Development Of Organization Theory Research Articles

The methodology of a minor miracle: killing a myth through strategic planning in the Elam School of Fine Arts

This paper reports the planning processes used in one of New Zealand’s premier schools of fine art. Elam has a culture of exuberant individualism, high productivity and disciplinary sectionalism. There is a belief that it is cantankerously and inevitably unbiddable, and yet, paradoxically, it is well enough organised to shape New Zealand’s cultural identity, consistently producing some of its finest visual artists and designers. Processes were drawn from action research, organisational development and educative leadership theory to develop a collective purpose with goals and objectives, and program plans and budgets for 1998. It is shown that there was no “minor miracle” involved, just the death of a myth about Elam’s incapacity to learn as a School.

Three contemporary challenges for OD practitioners

Contemporary organisational realities challenge consultants to develop: more up‐to‐date motivational knowledge; the ability and willingness to work with change agents unsympathetic to applied social science; and, facility with methodologies for both cultural and structural change. Changes over the last two decades have resulted in a more diverse motivational picture than the 1950s to 1970s humanistic motivational theories that underlie most organisational development theory and practice. In response, consultants need to develop a portfolio of consultancy methods that enable them to address not only cultural changes (e.g. attitudinal and change) but also structural changes (e.g. organisational design). Today, most clients who hire organisational consultants do so to complement technological and strategic changes anticipated or already undertaken. OD practitioners need to increase their ability to understand and work with change managers, and their consultants, who see the world predominantly through technological and economic eyes.

Leadership and Organizations for the New Millennium

The development of leadership theory has paralleled the development of organizational theory. The models of laissez-faire, transactional and transformational leadership both explain the old paradigm of the bureaucratic organization and reinforce the new organizational paradigm for the twenty-first century. The bureaucratic organization is analyzed in terms of laissez-faire leadership and the transactional leadership elements of management-by-exception and contingent reward. The new post-bureaucratic organization is analyzed in terms of the four 'I's of transformational leadership: individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. Inferences are drawn for the required roles and behavior of future leaders.

The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development

We address gaps in the multilevel organizational theory development literature by critically examining the structure and function of collective constructs. Structure emerges from interaction and can, over time, come to influence systems of interaction. Functions represent the causal outputs of constructs and provide a mechanism for integrating constructs across levels. We then discuss implications arising from this perspective and present a set of guidelines for multilevel research and theory development.

Driving growth: Economic Value Added versus Intellectual Capital

This paper compares and contrasts Economic Value Added (EVA TM) and Intellectual Capital (IC) as two technologies of managing oriented towards encouraging growth. The analysis suggests that EVA TMand IC contrasts greatly. EVA TMis a financial management system based on radical delegation and ‘empowerment’ and which therefore directs attention to the results created by managers. Based on financial micro-theory, EVA TMis a performance measure that attempts to account more properly for the cost of capital, but more than that, it is also a management control system which seeks to create radically independent business units and minimize corporate staff. IC is a different control system concerned to encourage endogenous growth implemented via loosely coupled sets of non-financial measurements that become strong via stories and metaphors about the post-modern firm in the post-modern world. Here, based on theories of organizational knowledge and competence development, emphasis is put on mobilizing white collar productivity and creativity based on some form of evolutionary economics or resource-based theory. While EVA TMlooks to managers as the movers of change, IC seems more systematically to promote the creativity possessed by employees.

Organization Theory and Methodology

The foundations are being put in place for a revolution in the science of organizations. Some major analytical building blocks for the development of a theory of organizations are outlined and discussed in this paper. This development of organization theory will be hastened by increased understanding of the importance of the choice of definitions, tautologies, analytical techniques, and types of evidence. The two literatures of agency theory are briefly discussed in light of these issues. Because accounting is an integral part of the structure of every organization, the development of a theory of organiza- tions will be closely associated with the development of a theory of accounting. This theory will explain why organizations take the form they do, why they behave as they do, and why accounting practices take the form they do. Because such positive theories as these are required for purposeful decision making, their development will provide a better scientific basis for the decisions of managers, standard-setting boards, and govern- ment regulatory bodies.

The Process of Change through Interlevel Dynamics in a Large-Group Intervention for a Religious Organization

In recent years, large-group interventions have been growing in prominence in the theory and practice of organizational development. These interventions, which have different titles and structures, have been defined in terms of a process in which, by bringing a whole system into a room, a large system attempts to create a shared sense of direction and a commitment to that direction. The generic purposes of a large-group intervention are to enable those who have a stake in the system to discuss shared desires and intentions, take responsibility for their own plans, and implement a shared vision. This article looks at a large-group intervention among Catholic sisters in an organizational development context and applies the construct of organizational levels and the Lewin-Schein change process model with a view to contributing to further reflection on the dynamics of large-group interventions.

Improving delivery of a health-promoting-environments program: experiences from Queensland Health.

The purpose of this paper is to outline the key components of a statewide multisite health-promoting-environments program. Contemporary health-promotion programs in settings such as schools, workplaces and hospitals use organisational development theory to address the health issues of the setting, including the physical environment, the organisational environment, and the specific health needs of the employees and consumers of the service. Program principles include management of each project by the participant organisation or site (for example, a school or workplace), using resources available within the organisation and the local community, voluntary participation, social justice and participant-based priority setting, and evaluation and monitoring. Adoption of these principles implies a shift in the role of the health worker from implementer to facilitator. Based on the experience of Queensland Health, it is proposed that the essential building blocks of the health-promoting-environments program are an intersectoral policy base, a model for action, training and resources, local facilitators, support from local organisations, a supportive network of sites, marketing of the program, and a state-based evaluation and monitoring system. The program in Queensland was able to develop a significant number of these components over the 1990-1996 period. In regard to evaluation, process measures can be built around the program components; however, further research is required for development of impact indicators and benchmarks on quality.

Principles of effective team building interventions in sport: A direct services approach at Penn State University

Team building is an ongoing, multifaceted process where group members learn how to work together for a common goal, and share pertinent information regarding the quality of team functioning for the purpose of establishing more effective ways of operating. This article describes a “hands on” approach to conducting team building interventions in sport. Drawing on reserurh from organizational development and group dynamic theory in sport, as well as information derived from interviews with coaches and athletes, key principles associated with successful team building interventions are presented and discussed. Core components to consider in building a successful team include having a shared vision and unity of purpose, collaborative and synergistic teamwork, individual and mutual accountability, an identity as a team, a positive team culture and cohesive group atmosphere. open and honest communication processes, peer helping and social support, and trust at all levels. Recommendations for conducting effective team building interventions are offered, along with miscellaneous team building activities, and suggestions for coaches that can impact the team building process.

A comparison of artificial and human organizations

Formal models can facilitate the development of organizational theory. The complex, adaptive, non-linear nature of human endeavor makes computational models a particularly useful type of formal model for exploring organizational behavior. Researchers, however, rarely contrast such models with empirical data. Further, researchers tend not to contrast such models with other such models. This paper presents results from the artificial organization project and demonstrates how contrasting models with each other and with empirical data can facilitate the development of more veridical organizational models. Specifically, this paper examines whether certain organizational models, differing only with respect to the cognitive limitations of, and adaptability or general intelligence of the agents are better or worse predictors of the behavior of similar organizations composed of humans. It is shown that, not only do different agent models predict different levels of organizational performance, they also predict different relative standings for different organizational structures. Finally, the adequacy of organizations composed of simple computational agents for predicting the behavior of organizations composed of humans appears to increase as the complexity of the organizational structure increases.

Is there a Place for the Sacred in Organizations and their Development

Secularization of life in general is widely seen as a direct consequence of European enlightenment and the process of modernization. The paper contests this thesis of societal secularization through a historical analysis of ideas in the Anglo-Saxon Christian parts of Europe and North America. It contends that the sense of the sacred has either been pushed to the private lives of individuals or marginalized into myriad forms of counter-movements. This paper then contests secularization of organizations and sees it as a thin veil of misperception. Success of Japanese organizations and studies thereof, have brought back the inevitable relevance of societal cultures for organizational management. A sense of the sacred is an essential aspect of culture—societal or organizational—which must be taken into account to build truly humane and optimally effective organizations. The theory and practice of organization development must advance itself accordingly to remain true to its spirit.

Values and Organizational Structure

Recent developments in organizational theory emphasize the need to examine the relationship between organizational values and structure. Values underpin organizational structure and give it meaning. Drawing on concepts of culture, institutional theory, and archetypes, this paper tests hypotheses on the value/structure relationship. The sample used for the study was a set of Canadian amateur sport organizations undergoing institutional change. This test shows that there is a fit between elite values and the nature of the institutionally prescribed organizational archetype.

The road to integration. Reflections on the development of organizational evaluation theory and practice

This paper focuses on the development of organizational evaluation theory and practice. It is argued that the field of evaluation is following a similar pattern of development to that of organization theory. A model of the development of organization theory is taken as a structure and major works in evaluation ‘fitted’ into each of the different stages; the history of organizational evaluation is traced from the beginning of the 20th century to the present day. Having established that the third and, according to the model of development being used as a structure, final stage of development has been reached, the paper puts forth a critical evaluation of currently popular ‘integrated’ approaches.

Relationship marketing and imaginary organizations: a synthesis

Explores the dependency between relationship marketing (RM) and new developments in organization theory. In RM, relationships, networks and interaction are in focus. The primary role of marketing is to connect suppliers and customers but RM also includes relationships with other stakeholders, both inside and outside the organization. Presents a theoretical discourse based on two recent developments in Nordic research. One is RM and its emergence from traditional marketing, services marketing, the network approach of industrial marketing, and quality management. The other is research concerning imaginary organizations, in which the organization consists of a network of relationships between suppliers, customers, subcontractors, competitors, authorities and others, rather than being a structure with clear boundaries. The synthesis of RM and imaginary organizations leads to the concept of complete marketing equilibrium, where not only the market but also the organization and society are included in a network of interactive relationships.

What has been happening in organization theory and does it matter?

Examines recent developments in organization theory and considers their relevance for personnel practitioners. Suggests that an important contribution of these developments has been their challenge to the authority of established analyses in which there has been a tendency to overlook the constructed and fundamentally political nature of this knowledge. More specifically, provides a critical appraisal of the work of Stewart Clegg and, in particular, his Modern Organizations. Argues that the commitment in earlier work to extend and enrich the analysis of organizations has been displaced and diluted in his examination of “things postmodern”. In Modern Organizations, the critical thrust of earlier books is blunted by an objectivism which dilutes or suspends their concerns in favour of an attempt to provide seemingly more refined or accurate maps of organizational reality. It is difficult to see how this move is compatible with a commitment to develop theory which by challenging established ways of thinking about organizing, may contribute to the fostering of less divisive and destructive organizational practices.

From intelligence to evidence-based healthcare: a purchasing odyssey.

Since the appearance of the NHS Executive's guidance document, Purchasing Intelligence (1991), efforts have been concentrated on the development of 'purchasing intelligence facilities' staffed, in the main, by health librarians. However, the concept of 'intelligence' has a wider dimension that impacts upon the whole culture of an organization. The authors examine purchasing organizations against popular theories of organizational development. The characteristics of Handy's Task culture, with Athena as its patron, may be observed in many authorities. Using the results of two surveys, conducted in March 1995, they identify some key information management issues involving structure, tasks, technology and people. Skills in information 'transformation' must be acquired by all staff in purchasing authorities. The intelligence officer must become a modern-day Odysseus if the intelligence facility is to 'survive and thrive'.

RETHINKING ORGANIZATION DEVELOPMENT FOR THE LEARNING ORGANIZATION

This article offers a conception of the learning organization. From this model, we discuss ways in which organizational development can now be used to create learning organizations and ways in which organizational development theory and practice might change to create learning organizations. We consider three ways OD may contribute to the learning organization: supportive systems of interaction, guiding values, and a sense of structural alternatives. We look at contributions learning organizations make to OD, in terms of changing conceptions of dialogue, system diagnosis focused on learning, intervention focused on long term empowerment, and measurement at the macro system level.

ISSUES IN ORGANIZATIONAL LEARNING

The five papers in this issue discuss and synthesize the diverse literature on the construct of organizational learning, characteristics of learning organizations, the relationship between individual and organizational learning, the diffusion process of knowledge from the individual to the collective, the existant contributions of organization development (OD) to developing learning organizations, and the changes that are implied in OD theory and practice by the learning organizations.

Sociology: Computational Organization Theory

Computational organization theory is a growing interdisciplinary area centered on the development of organization theory through the use of computational techniques. Research in this area grows out of work in many scientific areas including sociology, psychology, classic organization theory, and distributed artificial intelligence. The research in this area is united by a view of organizations as collections of processes and intelligent adaptive agents that are task oriented, socially situated, and technologically bound. This paper reviews this growing area and discusses both issues involved in the development of models in this area and theoretical issues that are being explored by work in this area. Keywords' simulation, organization theory, organizational learning, social networks, expert systems, computers.

Paediatric inpatient utilisation in a district general hospital.

Paediatric inpatient utilisation in a district general hospital was studied for 20 general practices covering a population of 26,433 children. The factors influencing the rate and route of admission (general practitioner (GP) or accident and emergency department) were analysed for 894 emergency non-traumatic admissions over a 12 month period. The overall rate of acute, nontraumatic admission was 33.8/1000; 35% of these admissions were via the accident and emergency department. Asthma was the most common reason for admission (16.1%); 56.9% of the admissions resulted from respiratory tract illness and 44% were for an infective illness. There was a significant variation in the route and rate of admission across practices. Admission rates ranged from 10 to 70/1000 children under 15 and the proportion via the accident and emergency department from 19% to 85%. The proportion of admissions via the accident and emergency department for each practice was highly negatively correlated with the number of GPs in the practice, the number of children under 15 registered, and positively correlated with the unemployment rate attributed to the list. Using multiple logistic regression analysis, the risk of being admitted via the accident and emergency department relative to GP admission was shown to be higher for older children (odds ratio for each year of age 1.05) and less for children registered with large practices with more GPs (odds ratio for each extra GP 0.36) or practices with more children under 15 (odds ratio per extra child 0.9991). Access to hospital as measured by isochrone bars and social characteristics of the ward of residence of each child admitted were not associated with the route of admission. The admission rate for each practice was positively, but not statistically significantly, associated with the unemployment rate attributed to the list, the unemployment rate of the ward where the practice was located, and the percentage of admissions via accident and emergency, and negatively associated with the percentage of the list under 15 years.