research on organizations has not typically focused on problems relevant to business and government organizations, and the real world of organizations has not drawn on the work undertaken by organizational scientists. From colleagues within our field and in allied disciplines, we hear complaints that manuscripts espousing radical ideas, or topics outside the mainstream, are difficult to publish. Reviewers for established journals seem to value papers whose theses are anchored in established theories or that use "legitimate" methods, thus implicitly creating a publication barrier for research that falls outside mainstream topics or methods. Moreover, we observe that scholars with interests in organizations span many disciplines and fields of inquiry such as anthropology, economics, history, information science, communication theory, artificial intelligence, systems theory, psychology, sociology, political science, policy sciences, as well as organization behavior, strategic management and organization theory. We sense that a new discipline of organization science is evolving and we envision that a new journal can become a forum for a discipline defined more broadly. The purpose of this essay is to discuss these issues and the need for reorienting research away from incremental, footnote-on-footnote research as the norm for the field. Although current research approches have made solid contributions, they do not

Strategy Implementation as Substance and Selling

Academy of Management PerspectivesVol. 3, No. 4 ArticlesStrategy Implementation as Substance and SellingDonald C. Hambrick and Albert A. Cannella, Jr.Donald C. HambrickColumbia University and Albert A. Cannella, Jr.Columbia UniversityPublished Online:1 Nov 1989https://doi.org/10.5465/ame.1989.427740AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleFiguresReferencesRelatedDetailsCited byCompleting the Adaptive Turn: An Integrative View of Strategy ImplementationAnn-Kristin Weiser, Paula Jarzabkowski and Tomi Laamanen10 August 2020 | Academy of Management Annals, Vol. 14, No. 2The Interface of the Top Management Team and Middle Managers: A Process ModelAnneloes M. L. Raes, Mariëlle G. Heijltjes, Ursula Glunk and Robert A. Roe1 January 2011 | Academy of Management Review, Vol. 36, No. 1 Vol. 3, No. 4 Permissions Metrics in the past 12 months History Published online 1 November 1989 Published in print 1 November 1989 Information© Academy of Management PerspectivesThe authors gratefully acknowledge support from Columbia University's Executive Leadership Research Center and Strategy Research Center.Download PDF

Becoming PALs: Pooling, Allying, and Linking Across Companies

Academy of Management PerspectivesVol. 3, No. 3 ArticlesBecoming PALs: Pooling, Allying, and Linking Across CompaniesRosabeth Moss KanterRosabeth Moss KanterHarvard UniversityPublished Online:1 Aug 1989https://doi.org/10.5465/ame.1989.4274737AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleFiguresReferencesRelatedDetailsCited by1 Moving Beyond Schumpeter: Management Research on the Determinants of Technological InnovationGautam Ahuja, Curba Morris Lampert and Vivek Tandon1 January 2008 | Academy of Management Annals, Vol. 2, No. 1Customer Contributions to Quality: A Different View of the Customer-Oriented FirmCynthia A. Lengnick-Hall1 July 1996 | Academy of Management Review, Vol. 21, No. 3 Vol. 3, No. 3 Permissions Metrics in the past 12 months History Published online 1 August 1989 Published in print 1 August 1989 Information© Academy of Management PerspectivesDownload PDF

The Leadership FactorThe Leadership Factor, by KotterJohn P.. New York: Free Press, 1988, 161 pp., $19.95, cloth.

Academy of Management ReviewVol. 14, No. 2 Book ReviewsThe Leadership FactorSharon A. TuckerSharon A. TuckerDirector of Compensation and Organization Consulting, C & B Consulting Group, St. Louis, MO.Published Online:1 Apr 1989https://doi.org/10.5465/amr.1989.4282148AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article presents a review of the book “The Leadership Factor,” by John P. Kotter.References Fiedler F. E. (1967) A theory of leadership effectiveness. New York: McGraw-Hill. Google Scholar Kerr S. , Jermier J. M. (1978) Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22, 375–403. Google Scholar Pfeffer J. (1977) The ambiguity of leadership. Academy of Management Review, 2, 104–112. Link , Google Scholar Tichy N. M. , Devanna M. A. (1986) The transformational leader. New York: Wiley. Google Scholar Vroom V. H. , Yetton P. W. (1973) Leadership and decision making. Pittsburgh: University Pittsburgh Press. Google ScholarFiguresReferencesRelatedDetails Vol. 14, No. 2 Permissions Metrics in the past 12 months History Published online 1 April 1989 Published in print 1 April 1989 Information© Academy of Management ReviewKeywordsBOOKS -- ReviewsMANAGEMENT literatureNONFICTIONDownload PDF

Process tracing methods: Contributions, problems, and neglected research questions

Process tracing approaches such as verbal protocol analysis and information board methodologies have been developed to study the cognitive processes underlying decision making. This review summarizes the growing body of literature using process tracing approaches to study decision making. Fortyfive studies were identified for this review and study characteristics were coded. The results firmly demonstrate that noncompensatory strategies were the dominant mode used by decision makers. Compensatory strategies were typically used only when the number of alternatives and dimensions were small or after a number of alternatives had been eliminated from consideration. The research also indicates that information processing in decision making is contingent on the demands of the task faced by the decision maker. Based on this review, methodological issues that could contribute to improving the rigor of process tracing research are discussed. The cost/benefit analysis framework of L. R. Beach and T. R. Mitchell (1978, Academy of Management Review, 3, 439–449) is then used as an integrative framework and as a guide for identifying needed directions for future research.

Getting lost in a jungle: A commentary on Shenkar

Vladimir Pucik is Assistant Professor of International Business and Organizational Behavior at the School of Business, The University of Michigan. He was born in Prague, Czechoslovakia where he studied international economics, law, and political science. Later, he received a master's degree in international affairs specializing in East Asia and a Ph.D. in business administration from Columbia Uni\.. versity. His research interests include . . . . problems of mternational competition, mternatlOnal Jomt ventures, linkage of competitive strategies with human resource management, and comparative management with a parucular emphasIs on Japan. He has published extensively m acadenuc and professional journals, such as the Academy of Management Review, Columbia Journal of World Business, Human Resource Management, Organizational DynamiCS, and Japan Economic Journal, as well as contributed to a number of books and monographs on the area of international business.

The Selection of Communication Media as an Executive Skill

Academy of Management PerspectivesVol. 2, No. 3 ArticleThe Selection of Communication Media as an Executive SkillRobert H. Lengel and Richard L. DaftRobert H. LengelUniversity of Texas at San AntonioTexas A&M University and Richard L. DaftUniversity of Texas at San AntonioTexas A&M UniversityPublished Online:1 Aug 1988https://doi.org/10.5465/ame.1988.4277259AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleFiguresReferencesRelatedDetailsCited bySpreading the Word: The Role of Surrogates in Charismatic Leadership ProcessesBenjamin M. Galvin, Prasad Balkundi and David A. Waldman30 November 2017 | Academy of Management Review, Vol. 35, No. 3Carrying too Heavy a Load? The Communication and Miscommunication of Emotion by Emailkristin Byron1 April 2008 | Academy of Management Review, Vol. 33, No. 2Channel Expansion Theory and the Experiential Nature of Media Richness PerceptionsJohn R. Carlson and Robert W. Zmud30 November 2017 | Academy of Management Journal, Vol. 42, No. 2When Tough Times Make Tough Bosses: Managerial Distancing as a Function of Layoff BlameRobert Folger and Daniel P. Skarlicki30 November 2017 | Academy of Management Journal, Vol. 41, No. 1A General Theory of Network Governance: Exchange Conditions and Social MechanismsCandace Jones, William S. Hesterly and Stephen P. Borgatti1 October 1997 | Academy of Management Review, Vol. 22, No. 4 Vol. 2, No. 3 Permissions Metrics in the past 12 months History Published online 1 August 1988 Published in print 1 August 1988 Information© Academy of Management PerspectivesDownload PDF

Strategy Implementation: Structure, Systems, and Process, 2nd edition, by Jay R. Galbraith and Robert K. Kazanjian. St. Paul, MN: West Publishing Co., 1986, 187 pp. $15.95 paper

Human Resource ManagementVolume 26, Issue 4 p. 513-515 Book Review Strategy Implementation: Structure, Systems, and Process, 2nd edition, by Jay R. Galbraith and Robert K. Kazanjian. St. Paul, MN: West Publishing Co., 1986, 187 pp. $15.95 paper William F. Joyce, William F. Joyce Dr. Joyce is Professor of Strategy and Organization Theory at the Amos Tuck School of Business of Dartmouth College. Professor Joyce joined the Tuck faculty in 1983 to teach in the areas of business policy, strategy, and organization design. He has published numerous papers in professional journals including Administrative Science Quarterly, Human Relations, the Academy of Management Journal, and the Academy of Management Review. His most recent books include Perspectives on Organizational Design and Behavior (with Andrew Van de Ven), Implementing Strategy (with Lawrence Hrebiniak), and Organization Design (with Jay Galbraith).Search for more papers by this author William F. Joyce, William F. Joyce Dr. Joyce is Professor of Strategy and Organization Theory at the Amos Tuck School of Business of Dartmouth College. Professor Joyce joined the Tuck faculty in 1983 to teach in the areas of business policy, strategy, and organization design. He has published numerous papers in professional journals including Administrative Science Quarterly, Human Relations, the Academy of Management Journal, and the Academy of Management Review. His most recent books include Perspectives on Organizational Design and Behavior (with Andrew Van de Ven), Implementing Strategy (with Lawrence Hrebiniak), and Organization Design (with Jay Galbraith).Search for more papers by this author First published: Winter 1987 https://doi.org/10.1002/hrm.3930260407 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume26, Issue4Winter 1987Pages 513-515 RelatedInformation

Managing Career Systems: Channeling the Flow of Executive Careers, by Jeffrey A. Sonnenfeld. Homewood, IL: Richard D. Irwin, Inc., 1984, 942 pp., $27.95

Human Resource ManagementVolume 26, Issue 2 p. 291-295 Book Review Managing Career Systems: Channeling the Flow of Executive Careers, by Jeffrey A. Sonnenfeld. Homewood, IL: Richard D. Irwin, Inc., 1984, 942 pp., $27.95 Barbara S. Lawrence, Barbara S. Lawrence Barbara S. Lawrence is Assistant Professor of Management at the Graduate School of Management, University of California at Los Angeles. She has published articles in Research in the Sociology of Organizations, The Academy of Management Review, Journal of Occupational Behaviour, Sloan Management Review, and is co-editor, with M. B. Arthur and D. T. Hall, of the first Handbook of Career Theory, to be published by Cambridge University Press in 1988. Her research interests include organizational age grading, engineering and management careers, employee productivity, and research philosophy and methods.Search for more papers by this author Barbara S. Lawrence, Barbara S. Lawrence Barbara S. Lawrence is Assistant Professor of Management at the Graduate School of Management, University of California at Los Angeles. She has published articles in Research in the Sociology of Organizations, The Academy of Management Review, Journal of Occupational Behaviour, Sloan Management Review, and is co-editor, with M. B. Arthur and D. T. Hall, of the first Handbook of Career Theory, to be published by Cambridge University Press in 1988. Her research interests include organizational age grading, engineering and management careers, employee productivity, and research philosophy and methods.Search for more papers by this author First published: Summer 1987 https://doi.org/10.1002/hrm.3930260212 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume26, Issue2Summer 1987Pages 291-295 RelatedInformation

Making Management Decisions: the Role of Intuition and Emotion

Academy of Management PerspectivesVol. 1, No. 1 ArticlesMaking Management Decisions: the Role of Intuition and EmotionHerbert A. SimonHerbert A. SimonCarnegie-Mellon UniversityPublished Online:1 Feb 1987https://doi.org/10.5465/ame.1987.4275905AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleFiguresReferencesRelatedDetailsCited byGrounding Business Models: Cognition, Boundary Objects, and Business Model ChangeDean A. Shepherd, Stella K. Seyb and Gerard George11 January 2023 | Academy of Management Review, Vol. 48, No. 1Business Schools and Hubris: Cause or Cure?Eugene Sadler-Smith and Irina Cojuharenco29 June 2021 | Academy of Management Learning & Education, Vol. 20, No. 2The Dynamics of Intuition and Analysis in Managerial and Organizational Decision MakingGerard P. Hodgkinson and Eugene Sadler-Smith29 November 2018 | Academy of Management Perspectives, Vol. 32, No. 4Beyond Constraining and Enabling: Toward New Microfoundations for Institutional TheoryIvano Cardinale13 April 2017 | Academy of Management Review, Vol. 43, No. 1A Critical Assessment of Business Model ResearchLorenzo Massa, Christopher L. Tucci and Allan Afuah21 October 2016 | Academy of Management Annals, Vol. 11, No. 1The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition modelScott Sonenshein1 October 2007 | Academy of Management Review, Vol. 32, No. 4Understanding and Measuring Linear–NonLinear Thinking Style for Enhanced Management Education and Professional PracticeCharles M. Vance, Kevin S. Groves, Yongsun Paik and Herb Kindler11 January 2018 | Academy of Management Learning & Education, Vol. 6, No. 2Exploring Intuition and its Role in Managerial Decision MakingErik Dane and Michael G. Pratt1 January 2007 | Academy of Management Review, Vol. 32, No. 1Instructor Intuition in the Educational SettingLisa A. Burke and Eugene Sadler-Smith30 November 2017 | Academy of Management Learning & Education, Vol. 5, No. 2The Knowledge-Leveraging Paradox: How to Achieve Scale without Making Knowledge ImitableRussell W. Coff, David C. Coff and Roger Eastvold1 April 2006 | Academy of Management Review, Vol. 31, No. 2Alternative Information-Processing Models and Their Implications for Theory, Research, and PracticeRobert G. Lord and Karen J. Maher1 January 1990 | Academy of Management Review, Vol. 15, No. 1Making Fast Strategic Decisions In High-Velocity EnvironmentsKathleen M. Eisenhardt30 November 2017 | Academy of Management Journal, Vol. 32, No. 3 Vol. 1, No. 1 Permissions Metrics in the past 12 months History Published online 1 February 1987 Published in print 1 February 1987 Information© Academy of Management PerspectivesDownload PDF

Social Foundations of Thought and Action: A Social-Cognitive ViewSocial Foundations of Thought and Action: A Social-Cognitive View, by Bandura Albert. Englewood Cliffs, NJ: Prentice-Hall, 1986, 617 pp., cloth.

Academy of Management ReviewVol. 12, No. 1 Book ReviewsSocial Foundations of Thought and Action: A Social-Cognitive ViewEdwin A. LockeEdwin A. Locke University of Maryland, College Park, MD.Published Online:1 Jan 1987https://doi.org/10.5465/amr.1987.4306538AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article reviews the book “Social Foundations of Thought and Action: A Social-Cognitive View,” by Albert Bandura.ReferencesBandura A. (1977) Social learning theory. Englewood Cliffs, NJ: Prentice-Hall. Google ScholarGist M. E. (in press) Self-efficacy: A review of theory and research with implications for organizational behavior, and human resource management. Academy of Management Review. Google ScholarLocke E. A. , Henne D. (1986) Work motivation theories. In Cooper C.Robertson I. (Eds.), International review of industrial and organizational psychology (pp. 1–35). Chichester, England: Wiley. Google ScholarLocke E. A. , Motowidlo S. J. , Bobko P. (in press) Using self-efficacy theory to resolve the conflict between goal theory and expectancy theory. Journal of Social and Clinical Psychology. Google ScholarFiguresReferencesRelatedDetails Vol. 12, No. 1 Permissions Metrics in the past 12 months History Published online 1 January 1987 Published in print 1 January 1987 Information© Academy of Management ReviewKeywordsBOOKS — ReviewsORGANIZATIONAL behaviorNONFICTIONDownload PDF

Perspectives on the Technology of Service Operations : Academy of Management Review

Perspectives on the Technology of Service Operations : Academy of Management Review

Editor's Comment

The article discusses the author's experiences and current news relating to the editing of the journal “Academy of Management Review.” The author states that the percentage of manuscripts that have been accepted so far is lower than the target of 14%, and describes the nature of manuscripts that have been submitted. The author chronicles resignations from the board and announces new additions, including Rabi S. Bhagat of the University of Texas, Dallas; John D. Hatfield of the University of Georgia; and William Starbuck of New York University.

Career Development in Business and Industry

Mihal, W., Sorce, P., & Comte, T. (1984). A process model of individual career decision making. Academy of Management Review, 9, 95–103.Stumpf, S., & Hartman, K. (1984). Individual exploration to organizational commitment or withdrawal. Academy of Management Journal, 27, 308–329.