TITLE

STUDYING CHANGES IN ORGANIZATIONAL DESIGN AND EFFECTIVENESS: RETROSPECTIVE EVENT HISTORIES AND PERIODIC ASSESSMENTS

AUTHOR(S)
Glick, William H.; Huber, George P.; Miller, C. Chet; Doty, D. Harold; Sutcliffe, Kathleen M.
PUB. DATE
July 1990
SOURCE
Organization Science;1990, Vol. 1 Issue 3, p293
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This paper describes assumptions, rationale, and trade-offs involved in designing the research methodology used in a longitudinal study of the relationships among changes in organizational contexts, designs, and effectiveness. The basic research question concerns when, how, and why do different types of organizational change occur. Given this research question and a desire to develop and test generalizable theory about changes in organizational design and effectiveness, we conducted a longitudinal study of over 100 organizations. Data concerning the changes were obtained through four interviews spaced six months apart with the top manager in each organization. Each interview provided a short-term retrospective event history over the preceding 6-month interval. In aggregate, the four interviews provided a 24-month event history for each organization. Additionally, periodic assessments of the state of the organization's context, design, and effectiveness were collected with two questionnaires spaced one year apart. Finally, in each organization, the top manager's personal characteristics were assessed after all other data were obtained. This paper examines the alternatives, advantages, and disadvantages of the research design decisions. With some hindsight, we also offer some suggestions for future researchers with similar goals of developing and testing generalizable explanations of change processes in organizations.
ACCESSION #
4433676

Tags: LONGITUDINAL method;  ORGANIZATIONAL change;  ORGANIZATIONAL effectiveness;  BUSINESS enterprises;  RESEARCH;  BUSINESS;  ORGANIZATION;  MANAGEMENT;  ORGANIZATIONAL structure;  ORGANIZATIONAL behavior

 

Related Articles

  • ADMINISTRATION SIZE AND ORGANIZATION SIZE: AN EXAMINATION OF THE LAG STRUCTURE. Cullen, John B.; Baker, Douglas D. // Academy of Management Journal;Sep84, Vol. 27 Issue 3, p644 

    The article provides information on a study pertaining to the lag structure in the relationship between organization size and administration size. The major benefit attributed to the use of longitudinal data for the study of organizational size and administration is the increased understanding...

  • Observations on the Dynamics of a Change to Electronic Data-Processing Equipment. Mann, Floyd C.; Williams, Lawrence K. // Administrative Science Quarterly;Sep60, Vol. 5 Issue 2, p217 

    This paper presents findings from an exploratory, longitudinal study of the effects of a change-over to electronic data-processing equipment in a light and power company. As a case study it deals with (1) the general problems of introducing this change, which extended over five years and...

  • MODELOS DE DESARROLLO DE DINÁMICAS DE INNOVACIÓN EN PETRÓLEOS DE VENEZUELA, S.A. (PDVSA). Arenas, Belinda Colina // Problemas del Desarrollo. Revista Latinoamericana de Economía;ene-mar2007, Vol. 38 Issue 148, p195 

    The aim of the study is to analyze the changes in development models with dynamic innovation capacity at PDVSA-Occidental. This is a descriptive and analytical study. Documents were reviewed, and interviews and a survey carried out. The findings show that the management under study was aware of...

  • ORGANIZATION DESIGN: INTRODUCTION TO THE FOCUSED ISSUE. Lewin, Arie Y.; Huber, George P.; Lewin, Arie Y.; Minton, John W. // Management Science;May86, Vol. 32 Issue 5, p513 

    Concern with the effectiveness, productivity, efficiency or excellence of organizations is a subject that has motivated the writings of economists, organization theorists, management philosophers, financial analysts, management scientists, consultants, and practitioners. It has served as a...

  • Organization Structure, Individual Attitudes and Innovation. Pierce, Jon L.; Delbecq, André L. // Academy of Management Review;Jan1977, Vol. 2 Issue 1, p27 

    Innovation (the initiation, adoption and implementation of new ideas or activity in an organizational setting) is reviewed in terms of organization context, structure, and member attitudes. A series of propositions and three predictive models are derived and presented as directions for future...

  • LONGITUDINAL FIELD RESEARCH METHODS FOR STUDYING PROCESSES OF ORGANIZATIONAL CHANGE. van de Ven, Andrew H.; Huber, George P. // Organization Science;1990, Vol. 1 Issue 3, p213 

    The article focuses on longitudinal field research methods to study processes of organizational change. A number of philosophy of science debates underlie the research problems and methods. A discussion is presented about controversial variables and quantitative data versus events and...

  • QUANTIFICATION OF COMPANY'S MANAGEMENT CONTROL IMPACT AND ITS MODELLING. Šnapka, Petr; Čopiková, Andrea; Konkolski, Stanislav // Actual Problems of Economics / Aktual'ni Problemi Ekonomìki;Jun2013, Vol. 144 Issue 6, p539 

    The main aim of this contribution is to present a possible approach to quantification of company's management control impact towards the executive sections of company's organizational structure. This impact is modeled by determining the amount of the so-called invariable proportional manager's...

  • TECHNOLOGY, SIZE, AND ORGANIZATIONAL STRUCTURE: A REEXAMINATION OF THE OKAYAMA STUDY DATA. Singh, Jitendra V. // Academy of Management Journal;Dec1986, Vol. 29 Issue 4, p800 

    In this article the author reexamines data from a study that focused on the effects that technology and size have on organizational structure. The study, known as the Oklahoma Study, obtained data from 50 Japanese factories and found that size affected the areas of structural differentiation and...

  • Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study. Ahuja, Gautam // Administrative Science Quarterly;Sep2000, Vol. 45 Issue 3, p425 

    To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network--direct ties, indirect ties, and structural holes (disconnections between a firm's partners)--to the firm's subsequent innovation...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sign out of this library

Other Topics