The Blackwell Companion to Organizations

946 Pages·2002·9.728 MB·English

by  Joel A. C. Baum

The Blackwell Companion to Organizations
Edited by:Joel A.C.Baum
eISBN:9780631216940
Printpublication date:2005
SubjectBusiness and Management»Organization and ManagementTheory
DOI:10.1111/b.9780631216940.2005.x
TheBlackwell CompaniontoOrganizations
Drawingontheresearch ofmorethan50influential international scholars, this extensive
interdisciplinarysurveyconsolidates andevaluates what is knownandnot knownabout
organizations, andcriticallyexamines howwelearnabout andstudythem.
Thecontributions are groupedundertenheadings, representingthemost important
contemporaryperspectives onorganizations, includingnetworks, ecology, and
technology, eachofwhich is covered at threelevels oforganization: intraorganizational,
organizational,andinterorganizational.Forease ofuse,eachchapteris structuredaround
fivecommonelements: reviewand evaluationoftheliteratureonthat topic;
contemporaryissues and debates; central questions that remainunanswered; newand
emergingdirections forresearch; andconnections across levels oforganizations.
Fornewcomers toorganizationstudies, this up-to-dateresourceprovides a foundationfor
navigatingthe fieldandanoverviewofits complexities. Formoreexperiencedstudents
andscholars, it offers a rich sourceofinspirationand ideas, andclear guidancefor
designingand carryingout exemplaryresearch.
http://avaxhome.ws/blogs/ChrisRedfield
Figures
SubjectBusiness and Management»Organization and ManagementTheory
DOI:10.1111/b.9780631216940.2005.00001.x
Mappingcontemporaryperspectives onorganizations: Rational,natural and
0.1 11
opensystems
0.2 Mappingcontemporaryperspectives onorganizations: Overlappingfish-scales 22
Mappingcontemporaryperspectives onorganizations: Anevolutionarymeta-
0.3 25
framework
5.1 Possiblerelationships betweensymbolicandconnectionist architectures 126
12.1Exampleofanegocentricnetwork 290
17.1Technologycycles overtime 389
17.2Innovationstreams 393
17.3Ambidextrous organizations: Exploitationandexplorationwithinbusiness units 397
18.1Fourpossibledisconnects inthelearningcycle 417
22.1The IONbox 522
25.1Theenactment ofindustrybeliefsystems 585
29.12-dimensional cellularautomata 669
29.2Landscapewithout interdependence(N =3,K =0) 671
29.3Landscapewithmaximalinterdependence (N =3, K =2) 671
30.1IO's model ofmarket performance 688
30.2The IO-OS cross-fertilizationcircle 698
30.3Sales-motivatedbehavior 700
30.4Information-defectiveinvestment 701
30.5Status-drivenrivalry 702
32.1Epistemological misattributioninthe“paradigm wars”: Summary 735
33.1Conceptions oftheaxiom–theory–model–phenomenarelationship 764
33.2Guttmanscale 770
Articles employingarchival methods publishedintheAdministrativeScience
35.1 809
Quarterly,1970–98
36.1Cellularautomataexample 839
38.1Process theories oforganizational development andchange 871
38.2Barley's parallel,synchronic,anddiachronicresearchdesign 876
Tables
SubjectBusiness and Management»Organization and ManagementTheory
DOI:10.1111/b.9780631216940.2005.00002.x
0.1 Keytopics andthemes across perspectives andlevels oforganization 27
1.1 Selectedresearchonintraorganizational institutions 39
2.1 Selectedstudies ofintraorganizational networks 60
2.2 Frameworkofintraorganizational network studies 62
3.1 Summaryoftheseminal works inintraorganizational ecology 77
4.1 Synopsis ofselectedempirical studies onintraorganizational evolution 109
5.1 Exemplarintraorganizational cognitionandinterpretationcollections 122
5.2 Exemplarintraorganizational cognition andinterpretationstudies 123
6.1 Selectedresearchonintraorganizational power anddependence 142
7.1 Selectedstudies inintraorganizational technology 159
8.1 Keyempirical studies on intraorganizational learning 184
9.1 Summaryofintraorganizational complexityand computationstudies 210
9.2 Ameta-networkapproachtoorganizational representation 225
10.1Researchonintraorganizational economics 236
11.1Selectedresearchonorganizational institutions 261
12.1Selectedstudies oforganizational networks 283
13.1Selectedstudies inorganizational ecology 306
13.2Elaborations ofthedensitydependencemodel 314
14.1Summaryoforganizational evolutionstudies 330
15.1Keyempirical studies: Informationprocessingperspective 348
15.2Keyempirical studies: Enactment perspective 353
16.1Selectedresearchonorganizational poweranddependence 365
17.1Technologycycles anddominant designs 390
17.2Innovationtypes andinnovationstreams 394
17.3Ambidextrous organizations 398
17.4Seniorteams 403
18.1Selectedorganizational learningstudies 419
19.1Selectedempirical studies illustratingloosecouplingand NKphenomena 446
19.2Selectedempirical studies illustratingtheedgeof chaos 449
19.3Selectedempirical studies illustratingsimpleschemata,complex behavior 452
19.4Selectedempirical studies illustratingemergence ofcomplex adaptivesystems 454
19.5Selectedempirical studies illustratingrecombinationandevolution 457
20.1Transactioncost economics: Representative empirical studies 471
20.2Resource-basedview: Representative empirical studies 477
21.1Selectedresearchoninterorganizational institutions andinstitutional change 500
22.1Keystudies ofinterorganizational networks 524
23.1Select studies ininterorganizational ecology 546
24.1Summaryofkeyinterorganizational evolutionstudies 567
25.1Summaryofkeyinterorganizational cognitionand interpretationstudies and 581
findings
26.1Summaryofkeyinterorganizational poweranddependencestudies 612
27.1Summaryofselectedinterorganizational technologystudies 623
28.1Selectedinterorganizational learningstudies 644
29.1Selectedinterorganizational complexityandcomputational studies 666
30.1Eight illustrative IOstudies 691
30.2Three examples ofhumanized IO's theory 706
33.1Suggestedtenets foraCampbellianRealist organizationscience 757
33.2Model substructures defined 767
34.1Examples oforganizational surveys 784
34.2Implementationguide for organizational surveys 786
34.3Private-sector employment byorganizationsize,1994 788
35.1Majoranalyticdistinctions andthethreemodes ofarchival analysis 814
35.2Research goals, datasources, andmethods forarchival researchonorganizations819
36.1Characteristics ofthreedifferent simulationapproaches 834
36.2Issues andchallenges in organizational simulation 842
37.1Principles that guide groundedtheory-basedresearch 851
38.1Keysteps, decisions, and suggestions forprocess researchinfieldstudies 870
38.2Evolutionofinnovationconcepts duringMIRP 880
Contributors
SubjectBusiness and Management»Organization and ManagementTheory
DOI:10.1111/b.9780631216940.2005.00003.x
TerryL.Amburgey [Organizational Ecology; Organizational Evolution] is Professorof
StrategyandOrganizationat theJoseph L.RotmanSchool ofManagement,Universityof
Toronto[E-mail: [email protected]]. His current researchfocuses onthe
evolutionoforganizational networks, learningraces amongorganizations, social issue
framinganddynamicmodeling.Hehas authoredseveral articles onorganizational
ecologyandorganizational change, whichhaveappearedin Academyof Management
Journal,AdministrativeScience Quarterly,andStrategicManagement Journal.He
receivedhis Ph.D.insociologyfrom StanfordUniversity.
LindaArgote[Intraorganizational Learning] holds theDavidM. and BarbaraA. Kirr
ChairinOrganizational BehaviorintheGraduate School of Industrial Administrationand
(bycourtesy)inthe Department ofSocial andDecisionSciences, Carnegie Mellon
University[E-mail: [email protected]].Her researchinterests include group andorgani
zational learning,memory, knowledgetransfer, andperformance.Recent publications
includeOrganizational Learning: Creating,Retaining,andTransferringKnowledge
(1999)and“Knowledge TransferinOrganizations: ABasis forCompetitiveAdvantage
inFirms,”withP. Ingram (Organizational Behavior andHumanDecision Processes,
2000).Shereceivedher Ph.D.inorganizational psychologyfrom theUniversityof
Michigan.
JaneAzevedo (1949–2000)[UpdatingOrganizational Epistemology] was asociologist
andphilosopherofsciencewhoseownworkwas greatlyinfluencedbyher dissertation
supervisor,CliffA.Hooker(UniversityofNewcastle).At thetimeofherdeath,Janewas
Senior LecturerinSocial andCommunityStudies at SunshineCoast UniversityCollege
inQueensland,Australia. Inherbook,MAPPING REALITY: AnEvolutionaryRealist
Methodologyfor theNatural andSocial Sciences (1997),Janeusedinsights from
evolutionaryepistemologytodevelopanewnaturalist realist methodologyofscience,
andappliedit totheconceptual,practical,andethical problems ofthesocial sciences.
Shewas anactivememberoftheAustralasianAssociationfortheHistory, Philosophy,
andSocial Studies ofScience,organizingtheirJuly1999annual meetingat herhome
institution.
WayneE.Baker[Interorganizational Networks] is ProfessorofOrganizational Behavior
andHumanResourceManagement,andDirectoroftheCenterforSociety&Economy,
at theUniversityofMichigan Business School [E-mail: [email protected]].Heis a
FacultyAssociateat the InstituteforSocial Research.His researchinterests include
economicsociology,networks, organizations, andculture.WinnerwithRobert Faulkner
oftheAmericanSociological Association's Max WeberAwardforDistinguished
Scholarship,heis arecipient oftheEmoryWilliams Awardfor Excellence inTeaching.
Joel A.C.Baum[CompaniontoOrganizations: An Introduction; Organizational
Ecology; ContemporaryDebates inOrganizational Epistemology] is CanadianNational
ProfessorofStrategyand Organizationat theRotmanSchool ofManagement (witha
cross-appointment tothe Department ofSociology),UniversityofToronto[E-mail:
[email protected]].Studyingeconomicphenomenafrom thepoint ofviewofa
sociologist,Joel is concernedwithhowinstitutions, interorganizational relations, and
managers shapepatterns ofstrategicinteractionamongfirms. His recent publications
have appeared in the Academy of Management Journal, Administrative Science Quarterly,
Management Science,Social Forces, Social ScienceResearch,and Strategic
Management Journal.Joel has also recentlyco-editedthreebooks: Variations in
OrganizationScience: In Honor of DonaldT.Campbell (1999),withBill McKelvey,
Economics Meets SociologyinStrategicManagement (Advances inStrategic
Management,vol.17,2000),withFrank Dobbin,and Multiunit Organizationand
Multimarket Strategy(Advances inStrategicManagement,vol.18,2001),withHenrich
R.Greve.Joel is amemberofthe editorial boards ofAdministrativeScienceQuarterly
andAcademyof Management Journal,editor-in-chiefofAdvances inStrategic
Management, andOrganizationandManagement TheoryDivisionProgram Chairforthe
AcademyofManagement meetings inWashington,DC,2001.Joel receivedhis Ph.D.in
organizational behaviorfrom theUniversityofToronto.
Mahesh M.Bhatia [Organizational ComplexityandComputation]is adoctoral student
inStrategyand Organizationat theDepartment of Management ScienceandEngineering,
StanfordUniversity[E-mail: [email protected]].Bhatia's researchinterests center
aroundorganizational experimentationandprobingstrategies inhigh-velocity
environments. PriortojoiningStanford,he earned Masters degrees intechnologyand
policyfrom theMassachusetts InstituteofTechnologyandinbiomedical engineering
from the Indian Institute ofTechnology,Madras. Hehas a Bachelors degreein
electronics andtelecommunications engineeringfrom theGovernment Collegeof
Engineering,Pune, India. Mahesh has publishedseveral journal, conference papers, and
bookchapters inthe areas ofbiomedical engineeringandpublicpolicy. He has also
workedfortwo years inhardware/softwaredevelopment andstrategyconsultinginthe
USAand India.
NicoleWoolseyBiggart [Organizational Institutions] is ProfessorofManagement and
Sociologyat theGraduateSchool ofManagement,UniversityofCalifornia,Davis
[Email : [email protected]].Hercurrent research, fundedbytheCalifornia
InstituteforEnergyEfficiency,concerns theinstitutional structureofthe commercial
buildings industryinthe USA.Sheis tryingtounderstandhowthemarket structureand
communities ofpractice ofanindustryshapes its potential forinnovation,inthis case,
producingenergyefficient products. Sheis editingan economicsociologyvolume
(Blackwell Publishers, forthcoming) andcontinues tobeinterestedinthesocial bases of
economicactivity.NicolereceivedherPh.D.insociologyfrom theUniversityof
Californiaat Berkeley.
Daniel J.Brass [Intraorganizational PowerandDependence] is theHenningHilliard
Professorof Innovative Management intheSchool ofManagement,GattonCollegeof
Business andEconomics, UniversityofKentucky[E-mail: [email protected]].His
research focuses on the antecedents and consequences of social networks in organizations.
Recent publications include“At theMargins: ADistinctiveness ApproachtotheSocial
IdentityandSocial Networks ofUnderrepresented Groups,”withA.M. MehraandM.
Kilduff(Academyof Management Journal,1998), “Social Capital,Social Liabilities, and
Social Resources Management,”withG. Labiancain CorporateSocial Capital and
Liability(eds., R.Th.A.J.Leenders andS.Gabby,1999),and “TheRight Person andthe
Right Place: TheEffects ofSelf-MonitoringandStructural PositiononWorkplace
Performance,”withA.M.MehraandM. Kilduff(AdministrativeScienceQuarterly,
2001).Hereceivedhis Ph.D.inbusiness administrationfrom theUniversityof Illinois.
Kathleen M. Carley [Intraorganizational ComplexityandComputation] isaProfessorof
SociologyandOrganizations at CarnegieMellon University[E-mail:
[email protected]].Herresearchis intheareas ofcomputational
organizationtheory,social andorganizational adaptationandevolution,statistical models
fornetwork analysis and evolution,computational text analysis, andtheimpact of
telecommunicationtechnologies oncommunication,informationdiffusion,knowledge
networks, informationsecurity, ande-commerce. Recent workfocuses ontheco-
evolutionofsocial andknowledgenetworks, transactivememory,informationdiffusion
andtheinternet,and adaptivearchitectures for commandandcontrol.Her workblends
social networks, cognitivescience,andmulti-agent modeling.Shehas writtenover60
papers andis co-authoroftwobooks usingcomputational models toexploretheimpact
ofgroupandorganizational processes onindividual andorganizational learning,
interaction,andresponse tochangingsocial andtechnological conditions. Carleydirects
thecenter forcomputational analysis ofsocial and organizational systems (CASOS)at
CarnegieMellon.SheandMikePrietulafounded andruntheannual workshopin
computational andmathematical social andorganizationtheory,andwithAl Wallaceshe
is foundingeditorofthejournal Computational andMathematical OrganizationTheory.
ShereceivedherPh.D. from Harvard University.
DaniaA.Dialdin[Organizational Networks] is adoctoral candidateat the Department of
Management and Organizations, KelloggGraduateSchool ofManagement,Northwestern
University[E-mail: [email protected]]. Herresearchinterests includesocial
networks, strategic alliances, andcross-cultural negotiations. Her current research focuses
ontheimpact ofsocial networks ontheperformanceoffirms. She receivedherM.A.
from StanfordUniversityandher B.A.from WellesleyCollege.
Kevin Dooley [SimulationResearchMethods] has ajoint appointment withthe
Department of Industrial Engineeringandthe Department ofManagement at Arizona
StateUniversity[E-mail: [email protected]].Kevin's researchinterests lieinthe
areas ofcomplex systems theory,qualitymanagement,innovationandnewproduct
development,organizational change,knowledgemanagement,text analysis, information
technology, andhealthcaremanagement.Heis currentlyPresident oftheSocietyfor
Chaos TheoryinPsychologyandtheLifeSciences,aninternational societydevotedto
applyingcomplexitysciencetothestudyoflivingsystems. Heis onthe editorial boards
ofJournal of Operations Management,QualityManagement Journal,Journal of Quality
Management,Nonlinear Dynamics, Psychology, &theLifeSciences, Productionand
Operations Management, andEmergence.Hehas consultedwithover100 companies in
theareas ofquality,organizational change, andinnovation.Kevinreceived his Ph.D.in
mechanical engineeringfrom theUniversityof Illinois, in1987.
Deborah Dougherty [GroundedTheoryResearch Methods] is AssociateProfessor at
Rutgers Universitywheresheteaches principles ofmanagement,managingtechnology,
qualitativemethods, andmanaginginnovation[E-mail: [email protected]].
Shehas also taught at McGill Universityandthe WhartonSchool.Herresearch concerns
howtoorganizeforsustainedproduct/serviceinnovationincomplex organizations,
rethinkingtheorganizationofwork,knowledgeandhumanrelations tosupport
innovation,andknowledgemanagement.Shehas publishedover20articles andbook
chapters onthesetopics. All herempirical articles usea groundedtheorybuilding
approach. Deborahwas 2000–2001ChairoftheTechnologyand InnovationManagement
DivisionoftheAcademyofManagement,serves onthreejournal editorial boards
(Academyof Management Review,Journal of Product InnovationManagement,and
Organization Science), and is co-editor of essays for The Journal of Management Inquiry.
Afterworkinginthetrenches oflargeorganizations forten years, Deborah returnedto
school andreceived aPh.D.inmanagement from MITin1987.
Kathleen M.Eisenhardt[Organizational ComplexityandComputation] is Professorof
StrategyandOrganizationat theDepartment ofManagement Scienceand Engineering,
StanfordUniversity[E-mail: [email protected]].Kathy's researchinterests center
onstrategyandorganizationinhigh-velocityindustries. Sheis currentlystudyingthe
acquisitionofentrepreneurial firms, creationofcross-business synergies, andtheconcept
ofboundaries forcontemporaryorganizations. Sheis aco-authorofCompetingonthe
Edge: Strategyas StructuredChaos (1998),winneroftheAcademyofManagement's
GeorgeR.TerryAward foroutstandingcontributiontomanagement thinking.Shehas
publishedinjournals includingAdministrativeScienceQuarterly,Harvard Business
Review,Academyof Management Review,andOrganizationScience.Herrecent
publications include“DynamicCapabilities: WhatareThey?”withJ.A.Martin
(StrategicManagement Journal,2000),“Strategyas SimpleRules,”withD.N.Sull
(Harvard Business Review,2001),and“Architectural InnovationandModularCorporate
Forms,”withD.C.Galunic(Academyof Management Journal,2001).Kathyserves on
theeditorial boards ofAdministrativeScienceQuarterlyandStrategicManagement
Journal,andhas beenelecteda FellowoftheAcademyofManagement.Sheis also a
FellowoftheWorldEconomicForum.HerPh.D.is from Stanford's GraduateSchool of
Business.
KimberlyD.Elsbach [Intraorganizational Institutions] is anAssociateProfessorof
Management andChancellor's Fellowat theGraduateSchool ofManagement,University
ofCalifornia,Davis [E-mail: [email protected]].Herresearchfocuses onthe
perceptionandmanagement ofindividual andorganizational images, identities, and
reputations. Shehas studiedthesesymbolicprocesses invarietyofcontextsrangingfrom
theCaliforniacattleindustry,andtheNational RifleAssociation,toradical
environmentalist groups, andHollywoodscreenwriters. Usingacombinationof
qualitativefield methods andexperimental labmethods, herwork aims tobuildtheory
about thecognitiveandemotional processes organizational members useinperceiving
theirorganization,theirco-workers, andthemselves. Herworkhas beenpublishedina
numberofscholarlyoutlets, includingAdministrativeScienceQuarterly,Academyof
Management Journal,OrganizationScience,and ResearchinOrganizational Behavior.
Kim has servedon anumberofeditorial boards andis currentlyasenior editorfor
OrganizationScienceand Advances inQualitativeOrganizational Research.Herpaper
onmanagingorganizational legitimacyintheCaliforniacattleindustrywonthe1993
Louis PondyAwardforbest paperbasedonadissertation,from theOrganizationand
Management TheoryDivisionoftheAcademyof Management.Shecurrentlyserves as
anOMT divisionrepresentative-at-large,intheAcademyofManagement.Shereceived
herPh.D.from Stanford Universityin1993.
RobertR. Faulkner[Interorganizational Networks] is ProfessorofSociology,
UniversityofMassachusetts, Amherst,andresearchassociateinTheSocial and
DemographicResearch Institute[E-mail: [email protected]].His research
interests includeorganizations, careers, corporate crime,andthesociologyofjazz.He
has writtenoncareers inthefilm industry,markets intheadvertisingbusiness,and
interorganizational collusion.Heis currentlyat workonaproject studyingschism and
thecultureofopportunism inprice-fixingconspiracies. WinnerwithWayneBakerofthe
AmericanSociological Association's Max Weber AwardforDistinguished Scholarship,
heis arecipient ofhis university's CollegeOutstandingTeachingAward, Collegeof
Social andBehavioral Science.
C.Marlene Fiol [Intraorganizational Cognitionand Interpretation] is anAssociate
ProfessorofStrategicManagement at theGraduateSchool ofBusiness,Universityof
Coloradoat Denver[E-mail: [email protected]],wheresheteaches strategy
andentrepreneurship.Herresearchinterests includeorganizational cognitionand
interpretation,organizational learning,knowledge management,and entrepreneurship.
Marleneis oneofthefounders oftheManagerial andOrganizational CognitionDivision
oftheAcademyofManagement,andsheremains deeplycommitted tocognitionresearch
that crosses organizational levels anddisciplines toaddress theroleofcognitive
processes instrategicdecisionmaking.Recent publications include“All for OneandOne
forAll? TheDevelopment andTransferofPower across Organizational Levels,”withE.
O'Connor andH.Aguinis, (Academyof Management Review,2001), and
EntrepreneurshipinHealthcare,withE.O'Connor(AmericanCollegeof Physician
Executives,2001).ShereceivedherPh.D.instrategicmanagement from theUniversity
of Illinois at UrbanaChampaign.
D.Charles Galunic[Intraorganizational Ecology] is anAssociateProfessorof
Organizational Behavior at INSEAD[E-mail: [email protected]].His work
examines organizational innovation,change,andlearning.His recent most workhas
exploredhowmanagerial networks andcorporate systems contributetothe creationand
transferofknowledgeresources withinthefirm.Hehas also examinedhow human
resourceinvestment strategies impact thedevelopment ofhumancapital.His workonthe
continuous changeprocesses ofmultidivisional firms has beenrecognizedinseveral
places, includingawards from theAcademyofManagement.Heserves ontheeditorial
boards ofOrganizationScience andStrategicManagement Journal,and was 1998
convenorfortheEuropeanGroup for OrganizationStudies.His publications have
appearedintheAcademy of Management Journal, StrategicManagement Journal,
OrganizationScience,Re sear chinOrganizational Behavior,andHarvard Business
Review.Charles holds a Ph.D.inorganizational behaviorfrom StanfordUniversity; a
B.A.inphilosophy,politics andeconomics from OxfordUniversity(CanadianRhodes
Scholar); anda B.Sc.inchemical engineeringfrom Queen's University,Canada.
Henrich R.Greve[Interorganizational Evolution] is anAssociateProfessorat the
UniversityofTsukuba(InstituteofPolicyandPlanningScience,Japan[E-mail:
[email protected]]. Inthespringof2002hewill jointheNorwegianSchool
ofManagement,Norway[E-mail: [email protected]].Henrich's workhas been
publishedin AdministrativeScienceQuarterly,StrategicManagement Journal,Academy
of Management Journal, AmericanJournal of Sociologyandelsewhere.His current
researchincludes workonperformance andaspirationlevels effects onorganizational
investment andinnovationstrategies, researchon spatial competitioninorganizational
fields, andresearchonheterogeneous influence amongorganizations (including
methodological workjointlywithNancyBrandon Tuma).Theresearchon heterogeneous
influenceextends his earliermethodological andempirical workonheterogeneous